Deck 10: Organizational Management: Processes, Growth Measures, and Performance Excellence

Question 1

Define process.

A) An activity that produces one outcome.
B) An interrelated set of activities when combined produces an outcome.
C) A step-by-step activity that has no real order to produce a handful of outcomes.
D) An unrelated set of activities that produce different outcomes.

Answer 1

B

Question 2

Pick the incorrect answer. Designing a well-thought-out process:

A) Can make any job easier.
B) Can make services less prone to errors.
C) Will decrease productivity in programs and services.
D) The resulting outputs (programs and services) will be more appealing to the customer.

Answer 2

C

Question 3

Leaders who introduce process thinking to their organization create great value for:

A) their employees
B) their board members
C) their competitors
D) their country

Answer 3

A

Question 4

Japanese products and personal technology have had a enjoyed a high demand in America thanks to their _________________ and ___________________ over the last quarter of the 20th century.

A) usability and popularity
B) price and efficiency
C) low quality and low price
D) reliability and high quality

Question 5

What does one call the work of monitoring a process?

A) Checks and balances
B) Quality control
C) Process control
D) Process measurement

Question 6

Human service organizations measure growth in five areas. What is not a growth area in this sector?

A) Human resources
B) Programs and services
C) Customer/client satisfaction
D) Shareholder value

Question 7

Of the four questions to ask when linking measures of organizational growth to strategy, which question is the most important.

A) What is my vision of the organization's future?
B) If my vision succeeds, how will the organization be different?
C) What are the critical success factors?
D) What are the critical measures?

Question 8

Predictive indicators are easy to ________ and _______ of goal achievement.

A) estimate, doubtful
B) count, predictive
C) predict, benchmarks
D) analyze, unreliable markers

Question 9

When is it uncommon for leaders of human services organizations to think about quantifying the growth characteristics of their organization?

A) Training new employees
B) Analyzing categories of clients served
C) Reviewing budgets
D) Assessing outcomes of programs

Question 10

In nonprofits, the sixth growth area is ___________________________.

A) the organization's ability to raise funds
B) the organization's ability to recruit board members
C) the organization's ability to deliver on its mission
D) the organization's ability to recruit volunteers

Question 11

___________________ are key relationships and commitments among organizations that provide value-added products, programs, and services no one organization can provide alone.

A) Processes
B) Partnerships
C) Measurements
D) Controls

Question 12

__________________, ______________________, and ____________________ lead to long-term success and is what differentiates your organization from your service competitors.

A) Operational excellence, attention to growth, organizational distinction
B) Processes, measurements, controls
C) Checks and balances, fundraising, processes
D) Client satisfaction, measurements, operational excellence

Question 13

What is the National Performance Excellence Award in the USA better known as?

A) National Business Achievement Award
B) USA Quality Management Award
C) Martin Bailey Award
D) Malcolm Baldrige Award

Question 14

Using the Baldrige Organizational Profile, leaders can assess and clarify their organization's systems in regard to everything but

A) customers
B) strategies
C) data points
D) processes

Question 15

Define "lean."

A) A process in which the organization cuts costs in making its products or services.
B) A popular business management approach for eliminating waste in the workplace
C) When an organization thins out the number of employees it has.
D) When a company reduces the amount of paper used in the workplace.

Question 16

Which is not a key to implementation of new standards?

A) Recognize the efforts of the people who worked on the process.
B) Put them in writing.
C) Train all people who need to use the process.
D) Share them with the whole organization.

Question 17

Which of these is the most desired?

A) Operations characterized by processes that vary and are evaluated for improvement in collaboration with some units.
B) Operations characterized by repeatable processes that are evaluated for improvement in collaboration with all units.
C) Operations characterized by a finite number of processes that are evaluated for improvement by the leadership.
D) Operations are characterized by a great many processes that are never evaluated for improvement by anyone.

Question 18

You have a process for everything you do in your personal and professional life.

Question 19

Processes are all linear.

Question 20

A process is usually developed by several employees who have a role in the process.

Question 21

Moving from a service provider to a leader of a human service organization, your focus must now include organizational growth.

Question 22

In a nonprofit organization, a sixth measure of growth is always social entrepreneurism.

Question 23

Critical measures give feedback on progress toward goals in a block of time so course corrections can be made.

Question 24

Performance excellence is the overall improvement of an organization's capabilities and effectiveness.

Question 25

Performance excellence ends with the organization's mission, vision, and values.

Question 26

Plan-do-check-act, a four-step interactive process created by Dr. Edwards Deming, the modern father of quality control, best manages continuous improvement in organizations.

Question 27

The organization must define and describe the key customers, the customers' requirements, the organization's market segment, and competitors as part of process monitoring.

Question 28

Some organizational improvement is the result of the endorsement and increase of duplicative, unnecessary, or outdated tasks.

Question 29

Only Baldrige winners can use the Baldrige criteria to improve their organization.

Question 30

When implementing changes to an organization, leaders should work on at least ten changes at a time per year.

Question 31

Describe a process you employ in your daily life, either personal or professional that contains at least eight activities. Make one recommendation to improve the process.

Question 32

17. Describe three actions organizations should take if the quality of a program or service diminishes or is inconsistent.

Question 33

Describe the three types of organizations who can apply for the Malcolm Baldrige Award?

Question 34

In the step called "Act" of plan-do-check-act, explain the importance of standardization.

Question 35

List all seven of the assessment criteria for the Malcolm Baldrige Award.

Question 36

Analyze a human service organization with which you are familiar for the human resources category of growth. Specifically describe four ways you might measure growth in the recruitment, management, and retention of volunteers in that organization.

Question 37

Using either the textbook organization of A+ Tutors or another children's services human services organization you are familiar with, describe the information requested as if you were preparing an organizational profile.
A. Key customers
B. Market Segment
C. Stakeholders
D. Competitors

Question 38

Explain a plan-do-check-act process.

Question 39

How are results important for the organization's measurements of effectiveness?

Question 40

List and describe five of Kotter's eight steps to implement change in an organization.