Deck 9: Leading, building, and Sustaining Performance Excellence

Question 1

Leaders who take on a transformational style have a long-term perspective.

Answer 1

True

Question 2

Reward systems often get in the way of cultural change and must be adjusted for the new culture to take hold.

Answer 2

True

Question 3

Implementation of ISO 9000:2000 to achieve registration requires a quality policy,a quality manual,and internal audits.

Answer 3

True

Question 4

Considering Deming's 14 points,"constancy of purpose" in U.S.firms is not viewed as a barrier to creating a total quality culture.

Question 5

The single-best way the total quality concept is sold to an organization is by positioning quality as a way to address the priority goals of customers.

Question 6

ISO 9000 can be implemented in an organization that has not fully embraced total quality and still result in significant benefits.

Question 7

Process change is often confined to a particular unit,division,or function of the organization.

Question 8

Senior management is not involved in the self-assessment follow-up.

Question 9

The last stage in "change management" is institutionalizing the new behaviors and attitudes.

Question 10

Middle management is usually the organizational group that is most supportive of a change to a total quality environment.

Question 11

Most firms seek to adopt a total quality philosophy because of threats to the organization's survival.

Question 12

A systems perspective is contained in both the Baldrige criteria and Six Sigma implementation efforts.

Question 13

Six Sigma projects are not expected to produce bottom-line savings.

Question 14

An important implication of the International Quality Study best practices report is that an organization should assess its current practices and performance levels before implementing total quality practices.

Question 15

The use of self-assessments has been an outgrowth of the development of the Baldrige criteria.

Question 16

According to the International Quality Study best practices report,return on assets can be used to determine total quality implementation approaches.

Question 17

Internal audits generally include a review of process records,training records,complaints,corrective actions,and previous audit reports.

Question 18

Since Six Sigma is process oriented,it does not offer a methodology for improving the overall performance of an organization.

Question 19

Contrary to some research,other evidence suggests that many organizations derive little benefit from conducting self-assessment and achieve few of the process improvements suggested by self-study.

Question 20

Lack of a formalized strategic plan for change is not an obstacle to implementing total quality.

Question 21

As indicated by the International Quality Study,"best practices" that are universal (applicable to almost any firm)include all of the following EXCEPT:

A)simplifying processes.
B)performing process-value analysis.
C)using world-class benchmarking.
D)performing cycle-time analysis.

Question 22

The Baldrige Award criteria are best described as:

A)nonprescriptive.
B)restrictive.
C)nondescriptive.
D)predictive.

Question 23

_____ refers to how leadership is exercised,formally and informally,throughout an organization.

A)Management grid
B)Leadership system
C)Organizational hierarchy
D)Leadership spectrum

Question 24

_____ includes ethics,corporate governance,and protection of public health,safety,and the environment.

A)Ethical volunteerism
B)Green management
C)Moral management
D)Corporate social responsibility

Question 25

An effective leadership system:

A)follows strict hierarchical structures.
B)respects the capabilities of employees.
C)respects the requirements of employees.
D)sets high expectations for performance.

Question 26

Which of the following is NOT TRUE regarding organizational self-assessment?

A)Self-assessment helps identify key strengths and weaknesses.
B)Self-assessment is mandated by the Baldrige Criteria.
C)Self-assessment facilitates organizational learning.
D)Self-assessment can provide a picture of the state of quality.

Question 27

An important contemporary theorist of the learning organization is MIT professor

A)Jack Welch.
B)Peter Senge.
C)Joseph Juran.
D)W.Edwards Deming.

Question 28

Perhaps the most significant cause of failure to effectively implement quality initiatives is a lack of:

A)leadership initiative and middle-management support.
B)alignment and integration with organizational systems.
C)constancy of purpose.
D)organizational resources.

Question 29

Managers that review the company's current quality practices and procedures before implementing total quality practices are demonstrating:

A)group consciousness.
B)due diligence.
C)self assessment.
D)internal benchmarking.

Question 30

The International Organization for Standardization is developing a voluntary social responsibility standard,_____ which is scheduled for release in 2010.

A)ISO 26000
B)ISO 16000
C)ISO 62000
D)ISO 6000

Question 31

_____ refers to an organization's ability to address current needs and have the agility and management skills and structure to prepare successfully for the future,including preparedness for emergencies.

A)Proactivity
B)Sustainability
C)Future-orientation
D)Internal capacity

Question 32

A company's value system and its collection of guiding principles is known as its:

A)mission statement.
B)corporate culture.
C)strategic plan.
D)vision statement.

Question 33

One of the findings of the International Quality Study is that organizations at the early stages of the quality journey:

A)do not benefit from process benchmarking.
B)use world-class benchmarking.
C)should remove quality control inspection.
D)attain no benefit from training..

Question 34

The Human Development and Leadership Division of the American Society for Quality has summarized six competencies for leadership.Which of the following is NOT one of the competencies?

A)Navigator
B)Mentor
C)Protector
D)Motivator

Question 35

_____ is the ability to positively influence people and systems under one's authority so as to have a meaningful impact and achieve important results.

A)Leadership
B)Power
C)Charisma
D)Direction

Question 36

An organization's management systems and practices are called its:

A)corporate strategy.
B)balanced scorecard mechanism.
C)organizational infrastructure.
D)best practices.

Question 37

An important step in making self-assessments effective is:

A)withholding bonuses until any and all deficiencies are corrected.
B)eventually applying for a quality award.
C)follow-up action planning by senior management.
D)rewarding departments that are judged to be exceptional.

Question 38

One of the findings of the International Quality Study is that firms that have solid systems in place:

A)do not benefit from process benchmarking.
B)use world-class benchmarking.
C)should remove quality control inspection.
D)attain no benefit from increased training.

Question 39

In the textbook,learning that helps an organization to survive is called _____ learning,while learning that enhances the organization's capacity to create is called _____ learning.

A)adaptive, generative
B)catch-up, advancement
C)survival, creative
D)reactive, proactive

Question 40

Building and sustaining performance excellence requires all of the following EXCEPT:

A)strong hierarchy in the organizational structure.
B)a commitment to change and long-term sustainability.
C)the adoption of sound practices and implementation strategies.
D)continual organizational learning.

Question 41

The Baldrige Award criteria,as a tool for self-assessment:

A)can be useful for firms never intending to apply for the award.
B)is most useful to firms intending to apply for the award.
C)is of little value if the firm has already applied for the award.
D)is of little value if the firm has already won the award.

Question 42

ISO 9000 requires that all the elements required for a quality system,such as control processes,measuring and test equipment,and other resources needed to achieve the required quality of conformance,be documented in a _____,which serves as a permanent reference for implementing and maintaining the system.

A)quality database
B)quality manual
C)ISO manual
D)quality archive

Question 43

_____ leaders have greater interest in continuous organizational change whereas _____ leaders are more focused on the satisfaction of self-interests and the maintenance of the organization's status quo.

A)Situational; transformational
B)Transformational; transactional
C)Transactional; transformational
D)Transactional; situational

Question 44

Blanchard and Hersey defined four leadership styles that best address the four levels of maturity.Which of the following is NOT one of them?

A)Directing
B)Molding
C)Supporting
D)Delegating

Question 45

According to the _____ leadership theory,leaders adopt many of the behaviors like idealized influence,individualized consideration,inspirational motivation,and intellectual stimulation.

A)transactional
B)situational
C)organizational
D)transformational

Question 46

_____ refers to the system of management and controls exercised in the stewardship of an organization.

A)Leadership
B)Mentoring
C)Governance
D)Directorship

Question 47

According to the text,in fully-empowered TQ organizations and those with strong self-directed teams,you would probably find the _____ style to be most prevalent.

A)directing
B)supporting
C)coaching
D)delegating

Question 48

Which of the following is NOT a theoretical or methodological criticism directed against the situational leadership theory?

A)Ambiguity
B)Lack of consistency
C)Mixed empirical validation
D)Lack of flexibility

Question 49

_____ includes use of contingent punishments and other corrective actions in response to deviations from acceptable performance standards.

A)Active management by exception
B)Management by delegation
C)Passive management by exception
D)Management by alternatives

Question 50

Goleman defines five components of emotionally intelligent leaders.Which of the following is NOT one of them?

A)Self-awareness
B)Motivation
C)Empathy
D)Authority

Question 51

_____ leadership theory assumes that certain leaders may develop the ability to inspire their subordinates to exert extraordinary efforts to achieve organizational goals,through behaviors that may include contingent rewards,and active and passive management by exception.

A)Transformational
B)Transactional
C)Situational
D)Subordinate maturity

Question 52

This perspective takes the intriguing view that in many organizations,if characteristics of subordinates,the nature of the tasks that they perform,and the guidance and incentives provided by the organization are aligned,then formal leadership tends to be unproductive or counterproductive.The reference is about:

A)substitutes for leadership theory.
B)exceptions for leadership theory.
C)management by delegation.
D)management by objectives.

Question 53

Some empirical evidence found in research suggests that _____ leadership behavior is strongly correlated with lower turnover,higher productivity and quality,and higher employee satisfaction than other approaches.

A)contingency
B)situational
C)transactional
D)transformational

Question 54

Implementing ISO 9000:2000 may be redundant in a mature organization that:

A)has less than 100 employees.
B)has used the Baldrige criteria or Six Sigma for some time.
C)has not fully embrace TQ and benefitted out of it.
D)is into service delivery and not manufacturing.

Question 55

Subordinate _____ is defined in terms of the ability of subordinates to accept responsibility for their own task-related behavior.

A)leadership
B)contingency
C)responsibility
D)maturity

Question 56

Formation of a quality policy is:

A)a necessary step in Six Sigma implementation.
B)required for ISO 9000:2000 registration.
C)included in the Baldrige criteria.
D)the first step in self-assessment.

Question 57

_____ includes clarification of the work required to obtain rewards to influence motivation.

A)Contingent reward behavior
B)Subordinate maturity behavior
C)Delegation
D)Positive influence

Question 58

_____ is defined in terms of looking for mistakes and enforcing rules to avoid mistakes.

A)Active management by exception
B)Management by results
C)Management by objectives
D)Management by projects

Question 59

The _____ theory states that the effectiveness of a task and relationship-oriented leadership behaviors depends upon the maturity of a leader's subordinates.

A)Situational leadership
B)Maturity
C)Subordinate leadership
D)Behavioral

Question 60

The Baldrige National Quality Program instrument for self-assessment is called:

A)Are we making progress?
B)Self-assessment index
C)Quarterly progress card
D)Where are we headed?

Question 61

As per the model that describes the Baldrige roadmap to performance excellence,at which stage does the transition from the singular focus on change through projects to systematic evaluation and improvement of leadership approaches occur?

A)Stage 1
B)Stage 2
C)Stage 3
D)Stage 4

Question 62

Which of the following is NOT part of the internal audit process?

A)Asking those who perform a process regularly to explain how it works.
B)Comparing the statements to written procedures, and noting compliance and deviations.
C)Examining the compensation system to verify its relevance to quality compliance.
D)Analyzing whether the process is meeting its intent and objectives.

Question 63

A high-technology company stresses individual rewards despite the fact that innovation relies heavily on teamwork.This is an example of:

A)a dysfunctional culture.
B)negative reinforcement.
C)poor organizational design.
D)employee development.

Question 64

Organizational changes resulting from operational assessment activities are referred to as _____ change.

A)process
B)strategic
C)dynamic
D)dysfunctional

Question 65

Robert Cole has called for _____ as an evolutionary step for extending continuous improvement.

A)continuous recycling
B)continuous innovation
C)extended improvement
D)selective improvement

Question 66

In order to accomplish organizational learning,_____ helps managers answer essential questions such as "How are we doing?" "What are our strengths?" and "What areas require improvement?"

A)self-assessment
B)internal audit
C)companywide survey
D)quality analysis

Question 67

The requirement of Performance Analysis and Review in Category 4 of the Baldrige Criteria focuses organizations to provide a picture of their _____ and also how well they are moving toward the future.

A)state of health
B)management vision
C)long-term objectives
D)organizational structure

Question 68

According to Robert Cole,_____ is described as a non-linear,discontinuous,experimental,back-and-forth process that is needed in order to develop products and services to compete in the existing turbulent business environment.

A)random experimentation
B)probe-and-learn
C)organic development
D)growth-in-diversity

Question 69

Peter Senge defines _____ as an organization that is continually expanding its capacity to create its future.

A)quality organization
B)a sunrise firm
C)proactive firm
D)learning organization

Question 70

GE developed the concept of the _____ that guides their entire leadership development process,of which the Six Sigma approach is a vital part.

A)virtual teaching cycle
B)virtuous teaching cycle
C)simulated teaching loop
D)preferred teaching cycle

Question 71

_____ is defined as consistency of plans,processes,actions,information,decisions,results,analysis,and learning to support key organization-wide goals.

A)Alignment
B)Integration
C)Uniformity
D)Integrity

Question 72

_____ focus on identifying whether documented procedures are being followed and are effective,and reporting the issues to management for corrective action.

A)Surveys
B)ISO guidelines
C)Kaizen blitzes
D)Internal audits

Question 73

_____ is the stage of a quality life cycle when a new quality initiative is used in conjunction with an existing one to develop new energy and impact.

A)Adoption
B)Regeneration
C)Maturation
D)Energizing

Question 74

Discuss the two major reasons why companies adopt total quality.

Question 75

Unlike strategic change,process change is often:

A)externally focused.
B)broader in scope.
C)confined to a particular unit.
D)related to significant organizational challenges.

Question 76

Which is the most important question organizations contemplating change must answer?

A)Why is the change necessary?
B)What will it do to my organization (department, job)?
C)What problems will I encounter in making the change?
D)What's in it for me?

Question 77

Most change processes include three basic stages.Which of the following is NOT one of them?

A)Questioning the organization's current state and dislodging accepted patterns of behavior.
B)A state of flux, where new approaches are developed to replace suspended old activities.
C)Institutionalizing the new behaviors and attitudes.
D)Reviewing modified processes and refining the process.

Question 78

_____ is the stage of a quality life cycle when quality is strategically aligned and deployed across the organization.

A)Adoption
B)Regeneration
C)Maturation
D)Energizing

Question 79

Which are the two types of activities senior leaders need to engage in as part of following up on organizational assessments?

A)Reengineer internal systems and upgrade control systems
B)Documentation of findings and forming quality teams
C)Action planning and tracking implementation progress
D)Strategic decision making and external audits

Question 80

Which of the following is NOT recognized as a barrier to change?

A)Lack of constancy of purpose.
B)Lack of a holistic systems perspective.
C)Lack of alignment with the organizational system.
D)Lack of organizational resources.