Cards Rerotate to Set Details

Term

1. (p. 361) A company"s capability to marshal enough sources in assistance of new strategic initiatives and steer them to the appropriate organizational devices is vital to the strategy execution process because

A. transforms in strategy often call for reresource reallocation and business systems need the correct funding to lug out their part of the strategic setup successfully and effectively.

You are watching: Which of the following statements about the managerial task of installing well-conceived

B. precise budgets are the crucial to exercising tight financial controls over what organization units deserve to and also cannot perform in carrying out management"s directives to execute the favored strategy proficiently.

C tight budacquire regulate is management"s the majority of powerful tool for first-rate strategy execution.

D. lean, closely regulated budgets protect the company"s financial problem and eliminate wasteful use of cash.

 

E. lean, strictly imposed budgets are management"s finest and also many provided suggests of obtaining business systems to exercise the fiscal discipline necessary to execute the chosen strategy in a cost-reliable manner.

Definition A. changes in strategy regularly need resource realarea and business systems require the proper funding to carry out their component of the strategic setup effectively and properly.
Term

2. (p. 361-362) Managers charged through implementing and also executing strategy should be deeply affiliated in the budgeting and also resource alarea procedure because

A. also little resources deprives business units of the resources to lug out their piece of the strategic arrangement and too a lot resources wastes business sources.

B. a change in strategy almost always calls for budobtain realareas and resource moving.

C. without significant budget realplaces tright here is no possibility for the preferred core competencies and also organizational capabilities to emerge.

D. lean, very closely managed budgets defend the company"s financial condition and remove wasteful usage of cash.

 

E. Both A and also B.

Definition

E. Both A and B.

Term

3. (p. 362) From a strategy-implementing/strategy-executing perspective, budobtain alareas should

A. primarily be based on the variety of new strategic campaigns being applied in each department.

B. be based on the number of people employed in each of the divisions.

C. be strategy-driven and also based mostly on exactly how a lot each organizational unit needs to bring out its item of the strategic arrangement successfully and also successfully.

D. be connected to the expenses of performing worth chain tasks as figured out by benchmarking against best-in-market rivals.

 

E. depend on just how much stretch tbelow is in each department"s objectives and also what extra resources are essential to help reach these performance targets.

Definition C. be strategy-propelled and based primarily on exactly how a lot each organizational unit demands to bring out its piece of the strategic setup properly and also efficiently.
Term

4. (p. 362) New tactics often entail budget reallocations because

A. revamping the performance of worth chain tasks can be costly.

B. the accompanying plan revisions and compensation incentives tend to need various levels of resources than prior to.

C. systems vital in the prior strategy however having actually a lesser duty in the brand-new strategy may require downsizing while units and activities that now have a bigger and even more important strategic function might require more human being, new tools, extra infrastructure, and also above-average boosts in their operating budgets.

D. empowering employees to lug out the brand-new strategy aspects and also shifting to a full top quality management form of society to construct abilities in experienced strategy execution frequently require extensive new resources and also budacquire revisions.

 

E. adopting ideal methods and also pushing for constant advancement often tends to minimize prices and alleviate overall resource needs.

Definition

C. units essential in the prior strategy but having a lesser duty in the new strategy may require downsizing while systems and activities that currently have actually a bigger and even more important strategic function might require even more human being, brand-new tools, additional infrastructure, and also above-average rises in their operating budgets.

Term

5. (p. 362) Visible actions to realfind operating funds and also relocate human being into various organizational units

A. have the right to be dysfunctional in trying to implement a brand-new strategy bereason of the stress and anxiety and inprotection that big transforms in budgets cause among firm personnel.

B. signal a determined commitment to strategic adjust and can assist catalyze and offer credibility tothe implementation process.

C. run the hazard of inadvertently creating barriers to structure the needed competencies and also capabilities.

D. tend to impede the task of empowering employees and also moving to new, more strategy-supportive culture.

 

E. are rarely crucial in implementing a brand-new strategy unless the brand-new strategy entails a radically different collection of worth chain tasks.

Definition B. signal a figured out commitment to strategic readjust and also can help catalyze and also give credibility tothe implementation procedure.
Term

6. (p. 363-364) Prescribing plans and also operating measures aids the task of implementing strategy by

A. helping encertain that worker eligibility for impetus bonoffers is measured repeatedly and also awarded reasonably.

B. promoting the usage of ideal practices, TQM, Six Sigma, and consistent improvement initiatives.

C. acting as a powerful lever before for transforming employee perspectives around the need for a different impetus and also reward device.

D. helping develop employee commitment to strengthening the company"s core competencies and also competitive capabilities.

 

E. placing boundaries on independent action and also paint new white lines to steer the actions and actions of company personnel in a manner that is more conducive to good strategy execution and operating excellence.

Definition

E. placing borders on independent activity and paint new white lines to steer the actions and habits of firm personnel in a manner that is even more conducive to good strategy execution and operating excellence.

Term

7. (p. 363) Prescribing brand-new policies and operating actions can assist the task of implementing strategy

A. provided they promote greater use of and commitment to best practices and total high quality monitoring.

B. because really efficient interior policies and also actions are not easily duplicated by other firms.

C. because astutely conceived policies or measures deserve to bring about competitive benefit.

D. by helping align the actions and also habits firm personnel via the needs for excellent strategy execution, placing boundaries on independent activity, and also helping get rid of resistance to readjust.

 

E. by making it easier to impose tight budacquire controls and also stop wasting scarce sources.

Definition

D. by helping align the actions and habits company personnel with the needs for good strategy execution, placing borders on independent activity, and also helping get over resistance to adjust.

Term

8. (p. 365) A useful pointer in making strategy-facilitating policies and operating measures is

A. to prescribe enough plans to give business members clear direction in implementing strategy and to area preferable boundaries on their actions, then empower them to act within these boundaries but they think makes feeling.

B. that strictly-enforced plans work-related better than loosely-enforced policies.

C. that more policies/actions occupational better than few policies/actions and that strict enforcement constantly beats lax enforcement.

D. to let people act in an empowered and also self-directed way, topic just to the constraint that their actions and also habits be honest and in action through the corpoprice culture.

 

E. to prescribe sufficient policies and also procedures that little is left to possibility in percreating worth chain activities employees must have no leemethod to do points in a manner that deviates from the company"s ideal techniques typical.

Definition A. to prescribe sufficient plans to provide organizational members clear direction in implementing strategy and also to location desirable limits on their actions, then empower them to act within these boundaries but they think renders sense.
Term

9. (p. 363-365) Which among the adhering to is not a benefit of prescribing policies and operating actions to assist management"s task of implementing strategy?

A. Painting a set of white lines that areas boundaries on independent habits and networks individual and team initiatives along a path even more conducive to executing the strategy.

B. Providing top-down guidance to operating managers, supervisory personnel, and employees about how points must be done and also what habits is expected

C. Promoting the production of a work climate that facilitates great strategy execution

D. Helping construct employee commitment to adopting best methods and making use of the devices of TQM and also Six Sigma

 

E. Helping enpressure consistency in just how specific activities are performed in geographically scattered company units

Definition

D. Helping develop employee commitment to adopting best methods and also making use of the tools of TQM and also Six Sigma

Term

10. (p. 365) Company kind of supervisors deserve to substantially development the cause of remarkable strategy execution by

A. using various process administration devices to drive consistent innovation in exactly how interior operations are performed.

B. benchmarking the company"s performance of specific activities and business processes against "best-in-industry" performers.

C. researching "best-in-company" performers if a company"s various business systems is perdeveloping the very same attributes at various areas.

D. benchnoting the company"s performance of particular activities and also business procedures versus "best-in-world" performers.

 

E. All of these.

Definition

E. All of these.

Term

11. (p. 365) A "ideal practice" refers to

A. a policy or procedure that is unnormally efficient.

B. a method for percreating an task or company procedure that at least one firm has demonstrated works specifically well in regards to delivering some extremely positive operating outcome.

C. performing a strategy-critical activity in a fashion that results in sustainable competitive advantage.

D. the value chain task that is a company"s distinctive competence.

 

E. a details value chain activity that management has offered height priority to perdeveloping in world course fashion.

Definition B. a method for performing an activity or organization process that at least one agency has actually demonstrated functions particularly well in regards to delivering some very positive operating outcome.
Term

12. (p. 365) A "best practice"

A. is an approach for perdeveloping an activity or organization procedure that at least one agency has actually demonstrated works particularly well in regards to transferring some very positive operating outcome.

B. refers to the best-well-known procedure for performing a certain task or task so as to attain the lowest feasible prices.

C. describes percreating tasks in a manner that conforms to establiburned sector standards.

D. describes a company"s core competence.

 

E. describes performing a details worth chain activity in "world-class" fashion (one unrivaled by any other agency in the world).

Definition A. is an approach for performing an activity or company process that at least one agency has actually demonstrated functions especially well in terms of transferring some extremely positive operating outcome.
Term

13. (p. 366) The concept behind benchnoting and also finest practices is to

A. identify which service providers are the best performers of a strategically-relevant activity and then specifically copy their methods.

B. search the human being for a agency that percreates a strategically pertinent job or worth chain task at the lowest feasible cost and then use service procedure reengineering techniques to try to fulfill or beat the prices of the world"s low-expense performer of that activity.

C. perform each task in the industry worth chain according to traditional market practice and then routinely benchmark the company"s performance to view if it is actually achieving the sector standard.

D. recognize companies that are the best performers of an activity and then modify and adapt their techniques to fit the company"s own specific circumstances and operating demands.

 

E. recognize whether a firm has actually a "world-class" value chain.

Definition

D. recognize providers that are the finest performers of an task and then modify and adapt their techniques to fit the company"s very own particular situations and operating demands.

Term

14. (p. 366) The backbone of identifying, examining, and also implementing best practices is

A. service process reengineering.

B. a corporate culture that has a core worth of operating excellence.

C. benchmarking.

D. Six Sigma quality control methods.

 

E. innovative application of TQM methods.

Definition C. benchnoting.
Term

15. (p. 366-367) Which one of the complying with is not a tool that company supervisors can use to promote operating excellence in perdeveloping value chain activities?

A. Benchmarking

B. Adchoice of finest practices

C. TQM and/or Six Sigma top quality control techniques

D. Firm process reengineering

 

E. Adchoice of traditional sector techniques

Definition E. Adoption of conventional market techniques
Term

16. (p. 366-367) Which of the following is not a tool that managers have the right to usage to promote operating excellence and additionally the reason of good strategy execution?

A. Benchnoting and the fostering of ideal practices

B. Business process reengineering

C. Strategic reresource training

D. TQM

 

E. Six Sigma high quality regulate techniques

Definition C. Strategic resource training
Term

17. (p. 367) Due to the fact that functional company frameworks often lead to pieces of strategically appropriate activities and also capabilities being scattered throughout many kind of different functional departments, companies have actually found that

A. it is important to give these useful departments the flexibility to collaborate very closely via each various other to attain the wanted level of coordination.

B. it is vital to outresource those activities that are fragmentized to strategic partners in order to achieve the needed coordicountry.

C. there"s merit in using organization process redesign to pull the pieces of strategy-important procedures out of various departments and also unify their performance in a single department or cross-practical work team that has charge over the whole process.

D. TQM is a potent means to reengineer the work effort, prevent the shortcomings of a functional company structure, and also accomplish rapid-response capcapacity.

 

E. it renders great organizational sense to combine those functional departments wbelow fragmentation is a trouble right into a single department.

Definition

C. there"s merit in utilizing company procedure reengineering to pull the pieces of strategy-important procedures out of various departments and also unify their performance in a solitary department or cross-practical job-related team that has actually charge over the entirety process.

Term

18. (p. 367) Business procedure redesign is a tool for

A. expediting and enhancing the rearchitecture of existing products and also shortening the design-to-industry cycle.

B. pulling the pieces of strategy-critical tasks out of different departments and also unifying their performance in a single department or cross-practical work group that has charge over the whole process and also can be hosted accountable for percreating the activity in an extra strategy-supportive fashion.

C. setting up total high quality monitoring.

D. making the the majority of efficient use of Six Sigma techniques.

 

E. quick rearchitecture of an organization"s structure so as to promptly create business competencies and also capabilities.

Definition

B. pulling the pieces of strategy-instrumental activities out of different departments and also unifying their performance in a solitary department or cross-useful occupational group that has actually charge over the totality process and can be hosted accountable for performing the task in an extra strategy-supportive fashion.

Term

19. (p. 367) Reengineering how a firm percreates a organization process

A. is a tool for pulling the pieces of strategy-crucial procedures out of different departments and also unifying their performance in a solitary department or cross-useful job-related group that has charge over the totality procedure and also have the right to be hosted accountable for percreating the activity in a cheaper, much better, and/or more strategy-supportive fashion.

B. is the most frequently provided tool of complete quality management (TQM).

C. calls for that a company have many kind of strategic partnerships and alliances through outsiders.

D. is frequently cheaper and easier-to-execute than using Six Sigma techniques to accomplish the very same cost savings.

 

E. is usually a company"s most vital "best practice" for achieving operating excellence.

Definition A. is a tool for pulling the pieces of strategy-important processes out of different departments and unifying their performance in a solitary department or cross-sensible work-related group that has actually charge over the whole process and also deserve to be hosted accountable for percreating the task in a cheaper, much better, and/or more strategy-supportive fashion.
Term

20. (p. 368) Total high quality management (TQM)

A. is a viewpoint of regulating a collection of organization practices that emphasizes constant advancement in all phases of operations, 100% accuracy in perdeveloping jobs, involvement and empowerment of employees at all levels, team-based job-related architecture, benchmarking, and also total customer satisfactivity.

B. is an important tool for helping company managers identify what the best practice is for percreating a details activity.

C. works finest once offered in conjunction through Six Sigma top quality manage techniques.

D. is a wonderful tool for redesign organization procedures and also making quantum gains in the effectiveness and also effectiveness via which the processes are percreated.

 

E. is a philosophy of doing things that intends at mistake-totally free monitoring of a company"s whole organization.

Definition A. is a approach of managing a collection of service methods that emphasizes constant advancement in all phases of operations, 100% accuracy in performing tasks, involvement and also empowerment of employees at all levels, team-based work design, benchmarking, and total customer satisfactivity.
Term

21. (p. 368) Total high quality management (TQM) emphasizes all yet which one of the following?

A. 100% accuracy in percreating tasks

B. Continuous advancement in all phases of operations

C. Widespcheck out adoption of industry traditional operating practices

D. Benchmarking and also complete customer satisfaction

 

E. Empowerment of employees and team-based work design

Definition C. Widespcheck out fostering of sector typical operating practices
Term

22. (p. 368) Total quality monitoring (TQM) programs

A. deal specifically with steps to achieve defect-totally free manufacturing and also assembly.

B. almost constantly add more to the success of operating excellence than either company procedure redesign or Six Sigma quality regulate approaches.

C. entail producing a corporate society bent on continuously improving the performance of eincredibly task and also eincredibly value-chain activity.

D. are substantially even more efficient in boosting production and also assembly tasks than they are in enhancing such value chain tasks as R&D, huguy resources management, supply chain administration, indevelopment modern technology, sales and also marketing and finance.

 

E. are generally thought about the best tool for reengineering strategy-crucial service processes.

Definition C. entail creating a corporate culture bent on continuously improving the performance of every job and also eincredibly value-chain activity.
Term

23. (p. 368) Which one of the adhering to statements about complete high quality management (TQM) is false?

A. TQM intends at instilling enthusiasm and commitment to doing points right from the height to the bottom of the company.

B. TQM produces considerable outcomes exceptionally quickly—extremely little benefit emerges after the first six months.

C. TQM doctrine preaches that there"s no such point as "great enough" and that everyone has a obligation to get involved in continuous advancement.

D. Effective use of TQM involves creating a corporate society bent on repetitively enhancing the performance of eexceptionally job and also eextremely value-chain task.

 

E. Total high quality administration (TQM) is a philosophy of regulating a collection of organization methods that emphasizes continuous innovation in all phases of operations, 100 percent accuracy in performing tasks, involvement and empowerment of employees at all levels, team-based work style, benchmarking, and full customer satisfaction.

Definition B. TQM produces significant results incredibly quickly—very bit benefit emerges after the first 6 months.
Term

24. (p. 369)Six Sigma top quality control

A. is a strategy-implementer"s finest, many dependable tool for all at once achieving top-notch product top quality and also low production expenses.

B. is composed of a disciplined, statistics-based mechanism aimed at developing not more than 2.5 defects per million iterations for a manufacturing or assembly process.

C. consists of a disciplined, statistics-based device aimed at creating not more than 3.4 defects per million iterations for any kind of company procedure.

D. consists of a disciplined, statistics-based mechanism aimed at fewer than 5.0 complaints per million customer transactions.

 

E. is an effective tool for providers whose customers are incredibly picky about product high quality and product performance and that can"t afford for the product they use to break down and also call for repairs.

Definition C. is composed of a disciplined, statistics-based system aimed at developing not more than 3.4 defects per million iterations for any kind of organization process.
Term

25. (p. 369) Six Sigma processes

A. are based on 3 principles: (1) all work-related is a statistically manageable process; (2) no well-managed procedure enables variability; and (3) defect-complimentary job-related requires tight statistical controls.

B. have the right to be provided for both enhancing existing organization processes and also for arising brand-new processes or commodities.

C. deserve to be supplied for enhancing commodities or company processes however not for developing brand-new products or brand-new processes.

D. consists of a disciplined, statistics-based device aimed at developing not more than 10 defects per million iterations for a manufacturing or assembly procedure.

 

E. deserve to be offered for arising new products or brand-new organization processes however not for improving existing commodities or service processes.

Definition B. deserve to be supplied for both improving existing company procedures and also for developing new procedures or commodities.
Term

26. (p. 369) The Six Sigma procedure of specify, measure, analyze, improve, and regulate (DMAIC) is

A. an improvement device for existing processes falling listed below specification and needing increpsychological development.

B. an development mechanism offered to build brand-new procedures or assets at 100% defect-free levels.

C. a mechanism of statistical measures for achieving 100% control over how a task is performed.

D. an improvement mechanism used to construct brand-new procedures or assets at Six Sigma levels.

 

E. a device of statistical actions for eliminating 100% of the varicapability in exactly how a job is percreated.

Definition A. an development system for existing procedures falling below specification and needing increpsychological advancement.
Term

27. (p. 369) Six Sigma"s DMADV process of specify, meacertain, analyze, style and verify is a particularly good automobile for

A. improving performance when there are small variations in just how well an activity is performed; if there are wide variations, then the Six Sigma DMVSI procedure has to be provided.

B. achieving 100% manage over exactly how a job is percreated and eliminating 100% of the variability in just how a task is performed.

C. improving performance as soon as there are wide variations in how well an activity is performed.

D. developing new processes or assets at Six Sigma high quality levels.

 

E. enhancing customer satisfaction whereas Six Sigma improves production processes.

Definition

D. arising brand-new processes or products at Six Sigma top quality levels.

Term

28. (p. 369) The statistical reasoning underlying Six Sigma is based on the complying with 3 principles:

A. All activities deserve to be managed, employee empowerment is the ideal manage tool, and also 100% manage is feasible.

B. All work is a procedure, all processes have actually varicapacity, and all processes produce data that defines varicapability.

C. All job-related activities have the right to be done accurately many of the time, empowered employees are essential for effective manage, and great statistical information is an empowered employee"s ideal control tool.

D. All job-related is a statistically manageable process; 100% manage is possible; and eexceptionally well-regulated procedure is defect-totally free.

 

E. Most organization processes are topic to control; Six Sigma have the right to entirely rerelocate varicapacity in just how procedures are performed; and also the majority of defects can be eliminated.

Definition B. All occupational is a process, all procedures have variability, and all processes produce information that explains varicapacity.
Term

29. (p. 370) Which one of the following statements about Six Sigma quality programs is true?

 A. While Six Sigma programs often improve the effectiveness of many operating procedures, tright here is evidence that the strategy have the right to stifle innovative tasks.

B. Six Sigma is a viewpoint of regulating a collection of company practices that emphasizes consistent improvement in all phases of operations and also 100 percent accuracy in performing jobs.

C. Six Sigma"s DMAIC process is an especially good car for boosting performance once tbelow are little variations in just how well an activity is performed.

D. The focus of Six Sigma programs is on the advancement of new assets or new organization procedures yet not on enhancing existing products or company procedures.

 

E. Six Sigma is a device of statistical actions for eliminating 92% of the variability in exactly how a task is performed.

Definition A. While Six Sigma programs often boost the performance of countless operating processes, tbelow is evidence that the approach have the right to stifle innovative activities.
Term

30. (p. 372) The big distinction between business process reengineering and also continuous improvement programs favor TQM or Six Sigma is that

A. reengineering is a tool for installing process organization whereas TQM/Six Sigma problem defect-complimentary production methods and also moving world-course customer company.

B. redesign helps create core competencies whereas TQM/Six Sigma are devices for making a core competence more powerful and more efficient.

C. reengineering is a tool for achieving one-time quantum development whereas TQM and also Six Sigma programs aim at incremental advancement (striving for inch-by-inch gains aacquire and also aobtain in a never-ending stream).

D. service process reengineering calls for benchmarking whereas TQM and Six Sigma perform not.

 

E. reengineering represents an initiative to totally revamp a firm"s value chain whereas TQM looks at incrementally boosting the performance of 2 or 3 targeted value-chain activities and also Six Sigma is primarily for reducing production defects.

Definition

C. redesign is a tool for achieving one-time quantum development whereas TQM and also Six Sigma programs aim at incremental advancement (striving for inch-by-inch gains aobtain and aacquire in a never-ending stream).

Term

31. (p. 373) To attain maximum benefits from benchnoting, best techniques, redesign, TQM, and Six Sigma programs aimed at facilitating much better strategy execution, managers need to

A. begin with a clear principle of what particular outcomes really issue, such as a Six Sigma defect rate or remarkable customer satisfactivity, and then build a total high quality society that is genuinely committed to achieving these outcomes.

B. have actually yearly contests to view which component of the company is making the biggest strides in approaching operating excellence.

C. strive for 100% control over the varicapacity in how each and also eincredibly worth chain task is perdeveloped.

D. have at least 50% of company personnel earn "green belts" in Six Sigma techniques.

 

E. build core competencies in TQM, Six Sigma, benchmarking, best practices adoption, and also company procedure reengineering.

Definition A. begin with a clear principle of what specific outcomes really matter, such as a Six Sigma defect rate or remarkable customer satisfaction, and also then build a complete quality society that is genuinely committed to achieving these outcomes.
Term

32. (p. 373-374) To build a full high quality culture and achieve full value from the usage of TQM or Six Sigma campaigns, supervisors deserve to take such action measures as

A. signaling unequivocal and unyielding commitment to complete quality and also operating excellence; encouraging quality-supportive behaviors on the component of employees, empowering employees to make changes to improve quality; and also utilizing online systems to offer employees immediate access to finest practice information and experiences.

B. requiring all company personnel to attend Six Sigma training programs and accomplish "black belt" status.

C. instituting higher centralization of decision-making to assist enpressure strict compliance with quality manage policies and measures.

D. stressing 100% accurate individual performance fairly than group or team performance.

 

E. disabsent employees who continuously fail to accomplish 100% accuracy in their work-related after a 12-month trial duration.

Definition A. signaling unequivocal and also unyielding commitment to full quality and also operating excellence; encouraging quality-supportive actions on the part of employees, empowering employees to make transforms to boost quality; and using virtual units to give employees immediate accessibility to ideal practice indevelopment and experiences.
Term

33. (p. 375) Installing well-conceived state-of-the-art support systems are a critical managerial component of implementing and executing strategy because

A. such units are vital to being able to connect in efficient benchnoting and also consistent innovation.

B. such assistance devices not just permit much better strategy execution yet likewise strengthen organizational capabilities (perhaps enough to administer a competitive edge over rivals).

C. they assist supervisors run a tight ship and also preserve solid, centralized regulate over internal activities.

D. they are the basis for revamping value chains, increasing labor efficiency, and reducing operating costs.

 

E. decentral decision-making and employee empowerment cannot job-related well without having well-conceived information and also operating units to accurately benchnote internally-perdeveloped worth chain activities against best-in-market and also best-in-course performers.

Definition B. such support systems not just enable better strategy execution yet additionally strengthen business capabilities (probably sufficient to administer a competitive edge over rivals).
Term

34. (p. 375) Well conceived, state-of-the-art indevelopment and also operating systems

A. are vital because service process redesign efforts, TQM, Six Sigma, and also benchnoting programs can not be brought out properly without them.

B. not just allow much better strategy execution yet also strengthen organizational capabilities (perhaps sufficient to carry out a competitive edge over rivals).

C. make it straightforward and straightforward to spot expense overruns and also inefficiencies.

D. are handy tools for shortening a company"s worth chain, raising work-related pressure morale and performance, and simplifying the task of adopting ideal methods.

 

E. All of these.

Definition

B. not just enable better strategy execution yet likewise strengthen organizational capabilities (possibly sufficient to carry out a competitive edge over rivals).

Term

35. (p. 376) The locations that indevelopment devices must cover include

A. Financial performance data

B. Supplier/partner/collaborative data

C. Customer data

D. Operations data

 

E. All of these

Definition E. All of these
Term

36. (p. 376) The areas that information systems need to cover incorporate all yet which one of the following?

A. Financial performance data

B. Corpoprice society data

C. Customer data

D. Operations data

 

E. Employee data

Definition B. Corporate culture data
Term

37. (p. 377) Indevelopment devices carry out supervisors through a way for monitoring

A. day-to-day team performance in actual time.

B. the performance of empowered employees to view that they are acting within the specified limits.

C. daily and weekly operating statistics.

D. All of these.

 

E. None of these.

Definition D. All of these.
Term

38. (p. 377) Management"s most powerful tool for mobilizing employee commitment to experienced strategy execution and also operating excellence is

A. diligent and also persistent usage of benchmarking and ideal techniques.

B. appropriate usage of incentives and also rewards.

C. TQM and/or Six Sigma programs.

D. periodic inspirational speeches aimed at arousing employees" emotional power.

 

E. offering employees via a high level of project security (ideally, by means of a no-layoff policy).

Definition B. correct usage of incentives and rewards.
Term

39. (p. 377) Management"s a lot of powerful tool for winning employee commitment to excellent strategy execution and operating excellence is

A. the facility of strategy-supportive policies and actions.

B. empowering employees and also encouraging them to embrace ideal techniques.

C. establishing stretch goals.

D. a system of rewards and incentives tied tightly to the achievement of the targeted strategic and financial performance.

 

E. aggressive use of TQM and also Six Sigma quality regulate programs.

Definition D. a system of rewards and incentives tied tightly to the accomplishment of the targeted strategic and also financial performance.
Term

40. (p. 378) The strategic role of a company"s reward system is to

A. compensate employees for performing their assigned duties in a diligent fashion.

B. boost employee morale in means that develop widespcheck out task satisfactivity.

C. enlist employees" energetic commitment to competent strategy execution and also operating excellence by rewarding them, both monetarily and non-monetarily, for their contributions.

D. relieve supervisors of the burden of very closely security each employee"s performance.

 

E. increase labor efficiency and aid reduced the firm"s overall labor prices.

Definition C. enlist employees" energetic commitment to skilled strategy execution and also operating excellence by rewarding them, both monetarily and non-monetarily, for their contributions.
Term

41. (p. 378) Enlisting employees" sustained and also energetic commitment to excellent strategy execution and also accomplishment of the targeted strategic and financial missions is best done by

A. having top executives commit to making employees the company"s many useful competitive asset.

B. arising core competencies in the use of TQM, Six Sigma programs, and company procedure redesign.

C. resourceful and also efficient usage of motivational incentives, both monetary and non-financial.

D. clever and also innovative use of benchmarking and also finest techniques.

 

E. providing employees via a high level of task protection and attrenergetic perks.

Definition

C. resourceful and also effective usage of motivational incentives, both monetary and also non-monetary.

Term

42. (p. 378-379) In trying to acquire employees" wholehearted commitment to good strategy execution and also operating excellence, managers are well advised to use such incentives as

A. attractive perks and also fringe benefits.

B. constant words of praise, one-of-a-kind recognition at firm gatherings, stimulating assignments, and opportunities to transport to attrenergetic locations.

C. more (or less) task defense.

D. methods for fast proactivity (or the hazard of being sidelined).

 

E. All of these.

Definition

E. All of these.

Term

43. (p. 378-379) Which among the following is not most likely to be effective in trying to gain employees" wholehearted commitment to great strategy execution and operating excellence?

A. Aggressive monitoring efforts to remove stress and anxiety, tension, and project insecurity from the work-related environment

B. Extensive usage of such nonmonetary carrot-and-stick incentives as regular words of praise (or constructive criticism), distinct recognition at firm gatherings, and being offered stimulating assignments

C. More (or less) project security, and opportunities for high-percreating employees to transport to attrenergetic locations

D. Opportunities for rapid proactivity (or the threat of being sidelined in a routine job)

 

E. Performance bonuses

Definition A. Aggressive administration efforts to get rid of tension, stress and anxiety, and also project indefense from the job-related environment
Term

44. (p. 381) A motivation and also incentive system that is aimed at spurring stronger employee commitment to excellent strategy execution

A. should emphasis on incorporating more positive than negative motivational incentives.

B. should be tied initially and foremost to whether employees satisfactorily percreate their assigned duties in an ethical and honorable manner.

C. have to involve deliberately assigning employees hefty worklots and also tight deadlines.

D. requirements to put top priority on making employees happy and secure in their work.

 

E. must prevent the potential for negative consequences if performance is subpar.

Definition A. should emphasis on incorporating more positive than negative motivational incentives.
Term

45. (p. 379) From the standallude of cultivating successful strategy execution, it is necessary that the firm"s catalyst and also reward system

A. be totally complimentary of such elements as anxiety, press, stress and anxiety, task indefense, and also tight deadlines—a no-pressure/no-adverse-after-effects job-related environment is important.

B. emphadimension just positive kinds of rewards.

C. accentuate positive rewards however likewise bring the hazard of punishment for bad performance.

D. not deny rewards to employees who put forth excellent effort and also attempt tough.

 

E. mitigate job indefense and also give employees an catalyst to continue to be busy and also occupational tough.

Definition C. accentuate positive rewards but likewise bring the danger of punishment for negative performance.
Term

46. (p. 381) A reward device that accentuates positive rewards for great performance

A. functions best in solid society organizations, while negative motivational philosophies and also reward units tend to be most effective in weak culture establishments.

B. is especially reliable in aligning the wellness of organizational members via achieving the company"s performance targets; reward devices through negative elements tfinish to be exceptionally dysuseful in motivating employees.

C. rarely works exceptionally well because the risk of denying rewards to sub-par performers is typically the many powerful motivator.

D. works fine so long as 100% emphasis is inserted on monetary incentives.

 

E. has considerable appeal because when collaboration is positively ennoted and rewarded, rather than strong-armed by orders and risks (implicit or explicit), world tend to respond with more enthusiasm, dedication, creativity, and initiative.

Definition

E. has actually substantial appeal because once collaboration is positively enprovided and rewarded, quite than strong-equipped by orders and also hazards (implicit or explicit), human being tfinish to respond with even more enthusiasm, dedication, imagination, and also initiative.

Term

47. (p. 381) Motivational and also impetus compensation methods that aim at winning the commitment of firm personnel to excellent strategy execution typically

A. usage only positive rewards and never before involve the use of stress, are afraid, task indefense, stress and anxiety, or stress and anxiety.

B. strike a middle ground—entailing decidedly positive rewards for meeting or beating performance targets however additionally imposing sufficiently negative after-effects when actual performance falls brief of the tarobtain.

C. aim at developing a no-pressure/no-adverse-consequences work-related setting.

D. entail paying the highest possible weras and salaries in the market and additionally stressing non-financial rewards for high-percreating employees.

 

E. put peak priority on making employees happy and also secure in their work.

Definition B. strike a middle ground—entailing decidedly positive rewards for meeting or beating performance targets however additionally imposing sufficiently negative consequences as soon as actual performance falls brief of the taracquire.
Term

48. (p. 381-382) The a lot of trustworthy method to keep human being focused on strategy execution and also the achievement of performance targets is to

A. create ethical compensation policies and also convince employees that they are the firm"s the majority of handy competitive ascollection.

B. style financial and also non-monetary incentives that boost labor productivity and assist reduced the firm"s as a whole labor expenses.

C. generously reward and also identify civilization who accomplish or beat performance targets and also to deny rewards and recognition to those that don"t.

D. pay employees a bonus for each strategic and also financial objective that the company achieves.

 

E. permit employees to propose what rewards they would prefer to get to attain the company"s stretch objectives.

Definition

C. generously reward and also identify people that fulfill or beat performance targets and to deny rewards and acknowledgment to those who do not.

Term

49. (p. 381-382) A well-designed reward system

A. aligns the well-being of organization members through their contributions to skilled strategy execution and the achievement of performance targets.

B. need to be complimentary of facets that induce anxiety, stress, stress, push to perdevelop, and also project indefense.

C. puts the primary emphasis on denying rewards to those who fail to perdevelop tasks in the prescribed fashion.

D. emphasizes weeding out employees who are repetitively low performers.

 

E. strives for 50-50 balance in between positive and negative rewards and 50-50 balance between financial and also non-financial rewards.

Definition A. aligns the health of organization members through their contributions to competent strategy execution and also the accomplishment of performance targets.
Term

50. (p. 381-382) An vital consideration in developing a strategy-supportive reward system is to

A. connect the payment of all financial rewards to the company"s profitcapability.

B. employ incentives that will certainly help motivate employees to put in long hours and also sacrifice personal ambitions and also aspirations to pursue the priorities of monitoring.

C. select those types of rewards and incentives that will certainly focus employees" attention on full customer satisfaction.

D. make across-the-board wage and also salary boosts the cornerstone of monetary rewards.

 

E. make non-financial rewards and also recognition an integral component of the reward device.

Definition

E. make non-financial rewards and also recognition an integral component of the reward mechanism.

Term

51. (p. 382) The guidelines for developing an incentive compensation mechanism that will assist drive successful strategy execution include

A. making the payoff for meeting or beating performance targets a significant, not minor, piece of the total compensation package.

B. having actually a bonus and also motivation plan that applies to supervisors just (employees have to mainly not be consisted of in impetus pay plans however have to have attractive wperiods and salaries).

C. having actually an outside wage and also salary expert carry out the system, so that there is no doubt regarding its fairness and also impartiality.

D. basing the incentives on team performance rather than individual performance.

 

E. making minimal use of non-monetary incentives and also rewarding civilization for diligently percreating their assigned duties.

Definition A. making the payoff for meeting or beating performance targets a significant, not minor, item of the total compensation package.
Term

52. (p. 382-383) Which of the adhering to is not a sound reminder for developing a reward and also catalyst system that helps promote good strategy execution?

A. The reward device must be administered via scrupulous objectivity and also fairness.

B. The payoff for meeting or beating performance targets have to be a major, not minor, piece of the total compensation package.

C. The incentive setup have to extfinish to all supervisors and all employees, not just optimal administration.

D. Ways have to be discovered to reward deserving non-performers who, for some factor, carry out not fare well under the inspiration system.

 

E. Make sure that the performance targets each individual or team is intended to attain involve outcomes that the individual or team deserve to personally influence.

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Definition

D. Ways need to be discovered to reward deserving non-performers that, for some factor, carry out not fare well under the motivation device.

Term

53. (p. 382-384) Which of the following is not characteristic of a compensation and also reward system designed to aid drive effective strategy execution?

A. Tying incentives to performance outcomes straight connected to excellent strategy execution and financial performance

B. Keeping the moment in between achieving the taracquire performance outcome and also the payment of the reward as brief as possible

C. Making sure that the performance targets that each individual or team is intended to achieve involve outcomes that the individual or team have the right to personally affect

D. Generous rewards for human being who turn in superior performances

 

E. A reward device that involves 50 percent non-financial rewards and a work-related atmosphere that prevents placing pressure on managers and employees to perdevelop at high levels

Definition

E. A reward device that requires 50 percent non-monetary rewards and a work environment that stays clear of placing pressure on managers and employees to percreate at high levels