ARE 112 Final

Strategic Analysis Lenses

- The 4 Ps - BCG Growth-Share Matrix -SWOT Analysis -Balance Scorecard -Porter's Five Forces Model

Porter's Five Forces

-Industry Competitors (middle) -Suppliers -Buyers -Potential Entrants -Substitutes

Theories of Discrimination

1. Adverse or disparate treatment 2. Adverse or disparate impact

Protected Classes (at least 4)

1. All persons of color 2. National origin 3. Gender, including pregnancy but not sexual orientation 4. Religion 5. Disabilities 6. Age

Characteristics of the Decision Environment (at least 4)

1. Bounded rationality 2. Risk 3. Uncertainty 4. Information symmetry 5. Ambiguous information 6. Time constraints 7. Information costs

Threats to the Change Process

1. Degree of Change 2. Time Frame 3. Impact of Culture 4. Loss of Existing Benefits 5. Threat to Position Power 6. Threat to Security 7. Redistribution of Power 8. Disturb Existing Social Networks 9. Uncertainty Regarding Change 10. Disruption of Routine

Why Change Occurs

1. Dissatisfaction with the present situation 2. External pressures toward change 3. Momentum toward change

Change Strategies

1. Force-Coercion 2. Rational Persuasion 3. Shared Power

Four P's

1. Price 2. Product 3. Placement 4. Promotion

Types of Harassment

1. Sexual 2. Racial/ethnic

The Four Types of Ethics

1. Societal 2. Occupational 3. Organizational 4. Individual

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 c. BCG growth-share matrix d. 4 P's

4 P's

Independent Contractors

ARE 18

Line Functions

Actual processes that make/sell a product; primary functions

The star is found in the: a. Porter's five forces b. balanced scorecard c. BCG grow-share matrix d. SWOT e. 4 P's

BCG grow-share market

Cash generation as to do, when we consider the strategic lenses, with: a. target markets b. two of the answers provided are correct c. the BCG growth-share matrix d. all three answers provided are correct e. high market share

BCG growth-share matrix

The business topic that has to do with only focusing on the process-to-process aspects of the organization and assumes the processes are the limiting factor is: a. BPR b. restructuring c. re-organizational movements d. all of the "ing's" e. suboptimization

BPR

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 of the answers are correct d. centralization e. BPR

BPR

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. CSF's d. the processing load on a computer system

CSF's

Knowledge

Can be taught

Skills

Can be trained

Business Process Reengineering

Changing processes; conscious changes

Likert Scale

Converts qualitative responses to quantitative or measurable values. -Scale of five to seven responses ranging from "strongly agree" to "strongly disagree" and usually the middle value is neither agree nor disagree. -Generally limited to five to nine questions in the survey. -Needs to characterize the respondents by attributes to be tested such as age category, economic status, education, etc.

Which is the decision-making tool that could be used for a structured decision: a. span of control matrix b. DSS c. EIS d. Delphi e. ERP

DSS

Stakeholders

Different groups which have an interest in the organization's actions 1. Shareholders 2. Managers 3. Employees 4. Suppliers 5. Customers 6. Community 7. Distributors

In the beginning of the DUke Hospital case we swathe physician and the patient's parent exhibit ______ as a reason change occurs when the child was having difficulty breathing

Dissatisfaction with the present situation

Downsizing

Doing the same thing, but less of it

Smartsizing

Doing the same thing, but smarter

Links the TPS with operational system: a. sizing b. ERP c. pointers d. relational search e. BPR

ERP

When we combine at TPS and an operation systems we get a(n): a. a value chain b. the generic supply chain c. ERP d. both a technical view and an operation view of BPR e. component model

ERP

Structured/Programmed Decision

Easy to make, driven by a simple set of rules Can be automated

Adverse or Disparate Treatment

Explicit discrimination against a protected class

Decision Support System (DSS)

For structured decisions, automates many repeatable decisions Related to structured decisions

Organizational Ethics

Guiding practices for a company's managers to view their responsibility to stakeholders

Unstructured/Unprogrammed decision

Harder to make, more complicated, not driven by a simple set of rules Cannot be automated

Exempt and Nonexempt Employees

Has to do with labor standards Exempt = Not subject to overtime wages Nonexempt = Subject to overtime wages

Societal Ethics

How members of a society should interact

Reputation

How others see managers and organizations as a result of their ethical behavior -Leads to trust

The terms "One-to-many relationships" and "pointers" are discussed in class relate to: a. IT b. BPR c. HR d. the component model e. Lou's organizational model

IT

Adverse or Disparate Impact

Implicit discrimination against a protected class

Abilities

Inherent, cannot be taught or trained Most valuable

The term "SKA" has to do with: a. the Deloitte case b. Information technology c. job design d. ERP e. value chain

Job design

BCG Growth/Share Matrix

Low market growth + high market share = cash cow Low market growth + low market share = dog High market growth + high market share = star High market growth + low market share = ???

Demand Chain

Make things we can sell, rather than trying to sell things we make -Driven by what customers want

In Babe when Babe first came to the farm and met Fly, Fly exhibited attributes of ____ from the behavioral school when she took care of Babe.

Maslow hierarchy of needs

the mechanisms for conflict resolutions but not the resolutions itself are _____

Mediation Arbitration Negotiations

Phase Method

Method of Change Management 1. Unfreezing - Preparing for Change 2. Changing 3. Refreezing - Stabilizing the Change

Crossover Method

Method of Change Management Immediate change, usually used for simple, intuitive tasks Changes are typically embraced

Rightsizing

Moving existing parts to the right places

Headcount

Number of people employed - used in HR systems

Suboptimization

Optimizing one part of the business at the expense of others

Individual Ethics

Personal standards and values on how one should interact with others

Restructuring

Reorganizing the legal, ownership, operational, or other structures of an organization for optimizing reasons: profits, bankruptcy, mergers, spinoffs, government regulations, financing, rebranding

It is important that a job description be made in the terms of the related

SKA's skills, knowledge, abilities

list three of the stretgic lenses we studied in class

SWOT, balanced scorecard, porter's five forces, four Ps, BCG Growth Share MArtix

SKA's

Skills Knowledge Abilities

The four types of ethics are

Societal occupational organizational individual

Occupational Ethics

Standards of behavior for a profession or trade

SWOT

Strengths, Weaknesses, Opportunities, Threats S+W = Internal Analysis O+T = External Analysis

Staff Functions

Support activities relating to line functions; secondary functions

Delphi Technique

The Delphi begins with the initial development of a questionnaire focusing on the identified problem. An appropriate respondent group is selected, and then the questionnaire is mailed to them. Each participant answers the questionnaire and returns it. The initiators of the questionnaire summarize responses, then develop a feedback summary and a second questionnaire for the same respondent group. After reviewing the feedback summary, respondents independently rate priority ideas included in the second questionnaire, then mail back the responses. The process is repeated until investigators feel positions are firm and agreement on a topic is reached. A final summary report is issued to the respondent group. The Delphi can be modified in many ways.

In Babe both Rex and the sheep exhibited ____ from the behavioral school when they were talking about the password

Theory X

Principle and Agency Theory

Through the use of contracts, expectations are made clear between principals and agents and ethical behavior can be encouraged

Dashboard

Used in IT - displays necessary and useful information "at a glance"

Power

Used to change beliefs and/or behavior - or attempts to do so

Force-Coercion

Uses coercive, legitimate, and reward power

Rational Persuasion

Uses expertise power

Shared Power

Uses referent power

Balanced Scorecards

Vision and Strategy (middle) -Financial -Learning and Growth -Customer -Internal Business Processes

Test of Homogeneity

Which mean is different from the others

Trust

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

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 correct b. threats to the change process c. an ERP d. the component model e. a BPR

a BPR

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

a binary response

In the explanation of operant conditioning, the example had to do with: a. two of the answers provided are correct b. a rat c. a dog d. a human e. a cat

a cat

In the Deloitte case - "Sometimes it Takes a Revolution" -- the author states the importance of the 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 provided are correct e. clear stakeholder analysis

a clear business case

As a staff member in an organization you have two bosses in: a. the span of control model b. all the answers are correct c. the component business model d. a matrix management structure e. both the vertical and horizontal structure

a matrix management structure

BPR has to do with: a. process issues primarily b. more cultural issues than process issues c. two of the answers provided are correct d. the components during a transformational change

a process issue primarily

The term ____ is from the "getting to yes" world: a. BATNA b. consensus c. mediator d. criticism e. two of the answers are correct

a. BATNA best alternative to a negotiated agreement

An aspect of the STS was to: a. design of an organization for the joint optimization of the subsystems. b. minimize the inter-dependencies c. maximize the number of systems d. two of the answers are correct e. all of the answers provided are correct

a. design of an organization for the joint optimization of the subsystems

the recognition of the behavioral school of management came in part from a. hawthorne studies b. the assembly line problems c. technology d. two of the answers are correct e. max weber's theory

a. hawthorne studies (they recognized the importance of the socialization process)

in The Goal, Jonah was first seen: a. in the airport b. at a conference c. in a bar d. in the park

a. in the airport

The purpose of the buffer is to: a. protect the drum b. essentially set the pace for the process c. minimize statistical fluctuations d. two of the answers are correct e. manage the rope

a. protect the drum

From The Goal Jonah said that throughput was rate at wich money is gereated through: a. sales b. production c. profit margin d. the constraint e. two answers

a. sales

In the first organizAtional diagram from class we saw the "buy-side" and the "sell-side". The term we used for the part of the diagram was: a. the extrenal environment of the organization b. the strategic fit for the organization c. the market fit for the organization d. the alignment fit for the organization e. the economic environment for the organization

a. the external environment of the organization (the customer and the suppliers are external to the firm)

At the end of The Goal the new constraint was: a. the market constraint b. supply of shipping capacity constraint c. shortage of technical staff constraint d. the roller equipment

a. the market constraint (with excess capacity for current sales they found a market in FRance for their products)

In class we discussed what organizations can do to achieve a goal. These include: a. three of the answers provided are correct b. acquire, marshal, and allocate resources c. organie and harness the ingenuity people d. respond to commerical and social environments e. two of the answers are correct

a. three of the answers are correct

From class we discussed the purpose of an organization is to: a. two of the answers are correct b. articulate a goal c. satisfy a goal d. three of the answers provided are correct e. optimize a goal

a. two of the answers are correct (satisfy or optimize)

The two theories of discrimination are ______

adverse/disparate treatment adverse/disparate impact

The two theories of discrimination discussed in class were ___ and _____

adverse/disparate treatment adverse/disparate impact

The term we used in class to characterize IT was: a. a base tool b. a horizontal forcer c. a critical technology d. a pervasive tool e. an enabling technology

an enabling technology

In our discussion on organizational structure we commented that centralization and decentralization had to do with: a. responsibility b. degree of autonomy c. authority d. levels in the organization e. delegation

authority

from our discussion in class on how work gets done, we could say that leaders have the ____ to decide what neds to be done while managers the ____ to do the work

authority, resnosiblitiy

in class we made the distinction btwn ____ which has has to do with directing the work and _____ which as to do with performing the work.

authority, responsibility

the four styles of leadership are ____

autocratic, human relations, laissez-fair, democratic

the ____ leadership ____ is characterized by the command and control model.

autocratic, style

In the theory of constraints, the pace of non-bottleneck production operation is controlled by the pace of: a. the next (downstream) operation b. a bottleneck operation c. the team leader d. the previous (upstream) operation e. another non bottleneck operation

b. a bottleneck operation

The STS is an example of : a. the learning organization b. applying the systems approach to organizational behavior c. all the answers provided are correct d. quality management e. environmental analysis

b. applying the systems approach to organizational behavior

From The Goal which one of the following is not in the "goal framework" from Jonah? a. inventory b. employees c. operational expense d. two of the answers are correct e. all three of the answers provided are correct

b. employees

The terms planning, control, command, and coordination are from: a. anthony b. fayol c. the STS d. two of the answers are correct e. Hansen

b. fayol (these terms are from the classical school and fayol is the only one listed from the classical school)

In class we listed "ten significant innovations since World War II". The purpose of this exercise was to: a. see the impact of technology b. see the impact of organizations c. see the impact of driving forces for change d. see the changes in management styles e. two answers are correct

b. see the impact of organizations

In the Oliver Williamson interview his discussion on "hostages" had to do in part with: a. differeing sizes of firms in terms of dollar values b. specialized assts used with other firms c. three correct answers d. two corect answers e. the political power of firms

b. specialized assets used with other firms (once you are a quarter away from graduating it is hard to change your major so like that, once you invest in an asset you need to use it)

Theory X - Theory Y have to do primarily with the behavior of: a. two of the answers are correct b. the managers c. the service industry where performance is harder to measure d. none of the answers are correct e. big organizations

b. the managers (behavioral school)

The red-bead experiment showed the problems was with: a. the workers not being properly trained b. the systems was the cause of the error c. the system was making the wrong product d. all three answers provided are correct e. none of the answers provided are correct

b. the system was the cause of the error (the red bead experiment had to do with statistical process control)

In the Duke Hospital case, the physician used: a. the 4 P's b. the value proposition c. balanced scorecard d. the component business model e. SWOT

balance scorecard

In class we discussed how we could see the use of the strategic lens in how Lou looked at IBM. The lens of the _____ was identifies when we discussed his "leading by principles" chapter in the book.

balanced scorecard

In the reading for this exam, the one strategic lens that was explicityly used was: a. the four p's b. two of the lenses were explicitly used c. BCG d. balanced scorecard e. Porter's five forces

balanced scorecard

from one of the assignments in class we saw that to change behavior, one way was to change _____

beliefs or facts

A quality or attribute that is found in an ERP discussed in class is: a. best practices b. cost-benefit c. horizontal forcer d. optimizing reads

best practices

The conceptual supply chain is: a. none of the above are correct b. broader in scope than the physical supply chain c. narrower in scope than the physical supply chain d. cannot be compared to the physical supply chain

broader in scope than the physical supply chain

From "The Young Woman Case" we had a discussion on values and beliefs. From that discussion was commented that beliefs come from: a. norms b. values c. facts d. the value-norm matrix e. none of the answers provided are correct

c . facts

An objective in the theory of constraints is to: a. balance the capacity of each operation by recognizing the variability within the system. b. balance the capacity of each operation in the plant so that all operations will produce at the same pace. c. balance the flow of work by allowing the most binding constraint to set the pace for the plant. d. none of the answers are correct. e. balance the flow of work by allowing each operation to produce at it's own pace.

c. balance the flow of work by allowing the most binding constraint to set the pace for the plant

Thinking about The Goal and the Williamson interview, when Ale met Jonah at the start of the book Alex would be best characterized by which of the following: a. transaction costs b. cost of uncertainty c. bounded rationality d. incomplete contracts

c. bounded rationality (Alex did not understand the theory of constraints at the start of The Goal)

Administration of the firm was championed by: a. weber b. anthony c. fayol d. clarkston e. all of the answers are correct - they all had focus on the administration of the firm

c. fayol

the "genghis kahn management style" was described in class as being: a. focused style b. methodical c. mission driven d. holding a premium on order e. expansive

c. mission driven

In Babe, the duck wanted to: a. two answers b. no answers c. take the alarm clock d. chase the cat e. fly like a bird

c. take the alarm clock

From our discussion on conflict, _________ was the example used for a focus on the interest and not the position. a. the coal mine b. the intel distribution center c. the brother and the sister d. the plant in The Goal e. two of the answers provided are correct

c. the brother and the sister

The terms disposition and situation are from our discussion on: a. the four horsemen of the apocalyptic conflict b. the social bearing model c. the fundamental attribution error d. the causes of conflict e. the domain models

c. the fundamental attribution error

From our class discussion, the emergence of a working class and emergence of population centers are related to: a. the key factors for the start of the industrial revolution b. the key factors for the start of the classical school c. the key factors for the start of the behavioral school d. the result of the behavior school e. simple the existence of concurrent event with general mangement

c. the key factors for the start of the behavioral school

The ideas, from class, of acquiring and marshaling resources, and of responding to commercial and social environments, and organizing people are related to: a. the classical school of management b. all the answers provided are correct c. what modern organization do d. STS e. the roles of leadership and management

c. what modern organizations do

classical managment

careful selection and training of worker such as motion studes

In the IBM book, the marketing meeting had an example of: a. matrix management b. decentralization c. delegation d. centralization

centralization

Expected and observed are found in: a. two of the answers are correct b. probit c. classical learning d. chi-square e. ANOVA

chi-square

The types of power discussed in class are:

coercive, referent, reward, legitimate, expert

From class the term "exempt" has to do with a. employee liability b. compensation law c. SKA's d. none of the answers provided are correct e. protection from the 1964 Civil Rights Act

compensation law

in class we made the comment that ____ had to do with coming up with something new while just doing something better was more related to ____

creativity, innvoation

When Lou used the "click heard round the world" he was signaling his use of the _____ change method

crossover

When Lou was on the plane and got a drink, we was applying the ____ method of change management

crossover

Porter's Five Forces are __________

customers, suppliers, new entrants, substitutes, industry rivals

The McKinsey tool we discussed in class was: a. values analysis b. contingency theory c. drum-buffer-rope d. MECE

d. MECE

Which of the following, from class, is not a driving force for transformational change: a. changes on consumer demands b. globalization c. rapid change in technology d. changes in regulatory standards e. all are driving forces for transformational change from class

d. changes in regulatory standards

Which of the following was not a step in the "analysis process" discussed in class? a. descriptive b. diagnostic c. prescriptive d. factual

d. factual

Alignment issues and solving performance gaps are terms from class related to: a. causes for conflicts b. none of the answers provided are correct c. resolution of conflicts d. incremental changes e. culture from the organization interaction model

d. incremental changes

Oliver Williamson might say tat incomplete contracts and problems with bounded rationality would exist more, from our model in class in: a. the internal fit b. all the answers are correct c. behavioral approach d. the sell side e. value proposition

d. the sell side (for our discussion of buying the car - the current owner generally knows more about the car than the buyer

In the dice game in The Goal the players at the front: a. lost b. the winner was not dependent on where they were in the process c. just broke even - neither won nor lost the game d. won

d. won

From class a CSF such as headcount can be found on a ______________

dashboard

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 provided are correct e. problems with teams

decision environment

The terms horizontal and product and matrix management have to do with our discussion on: a. none of the answers provided are correct b. decision making c. control d. transformational change e. the "ing's" from class

decision making

______ is having others do what we can do while _____ is having others do what we cannot do

delegation, abdication

When you "make what you sell" you are using the _____

demand chain

Which of the following best describes Lou's approach to IBM: a. All were seen to describe his "best" approached to differing problems b. supply chain c. his use of the matrix management approach d. demand chain e. two of the answers provided are correct

demand chain

in onward, when they closed the stores for the training session we sAW AN EXAMPLE OF THE ____ style.

democratic - people and tasks together

Three reasons why change occur are ______

dissatisfaction with the present situation external pressures toward change momentum toward change

another term we used for the sociotechnical systems approach to studying the organization was _____

domain analysis

GlobaliZation and rapic change in technology are examples of the _____ change

driving forces for transformational

Dependent events occur: a. all of the answers provided are correct b. two of the answers are correct c. at the bottleneck d. in front of the bottleneck e. after the bottleneck

e. after the bottleneck (the steps after the bottleneck are "dependent" on getting their items from the bottleneck. If the bottleneck is below 100% capacity the other events cannot make up for it)

In the first organizational diagram from class which of the following was not included? a. structure b. systems c. tasks d. people e. alignment

e. alignment

From the charlie rose show video we saw from the discussion an example of: a. avoidance b. accommodation c. authoritative command d. none of the answers provided were seen in the video e. consensus or collaborative problem solving

e. consensus or collaborative problem solving

From The Goal, a plant in which everyone is working all the time is one that: a. minimizes operational expense b. minimizes waste c. two of the answers are correct d. balanced in Jonah's terms e. is inefficient

e. is inefficient (we want to minimize operational expenses and only make what we can sell)

The theory of constraint, as discussed in class, attempts to _______ the material thru the system. a. limit b. push c. level d. maximize e. pull

e. pull

which of the following is not one of the "organizational driver" models from class? a. personality b. market c. opportunity d. history e. strategy

e. strategy

The primary difference between a project and a process is: a. end results b. where the project or process is situation in the organization c. degree of externality to the organization d. all the answers are characteristic of the difference between a project and a process e. degree of complication

end results

Anthony's management hierarchy includes four levels, what are they?

executive, managers, supervisors, workers

the ____ fit addresses the question of how well the organization responds to its evironment while the ____ fit addresses the question of how well the compnents of the organiation allow for the effective and efficient use of organizational resources.

external, internal

The four types of conflicts from class are: _____.

functional, dysfunctional, emotional/relationship, substantive

The terms "dispositional" and "situational" are related to: a. fundamental attribution error b. the 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 correct

fundamental attribution error

The terms "sexual" and "ethnic" are both related to _____ discussed in class a. employment screening b. harassment c. discrimination d. selected classes of applicants

harassment

dynasties of china

history driven organization

what are the characteristicas of "integrity line" that we want to find in a leader?

honest, humble, selfless, consistent

in the HBR article on the hospital when the doctor relied on the specialist to come up with the specific clinical pathways for their patients, the doctor was using the _____ style of leadership

human relations - people over tasks

A difference between classical conditioning and operant learning is a. operant learning is "automatic" and classical condition in not "automatic" b. in operant learning the response time improves c. in classical conditional the response time improves d. classical condition is more tactile e. team task

in operant learning the response time improves

In terms of our discussion on the value chain we introduced the topic of the component business model. The term related to the acquisition of inputs that do not go directly into the finish good is: a. indirect procurement b. channel support c. support analysis d. overhead analysis

indirect procurement

in class we used the phase "_____is doing things better while ____ is doing better things"

innovation, creativity

The ____ links operations with strategy

internal value porposition

A fair and equable distribution of benefits and harms is a characteristic or benefits of the: a. two of the answers provided are correct b. matrix approach c. problems solved with delegation d. justice rule e. the component model

justice rule

Operant conditioning can seen as: a. learning due the consequences of actions by other b. both answers provided are correct c. neither answer provided are correct d. learning due to the consequences of our actions

learning due to the consequences of our actions

______ is the power granted by some authority

legitimate power

We use the _____ to convert qualitative data to quantitative data for analysis purposes

likert scale

Which of the following was not one of the organizational structures we saw in class? a. divisional b. functional c. linear d. matrix e. all these structures were discussed in class

linear

____ problems are important and ____ problems are urgent.

macro, micro

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

managerial pattern

the circus

market driven organization

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 provided are correct e.the binary model

mean

genghis kahn

mission driven

of the targets of the transofrmatiohnal changes, lou said the most important one was ____

mission, vision

In Gerstner's book, for IBM he stated that IBM: a. needed a new type of customer b. needed a new vision c. needed to execute its current vision and mission d. all the answers provided are correct

needed to execute its current vision and mission

The business process reengineering approach is best described as: a. both external and internal to the organization b. operational c. going along the entire length of the compoinent model and not just focusing on one section d. strategic

operational

The business process reengineering approach is best described as: a. strategic b. going along the entire length of the component model and not just focusing on one section c. operational d. both external and internal to the organization

operational

the wild west

opportunity dirven orgnanization

The terms "organizational structure" and "management control" and "strategy" are all related to _____ discussed in class a. organizational architecture b. the Duke hospital business model c. change management d. supply chain interface e. Lou business model

organizational architecture

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

part of the supply chain

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 evaluations, peer evaluations c. two of the answers provided are correct d. performance, potential

performance

alxander the great

personality driven organization

in terms of the types of work we discussed in class, ____ have focus on effectiveness while ___ have a focus on efficiency.

projects, processes

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 correct

rational persuasion

expertise and information efforts are found in the ____ change strategy

rational persuation

of the types of powers that we discussed in class Lou was best characterized by his ____ power

referent

The phases of change management include: a. all of the answers provided are correct b. hypothesis testing c. reconciliation d. assessment e. refreezing

refreezing

Changes in the legal or ownership or operational aspects of an organization would be characterized as: a. restructuring b. re-sizing c. two of the answers provided are correct d. right sizing e. downsizing

restructuring

From class, matching the worker to the job is a characteristic of _____

scientific management or classical school

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 groups b. cultural stagnation c. the component model d. two of the answers are correct e. matrix management

self-referencing groups

Our example from class for the STS was the _____ from the English coal industry.

short-wall and long-wall

Thinking about when Howard came back to starbucks as the CEO, the theory of leadership that best characterized his approach would be ____ theory.

situational and contigency

From our discussion on ethics, employees and customer and managers are examples of ____

stakeholders

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

_____ refers to the formal and informal system of tasks and reporting relationships that control and coordinate employees so they can cooperate to achieve organizational goals.

structure

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. communication d. sub-optimization e. abdication

sub-optimization

In the IBM book we saw examples of _____ when units of the company did not cooperate with each other such as the hardware units not support the subsequent sales of the IBM software to their customers.

suboptimization

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. suboptmization on a personal level e. "structure, structure, structure" from the book

suboptimization on a personal level

In a value chain analysis we see the staff functions in the _____ and the line functions in the _____

supporting activities primary activities

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

team tasks

Planning and scheduling work and assigning tasks and quality control are examples of: a. ways to limit the span of control b. the decision making model c. horizontal management d. the flow in the component model e. team tasks

team tasks

To study teamwork, southwest airlines studies: a. none of the answers provided are correct b. the military c. the Indy 500 d. the Olympics e. the Chicago Bulls

the Indy 500

Timeliness and quality, from class, are parts of: a. the value chain b. the decision making definition c. the component business model d. strategic lenses e. the attributes of information in the IT environment

the attributes of information in the IT environment

Core competencies and outsourcing are topics from: a. value chain b. two of the answers provided are correct c. the component business model d. the matrix management system - the benefits e. both of the supply chain

the component business model

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 manages have staff and also reporting the audit partners c. the component business model d. what is changed with downsizing or smartsizing or rightsizing e. value chain

the component business model

Referent Power

the power from admiration or respect

Reward Power

the power from being able to provide a reward to others

Legitimate Power

the power granted by some authority

Expert Power

the power of having some specific skill or knowledge not found in others

Coercive Power

the power to punish

From class, resource acquisition and allocation are topic 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 correct e. the planning process

the substance of decisions

With the statistical tool of _____ we can see if there is a probability of differences in a population

the test of homogeneity or chi-square or ANOVA or probit

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 provided are correct e. examples of why ERP s used

threats to the change process

Loss of existing benefits and threat position power and disruption of routine are examples of _____

threats to the change process

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

The willingness of a person or a group to have confidence in the goodwill and competence 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

trust

The "decision making process" from class includes: a. courses of action b. managers c. all three answers are correct d. two of the answers are correct e. results assessment

two of the answers are correct

The test of homogeneity is: a. used in team analysis b. used to separate populations c. two of the answers are correct d. a difference between project and processes e. found in ANOVA

two of the answers are correct

If you are a "star" you: a. two of the answers provided are correct b. use a lot of cash c. are a new product d. all three answers provide are correct e. generate a lot of cash

two of the answers provided are correct

In the original classical conditioning experiments, the meat powder is considered the _______ a. conditioned response b. unconditioned stimulus c. unconditioned response d. conditioned stimulus

unconditioned stumulus

We use a GDS to reduce: a. undue influence by others on another person choice b. simplifies the math c. much faster than DSS d. can use pictures and diagrams

undue influence by others on another person choide

In class we discussed the principal and agent theory and the potential for an expectation gap between the two parties. We mentioned in class to resolve this potential problem, organizations: a. none of the answers provided are correct - principal and agent theory states the parties can resolve the conflict b. set guiding principles for the organization c. ask for an outsider to mediate the possible conflict d. use contracts to set expectations

use contracts to set expectations

In class we discussed the principal and agent theory and the potential for an expectation gap between the two parties. We mentioned in class to resolved this potential problem, organizations: a. use contracts to set expectations b. none of the answers provided are correct - principal and agent theory states the parties can resolve the conflict c. ask for an outsider to mediate the possible conflict d. set guiding principles for the organization

use contracts to set expectations

The advantage of the chi-square model is: a. all data is comparable b. data does not get "stale" c. use observational data d. small data sets e. generally error free

use observational data

Change Management

used to effect change - crossover and phase approaches are examples