Exam 11: Performance Excellence and Organizational Change

In _____, the organization must review the underlying assumptions that created the problem to be "fixed" in the first place, and adapt a better set of assumptions to support future performance.

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(Multiple Choice)

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Question 1

Correct Answer:

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What is the role of dialog in the change process?

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(Essay)

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Question 2

Correct Answer:

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Dialog is defined as a sustained collective inquiry into the processes, assumptions, and certainties that compose everyday experience. Research suggests that organizational learning is enhanced when people gather for "dialog." An important consequence of effective organizational dialog is the reduction of "defensive routines," which are policies, practices, or actions that prevent people involved in a group activity from being embarrassed or threatened, and, at the same time, prevent people from learning how to reduce the causes of embarrassment or threat. Defensive routines can adversely impact the organization's ability to implement large-scale strategic change.

_____ encompasses the organization's ability to perceive deviations from perceived performance and "fix" them.

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(Multiple Choice)

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Question 3

Correct Answer:

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Compare organizational culture and organizational climate.

(Essay)

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Question 4

Unlike other theories of change, teleological theory of change suggests the environment as the dominant change force.

(True/False)

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Question 5

Strategic changes are the ones that impact culture the most.

(True/False)

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Question 6

In the Baldrige Roadmap to Performance Excellence, the _____ stage features 'clear linkage of process management and improvement to operational results.'

(Multiple Choice)

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Question 7

The False Starts stage can result in two outcomes: continued improvement or decline as organizations lose focus or become distracted.

(True/False)

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Question 8

_____ suggested that teleology was one of four categories of change process theory.

(Multiple Choice)

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Question 9

With respect to the six stages of a quality life cycle, in the _____ stage quality is strategically aligned and deployed across the organization.

(Multiple Choice)

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Question 10

The source of most change considered in organizational theory is:

(Multiple Choice)

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Question 11

What are the reasons why companies adopt a performance excellence philosophy?

(Essay)

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Question 12

The Traction stage marks the transition from the singular focus on change through projects, however well executed, to systematic evaluation and improvement of leadership approaches.

(True/False)

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Question 13

Which of the following is a frequent error during the implementation of a performance excellence initiative within an organization?

(Multiple Choice)

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Question 14

Process changes are what an organization must implement to remain or become competitive.

(True/False)

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Question 15

In the _____ stage of the Baldrige roadmap to performance excellence, approaches and processes of leadership, such as values deployment and culture building, begin to link and align with strategic planning and action planning, scorecards and dashboards, job descriptions and performance review methods, and other operational processes.

(Multiple Choice)

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Question 16

With respect to the six stages of a quality life cycle, limitation stage is also called _____ stage.

(Multiple Choice)

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Question 17

How is knowledge management different from information management?

(Essay)

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Question 18

Stage 3 of the Baldrige roadmap to performance excellence is called the _____ stage.

(Multiple Choice)

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Question 19

With respect to the six stages of a quality life cycle, in the _____ stage quality initiative has had a limited impact, is failing and the initiative is awaiting termination.

(Multiple Choice)

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Question 20

Showing 1 - 20 of 80

In _____, the organization must review the underlying assumptions that created the problem to be "fixed" in the first place, and adapt a better set of assumptions to support future performance.

What is the role of dialog in the change process?

_____ encompasses the organization's ability to perceive deviations from perceived performance and "fix" them.

Compare organizational culture and organizational climate.

Unlike other theories of change, teleological theory of change suggests the environment as the dominant change force.

Strategic changes are the ones that impact culture the most.

In the Baldrige Roadmap to Performance Excellence, the _____ stage features 'clear linkage of process management and improvement to operational results.'

The False Starts stage can result in two outcomes: continued improvement or decline as organizations lose focus or become distracted.

_____ suggested that teleology was one of four categories of change process theory.

With respect to the six stages of a quality life cycle, in the _____ stage quality is strategically aligned and deployed across the organization.

The source of most change considered in organizational theory is:

What are the reasons why companies adopt a performance excellence philosophy?

The Traction stage marks the transition from the singular focus on change through projects, however well executed, to systematic evaluation and improvement of leadership approaches.

Which of the following is a frequent error during the implementation of a performance excellence initiative within an organization?

Process changes are what an organization must implement to remain or become competitive.

With respect to the six stages of a quality life cycle, limitation stage is also called _____ stage.

How is knowledge management different from information management?

Stage 3 of the Baldrige roadmap to performance excellence is called the _____ stage.

With respect to the six stages of a quality life cycle, in the _____ stage quality initiative has had a limited impact, is failing and the initiative is awaiting termination.

Introduction to Quality and Performance Excellence

Frameworks for Quality and Performance Excellence

Tools and Techniques for Quality Design and Control

Tools and Techniques for Quality Improvement

Competitive Advantage and Strategic Management for Performance Excellence

Quality in Customer Supplier Relationships

Designing Organizations for Performance Excellence

Quality Teamwork

Engagement, Empowerment, and Motivation

Leadership for Performance Excellence

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