Deck 14: People Management: Bridge or Barrier to Scm

Question 1

A well-thought-out ________ that is supported throughout the organization is a prerequisite to success.

A) product development process
B) task
C) business strategy
D) team

Answer 1

task

Question 2

One manager at Ford Motor Company noted, "_________-that is what gives you the competitive edge."

A) marketing
B) supplier base
C) human resources
D) innovation

Answer 2

human resources

Question 3

At Toyota, ________ philosophy gives individual workers the authority to shut down the entire production line when quality or other problems arise.

A) business
B) kanban
C) jidoka
D) kaizen

Answer 3

jidoka

Question 4

As managers gain ________ across areas, they gain the perspective and insight needed to manage effectively in an SC world.

A) experience
B) admiration
C) criticism
D) respect

Question 5

________ teams reduce the time needed to bring a product from concept to market.

A) Value engineering
B) Quality control
C) Product development
D) Problem solving

Question 6

Every company must someday ask, "What is the true source of our company's ________ advantage?"

A) financial
B) logistical
C) cost
D) competitive

Question 7

Perhaps the biggest challenge is to find the right balance between ________ measures and ________ measures.

A) management, performance
B) team-based , individual
C) financial, production
D) optimization, job satisfaction

Question 8

Visionary SC companies like P&G are dedicating the resources needed to build world-class SC _________.

A) systems
B) technologies
C) managers
D) ERP softwares

Question 9

Cynics and skeptics do not create value; they undermine __________.

A) collaboration
B) revenues
C) profits
D) efficiencies

Question 10

Companies realize that although this is not their strength, developing the true SC manager is not something that can simply be outsourced to human resources.

Question 11

Investing in the systems thinking and collaboration skills of workers provides the greatest returns when the company makes commensurate investments to establish a ________.

A) competitive edge
B) brand
C) empowerment culture
D) supply chain

Question 12

Effective collaboration requires a dedicated emphasis on building a ________ management team.

A) focused
B) cross functional
C) crossexperienced
D) skilled

Question 13

As managers get to know each other, they develop confidence in each other's _________.

A) business strategies
B) competencies
C) ethics
D) suppliers

Question 14

________ teams develop the expertise and relationships needed to establish a strategy for managing the acquisition of important commodities over time.

A) Sales
B) Cost reduction
C) Inventory control
D) Commodity

Question 15

Finding the right people to invite onto the SC transformation bus is an task.

Question 16

Without the right________, SC strategies will not be envisioned, nor will they be executed!

A) competition
B) transport equipment
C) people
D) manufacturing

Question 17

Properly designed and managed teams can go a long way toward reducing ________ barriers.

A) communication
B) entry
C) technology
D) international

Question 18

The cross-functional worker came into the spotlight with the emergence of _________.

A) globalization
B) lean manufacturing
C) global recession
D) Chinese economy

Question 19

To really inspire collaboration requires more than just _________.

A) encouragement
B) suppliers
C) technology
D) managers

Question 20

In a setting where the workers take responsibility for their own work and actively participate in problem solving, the role of the manager becomes one of a ________.

A) facilitator
B) problem solver
C) negotiator
D) leader

Question 21

Most companies know how to measure team performance and compensate team members for their individual contributions.

Question 22

In Toyota's JIT system where small-lot-size inventories are the norm, the role of the worker is critical because a problem anywhere in the process threatens to bring production to a halt.

Question 23

Better communication leads to greater collaboration, reduced turf protection, and better overall decisions.

Question 24

When a rotation program is coupled with classroom training and professional development workshops, managers better understand the nature of the organization, its culture, and strategy.

Question 25

The race for technological superiority usually ends in supremacy for one company.

Question 26

In today's multicultural world, socialization efforts and performance measurement must be brought together to help build effective teams.

Question 27

Transforming technological and human resources into a formidable competitive weapon requires a change in attitude regarding their development and use followed by their strategic integration.

Question 28

Unleashing the creativity and contribution of an empowered workforce is one of the easiest tasks managers face in today's business world.

Question 29

To avoid obsolescence within 5 years, a person needed to consistently invest 10 percent of her time in acquiring new skills.

Question 30

When people feel that they are just drops of water in the vast organizational ocean, they almost always bring their best ideas or their highest level of effort to work with them.

Question 31

Perhaps the two greatest potential strengths of any company are its human and technological resources.

Question 32

It has been suggested that for every criticism, nine points of reinforcement are needed to create balance.

Question 33

Managers who feel threatened because they know they don't have the needed collaboration skills stand in the way of greater SC collaboration.

Question 34

If an adversarial relationship exists, attempts to increase worker participation are met with enthusiasm.

Question 35

The problem is that although managers often talk about the importance of people, relatively few live up to their own rhetoric.

Question 36

Well-run teams can bridge functional boundaries, unlock creative power, and drive the development of distinctive competencies; and are also to manage.

Question 37

Proactively managing people always leads to outstanding SC collaboration.

Question 38

At Toyota, worker participation in every facet of the value-added process is limited only to the suggestion box.

Question 39

Team-building activities that are not supported by collaborative measures become fun but expensive get-to-know-you sessions.

Question 40

Although many organizations embrace technology, efforts to develop human resources are often meager by comparison and poorly structured.

Question 41

Fill in the Blank(s)
Enhanced is the final piece of infrastructure needed to support empowerment.

Question 42

What does Toyota gain from having integration of human and technology systems?

Question 43

What, according to Kathy Kolbe, are the four working styles?

Question 44

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An empowerment culture requires managers who are

Question 45

What are the 5 stages of team development?

Question 46

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Aggressive drives out complacency, helping to sustain the momentum of an empowered workforce.

Question 47

Describe the nature of job descriptions at Toyota and their effects.

Question 48

Shorter workweeks, telecommuting, and flextime programs all allow workers to balance work and family obligations.

Question 49

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Most have discovered that whether it's hardware or software, anyone can buy and implement the

Question 50

Appreciating and understanding the abilities of line workers and managers in other disciplines is not necessary to coordinate and integrate competitive efforts.

Question 51

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Vital to effective goal setting is the need for

Question 52

Fill in the Blank(s)
of teaming before putting a team together to deal with an important managerial issue.

Question 53

How important is human resource at P&G? Explain in detail.

Question 54

What are some of the requirements for transforming groups into teams?

Question 55

What should rotation programs achieve?

Question 56

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must become part of the fabric of the company's culture.

Question 57

What does John Deere do for educating SC employees?

Question 58

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The ability to integrate workers more fully into the value-added process depends on the relationship between

Question 59

What are some of the considerations that mangers should be mindful of while designing teams?

Question 60

Personable managers who take the time to know their employees and acknowledge their accomplishments and concerns are a key source of corporate enthusiasm.

Question 61

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Employees express a desire to work for an company.

Question 62

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Employees view as the hallmark of a great company to work for.

Question 63

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The firm must view its as a critical resource and commit the necessary capital to training programs.

Question 64

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Investing in the is one of the great challenges managers face today.

Question 65

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managers are just as important as cross-functional workers, but perhaps harder to find.

Question 66

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Adequate support must be in place to implement and support new technologies.

Question 67

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For people to truly be a bridge to effective SCM, management must make a conscious decision to simultaneously develop and integrate the organization's systems.

Question 68

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The organization's strategy should support the firm's long-term approach to building world-class value-added processes.

Question 69

Fill in the Blank(s)
Transforming resources into a formidable competitive weapon requires a change in attitude regarding their development and use followed by their strategic integration.

Question 70

Fill in the Blank(s)
Failure to invest in manifests an attitude that workers really are not valued.