Question 1

Six Sigma's DMADV process of define,measure,analyze,design,and verify is a particularly good vehicle for:

Accepted Answer

A)  improving performance when there are small variations in how well an activity is performed.If there are wide variations,then the Six Sigma DMVSI process has to be used. 
B)  achieving 100 percent control over how a task is performed and eliminating 100 percent of the variability in how a task is performed. 
C)  improving performance when there are wide variations in how well an activity is performed. 
D)  developing new processes or products at Six Sigma quality levels. 
E)  improving customer satisfaction,whereas Six Sigma improves manufacturing processes. 
A)  improving performance when there are small variations in how well an activity is performed.If there are wide variations,then the Six Sigma DMVSI process has to be used. 
B)  achieving 100 percent control over how a task is performed and eliminating 100 percent of the variability in how a task is performed. 
C)  improving performance when there are wide variations in how well an activity is performed. 
D)  developing new processes or products at Six Sigma quality levels. 
E)  improving customer satisfaction,whereas Six Sigma improves manufacturing processes. D

Question 2

What action steps can managers take to realize full value from TQM or Six Sigma initiatives and promote a culture of operating excellence?

Accepted Answer

Managers can take the following action steps to realize full value from TQM or Six Sigma initiatives and promote a culture of operating excellence:
1.Demonstrating visible,unequivocal,and unyielding commitment to total quality and continuous improvement,including specifying measurable objectives for increasing quality and making continual progress.
2.Nudging people toward quality-supportive behaviors.
3.Empowering employees so that authority for delivering great service or improving products is in the hands of the doers rather than the overseers-improving quality has to be seen as part of everyone's job.
4.Using online systems to provide all relevant parties with the latest best practices,thereby speeding the diffusion and adoption of best practices throughout the organization.Online systems can also allow company personnel to exchange data and opinions about how to upgrade the prevailing best-in-company practices.
5.Emphasizing that performance can and must be improved,because competitors are not resting on their laurels and customers are always looking for something better.

Question 3

Which of the following does NOT facilitate strategy execution?

Accepted Answer

A)  Hyundai service centers follow same routines when receiving vehicles for servicing. 
B)  Ford encourages staff to skip practices out of sync with the company's mission. 
C)  General Motors showrooms have similar operating practices across regions. 
D)  Chevrolet Service center replicates the caliber of customer service across locations. 
E)  Renault is averse to standardization of the way activities are performed at its service centers. 
A)  Hyundai service centers follow same routines when receiving vehicles for servicing. 
B)  Ford encourages staff to skip practices out of sync with the company's mission. 
C)  General Motors showrooms have similar operating practices across regions. 
D)  Chevrolet Service center replicates the caliber of customer service across locations. 
E)  Renault is averse to standardization of the way activities are performed at its service centers. E

Question 4

Company managers can significantly advance the cause of superior strategy execution by doing all of the following EXCEPT:

Accepted Answer

A)  employing best practices methods and using process management tools to drive continuous improvement in how internal operations are conducted. 
B)  adopting benchmarking of the company's operating activities and business processes against "best-in-industry" and "best in world" performers. 
C)  adopting "best-in-company" operating activities and processes when a company's various organizational units are performing the same functions differently. 
D)  instituting operating practices that generate economies of scale and scope with current value chain activities. 
E)  develop performance yardsticks for judging effectiveness and efficiency for particular value chain activities and business processes deemed strategically critical. 
A)  employing best practices methods and using process management tools to drive continuous improvement in how internal operations are conducted. 
B)  adopting benchmarking of the company's operating activities and business processes against "best-in-industry" and "best in world" performers. 
C)  adopting "best-in-company" operating activities and processes when a company's various organizational units are performing the same functions differently. 
D)  instituting operating practices that generate economies of scale and scope with current value chain activities. 
E)  develop performance yardsticks for judging effectiveness and efficiency for particular value chain activities and business processes deemed strategically critical.

Question 5

What is the difference between Six Sigma DMAIC programs and Six Sigma DMADV programs?

Accepted Answer

The Six Sigma process of define,measure,

Question 6

In creating a strategy-supportive reward structure,it is important to define jobs and assignments in terms of the results to be accomplished not just in terms of the duties to be performed.True or false? Explain and justify your answer.

Accepted Answer

The statement is true.To create a strate

Question 7

Which of the following makes use of Six Sigma programs to improve quality and strategy execution?

Accepted Answer

A)  Memphis & Company applies advanced statistical methods to identify and remove the causes of defects. 
B)  Milwaukee Hospital relocates its pathological lab to reach out to consumers in suburbs. 
C)  LG Electronics reengineers its value chain activities by creating cross-functional teams. 
D)  La Tagliata Boutiques offers a different range of products at different outlets across London. 
E)  Duke Energy replaces work depots by mobile repair vans reducing operational costs by 40 percent. 
A)  Memphis & Company applies advanced statistical methods to identify and remove the causes of defects. 
B)  Milwaukee Hospital relocates its pathological lab to reach out to consumers in suburbs. 
C)  LG Electronics reengineers its value chain activities by creating cross-functional teams. 
D)  La Tagliata Boutiques offers a different range of products at different outlets across London. 
E)  Duke Energy replaces work depots by mobile repair vans reducing operational costs by 40 percent.

Question 8

A reward system that accentuates positive rewards for good performance:

Accepted Answer

A)  works best in strong culture organizations,while negative motivational approaches and reward systems tend to be most successful in weak culture organizations. 
B)  is especially effective in aligning the well-being of organizational members with achieving the company's performance targets;reward systems with negative elements tend to be very dysfunctional in motivating employees. 
C)  seldom works very well because the threat of denying rewards to sub-par performers is typically the most powerful motivator. 
D)  works fine so long as 100 percent emphasis is placed on monetary incentives. 
E)  has considerable appeal because when cooperation is positively enlisted and rewarded,rather than strong-armed by orders and threats (implicit or explicit),people tend to respond with more enthusiasm,dedication,creativity,and initiative. 
A)  works best in strong culture organizations,while negative motivational approaches and reward systems tend to be most successful in weak culture organizations. 
B)  is especially effective in aligning the well-being of organizational members with achieving the company's performance targets;reward systems with negative elements tend to be very dysfunctional in motivating employees. 
C)  seldom works very well because the threat of denying rewards to sub-par performers is typically the most powerful motivator. 
D)  works fine so long as 100 percent emphasis is placed on monetary incentives. 
E)  has considerable appeal because when cooperation is positively enlisted and rewarded,rather than strong-armed by orders and threats (implicit or explicit),people tend to respond with more enthusiasm,dedication,creativity,and initiative.

Question 9

A company's operating budget must:

Accepted Answer

A)  be strategy-driven in order to amply fund the performance of key value chain activities. 
B)  be risk-averse,so as not to run the risk of inadvertently creating barriers to building the needed competencies and capabilities. 
C)  be employee-driven to gain commitment to strengthening the company's core competencies and competitive capabilities. 
D)  trim costs of key value chain activities to achieve cost efficiency in new strategic initiatives. 
E)  follow traditional and time-tested methods of budgeting to support rapid adjustments in strategy. 
A)  be strategy-driven in order to amply fund the performance of key value chain activities. 
B)  be risk-averse,so as not to run the risk of inadvertently creating barriers to building the needed competencies and capabilities. 
C)  be employee-driven to gain commitment to strengthening the company's core competencies and competitive capabilities. 
D)  trim costs of key value chain activities to achieve cost efficiency in new strategic initiatives. 
E)  follow traditional and time-tested methods of budgeting to support rapid adjustments in strategy.

Question 10

A no-pressure/no-adverse-consequences work environment does not necessarily lead to:

Accepted Answer

A)  superior strategy execution or operating excellence. 
B)  satisfactory outcomes because there is always a cadre of ambitious people who relish the challenge. 
C)  workforce morale issues. 
D)  establishing more positive than negative motivational reward elements. 
E)  excessive shortfall in performance. 
A)  superior strategy execution or operating excellence. 
B)  satisfactory outcomes because there is always a cadre of ambitious people who relish the challenge. 
C)  workforce morale issues. 
D)  establishing more positive than negative motivational reward elements. 
E)  excessive shortfall in performance.

Question 11

Which of the following is NOT a tool or method that managers can use to promote operating excellence and further the cause of good strategy execution?

Accepted Answer

A)  Benchmarking 
B)  Business process reengineering 
C)  Strategic resource training 
D)  TQM and Six Sigma quality control techniques 
E)  Best practices 
A)  Benchmarking 
B)  Business process reengineering 
C)  Strategic resource training 
D)  TQM and Six Sigma quality control techniques 
E)  Best practices

Question 12

Motivational and incentive compensation practices that aim at winning the commitment of company personnel to good strategy execution typically:

Accepted Answer

A)  use only positive rewards and never involve the use of tension,fear,job insecurity,stress,or anxiety. 
B)  entail decidedly positive rewards for meeting or beating performance targets,but also impose sufficiently negative consequences when actual performance falls short of the target. 
C)  aim at creating a no-pressure/no-adverse-consequences work environment. 
D)  entail paying the highest wages and salaries in the industry for all jobholder positions and also stressing nonmonetary rewards,like cash bonuses for high-performing employees. 
E)  put top priority on making employees happy and secure in their jobs. 
A)  use only positive rewards and never involve the use of tension,fear,job insecurity,stress,or anxiety. 
B)  entail decidedly positive rewards for meeting or beating performance targets,but also impose sufficiently negative consequences when actual performance falls short of the target. 
C)  aim at creating a no-pressure/no-adverse-consequences work environment. 
D)  entail paying the highest wages and salaries in the industry for all jobholder positions and also stressing nonmonetary rewards,like cash bonuses for high-performing employees. 
E)  put top priority on making employees happy and secure in their jobs.

Question 13

Discuss why it is generally undesirable for approaches to motivation,compensation,and people management to avoid the use of negative consequences or punishment if performance targets are not achieved or if particular people are habitual underperformers.Does striking a balance between rewards and punishment generally work better?

Accepted Answer

Absence of negative consequences in a wo

Question 14

The idea behind benchmarking and best practices is to:

Accepted Answer

A)  identify which companies are the best performers of a strategically relevant activity and then copy their methods exactly. 
B)  search the world for a company that performs a strategically relevant task or value chain activity at the lowest possible cost and then use business process reengineering techniques to try to meet or beat the costs of the world's low-cost performer of that activity. 
C)  perform each activity in the industry value chain according to standard industry practice and then regularly benchmark the company's performance to see if it is actually achieving the industry standard. 
D)  identify companies that are the best performers of an activity and then "adapt" their practices to fit the company's own specific circumstances and operating requirements. 
E)  determine whether a company has a "world-class" value chain. 
A)  identify which companies are the best performers of a strategically relevant activity and then copy their methods exactly. 
B)  search the world for a company that performs a strategically relevant task or value chain activity at the lowest possible cost and then use business process reengineering techniques to try to meet or beat the costs of the world's low-cost performer of that activity. 
C)  perform each activity in the industry value chain according to standard industry practice and then regularly benchmark the company's performance to see if it is actually achieving the industry standard. 
D)  identify companies that are the best performers of an activity and then "adapt" their practices to fit the company's own specific circumstances and operating requirements. 
E)  determine whether a company has a "world-class" value chain.

Question 15

Which of the following exemplifies one of the most widely used methods of gauging how well a company is executing its strategy?

Accepted Answer

A)  Merrill & Company has a disconnected organizational arrangement whereby pieces of an activity are performed in different functional departments. 
B)  Oceania identifies agents of change who are convinced about sticking to the old ways of doing things. 
C)  Honwell narrates success stories of rival brands to convince its personnel about traditional wisdom. 
D)  Fizz-Cola judges the efficiency of internal operations by benchmarking them against best-in-industry performers. 
E)  Motorola develops the data to measure how poorly rival brands perform against the best-practice standards across industry. 
A)  Merrill & Company has a disconnected organizational arrangement whereby pieces of an activity are performed in different functional departments. 
B)  Oceania identifies agents of change who are convinced about sticking to the old ways of doing things. 
C)  Honwell narrates success stories of rival brands to convince its personnel about traditional wisdom. 
D)  Fizz-Cola judges the efficiency of internal operations by benchmarking them against best-in-industry performers. 
E)  Motorola develops the data to measure how poorly rival brands perform against the best-practice standards across industry.

Question 16

In prescribing policies and procedures that facilitate independent action on the part of empowered employees for good strategy execution companies need to do ALL of the following EXCEPT:

Accepted Answer

A)  give organization members clear direction and place reasonable boundaries on their actions. 
B)  empower employees to act within the company's set boundaries in pursuit of company goals. 
C)  allow company personnel to act with some defined degree of freedom,especially when individual creativity and initiative are more essential to good strategy execution than standardization and strict conformity. 
D)  institute policies that give employees substantial leeway to carry out activities the way they think best. 
E)  produce policy manuals on strategy execution that prescribe exactly how daily operations are to be conducted. 
A)  give organization members clear direction and place reasonable boundaries on their actions. 
B)  empower employees to act within the company's set boundaries in pursuit of company goals. 
C)  allow company personnel to act with some defined degree of freedom,especially when individual creativity and initiative are more essential to good strategy execution than standardization and strict conformity. 
D)  institute policies that give employees substantial leeway to carry out activities the way they think best. 
E)  produce policy manuals on strategy execution that prescribe exactly how daily operations are to be conducted.

Question 17

Business process reengineering is a tool for:

Accepted Answer

A)  expediting the redesign of existing products and shortening the design-to-market cycle. 
B)  radically redesigning and streamlining how an activity (workflow)is performed,by pulling the pieces of strategy-critical activities out of different departments and unifying their performance in a single department or cross-functional work group. 
C)  instituting total quality management. 
D)  making the most effective use of Six Sigma techniques. 
E)  the rapid redesign of an organization's structure so as to quickly create organizational competencies and capabilities. 
A)  expediting the redesign of existing products and shortening the design-to-market cycle. 
B)  radically redesigning and streamlining how an activity (workflow)is performed,by pulling the pieces of strategy-critical activities out of different departments and unifying their performance in a single department or cross-functional work group. 
C)  instituting total quality management. 
D)  making the most effective use of Six Sigma techniques. 
E)  the rapid redesign of an organization's structure so as to quickly create organizational competencies and capabilities.

Question 18

Which of the following takes the route of business process reengineering to attain operational excellence?

Accepted Answer

A)  AT&T works toward creating a total quality culture by continuously reviewing the performance of every value chain activity. 
B)  Acer Phones uses advanced statistical methods to remove the causes of defects at its manufacturing units. 
C)  Ericsson introduces continuous-improvement business philosophy at its customer care centers. 
D)  Cellkon pulls the pieces of an activity out of different departments to create a cross-functional work group. 
E)  Honeywell strives to incrementally reduce defects through an ongoing assessment process. 
A)  AT&T works toward creating a total quality culture by continuously reviewing the performance of every value chain activity. 
B)  Acer Phones uses advanced statistical methods to remove the causes of defects at its manufacturing units. 
C)  Ericsson introduces continuous-improvement business philosophy at its customer care centers. 
D)  Cellkon pulls the pieces of an activity out of different departments to create a cross-functional work group. 
E)  Honeywell strives to incrementally reduce defects through an ongoing assessment process.

Question 19

Identify five guidelines for creating an incentive compensation system that will help drive successful strategy execution.

Accepted Answer

The following are five guidelines for cr

Question 20

Which of the following is NOT a benefit of prescribing policies and operating procedures to aid management's task of implementing strategy?

Accepted Answer

A)  Placing limits on independent action and helping overcome resistance to change 
B)  Providing top-down guidance to operating managers,supervisory personnel,and employees regarding how things need to be done and what behavior is expected 
C)  Promoting the creation of a work climate that facilitates good strategy execution 
D)  Helping build employee commitment to adopting best practices and using the tools of TQM and Six Sigma 
E)  Helping enforce consistency of effort in how particular activities are performed in geographically scattered organization units 
A)  Placing limits on independent action and helping overcome resistance to change 
B)  Providing top-down guidance to operating managers,supervisory personnel,and employees regarding how things need to be done and what behavior is expected 
C)  Promoting the creation of a work climate that facilitates good strategy execution 
D)  Helping build employee commitment to adopting best practices and using the tools of TQM and Six Sigma 
E)  Helping enforce consistency of effort in how particular activities are performed in geographically scattered organization units

Six Sigma's DMADV process of define,measure,analyze,design,and verify is a particularly good vehicle for:

What action steps can managers take to realize full value from TQM or Six Sigma initiatives and promote a culture of operating excellence?

Which of the following does NOT facilitate strategy execution?

Company managers can significantly advance the cause of superior strategy execution by doing all of the following EXCEPT:

What is the difference between Six Sigma DMAIC programs and Six Sigma DMADV programs?

In creating a strategy-supportive reward structure,it is important to define jobs and assignments in terms of the results to be accomplished not just in terms of the duties to be performed.True or false? Explain and justify your answer.

Which of the following makes use of Six Sigma programs to improve quality and strategy execution?

A reward system that accentuates positive rewards for good performance:

A company's operating budget must:

A no-pressure/no-adverse-consequences work environment does not necessarily lead to:

Which of the following is NOT a tool or method that managers can use to promote operating excellence and further the cause of good strategy execution?

Motivational and incentive compensation practices that aim at winning the commitment of company personnel to good strategy execution typically:

The idea behind benchmarking and best practices is to:

Which of the following exemplifies one of the most widely used methods of gauging how well a company is executing its strategy?

In prescribing policies and procedures that facilitate independent action on the part of empowered employees for good strategy execution companies need to do ALL of the following EXCEPT:

Business process reengineering is a tool for:

Which of the following takes the route of business process reengineering to attain operational excellence?

Identify five guidelines for creating an incentive compensation system that will help drive successful strategy execution.

Which of the following is NOT a benefit of prescribing policies and operating procedures to aid management's task of implementing strategy?

What Is Strategy and Why Is It Important

Charting a Companys Direction: Its Vision, Mission, Objectives, Andstrategy

Evaluating a Companys External Environment

Evaluating a Companys Resources, Capabilities, and Competitiveness

The Five Generic Competitive Strategies

Strengthening a Companys Competitive Position

Strategies for Competing in International Markets

Corporate Strategy

Ethics, Corporate Social Responsibility, Environmental-Sustainability, and Strategy

Building an Organization Capable of Good Strategy Execution

Corporate Culture and Leadership

Filters

Exam 11: Managing Internal Operations

Six Sigma's DMADV process of define,measure,analyze,design,and verify is a particularly good vehicle for:

What action steps can managers take to realize full value from TQM or Six Sigma initiatives and promote a culture of operating excellence?

Which of the following does NOT facilitate strategy execution?

Company managers can significantly advance the cause of superior strategy execution by doing all of the following EXCEPT:

What is the difference between Six Sigma DMAIC programs and Six Sigma DMADV programs?

In creating a strategy-supportive reward structure,it is important to define jobs and assignments in terms of the results to be accomplished not just in terms of the duties to be performed.True or false? Explain and justify your answer.

Which of the following makes use of Six Sigma programs to improve quality and strategy execution?

A reward system that accentuates positive rewards for good performance:

A company's operating budget must:

A no-pressure/no-adverse-consequences work environment does not necessarily lead to:

Which of the following is NOT a tool or method that managers can use to promote operating excellence and further the cause of good strategy execution?

Motivational and incentive compensation practices that aim at winning the commitment of company personnel to good strategy execution typically:

The idea behind benchmarking and best practices is to:

Which of the following exemplifies one of the most widely used methods of gauging how well a company is executing its strategy?

In prescribing policies and procedures that facilitate independent action on the part of empowered employees for good strategy execution companies need to do ALL of the following EXCEPT:

Business process reengineering is a tool for:

Which of the following takes the route of business process reengineering to attain operational excellence?

Identify five guidelines for creating an incentive compensation system that will help drive successful strategy execution.

Which of the following is NOT a benefit of prescribing policies and operating procedures to aid management's task of implementing strategy?

What Is Strategy and Why Is It Important

Charting a Companys Direction: Its Vision, Mission, Objectives, Andstrategy

Evaluating a Companys External Environment

Evaluating a Companys Resources, Capabilities, and Competitiveness

The Five Generic Competitive Strategies

Strengthening a Companys Competitive Position

Strategies for Competing in International Markets

Corporate Strategy

Ethics, Corporate Social Responsibility, Environmental-Sustainability, and Strategy

Building an Organization Capable of Good Strategy Execution

Corporate Culture and Leadership

Filters