Deck 15: Striving for Service Leadership

Question 1

Balancing customer satisfaction against operational efficiency would be best described by which of the following?

A) Complacent reactionism
B) Boundary spanning roles
C) Interfunctional conflict
D) Crossfunctional conflict
E) Reduction management

Answer 1

B

Question 2

Consistently meeting or exceeding customer expectations across multiple dimensions is a practice most likely seen in the "service leader" category of service performance.

Answer 2

False

Question 3

Which of the following is NOT one of the six key factors that influence an organization's working environment?

A) Flexibility
B) Responsibility
C) Standards
D) Power
E) Clarity

Answer 3

D

Question 4

The term ____________ is used to describe business functions operating in isolation from each other.

A) management separation
B) functional isolation
C) functional gaps
D) management gaps
E) functional silos

Question 5

Service firms typically require less coordination across marketing operations and human resource functions than other types of firms.

Question 6

Controlling workers is a practice most likely seen in the "service losers" category of service performance.

Question 7

"Management by wandering" is an approach that exemplifies unsuccessful managers.

Question 8

Which of the following is NOT one of the eight stages John Kotter argues that leadership roles must navigate through during change management?

A) Creating a sense of urgency to develop the impetus for change.
B) Creating an appropriate vision of where the organization needs to go.
C) Producing sufficient short-term results to create credibility and counter cynicism.
D) Building momentum and using that to tackle the tougher change problems.
E) Controlling employees so they do not act on impulse.

Question 9

According to Chan Kim and Renée Mauborgne, which of the following is not one of the four hurdles that leaders face in reorienting and formulating strategy?

A) Consumer
B) Cognitive
C) Resource
D) Motivational
E) Political

Question 10

Which of the following is a component of service performance discussed under the marketing function?

A) Service quality
B) Service delivery
C) Productivity
D) Workforce
E) Role of operations

Question 11

Internal links in the Service-Profit Chain include customer satisfaction and loyalty.

Question 12

The company names of the "service professionals" level of service performance are synonymous with service excellence and an ability to delight customers.

Question 13

An important distinction between service leaders and firms in other categories is how they approach value creation.

Question 14

____________ in a business context involves continual mutations designed to ensure survival of the fittest.

A) Manifest
B) Design
C) Preparation
D) Evolution
E) Planning

Question 15

Top management must proactively evolve the focus and strategy of the firm to take advantage of changing conditions and the advent of new technologies.

Question 16

High-value creating enterprises should be thinking in terms of functions, not activities.

Question 17

Organizational climate represents the tangible surface layer on top of the organization's underlying culture.

Question 18

Organizational culture includes all of the following EXCEPT ____________.

A) shared perceptions or themes regarding what is important in the organization
B) shared values about what is right and wrong
C) shared understanding about what works and what doesn't work
D) shared beliefs, and assumptions about why these things are important
E) diverse styles of working and relating to others

Question 19

Which of the following is one of the three functional imperatives in services management?

A) The management function.
B) The outputs function.
C) The inputs function.
D) The servicescape function.
E) The human resources function.

Question 20

Which of the following is a component of service performance discussed under the operations function?

A) Role of marketing
B) Competitive appeal
C) Introduction of new technology
D) Customer profile
E) Workforce

Question 21

Describe Cirque Du Soleil's critical financial issue.

Question 22

The head of global human resources at IKEA encourages employees to make families the number one priority in their lives and promotes keeping regular hours on the weekends and avoiding weekend travel.

Question 23

Coercive leaders demand immediate compliance and are found to have a positive impact on climate.

Question 24

Describe the competitive appeal of the "professional" level of service performance.

Question 25

What did Sam Walton, founder of Wal-Mart, highlight the role of managers as?

Question 26

Which of the following is NOT one of the characteristics of effective service leadership according to Pernille Spiers-Lopez of IKEA?

A) being authentic and not afraid to face mistakes
B) self-examination
C) putting in extra hours beyond the 40 hour work week
D) personal values
E) trusting the people around, and being trusted

Question 27

List the links in the Service-Profit Chain.

Question 28

Cirque Du Soleil claims that they didn't reinvent the circus, they simply repackaged a way of presenting the circus show in a much more modern way.

Question 29

Describe the qualities of a service leader.

Question 30

What is the main reason that customers patronize service losers?

Question 31

Distinguish the difference between management and leadership.

Question 32

As a result of the process of service delivery speeding up, with customers demanding faster service and faster responses when things go wrong, managers now spend up to ____________ of their time leading.

A) 10 percent
B) 25 percent
C) 40 percent
D) 65 percent
E) 80 percent

Question 33

Give an example from the chapter of a company/organization that benefited from "management walking around."

Question 34

Organizations that are devoted to satisfying their current customers may miss important shifts in the marketplace and find them turning into has-beens.

Question 35

Which service industry has the closest link between customer satisfaction and shareholder value?

A) Hotels
B) Airlines
C) Parcel delivery
D) Department stores
E) Food processing

Question 36

Top-level executives of outstanding service organizations spend incredible amounts of time setting profit goals and focusing on market share.

Question 37

What is the dominant operations mindset for a service non-entity?

Question 38

What are the four levels of service performance according to the chapter?

Question 39

The notion of ____________ is central to the professional lives of Cirque Du Soleil employees.

A) stretch
B) bind
C) hang
D) wince
E) edge

Question 40

List one of Cirque Du Soleil's main competitors.

Question 41

Describe how Malcolm Rogers reversed the course of the Museum of Fine Arts in Boston, MA.

Question 42

Describe the new challenges faced by Cirque du Soleil following their widespread success as a spectacle show.

Question 43

Describe the Service Science, Management and Engineering initiative created by IBM.