Question 1

Describe Cirque Du Soleil's critical financial issue.

Accepted Answer

Cirque's core market is becoming crowded with competition, it is becoming more difficult to find and retain top performers, and it is unclear how much longer they can continue to fill 1,000-seat theaters at high admission prices with what are essentially variations on the same product.

Question 2

Which of the following is one of the three functional imperatives in services management?

Accepted Answer

A)  The management function. 
B)  The outputs function. 
C)  The inputs function. 
D)  The servicescape function. 
E)  The human resources function. 
A)  The management function. 
B)  The outputs function. 
C)  The inputs function. 
D)  The servicescape function. 
E)  The human resources function. E

Question 3

Which of the following is NOT one of the characteristics of effective service leadership according to Pernille Spiers-Lopez of IKEA?

Accepted Answer

A)  being authentic and not afraid to face mistakes 
B)  self-examination 
C)  putting in extra hours beyond the 40 hour work week 
D)  personal values 
E)  trusting the people around, and being trusted 
A)  being authentic and not afraid to face mistakes 
B)  self-examination 
C)  putting in extra hours beyond the 40 hour work week 
D)  personal values 
E)  trusting the people around, and being trusted C

Question 4

Top management must proactively evolve the focus and strategy of the firm to take advantage of changing conditions and the advent of new technologies.

Accepted Answer

A) True 
 B)False

Question 5

The notion of ____________ is central to the professional lives of Cirque Du Soleil employees.

Accepted Answer

A)  stretch 
B)  bind 
C)  hang 
D)  wince 
E)  edge 
A)  stretch 
B)  bind 
C)  hang 
D)  wince 
E)  edge

Question 6

Organizational culture includes all of the following EXCEPT ____________.

Accepted Answer

A)  shared perceptions or themes regarding what is important in the organization 
B)  shared values about what is right and wrong 
C)  shared understanding about what works and what doesn't work 
D)  shared beliefs, and assumptions about why these things are important 
E)  diverse styles of working and relating to others 
A)  shared perceptions or themes regarding what is important in the organization 
B)  shared values about what is right and wrong 
C)  shared understanding about what works and what doesn't work 
D)  shared beliefs, and assumptions about why these things are important 
E)  diverse styles of working and relating to others

Question 7

As a result of the process of service delivery speeding up, with customers demanding faster service and faster responses when things go wrong, managers now spend up to ____________ of their time leading.

Accepted Answer

A)  10 percent 
B)  25 percent 
C)  40 percent 
D)  65 percent 
E)  80 percent 
A)  10 percent 
B)  25 percent 
C)  40 percent 
D)  65 percent 
E)  80 percent

Question 8

Give an example from the chapter of a company/organization that benefited from "management walking around."

Accepted Answer

Southwest Airlines
B

Question 9

Which of the following is NOT one of the six key factors that influence an organization's working environment?

Accepted Answer

A)  Flexibility 
B)  Responsibility 
C)  Standards 
D)  Power 
E)  Clarity 
A)  Flexibility 
B)  Responsibility 
C)  Standards 
D)  Power 
E)  Clarity

Question 10

Organizational climate represents the tangible surface layer on top of the organization's underlying culture.

Accepted Answer

A) True 
 B)False

Question 11

Organizations that are devoted to satisfying their current customers may miss important shifts in the marketplace and find them turning into has-beens.

Accepted Answer

A) True 
 B)False

Question 12

List one of Cirque Du Soleil's main competitors.

Accepted Answer

Cirque Eloize (Cirqu

Question 13

Describe the qualities of a service leader.

Accepted Answer

Their company names are synonymous with

Question 14

Balancing customer satisfaction against operational efficiency would be best described by which of the following?

Accepted Answer

A)  Complacent reactionism 
B)  Boundary spanning roles 
C)  Interfunctional conflict 
D)  Crossfunctional conflict 
E)  Reduction management 
A)  Complacent reactionism 
B)  Boundary spanning roles 
C)  Interfunctional conflict 
D)  Crossfunctional conflict 
E)  Reduction management

Question 15

The company names of the "service professionals" level of service performance are synonymous with service excellence and an ability to delight customers.

Accepted Answer

A) True 
 B)False

Question 16

Distinguish the difference between management and leadership.

Accepted Answer

Management involves keeping the current

Question 17

Describe the Service Science, Management and Engineering initiative created by IBM.

Accepted Answer

The SSME initiative combines knowledge i

Question 18

Describe the competitive appeal of the "professional" level of service performance.

Accepted Answer

Customers seek out t

Question 19

The term ____________ is used to describe business functions operating in isolation from each other.

Accepted Answer

A)  management separation 
B)  functional isolation 
C)  functional gaps 
D)  management gaps 
E)  functional silos 
A)  management separation 
B)  functional isolation 
C)  functional gaps 
D)  management gaps 
E)  functional silos

Question 20

Describe how Malcolm Rogers reversed the course of the Museum of Fine Arts in Boston, MA.

Accepted Answer

Rogers' "one museum" theme, repeated at

Describe Cirque Du Soleil's critical financial issue.

Which of the following is one of the three functional imperatives in services management?

Which of the following is NOT one of the characteristics of effective service leadership according to Pernille Spiers-Lopez of IKEA?

Top management must proactively evolve the focus and strategy of the firm to take advantage of changing conditions and the advent of new technologies.

The notion of ____________ is central to the professional lives of Cirque Du Soleil employees.

Organizational culture includes all of the following EXCEPT ____________.

As a result of the process of service delivery speeding up, with customers demanding faster service and faster responses when things go wrong, managers now spend up to ____________ of their time leading.

Give an example from the chapter of a company/organization that benefited from "management walking around."

Which of the following is NOT one of the six key factors that influence an organization's working environment?

Organizational climate represents the tangible surface layer on top of the organization's underlying culture.

Organizations that are devoted to satisfying their current customers may miss important shifts in the marketplace and find them turning into has-beens.

List one of Cirque Du Soleil's main competitors.

Describe the qualities of a service leader.

Balancing customer satisfaction against operational efficiency would be best described by which of the following?

The company names of the "service professionals" level of service performance are synonymous with service excellence and an ability to delight customers.

Distinguish the difference between management and leadership.

Describe the Service Science, Management and Engineering initiative created by IBM.

Describe the competitive appeal of the "professional" level of service performance.

The term ____________ is used to describe business functions operating in isolation from each other.

Describe how Malcolm Rogers reversed the course of the Museum of Fine Arts in Boston, MA.

New Perspectives on Marketing in the Service Economy

Consumer Behavior in a Services Context

Positioning Services in Competitive Markets

Developing Service Products: Core and Supplementary Elements

Distributing Services Through Physical and Electronic Channels

Setting Prices and Implementing Revenue Management

Promoting Services and Educating Customers

Designing and Managing Service Processes

Balancing Demand and Productive Capacity

Crafting the Service Environment

Managing People for Service Advantage

Managing Relationships and Building Loyalty

Complaint Handling and Service Recovery

Improving Service Quality and Productivity

Filters

Exam 15: Striving for Service Leadership

Describe Cirque Du Soleil's critical financial issue.

Which of the following is one of the three functional imperatives in services management?

Which of the following is NOT one of the characteristics of effective service leadership according to Pernille Spiers-Lopez of IKEA?

Top management must proactively evolve the focus and strategy of the firm to take advantage of changing conditions and the advent of new technologies.

The notion of ____________ is central to the professional lives of Cirque Du Soleil employees.

Organizational culture includes all of the following EXCEPT ____________.

As a result of the process of service delivery speeding up, with customers demanding faster service and faster responses when things go wrong, managers now spend up to ____________ of their time leading.

Give an example from the chapter of a company/organization that benefited from "management walking around."

Which of the following is NOT one of the six key factors that influence an organization's working environment?

Organizational climate represents the tangible surface layer on top of the organization's underlying culture.

Organizations that are devoted to satisfying their current customers may miss important shifts in the marketplace and find them turning into has-beens.

List one of Cirque Du Soleil's main competitors.

Describe the qualities of a service leader.

Balancing customer satisfaction against operational efficiency would be best described by which of the following?

The company names of the "service professionals" level of service performance are synonymous with service excellence and an ability to delight customers.

Distinguish the difference between management and leadership.

Describe the Service Science, Management and Engineering initiative created by IBM.

Describe the competitive appeal of the "professional" level of service performance.

The term ____________ is used to describe business functions operating in isolation from each other.

Describe how Malcolm Rogers reversed the course of the Museum of Fine Arts in Boston, MA.

New Perspectives on Marketing in the Service Economy

Consumer Behavior in a Services Context

Positioning Services in Competitive Markets

Developing Service Products: Core and Supplementary Elements

Distributing Services Through Physical and Electronic Channels

Setting Prices and Implementing Revenue Management

Promoting Services and Educating Customers

Designing and Managing Service Processes

Balancing Demand and Productive Capacity

Crafting the Service Environment

Managing People for Service Advantage

Managing Relationships and Building Loyalty

Complaint Handling and Service Recovery

Improving Service Quality and Productivity

Filters