Question 1

A company will generally have more difficulty gaining support for change when not facing a crisis.

Accepted Answer

When a company is not facing a crisis, employees and stakeholders may be more resistant to change as they may not see the need for it or may be comfortable with the current state of affairs. In contrast, during times of crisis, there may be more urgency and willingness to accept change as a means of survival or adaptation.

Question 2

A flexible organization, according to Peter Senge, is "… an organization that is continually expanding its capacity to create its future."

Accepted Answer

False

Question 3

Adaptive learning is defined as learning that enhances our capacity to create.

Accepted Answer

Adaptive learning is defined as a computer-based educational system that modifies the presentation of material in response to student performance. It is not defined as learning that enhances our capacity to create.

Question 4

A knowledge management system allows intangible information to be managed as an organizational asset in a manner similar to tangible assets.

Accepted Answer

A knowledge management system is designed to capture, store, and share the knowledge and expertise of an organization. It allows for intangible information such as ideas, insights, and experiences to be managed in a structured way, like tangible assets. This ensures that valuable knowledge is not lost when employees leave or retire and can be leveraged by others in the organization to improve decision-making and business outcomes.

Question 5

At the Status Quo stage of the Baldrige journey, organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance.

Accepted Answer

At the Status Quo stage, organizations tend to prioritize maintaining compliance with mandates and regulations, and they may only implement change when required to do so.

Question 6

Survival learning is also termed generative learning.

Accepted Answer

Survival learning refers to acquiring skills or knowledge that help in survival situations, while generative learning is a concept in education and cognitive psychology that involves understanding and organizing information in a way that allows an individual to apply it in new situations.

Question 7

The Traction stage marks the transition from the singular focus on change through projects, however well executed, to systematic evaluation and improvement of leadership approaches.

Accepted Answer

The statement accurately describes the purpose and importance of the Traction stage. It involves shifting from a project-based mindset to a broader focus on evaluating and improving leadership strategies and practices.

Question 8

Organizations at the Integration stage of the Baldrige journey typically reach a plateau.

Accepted Answer

Organizations at the Integration stage of the Baldrige journey are still working towards a culture of continual improvement and are not typically at a plateau. The Integration stage is focused on aligning resources, process improvement, and measurement systems to enhance overall organizational performance.

Question 9

Explicit knowledge and tacit knowledge represent the "know how" that an organization has available to use, invest, and grow.

Accepted Answer

Explicit knowledge refers to knowledge that can be documented and shared easily, such as manuals or procedures, while tacit knowledge is more difficult to transfer and is based on personal experience and skills. Both types of knowledge are important for an organization's success.

Question 10

Strategic changes are the ones that impact culture the most.

Accepted Answer

This is because strategic changes involve a shift in the overall direction and focus of the organization, which can affect values, beliefs, and behavior patterns of employees. When employees witness changes that impact the overall direction of the organization, they may feel uncertain or uncomfortable, which can lead to resistance or confusion. Therefore, such strategic changes have the potential to impact the culture of the organization.

Question 11

One of the indicators of a true learning organization is its implementation of external benchmarking.

Accepted Answer

The answer of One of the indicators of a true...

Question 12

Reaction to competition that poses a threat to its profitable survival is one of the reasons why firms adopt a performance excellence philosophy.

Accepted Answer

The adoption of a performance excellence philosophy helps firms to not only compete but also survive in a highly competitive market. Such a philosophy offers a systematic approach to creating and sustaining a culture of continuous improvement, innovation, and customer satisfaction, which can help firms to stay ahead of the competition and achieve sustainable business growth. Therefore, it is true that the reaction to competition that poses a threat to its profitable survival is one of the reasons why firms adopt a performance excellence philosophy.

Question 13

Organizational change is needed to initiate performance excellence initiatives and constantly thereafter.

Accepted Answer

Organizational change is necessary to introduce performance excellence initiatives and maintain them over time. Without organizational change, the status quo will remain, and it will be challenging to achieve performance excellence. Hence, the statement is true.

Question 14

The human resource model of quality management is the best model of performance excellence.

Accepted Answer

There are multiple models of quality management and performance excellence, such as Total Quality Management (TQM), Six Sigma, and the Baldrige Framework, among others. The effectiveness of a model depends on the organization's specific context, goals, and culture, making it subjective to declare one as the best universally.

Question 15

The energizing stage of the quality life cycle is the implementation stage of a new quality initiative.

Accepted Answer

The energizing stage of the quality life cycle is not typically referred to as the implementation stage of a new quality initiative. The implementation stage is where the planned quality processes and improvements are put into action, while the term "energizing" is not a standard term used in quality management frameworks to describe a specific stage of the quality life cycle.

Question 16

The False Starts stage can result in two outcomes: continued improvement or decline as organizations lose focus or become distracted.

Accepted Answer

The answer of The False Starts stage can result in...

Question 17

Process changes are what an organization must implement to remain or become competitive.

Accepted Answer

The answer of Process changes are what an organization must...

Question 18

Information management is focused on data whereas knowledge management is focused on information.

Accepted Answer

Information management deals with organizing, storing, retrieving, and analyzing data whereas knowledge management involves capturing, sharing, and utilizing knowledge and information to improve decision making and organizational performance. Knowledge management builds upon information management by adding a layer of interpretation and analysis.

Question 19

The workforce has been viewed by many as a direct obstacle to creating a supportive environment for performance excellence.

Accepted Answer

The workforce is generally seen as a crucial element in creating a supportive environment for performance excellence, as engaged and motivated employees are essential for achieving high levels of productivity and quality.

Question 20

The decline stage of the quality life cycle refers to the situation when quality has not been strategically driven or aligned.

Accepted Answer

The decline stage of the quality life cycle refers to the period when a product or service is no longer able to meet customer needs or compete effectively in the market, often due to outdated features, technology, or quality issues, not specifically because quality has not been strategically driven or aligned.

Quiz 11: Performance Excellence and Organizational Change