Question 1

Which of the following is NOT considered in strategic human resource plans?

Accepted Answer

A) Redesign of the work organization to increase empowerment and decision-making or team-based participation 
B) Partnerships with educational institutions to help ensure the future supply of well-prepared employees 
C) Initiatives to foster knowledge sharing and organizational learning 
D) Initiatives to reduce collective bargaining through union involvement 
A) Redesign of the work organization to increase empowerment and decision-making or team-based participation 
B) Partnerships with educational institutions to help ensure the future supply of well-prepared employees 
C) Initiatives to foster knowledge sharing and organizational learning 
D) Initiatives to reduce collective bargaining through union involvement

Question 2

An organization chart shows the _____ of the formal organization.

Accepted Answer

A) business model 
B) apparent structure 
C) competitive position 
D) workforce distribution 
A) business model 
B) apparent structure 
C) competitive position 
D) workforce distribution

Question 3

_____ coordinate the internal work processes and the external resources necessary to develop,produce,and deliver products and services to customers and to succeed in the marketplace.

Accepted Answer

A) Work systems 
B) Operations scheduling systems 
C) Organizational charts 
D) Personnel management systems 
A) Work systems 
B) Operations scheduling systems 
C) Organizational charts 
D) Personnel management systems

Question 4

What simple fact could help explain the rapid growth,holistic use,and impressive results of Six Sigma at Cigna?

Accepted Answer

At Cigna Corp.,a 28,000-employee provide

Question 5

Process decision program charts are spreadsheets that graphically display relationships between ideas,activities,or other dimensions in such a way as to provide logical connecting points between each item.

Accepted Answer

A) True 
 B)False

Question 6

A _____ might include a definition of products and services an organization provides,technologies used to provide these products and services,types of markets,important customer needs,and distinctive competencies or the expertise that sets the firm apart from others.

Accepted Answer

A) strategy roadmap 
B) mission statement 
C) value statement 
D) leadership statement 
A) strategy roadmap 
B) mission statement 
C) value statement 
D) leadership statement

Question 7

The Organizational Profile provides the "finer picture" of the various organizational parts and thus sets the context for good strategic decisions.

Accepted Answer

A) True 
 B)False

Question 8

When Six Sigma was launched at Cigna,leadership made it clear the approach would _____.?

Accepted Answer

A) focus exclusively on productivity improvement 
B) focus on health insurance? 
C) be innovation? 
D) be holistic 
A) focus exclusively on productivity improvement 
B) focus on health insurance? 
C) be innovation? 
D) be holistic

Question 9

What are the steps in the Branch-Smith strategic planning process?

Accepted Answer

The formal planning activity is conducte

Question 10

What is the strategic planning process of Branch-Smith Printing Division?

Accepted Answer

The strategic planning process (SPP)is a

Question 11

Core competencies may involve technology expertise,unique service offerings,a marketplace niche,or a particular business acumen.

Accepted Answer

A) True 
 B)False

Question 12

The _____ organization is the most prevalent type of structure for medium-sized to large firms.

Accepted Answer

A) line 
B) line and staff 
C) staff 
D) matrix 
A) line 
B) line and staff 
C) staff 
D) matrix

Question 13

Strategic planning is the process of envisioning the organization's future and developing the necessary goals,objectives,and action plans to achieve that future.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following is true of the policy deployment process?

Accepted Answer

A) The supervisory level has the primary responsibility of actively participating in generating strategies and action plans to attain a vision. 
B) At the top management level, progressively more detailed and concrete means to accomplish the objectives are determined. 
C) Employees negotiate the final short-term objectives with the implementation teams. 
D) Middle management negotiates with senior management regarding the objectives that will achieve the strategies. 
A) The supervisory level has the primary responsibility of actively participating in generating strategies and action plans to attain a vision. 
B) At the top management level, progressively more detailed and concrete means to accomplish the objectives are determined. 
C) Employees negotiate the final short-term objectives with the implementation teams. 
D) Middle management negotiates with senior management regarding the objectives that will achieve the strategies.

Question 15

The use of arrow diagramming has generally been confined to technical experts.

Accepted Answer

A) True 
 B)False

Question 16

Catchball is an up,down,and sideways communication process as opposed to an autocratic,top-down management style.

Accepted Answer

A) True 
 B)False

Question 17

Strategic objectives are what an organization must change or improve to remain or become competitive.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following is a management and planning tool for organizing a large number of ideas,opinions,and facts relating to a broad problem or subject area?

Accepted Answer

A) Affinity diagram 
B) Interrelationship diagraph 
C) Matrix diagram 
D) Process decision program chart 
A) Affinity diagram 
B) Interrelationship diagraph 
C) Matrix diagram 
D) Process decision program chart

Question 19

The challenges of the huge cost of care and quality of care facing the U.S.health care industry have led Cigna managers to wonder whether they could extend its improvement methodology to the industry as a whole.What are some of the key challenges in the U.S.health care marketplace?

Accepted Answer

Some of the key challenges in the U.S.he

Question 20

What are the factors that affect how work is organized in the context of an organization?

Accepted Answer

Several factors having to do with the co

Which of the following is NOT considered in strategic human resource plans?

An organization chart shows the _____ of the formal organization.

_____ coordinate the internal work processes and the external resources necessary to develop,produce,and deliver products and services to customers and to succeed in the marketplace.

What simple fact could help explain the rapid growth,holistic use,and impressive results of Six Sigma at Cigna?

Process decision program charts are spreadsheets that graphically display relationships between ideas,activities,or other dimensions in such a way as to provide logical connecting points between each item.

A _____ might include a definition of products and services an organization provides,technologies used to provide these products and services,types of markets,important customer needs,and distinctive competencies or the expertise that sets the firm apart from others.

The Organizational Profile provides the "finer picture" of the various organizational parts and thus sets the context for good strategic decisions.

When Six Sigma was launched at Cigna,leadership made it clear the approach would _____.?

What are the steps in the Branch-Smith strategic planning process?

What is the strategic planning process of Branch-Smith Printing Division?

Core competencies may involve technology expertise,unique service offerings,a marketplace niche,or a particular business acumen.

The _____ organization is the most prevalent type of structure for medium-sized to large firms.

Strategic planning is the process of envisioning the organization's future and developing the necessary goals,objectives,and action plans to achieve that future.

Which of the following is true of the policy deployment process?

The use of arrow diagramming has generally been confined to technical experts.

Catchball is an up,down,and sideways communication process as opposed to an autocratic,top-down management style.

Strategic objectives are what an organization must change or improve to remain or become competitive.

Which of the following is a management and planning tool for organizing a large number of ideas,opinions,and facts relating to a broad problem or subject area?

The challenges of the huge cost of care and quality of care facing the U.S.health care industry have led Cigna managers to wonder whether they could extend its improvement methodology to the industry as a whole.What are some of the key challenges in the U.S.health care marketplace?

What are the factors that affect how work is organized in the context of an organization?

Introduction to Quality

Foundations of Quality Management

Customer Focus

Workforce Focus

Process Focus

Statistical Methods in Quality Management

Design for Quality and Product Excellence

Measuring and Controlling Quality

Process Improvement and Six Sigma

The Baldrige Framework for Performance Excellence

Measurement and Knowledge Management for Performance Excellence

Leadership for Performance Excellence

Building and Sustaining Quality and Performance Excellence

Filters

Exam 11: Strategy and Performance Excellence

Which of the following is NOT considered in strategic human resource plans?

An organization chart shows the _____ of the formal organization.

_____ coordinate the internal work processes and the external resources necessary to develop,produce,and deliver products and services to customers and to succeed in the marketplace.

What simple fact could help explain the rapid growth,holistic use,and impressive results of Six Sigma at Cigna?

Process decision program charts are spreadsheets that graphically display relationships between ideas,activities,or other dimensions in such a way as to provide logical connecting points between each item.

A _____ might include a definition of products and services an organization provides,technologies used to provide these products and services,types of markets,important customer needs,and distinctive competencies or the expertise that sets the firm apart from others.

The Organizational Profile provides the "finer picture" of the various organizational parts and thus sets the context for good strategic decisions.

When Six Sigma was launched at Cigna,leadership made it clear the approach would _____.?

What are the steps in the Branch-Smith strategic planning process?

What is the strategic planning process of Branch-Smith Printing Division?

Core competencies may involve technology expertise,unique service offerings,a marketplace niche,or a particular business acumen.

The _____ organization is the most prevalent type of structure for medium-sized to large firms.

Strategic planning is the process of envisioning the organization's future and developing the necessary goals,objectives,and action plans to achieve that future.

Which of the following is true of the policy deployment process?

The use of arrow diagramming has generally been confined to technical experts.

Catchball is an up,down,and sideways communication process as opposed to an autocratic,top-down management style.

Strategic objectives are what an organization must change or improve to remain or become competitive.

Which of the following is a management and planning tool for organizing a large number of ideas,opinions,and facts relating to a broad problem or subject area?

The challenges of the huge cost of care and quality of care facing the U.S.health care industry have led Cigna managers to wonder whether they could extend its improvement methodology to the industry as a whole.What are some of the key challenges in the U.S.health care marketplace?

What are the factors that affect how work is organized in the context of an organization?

Introduction to Quality

Foundations of Quality Management

Customer Focus

Workforce Focus

Process Focus

Statistical Methods in Quality Management

Design for Quality and Product Excellence

Measuring and Controlling Quality

Process Improvement and Six Sigma

The Baldrige Framework for Performance Excellence

Measurement and Knowledge Management for Performance Excellence

Leadership for Performance Excellence

Building and Sustaining Quality and Performance Excellence

Filters