Exam 2: Competitiveness, Strategy, and Productivity

Which of the following is not among the chief reasons organizations fail?

A business that is rated highly by its customers for service quality will tend to be more profitable than a business that is rated poorly.

In an assembly operation at a furniture factory, six employees assembled an average of 450 standard dining chairs per five-day week. What is the labor productivity of this operation?

Which of these factors would be least likely to affect productivity?

Competitiveness doesn't include:

Productivity tends to be only a very minor factor in an organization's ability to compete.

Standardization has the advantage of reducing variability.

Scheduling personnel is an example of an operations management:

Unique attributes of firms that give them a competitive edge are called:

Wage and salary increases that are not accompanied by productivity increases tend to exert inflationary pressures on a nation's economy.

Traditional strategies of business organizations have tended to emphasize cost minimization or product differentiation.

If people would only work harder, productivity would increase.

The fundamental purpose for the existence of any organization is described by its:

The Balanced Scorecard is a useful tool for helping managers translate their strategy into action in the following areas:

Strategy includes both organizational and functional strategies.

_____ and _____ customers are factors in quality.

An example of a tactical operations management decision is determining employment levels.

Which of the following is not typically considered a cure for poor competitiveness?

Which of the following is not a reason for poor performance of our organization in the marketplace?

What is an important factor that help determines cost?