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The primary difference between a project and a process is:

*a. End results b. Where the project or process is situated in the organization c. Degree of externality to the organization d. all the answers are characteristics of the difference between a project and a process e. Degree of complication

The terms "One-too-many relationships" and "pointers" as discussed in class relate to:

*a. IT - the application of computers and telecommunications equipment to store, retrieve, transmit and manipulate data, often in the context of a business or other enterprise. b. BRP c. HR d. the component model e. Lou's organizational model

In the Deloitte case- "sometimes it takes a revolution" - the author states the importance of change was supported by a:

*a. a clear business case b. a clear statement that the firm was facing both legal and social pressures to change c. a clear application of the ethical rules d. none of the answers are right e. clear stakeholder analysis

The terms bounded rationality and information symmetry and risk are related to:

*a. decision environment b. problems solved with the matrix management approach c. the component model d. two of the answers are right e. problems with teams

The terms "dispositional" and "situational" are related to:

*a. fundamental attribution error b. component model c. "road blocks" from one of the cases in class d. parts of the change management strategies e. none of the answers are right

The application or purpose of the ANOVA test is to analyze the _____ of the populations.

*a. mean b. reliability or validity c. variance d. two of the answers are right e. the binary model

In the IBM book when Lou arrived there was a tendency to measure performance internally rather than by the marketplace. A way to describe this, from terms used in class, would be best by:

*a. self-referencing group b. cultural stagnation c. component model d. two of the answers are right e. matrix management

In class we discussed the principal and agent theory and the potential for an expectation gap between two parties. We mentioned in class to resolve this potential problem, organizations:

*a. use contracts to set expectations b. none of the answers are right - principal and agent theory states that parties can resolve the conflict c. ask for an outsider to mediate the possible conflicts d. set guiding principles for the organization

The two theories of discrimination discussed in class were __________ and _____________.

Adverse/disparate treatment and Adverse/disparate impact.

The types of power discussed in class are ___________.

Coercive, legitimate, expert, referent

When Lou was on the plane and got a drink, he was applying the ________ method of change management.

Crossover

When you "make what you sell" you are using the ____________.

Demand chain

In the beginning of the Duke hospital case we saw the physician and the patient's parent exhibit _______________ as a reason change occurs when the child was having difficulty breathing.

Dissatisfaction with the present moment (or something close to that)

We use the _____________ to convert qualitative data to quantitative data for analysis purposes.

Likert scale

The four types of ethics are ___________.

Societal, occupational, organizational, individual

When we talk about the "reach of the organization" we are considering the effect the organization has on its ___________ and not just its markets for its products or services.

Stakeholders

In a value chain analysis we see the staff function in the ___________ and the line functions in the ____________.

Supporting activities and primary activities

Even though Lou was not from the IT industry, those at IBM could ___________ him because of his reputation -- his first approach to management was to "manage by principle."

Trust

Which of the following is not part of the "patterns in the enterprise" business model:

a. All are parts of the "patterns" in the enterprise from class. *b. managerial pattern c. patterns in the middle d. buy-side patterns e. sell-side patterns

Which of the following best describes Lou's approach to IBM:

a. All were seen to describe his "best" approach to differing problems b. Supply chain c. his use of the matrix management approach *d. demand chain - A chain from the viewpont of the customer. They choose among competitors and control demand. e. two of the answers are right

27. In the Deloitte case - "sometimes it takes a revolution" we saw the change strategy(ies) of:

a. BPR b. Incremental rather than transformational *c. rational persuasion d. force-coercion e. two of the answers are right

The term "SKA" has to do with:

a. Deloitte Case b. Information Technology *c. Job Design - specification of contents, methods and relationship of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder. d. ERP e. Value Chain

Thinking about how Lou "fixed" IBM and topics from the class, which of the following was most evident in the book?

a. Power b. Ethics c. Two answers are right d. Centralization *e. BPR - analysis and redesign of workflows within and between enterprises in order to optimize end-to-end processes and automate non-value-added tasks.

Which is the decision-making tool that could be used for a structured decision:

a. Span of control matrix *b. DSS - computer program application that analyzes business data and presents it so that users can make business decisions more easily. c. EIS d. Delphi e. ERP

Timeliness and quality, from class, are parts of:

a. The value chain b. The decision making definition c. component business model d. strategic lenses *e. the attributes of information in the IT environment

When we combine a TPS (an information processing system for business transactions involving the collection, modification and retrieval of all transaction data. Characteristics of a TPS include performance, reliability and consistency.) and an operation system we get a(n):

a. a value chain b. the generic supply chain *c. ERP - 'Enterprise Resource Planning - ERP' A process by which a company (often a manufacturer) manages and integrates the important parts of its business. An ERP management information system integrates areas such as planning, purchasing, inventory, sales, marketing, finance, human resources, etc d. both a technical view and an operation view of BPR e. component model

The willingness of a person or group to have confidence in the goodwill and competency of another person or organization even though this willingness puts them at risk is:

a. authority b. justice c. leadership *d. trust e. the basis for one of the powers

The business process reengineering (focusing on the analysis and design of workflows and business processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.) approach is best described as:

a. both external and internal to the organization *b. operational c. going along the entire length of the component model and not just focusing on one section d. stategic

The "decision making process" from class includes:

a. courses of action b. managers c. all three answers are right *d. two of the answers are correct e. results assessment

In the hospital article the comment was made that staff moved from a "mission-bound" focus to a "goal-oriented" focus. The change is best described as addressing the issue of:

a. delegation b. span of control c. communications *d. suboptimization - a term that has been adopted for a common policy mistake. It refers to the practice of focusing on one component of a total and making changes intended to improve that one component and ignoring the effects on the other components e. abdication

The results of a probit analysis is to test for:

a. differing population means b. a measure of the population variance c. a continuous response *d. a binary response e. heterogeneity

Planning and scheduling work and assigning tasks and quality control are examples of:

a. horizontal management b. ways to limit the span of control c. the flow in the component model d. the decision making model *e. team tasks

In the Duke hospital case the development of the "clinical pathways" is an example of the use or development of:

a. none of the answers are right b. threats to the change process c. an ERP d. the component model *e. a BRP - analysis and redesign of workflows within and between enterprises in order to optimize end-to-end processes and automate non-value-added tasks.

A difference between classical conditioning and operant learning is:

a. operant learning is "automatic" and classical conditioning is not "automatic" *b. in operant learning the response time improves c. in classical conditioning the response time improves d. classical condition is more tactile e. none of the answers are right

From our discussion in class such as the Baxter case, the ideas of tiers such as "tier 3" or "tier 2" was that the tiers were:

a. part decision making process b. part of the value proposition c. part of the component model d. part of the value chain *e. part of the supply chain

Impact of culture and loss of existing benefits and disturb existing social networks are examples from class of:

a. part of the "change matrix" *b. threats to the change process c. reasons why the component model does not work d. none of the answers are right e. examples of why ERP is used

In the HBR article "Sometimes it takes a revolution" the author stated that "...women were evaluated on their __________; men were evaluated on their ______________.

a. potential, performance b. client evaluation, peer evaluation c. two of the answers are right *d. performance, potential

The star is found in the:

a. powers five forces b. balanced scorecard *c. BCG grow-share matrix - Question mark -> Star -> Cash Cow -> Dog d. SWOT e. 4 P's

When Walt Burdick in the IBM book had the AA carry around dimes and sharpen pencils, we have an example of:

a. social loafing b. group think c. the "culture of no" *d. suboptimization on a personal level e. "structure, structure, structure" from the book

Cash generation has to do, when we consider the strategic lenses, with:

a. target markets b. two of the answers are right *c. the BCG growth-share matrix d. all three answers provided are correct e. high market share

In the Duke Hospital case, the physician used:

a. the 4 P's b. the value proposition *c. the balanced scorecard d. the component business model e. SWOT

The "patterns in the middle" middle is found in the:

a. the change area first addressed by Lou b. Deloitte case when they addressed the managers have staff and also reporting the audit partners *c. the component business model - a logical representation or map of business components or "building blocks" and can be depicted on a single page. d. what is changed with downsizing or smartsizing or rightsizing

From class, resource acquisition and allocation are topics related to:

a. the efficiency found in the horizontal management approach b. results of the component model *c. the substance of decisions d. two of the answers are right e. the planning process

As a staff member in an organization you have two bosses in:

a. the span of control model b. all the answers are right c. the component business model *d. a matrix management structure e. both the vertical and horizontal strucuture

In class, the dashboard was used to display:

a. the status in the value chain of a part b. patient status in the Duke hospital case *c. CSFs - [Critical success factor] an element that is necessary for an organization or project to achieve its mission. It is a critical factor or activity required for ensuring the success of a company or an organization. d. the processing load on a computer system

A fair and equable distribution of benefits and harms is a characteristic or benefits of the:

a. two of the answers are right b. matrix approach c. problems solved with delegation - a group of people who are chosen to vote or act for someone else; the act of giving control, authority, a job, a duty, etc., to another person *d. justice rule e. the component model

Expected and observed are found in:

a. two of the answers are right b. probit c. classical learning *d. chi-square e. ANOVA

The test of homogeneity is:

a. used in team analysis b. used to separate populations *c. two of the answers are right d. a difference between project and processes e. found in ANOVA

In the IBM book when Lou reduced the price of some of the major IBM products, we could say he was using the _______ strategic lens.

a. value chain b. SWOT - Strengths, weaknesses, Opportunities, Threats c. BCG growth-share matrix - Cash cow -> Dog -> Question mark -> Star *d. 4 P's - Product, place, price, promotion e. balanced score card

Core competencies and outsourcing are topics from:

a. value chain b. two of the answers are right *c. the component business model - From IBM d. a matrix management structure - the benefits e. both of the supply chain