Deck 4: Strategic Focus For Performance Excellence

Question 1

Strategic challenges frequently are driven by an organization's future competitive position relative to other providers of similar products or services.

Answer 1

True

Question 2

Process decision program charts are spreadsheets that graphically display relationships between ideas,activities,or other dimensions in such a way as to provide logical connecting points between each item.

Answer 2

True

Question 3

A strategy is a pattern or plan that integrates an organization's major goals,policies,and action sequences into a cohesive whole.

Answer 3

True

Question 4

A key role of strategic planning is to align work processes and learning initiatives with an organization's strategic directions.

Question 5

Catchball is an up,down,and sideways communication process as opposed to an autocratic,top-down management style.

Question 6

Mission is the pattern of decisions that determines and reveals an organization's goals,policies,and plans to meet the needs of its stakeholders.

Question 7

Outsourcing refers to the practice of transferring the operations of a business function to an outside supplier.

Question 8

An iterative process in which employees at the lower level in the organization ask what senior management can do,what they need,and what conflicts may arise can avoid many of the implementation problems that managers typically face.

Question 9

Strategic objectives are what an organization must change or improve to remain or become competitive.

Question 10

In the line and staff form of organization structure,quality managers and inspectors may take on the role of guardians of quality.

Question 11

In line and staff organizations,staff departments carry out the functions of marketing,finance,and production for the organization.

Question 12

Traditional organizations tend to develop structures that help them to maintain flexibility.

Question 13

The Organizational Profile provides the "finer picture" of the various organizational parts and thus sets the context for good strategic decisions.

Question 14

The second group of questions in the Baldrige Organizational Profile is listed under the heading "Organizational Environment."

Question 15

An organization's main goods and services,how it provides them to customers,and its organizational culture are often reflected in formal mission,vision,and values statements.

Question 16

The concept of strategic leadership has moved leadership perspectives away from team- and system-based "great group" concept toward the solitary "great leader" paradigm.

Question 17

The term management challenges refers to those pressures that exert a decisive influence on an organization's likelihood of future success.

Question 18

Strategic planning is the process of envisioning the organization's future and developing the necessary goals,objectives,and action plans to achieve that future.

Question 19

In the policy deployment process,employees negotiate with the management the performance measures that are used to indicate progress toward accomplishing the objectives.

Question 20

Mission statements typically include details of resource commitments and time horizons for their accomplishment.

Question 21

The first set of questions in the Organizational Profile helps to provide a clear understanding of the essence of the organization,why it exists,and where senior leaders want to take the organization in the future.This comes under the heading:

A)Why-Where Map
B)Leadership Vision
C)Mission and Values
D)Organizational Environment

Question 22

The ability of an organization to change in order to deal with increasingly hyper-turbulent environments is referred to as:

A)proactive capacity.
B)pliability and malleability.
C)adaptive capacity.
D)absorptive capacity.

Question 23

_____ leaders ensure that action plans are deployed throughout the organization so that essential tasks and projects may be accomplished in support of the strategic vision.

A)Strategic
B)Senior
C)Mid-level
D)Supervisory

Question 24

Strategic leadership can be viewed from three levels.Which of the following is NOT one of them?

A)Senior
B)Entry-level
C)Mid-level
D)Supervisory

Question 25

Action plans may include all of the following EXCEPT:

A)description of the competitive position of the firm vis-à-vis competitors.
B)details of resource commitments and time horizons for accomplishment.
C)the design of efficient processes.
D)creation of an accounting system that tracks activity-level costs.

Question 26

The _____ statement articulates the basic characteristics that shape the organization's view of the future and its strategy.

A)value
B)mission
C)vision
D)leadership

Question 27

Strategy development requires an environmental assessment of key factors which typically include all of the following EXCEPT:

A)career development paths of maturing workforce.
B)early indications of major shifts in technology, markets, customer preferences.
C)competition, or the regulatory environment.
D)long-term organizational sustainability.

Question 28

Characteristics of effective strategic leadership include all of the following EXCEPT:

A)serving as both leaders and team members.
B)demonstrating the importance of integrity through actions rather than simply articulating it.
C)thinking in terms of processes rather than outcomes.
D)viewing employees as resources.

Question 29

Essentially,strategy deployment links the _____,who focus on "doing the right thing",with the _____,whose focus is on "doing things right".

A)management; employees
B)leadership; supervisors
C)thinkers; actors
D)planners; doers

Question 30

_____ represents the critical stage in planning when strategic objectives and goals are made specific so that effective,organization-wide understanding and deployment are possible.

A)Mission statement development
B)Vision statement development
C)Action plan development
D)Operations planning and scheduling

Question 31

What is your competitive position? What is your relative size and growth in your industry or markets served? What are the numbers and types of competitors for your organization? Which heading in the Organizational Profile do these questions appear?

A)Organizational Description
B)Organizational Situation
C)Organizational Relationships
D)Organizational Environment

Question 32

The_____,provided in the Baldrige Criteria,addresses the basic characteristics of the organization,organizational relationships,the competitive environment,the advantages an organization has and the challenges that it faces,and its approach to performance improvement.

A)Baldrige Profile
B)Organizational Profile
C)Systems Profile
D)Environment Profile

Question 33

Effective strategic leaders also have the capability to create and maintain the ability for an organization to learn,which is termed:

A)absorptive capacity.
B)adaptive capacity.
C)proactive capacity.
D)strategic learning capacity.

Question 34

Effective implementation of a strategy is achieved through action plans.This is called:

A)proactive implementation.
B)installation.
C)deployment.
D)strategic implementation.

Question 35

_____ set an organization's longer-term directions and guide resource allocation decisions.

A)Management values
B)Strategic objectives
C)Core competencies
D)Workforce management principles

Question 36

Which of the following is NOT a question that appears under the heading of Organizational Environment in the Organizational Profile?

A)What are your organization's main product offerings?
B)What are the key characteristics of your organizational culture?
C)What is your workforce profile?
D)What are your organizational structure and governance system?

Question 37

In the study mentioned in the text,the top ones mentioned as key competencies critical for leadership effectiveness were all of the following EXCEPT:

A)"articulate a tangible vision, values, and strategy."
B)"be people-friendly-approachable but assertive."
C)"be a catalyst/manager of strategic change."
D)"get results- manage strategy to action."

Question 38

A firm's _____ guides the development of strategies by different groups within the firm,establishes the context within which daily operating decisions are made,and sets limits on available strategic options.

A)values
B)mission
C)vision
D)operating directions

Question 39

"A person's ability to anticipate,envision,maintain flexibility,think strategically,and work with others to initiate changes that will create a viable future for the organization,and its competitive advantage to the organization in this way." This definition applies to:

A)Organizational leadership
B)Strategic planning
C)Strategic leadership
D)Long-term planning

Question 40

A _____ might include a definition of products and services the organization provides,technologies used to provide these products and services,types of markets,important customer needs,and distinctive competencies or the expertise that sets the firm apart from others.

A)mission statement
B)strategy roadmap
C)value statement
D)leadership statement

Question 41

The _____ organization is a functional form,with departments that are responsible for marketing,finance,and operations.

A)line
B)circular
C)matrix
D)hierarchical

Question 42

Which of the following is NOT considered in strategic human resource plans?

A)Redesign of the work organization to increase empowerment and decision-making or team-based participation
B)Initiatives to reduce collective bargaining through union involvement
C)Initiatives to foster knowledge sharing and organizational learning
D)Partnerships with educational institutions to help ensure the future supply of well-prepared employees

Question 43

The _____ organization is the most prevalent type of structure for medium-sized to large firms.

A)line
B)line and staff
C)staff
D)matrix

Question 44

Which of the following is a proper description of a Tree Diagram?

A)A tool for organizing a large number of ideas, opinions, and facts relating to a broad problem or subject area.
B)A method for mapping out every conceivable event and contingency that can occur when moving from a problem statement to possible solutions.
C)A tool to take data and arrange them to display quantitative relationships among variables to make them more easily understood and analyzed.
D)A tool to map out the paths and tasks necessary to complete a specific project or reach a specified goal.

Question 45

The _____ organization was developed for use in situations where large,complex projects are designed and carried out,such as defense weapons systems or large construction projects.

A)line
B)line and staff
C)centralized
D)matrix-type

Question 46

If everyone is able to answer the question,What does strategy mean in terms that I can act on,which aspect of deployment will it address?

A)Improperly defined organizational objectives
B)Lack of alignment across the organization
C)Misallocation of resources
D)Insufficient operational measures

Question 47

The major drawback of the matrix-type organization is that it:

A)can be used only for project work.
B)requires split loyalty.
C)decreases the efficiency of personnel use.
D)decreases the coordination in a project work.

Question 48

Several factors affect how work is organized in the context of the organization.Which of the following is NOT one of them?

A)Operational and organizational guidelines
B)Diversity and complexity of product line
C)Financial stability
D)Unionization of personnel

Question 49

With _____,top management is responsible for developing and communicating a vision,then building organization-wide commitment to its achievement.

A)policy deployment
B)value development
C)mission development
D)quality deployment

Question 50

As per the policy deployment process diagram,a catchball situation occurs between the _____ stage and _____ stage.

A)corporate vision; long-term objectives
B)long-term objectives; mid-term objectives
C)short-term objectives; policy deployment plan
D)policy deployment plan; plan approval

Question 51

Most organizational structures are variations or combinations of three basic types.Which of the following is NOT a basic type?

A)The line organization
B)The line and staff organization
C)The centralized organization
D)The matrix organization

Question 52

_____ is essentially a quality-based approach to executing a strategy by ensuring that all employees understand the business direction and are working according to a plan to make the vision a reality.

A)Mission deployment
B)Policy deployment
C)Value development
D)Quality orientation

Question 53

In policy deployment,the _____ process is called catchball.

A)negotiation
B)implementation
C)review
D)communication

Question 54

All of the following refer to the newer deployment process adapted by Japanese and American companies EXCEPT:

A)iterative planning.
B)hoshin kanri.
C)management by planning.
D)policy deployment.

Question 55

The clarification of authority,responsibility,reporting lines,and performance standards among individuals at each level of the organization refers to the:

A)unity of command.
B)control chart.
C)organizational structure.
D)job design.

Question 56

One of the reasons for poor deployment of action plans is insufficient operational measures.Which of the following does NOT feature under this aspect?

A)Projections into the future based on accomplishment of action plans.
B)Dedicating resources to make improvements or changes in those areas that are critical.
C)Changes resulting from new ventures.
D)Comparisons with competitors, benchmarks, and past performance.

Question 57

An organization chart shows the _____ of the formal organization.

A)business model
B)apparent structure
C)competitive position
D)workforce distribution

Question 58

Poor deployment of action plans often results from any of the following reasons EXCEPT:

A)improperly defined organizational objectives.
B)lack of alignment across the organization.
C)misallocation of resources.
D)insufficient operational measures.

Question 59

Which of the following is a tool for organizing a large number of ideas,opinions,and facts relating to a broad problem or subject area?

A)Affinity diagram
B)Interrelationship diagraph
C)Matrix diagram
D)Process decision program chart

Question 60

Which of the following is NOT part of the policy deployment process?

A)All levels of employees actively participate in generating strategy and action plans to attain the vision.
B)At each level, progressively more detailed and concrete means to accomplish the objectives are determined.
C)Middle management negotiates with senior management regarding the objectives that will achieve the strategies.
D)Employees then negotiate the final short-term objectives with the implementation teams.

Question 61

Which of the following topics does not feature under the second set of questions,under the heading Organizational Situation,in the Baldrige Organizational Profile?

A)Organizational Environment
B)Competitive Environment
C)Strategic Context
D)Performance Improvement System

Question 62

Gary Hamel and C.K.Prahalad suggested that a core competency meets three conditions.Which of the following is NOT one of them?

A)It provides focus to the organizational objectives.
B)It contributes significantly to customer benefits.
C)It provides access to many products and markets.
D)It is difficult for competitors to imitate.

Question 63

In the policy deployment process,the _____ forms the basis for shorter-term planning.

A)operational plan
B)organizational objectives
C)mission statement
D)long-term strategic plan

Question 64

The term _____ refers to those pressures that exert a decisive influence on an organization's likelihood of future success.

A)strategic challenges
B)core competencies
C)work systems
D)strategic inertia

Question 65

An organization's _____ is its plan for enhancing its capacity to deliver value,thus increasing market share.

A)objective
B)mission statement
C)competitive strategy
D)management plan

Question 66

Which of the following is NOT TRUE of ISO 9000?

A)Addresses strategic planning broadly than it is in the Baldrige criteria
B)Quality objectives should be measurable and consistent with the quality policy
C)Planning should be carried out in order to meet quality system requirements and the quality objectives
D)Integrity of the quality management system should maintained when changes are planned and implemented

Question 67

Which of the following is NOT TRUE of strategic planning?

A)Provides a framework for improvement and organizational learning.
B)Aligns work processes and learning initiatives with an organization's strategic directions.
C)Recommends succession plans and career paths for managers and supervisors.
D)Requires a strong future orientation and a willingness to make long-term commitments to key stakeholders.

Question 68

Which of the following is TRUE of the advantages of the matrix type of organizations?

A)It is a one-size-fits-all quality organization.
B)It improves the efficiency of personnel use.
C)The division of loyalty is especially advantageous in a quality assurance area.
D)It is especially suited for small and medium firms.

Question 69

Activities that strategic leaders perform generally include all of the following EXCEPT:

A)creating and communicating operational plans.
B)sustaining an effective organization culture.
C)developing key competencies and responsibilities.
D)managing multiple constituencies.

Question 70

In many organizations there are three levels of strategy: Which of the following is NOT ONE of them?

A)Corporate
B)Administrative
C)Strategic business unit
D)Competitive

Question 71

All of the following are key factors included in an environmental assessment EXCEPT:

A)the organization's (SWOT)profile
B)the workforce profile and future requirements
C)competition, or the regulatory environment
D)long-term organizational sustainability

Question 72

At the SBU or divisional level,the strategic question is:

A)"How do we, as an organization, grow?"
B)"On what basis does the organization widen or close the value gap?"
C)"Where does the organization focus its resources to enhance its value offering?"
D)"Where are the organization's best opportunities for widening a value advantage or closing a disadvantage?"

Question 73

Which of the following issues is NOT addressed under the second group of questions in the Organizational Profile?

A)organizational structure
B)governance system
C)differences among customer and stakeholder groups
D)where senior leaders want to take the organization in the future.

Question 74

Decisions about work systems are:

A)operational.
B)strategic.
C)customer-focused.
D)administrative.

Question 75

The _____ level is where organizational strategy and Six Sigma must align,because it is at this level that the tools of Six Sigma can be most effectively applied.

A)corporate
B)strategic business unit
C)operational
D)competitive

Question 76

A firm purchasing a key supplier to strengthen its value chain is an example of:

A)collaboration.
B)reengineering.
C)vertical integration.
D)unrelated diversification.

Question 77

Which of the following is NOT TRUE of how work is organized in the organizational context?

A)The lack of certain skills may require other personnel, such as supervisors, to assume duties they ordinarily would not be assigned.
B)Stable product lines generate economies of scale.
C)Quality managers are given the discretion to implement quality measures beyond the overall budget.
D)Large organizations have the ability to maintain formal systems and records, whereas smaller ones may not.

Question 78

_____ is the process by which certain business functions are acquired and consolidated within a firm.

A)Acquisition
B)Reengineering
C)Collaboration
D)Vertical integration

Question 79

The goal of _____ is to envision the future for purposes of decision making and resource allocation.

A)environmental assessment
B)strategy development
C)work systems
D)core competencies

Question 80

_____ coordinate the internal work processes and the external resources necessary to develop,produce,and deliver products and services to customers and to succeed in marketplace.

A)Work systems
B)Operations scheduling systems
C)Organizational charts
D)Personnel management systems