Exam 13: Leadership for Performance Excellence

What were the two severe problems faced by Alcoa's industrial magnesium plant in Addy when the crisis of epic proportions rocked the plant and rattled the company?

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Question 1

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The two severe problems which were being faced by Alcoa's industrial magnesium plant in Addy when the crisis of epic proportions rocked the plant and rattled the company were:an unacceptable
rate of serious injuries that averaged 12.8 per year,and five years of unprofitable operations.

What were the apparent causes of the problems faced at the magnesium plant of Alcoa?

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Question 2

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The apparent causes of plant problems consisted of a complex mix of lack of accountability,poor quality control,inadequate leadership,and low morale,especially among hourly employees.

An important element of organizational sustainability is ensuring future leadership; thus the development of future leaders and a formal succession plan are vital.

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Question 3

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True

An important aspect of an organization's leadership is its responsibility to the public and practice of good citizenship.

(True/False)

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Question 4

Point 7 of Deming's 14 points emphasizes on:

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Question 5

What was identified by the Crosbys as the main culprit in Alcoa's industrial magnesium plant's environment?

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Question 6

According to the situational leadership theory,the choice of leadership style applied by the leader must be driven by personal preference.

(True/False)

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Question 7

With respect to the six competencies summarized by the human development and leadership division of the American society for quality,which of the following competencies in a leader involves creating shared meaning and providing direction towards a vision,mission,goal or end-result?

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Question 8

The situational leadership theory classifies leader behaviors into task-oriented and relationship-oriented behaviors.

(True/False)

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Question 9

In the context of the leadership styles defined by Blanchard and Hershey's,in which of the following styles of leadership do leaders allocate tasks and set direction,but the subordinate has full control over the performance of the work?

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Question 10

The concept of _____ is defined as "a person's ability to anticipate,envision,maintain flexibility,think tactically,and work with others to initiate changes that will create a viable future for the organization,and its competitive advantage to the organization in this way."

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Question 11

List the key practices to be accomplished for performance excellence leadership.

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Question 12

Where is the Advocate Good Samaritan Hospital located?

(Multiple Choice)

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Question 13

Describe the organizational structure of the magnesium plant of Alcoa.

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Question 14

What were the requirements of the new leadership model,conceived by the Crosbys and the plant leaders?

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Question 15

Discuss the participation of the Advocate Good Samaritan hospital (GSAM) in Access DuPage.

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Question 16

With respect to the types of challenges facing present and future management as classified by the "changing nature of leadership" (CNL) studies conducted by the Center for Creative Leadership,_____ challenges were those where current leadership skills had to be extended and adjusted to new environments.

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Question 17

Where is Alcoa's industrial magnesium plant located?

(Multiple Choice)

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Question 18

Corporate social responsibility implies that organizations must behave ethically and be sensitive of social,cultural,economic,and environmental issues.

(True/False)

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Question 19

According to Bass,compared to transformational leaders,transactional leaders have greater interest in continuous organizational change and improvement transcending or aligning self-interests for the longer-range greater good of the organization and its members

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Question 20

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What were the two severe problems faced by Alcoa's industrial magnesium plant in Addy when the crisis of epic proportions rocked the plant and rattled the company?

What were the apparent causes of the problems faced at the magnesium plant of Alcoa?

An important element of organizational sustainability is ensuring future leadership; thus the development of future leaders and a formal succession plan are vital.

An important aspect of an organization's leadership is its responsibility to the public and practice of good citizenship.

Point 7 of Deming's 14 points emphasizes on:

What was identified by the Crosbys as the main culprit in Alcoa's industrial magnesium plant's environment?

According to the situational leadership theory,the choice of leadership style applied by the leader must be driven by personal preference.

With respect to the six competencies summarized by the human development and leadership division of the American society for quality,which of the following competencies in a leader involves creating shared meaning and providing direction towards a vision,mission,goal or end-result?

The situational leadership theory classifies leader behaviors into task-oriented and relationship-oriented behaviors.

In the context of the leadership styles defined by Blanchard and Hershey's,in which of the following styles of leadership do leaders allocate tasks and set direction,but the subordinate has full control over the performance of the work?

The concept of _____ is defined as "a person's ability to anticipate,envision,maintain flexibility,think tactically,and work with others to initiate changes that will create a viable future for the organization,and its competitive advantage to the organization in this way."

List the key practices to be accomplished for performance excellence leadership.

Where is the Advocate Good Samaritan Hospital located?

Describe the organizational structure of the magnesium plant of Alcoa.

What were the requirements of the new leadership model,conceived by the Crosbys and the plant leaders?

Discuss the participation of the Advocate Good Samaritan hospital (GSAM) in Access DuPage.

Where is Alcoa's industrial magnesium plant located?

Corporate social responsibility implies that organizations must behave ethically and be sensitive of social,cultural,economic,and environmental issues.

According to Bass,compared to transformational leaders,transactional leaders have greater interest in continuous organizational change and improvement transcending or aligning self-interests for the longer-range greater good of the organization and its members

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

Strategy and Performance Excellence

Measurement and Knowledge Management for Performance Excellence

Building and Sustaining Quality and Performance Excellence

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