Question 1

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  False

Question 2

As part of its strategic planning process,managers at Cigna learn what behaviors are required to ensure effectiveness.Discuss.

Accepted Answer

As part of its strategic planning process,managers at Cigna learn what behaviors are required to ensure the following:
There is continuous improvement.
The right projects are selected with the right people to lead them.
There is ongoing assessment of projects.
People have time to serve on projects.
Managers ask the right questions during each phase of a project.

Question 3

How does Six Sigma help Cigna improve quality and productivity?

Accepted Answer

Cigna looks at the cost of doing nothing differently,figures how much improvement it can make,and then comes up with a dollar differential.A 0.1 percent improvement can save millions.While initial concentration was on efforts that would bring quick and significant results,Six Sigma at Cigna has matured,and it has increasingly focused on impacting goals of the most strategic importance to the organization.

Question 4

If everyone is able to answer the question,"What does strategy mean in terms that I can act on," which aspect of deployment will it address?

Accepted Answer

A) Improperly defined organizational objectives 
B) Lack of alignment across the organization 
C) Misallocation of resources 
D) Insufficient operational measures 
A) Improperly defined organizational objectives 
B) Lack of alignment across the organization 
C) Misallocation of resources 
D) Insufficient operational measures

Question 5

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

Accepted Answer

A) True 
 B)False

Question 6

Describe the Baldrige Organizational Profile.

Accepted Answer

The Baldrige Criteria provides a list of

Question 7

Effective strategy deployment is dependent upon,and tends to shape,organizational structure because the organizational structure must be aligned with and support the accomplishment of strategic initiatives.

Accepted Answer

A) True 
 B)False

Question 8

All of the following are key factors included in an environmental assessment EXCEPT:

Accepted Answer

A) the organization's SWOT profile. 
B) the workforce profile and future requirements. 
C) the regulatory environment. 
D) the long-term organizational sustainability. 
A) the organization's SWOT profile. 
B) the workforce profile and future requirements. 
C) the regulatory environment. 
D) the long-term organizational sustainability.

Question 9

The clarification of authority,responsibility,reporting lines,and performance standards among individuals at each level of the organization is referred to as _____.

Accepted Answer

A) hoshin kanri 
B) the QID 
C) the organizational structure 
D) organizational governance 
A) hoshin kanri 
B) the QID 
C) the organizational structure 
D) organizational governance

Question 10

With _____,top management is responsible for developing and communicating a vision,and then building organization-wide commitment to its achievement.

Accepted Answer

A) policy deployment 
B) value development 
C) mission development 
D) quality deployment 
A) policy deployment 
B) value development 
C) mission development 
D) quality deployment

Question 11

Strategic challenges frequently are driven by an organization's future competitive position relative to other providers of similar products or services.

Accepted Answer

A) True 
 B)False

Question 12

What are the five strategic imperatives of Cigna?

Accepted Answer

Cigna has five strategic imperatives:
1.

Question 13

In policy deployment,the _____ process is called catchball.

Accepted Answer

A) negotiation 
B) implementation 
C) review 
D) communication 
A) negotiation 
B) implementation 
C) review 
D) communication

Question 14

Matrix data analysis takes data and arranges them to display quantitative relationships among variables to make them more easily understood and analyzed.

Accepted Answer

A) True 
 B)False

Question 15

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

Accepted Answer

The formal planning activity is conducte

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

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 18

What is the quality policy of Branch-Smith Printing Division?

Accepted Answer

A) Our single focus will continue to be helping customers all over the world succeed in their businesses. 
B) Market leading business results through an expert team providing turnkey solutions to customer partners. 
C) Branch-Smith Printing will seek to continuously improve results for all stakeholders through the application of its Innovating Excellence Process. 
D) The objective of the Branch-Smith Printing Division is to provide expert solutions for publishers. 
A) Our single focus will continue to be helping customers all over the world succeed in their businesses. 
B) Market leading business results through an expert team providing turnkey solutions to customer partners. 
C) Branch-Smith Printing will seek to continuously improve results for all stakeholders through the application of its Innovating Excellence Process. 
D) The objective of the Branch-Smith Printing Division is to provide expert solutions for publishers.

Question 19

One of the reasons for poor deployment of action plans is insufficient operational measures.Which of the following is a feature of this aspect?

Accepted Answer

A) New legislative mandates 
B) Dedicating resources to make improvements or changes in those areas that are critical 
C) Lack of changes resulting from new ventures 
D) Insignificant innovations in products,services,and technology 
A) New legislative mandates 
B) Dedicating resources to make improvements or changes in those areas that are critical 
C) Lack of changes resulting from new ventures 
D) Insignificant innovations in products,services,and technology

Question 20

_____ represents the critical stage in planning when strategic objectives and goals are made specific so that effective,organization-wide understanding and deployment are possible.

Accepted Answer

A) Mission statement development 
B) Vision statement development 
C) Action plan development 
D) Operations planning and scheduling 
A) Mission statement development 
B) Vision statement development 
C) Action plan development 
D) Operations planning and scheduling

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

As part of its strategic planning process,managers at Cigna learn what behaviors are required to ensure effectiveness.Discuss.

How does Six Sigma help Cigna improve quality and productivity?

If everyone is able to answer the question,"What does strategy mean in terms that I can act on," which aspect of deployment will it address?

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

Describe the Baldrige Organizational Profile.

Effective strategy deployment is dependent upon,and tends to shape,organizational structure because the organizational structure must be aligned with and support the accomplishment of strategic initiatives.

All of the following are key factors included in an environmental assessment EXCEPT:

The clarification of authority,responsibility,reporting lines,and performance standards among individuals at each level of the organization is referred to as _____.

With _____,top management is responsible for developing and communicating a vision,and then building organization-wide commitment to its achievement.

Strategic challenges frequently are driven by an organization's future competitive position relative to other providers of similar products or services.

What are the five strategic imperatives of Cigna?

In policy deployment,the _____ process is called catchball.

Matrix data analysis takes data and arranges them to display quantitative relationships among variables to make them more easily understood and analyzed.

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

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

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?

What is the quality policy of Branch-Smith Printing Division?

One of the reasons for poor deployment of action plans is insufficient operational measures.Which of the following is a feature of this aspect?

_____ represents the critical stage in planning when strategic objectives and goals are made specific so that effective,organization-wide understanding and deployment are possible.

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

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

As part of its strategic planning process,managers at Cigna learn what behaviors are required to ensure effectiveness.Discuss.

How does Six Sigma help Cigna improve quality and productivity?

If everyone is able to answer the question,"What does strategy mean in terms that I can act on," which aspect of deployment will it address?

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

Describe the Baldrige Organizational Profile.

Effective strategy deployment is dependent upon,and tends to shape,organizational structure because the organizational structure must be aligned with and support the accomplishment of strategic initiatives.

All of the following are key factors included in an environmental assessment EXCEPT:

The clarification of authority,responsibility,reporting lines,and performance standards among individuals at each level of the organization is referred to as _____.

With _____,top management is responsible for developing and communicating a vision,and then building organization-wide commitment to its achievement.

Strategic challenges frequently are driven by an organization's future competitive position relative to other providers of similar products or services.

What are the five strategic imperatives of Cigna?

In policy deployment,the _____ process is called catchball.

Matrix data analysis takes data and arranges them to display quantitative relationships among variables to make them more easily understood and analyzed.

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

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

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?

What is the quality policy of Branch-Smith Printing Division?

One of the reasons for poor deployment of action plans is insufficient operational measures.Which of the following is a feature of this aspect?

_____ represents the critical stage in planning when strategic objectives and goals are made specific so that effective,organization-wide understanding and deployment are possible.

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