Question 1

Some of the failure of TQM is related to the inability of the companies to affect the appropriate cultural change.

Accepted Answer

A) True 
 B)False

Question 2

Mars Inc. outlined the foundations of culture and legacy as a business to five main principles in action. They consist of ___________.

Accepted Answer

A)  Quality, Responsibility, Respect, attentiveness, and Freedom 
B)  Quantity, Relevance, Separation, Efficiency, and Funding 
C)  Quality, Responsibility, Mutuality, Efficiency, and Freedom 
D)  Quantity, Responsibility, Separation, Efficiency, and Funding 
A)  Quality, Responsibility, Respect, attentiveness, and Freedom 
B)  Quantity, Relevance, Separation, Efficiency, and Funding 
C)  Quality, Responsibility, Mutuality, Efficiency, and Freedom 
D)  Quantity, Responsibility, Separation, Efficiency, and Funding

Question 3

Strategy implementation is the set of activities and decisions necessary to turn the organization's functional strategies only into reality.

Accepted Answer

A) True 
 B)False

Question 4

Most organizations are completely centralized or decentralized. Only few have characteristics of both.

Accepted Answer

A) True 
 B)False

Question 5

Who implements organizational strategy? The answer is _____________.

Accepted Answer

A)  Board of directors and Top executives 
B)  Managers 
C)  Everyone 
D)  Low-level employees 
A)  Board of directors and Top executives 
B)  Managers 
C)  Everyone 
D)  Low-level employees

Question 6

Implementing a TQM program would require a great deal of attention to the existing organizational culture.

Accepted Answer

A) True 
 B)False

Question 7

An accurately-designed __________ should aid in implementation by identifying expenses and benefits which are expected to be realized in carrying out the organization's program.

Accepted Answer

A)  Implementation tool 
B)  Budget 
C)  Procedure 
D)  Program 
A)  Implementation tool 
B)  Budget 
C)  Procedure 
D)  Program

Question 8

In your opinion, will the force field analysis be applicable in societies where people fear uncertainty?

Accepted Answer

Force field analysis is a management tec

Question 9

The phrase Management by Walking Around (MBWA) implies _____________.

Accepted Answer

A)  All managers are not necessarily leaders, and all leaders are not necessarily managers 
B)  Day-to-day observation of the activities of the organization 
C)  Improve operational efficiency by actively participating managers 
D)  Non-repetitive observation of organizational activities 
A)  All managers are not necessarily leaders, and all leaders are not necessarily managers 
B)  Day-to-day observation of the activities of the organization 
C)  Improve operational efficiency by actively participating managers 
D)  Non-repetitive observation of organizational activities

Question 10

Participation in the early stages of the planning process will allow the employees to implement the strategies with less suspicion and resistance.

Accepted Answer

A) True 
 B)False

Question 11

The Eight key elements to have successful TQM implementation are ethics, integrity, trust, training, teamwork, customer satisfaction, leadership, and communication.

Accepted Answer

A) True 
 B)False

Question 12

___________ consists of sequential steps that describe precisely how a particular task necessary to carrying out the program is accomplished.

Accepted Answer

A)  Implementation tool 
B)  Budget 
C)  Procedure 
D)  Program 
A)  Implementation tool 
B)  Budget 
C)  Procedure 
D)  Program

Question 13

One of the principle components of Management by Objectives (MBO) program is _____________.

Accepted Answer

A)  Frequent planning 
B)  Frequent feedback 
C)  Frequent restructuring 
D)  Frequent recruitment 
A)  Frequent planning 
B)  Frequent feedback 
C)  Frequent restructuring 
D)  Frequent recruitment

Question 14

_____________ relates to the slow building of consensus and long decision times by talking to the stakeholders, gathering information and feedback, etc.

Accepted Answer

A)  Implementation tool 
B)  Nemawashi 
C)  Program 
D)  Strategy execution 
A)  Implementation tool 
B)  Nemawashi 
C)  Program 
D)  Strategy execution

Question 15

_________ is the set of activities and decisions necessary to turn the organization's corporate and business strategies into reality.

Accepted Answer

A)  Strategy implementation 
B)  Strategy execution 
C)  Internal evaluation matrix 
D)  Program 
A)  Strategy implementation 
B)  Strategy execution 
C)  Internal evaluation matrix 
D)  Program

Question 16

The organizational culture that many assume to contribute greatly to success will always support continued growth.

Accepted Answer

A) True 
 B)False

Question 17

__________ is where the organization's structure is laid out and the names of the individual organization members are displayed.

Accepted Answer

A)  Organizational chart 
B)  Implementation chart 
C)  Budget chart 
D)  Human resources chart 
A)  Organizational chart 
B)  Implementation chart 
C)  Budget chart 
D)  Human resources chart

Question 18

The philosophy of TQM resides in making price the driving force in basic managerial and operational functions.

Accepted Answer

A) True 
 B)False

Some of the failure of TQM is related to the inability of the companies to affect the appropriate cultural change.

Mars Inc. outlined the foundations of culture and legacy as a business to five main principles in action. They consist of ___________.

Strategy implementation is the set of activities and decisions necessary to turn the organization's functional strategies only into reality.

Most organizations are completely centralized or decentralized. Only few have characteristics of both.

Who implements organizational strategy? The answer is _____________.

Implementing a TQM program would require a great deal of attention to the existing organizational culture.

An accurately-designed __________ should aid in implementation by identifying expenses and benefits which are expected to be realized in carrying out the organization's program.

In your opinion, will the force field analysis be applicable in societies where people fear uncertainty?

The phrase Management by Walking Around (MBWA) implies _____________.

Participation in the early stages of the planning process will allow the employees to implement the strategies with less suspicion and resistance.

The Eight key elements to have successful TQM implementation are ethics, integrity, trust, training, teamwork, customer satisfaction, leadership, and communication.

___________ consists of sequential steps that describe precisely how a particular task necessary to carrying out the program is accomplished.

One of the principle components of Management by Objectives (MBO) program is _____________.

_____________ relates to the slow building of consensus and long decision times by talking to the stakeholders, gathering information and feedback, etc.

_________ is the set of activities and decisions necessary to turn the organization's corporate and business strategies into reality.

The organizational culture that many assume to contribute greatly to success will always support continued growth.

__________ is where the organization's structure is laid out and the names of the individual organization members are displayed.

The philosophy of TQM resides in making price the driving force in basic managerial and operational functions.

An Introduction to the Strategic Planning Process SPP

Contemporary Issues in the Strategic Planning Process SPP

External Strategic Audit

Internal Strategic Audit

Strategic Options - Corporate Level

Strategic Choice Options - Business and Functional Levels

Evaluation and Control in Strategic Planning

A Strategic Planning Process SPP Model for the Not-For-Profit Sector

Strategic Marketing for the Public and the Not-For-Profit Sectors

A Framework of Global Strategic Planning

Filters

Exam 7: Implementing and Executing Strategies in the Business and Functional Levels

Some of the failure of TQM is related to the inability of the companies to affect the appropriate cultural change.

Mars Inc. outlined the foundations of culture and legacy as a business to five main principles in action. They consist of ___________.

Strategy implementation is the set of activities and decisions necessary to turn the organization's functional strategies only into reality.

Most organizations are completely centralized or decentralized. Only few have characteristics of both.

Who implements organizational strategy? The answer is _____________.

Implementing a TQM program would require a great deal of attention to the existing organizational culture.

An accurately-designed __________ should aid in implementation by identifying expenses and benefits which are expected to be realized in carrying out the organization's program.

In your opinion, will the force field analysis be applicable in societies where people fear uncertainty?

The phrase Management by Walking Around (MBWA) implies _____________.

Participation in the early stages of the planning process will allow the employees to implement the strategies with less suspicion and resistance.

The Eight key elements to have successful TQM implementation are ethics, integrity, trust, training, teamwork, customer satisfaction, leadership, and communication.

___________ consists of sequential steps that describe precisely how a particular task necessary to carrying out the program is accomplished.

One of the principle components of Management by Objectives (MBO) program is _____________.

_____________ relates to the slow building of consensus and long decision times by talking to the stakeholders, gathering information and feedback, etc.

_________ is the set of activities and decisions necessary to turn the organization's corporate and business strategies into reality.

The organizational culture that many assume to contribute greatly to success will always support continued growth.

__________ is where the organization's structure is laid out and the names of the individual organization members are displayed.

The philosophy of TQM resides in making price the driving force in basic managerial and operational functions.

An Introduction to the Strategic Planning Process SPP

Contemporary Issues in the Strategic Planning Process SPP

External Strategic Audit

Internal Strategic Audit

Strategic Options - Corporate Level

Strategic Choice Options - Business and Functional Levels

Evaluation and Control in Strategic Planning

A Strategic Planning Process SPP Model for the Not-For-Profit Sector

Strategic Marketing for the Public and the Not-For-Profit Sectors

A Framework of Global Strategic Planning

Filters