Question 1

What is the difference between Six Sigma DMAIC programs and Six Sigma DMADV programs?

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Question 2

What action steps can managers take to realize full value from TQM or Six Sigma initiatives and promote a culture of operating excellence?

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Question 3

Identify and describe ways that policies and procedures facilitate strategy execution.

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Question 4

Name the five broad areas that information systems need to cover and explain the significance of real-time tracking and reporting.

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Question 5

What three principles underlie the statistical thinking of Six Sigma quality control programs?

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Question 6

Why does it make sense to create some job anxiety,insecurity,and stress as part of a company's motivational and reward scheme for promoting competent strategy execution?

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Question 7

Company strategies cannot be implemented or executed well without a number of real-time state-of-the-art support and control information systems to carry out business operations.Discuss the benefits of real-time systems by industry.

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Question 8

The use of incentives and rewards is the single most powerful tool at management's disposal to win strong employee commitment to carrying out the strategic plan.True or false? Explain.

Accepted Answer

An effectively designed reward structure is the single most powerful tool management has for mobilizing employee commitment to successful strategy execution. But incentives and rewards do more than just strengthen the resolve of company personnel to succeed-they also focus employees' attention on the accomplishment of specific strategy execution objectives. Not only do they spur the efforts of individuals to achieve those aims, but they also help to coordinate the activities of individuals throughout the organization by aligning their personal motives with the goals of the organization. In this manner, reward systems serve as an indirect type of control mechanism that conserves on the more costly control mechanism of supervisory oversight.

Question 9

Explain what Six Sigma quality control programs are and the two types of programs that they include.

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Question 10

What is the value of total quality management (TQM)and how does it differ from business process reengineering?

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Question 11

Give any three nonmonetary examples of motivation and rewards practices that have the capability to foster good strategy execution and explain how they act to produce such a result.

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Question 12

It is often said that benchmarking is the backbone of the process of identifying,studying,and implementing best practices.Explain the role of benchmarking.

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Question 13

With an example,explain how the Six Sigma process of define,measure,analyze,improve,and control (DMAIC)works.

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Question 14

Identify five guidelines for creating an incentive compensation system that will help drive successful strategy execution.

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Question 15

Focusing jobholders' attention and energy on what to do as opposed to what to achieve makes the work environment results-oriented.True or false? Explain your answer.

Accepted Answer

To create a strategy-supportive system of rewards and incentives, a company must reward people for accomplishing results, not for just dutifully performing assigned tasks. Showing up for work and performing assignments do not, by themselves, guarantee results. To make the work environment results-oriented, managers need to focus jobholders' attention and energy on what to achieve as opposed to what to do.

Question 16

While Six Sigma programs often improve the efficiency of many operating activities and processes,there is evidence that innovation can be stifled by Six Sigma programs.True or false? Explain.

Accepted Answer

Despite its potential benefits, Six Sigma is not without its problems. There is evidence, for example, that Six Sigma techniques can stifle innovation and creativity. The essence of Six Sigma is to reduce variability in processes, but creative processes, by nature, include quite a bit of variability. In many instances, breakthrough innovations occur only after thousands of ideas have been abandoned and promising ideas have gone through multiple iterations and extensive prototyping.

Question 17

In creating a strategy-supportive reward structure,it is important to define jobs and assignments in terms of the results to be accomplished not just in terms of the duties to be performed.True or false? Explain and justify your answer.

Accepted Answer

To create a strategy-supportive system of rewards and incentives, a company must reward people for accomplishing results, not for just dutifully performing assigned tasks. Showing up for work and performing assignments do not, by themselves, guarantee results. To make the work environment results-oriented, managers need to focus jobholders' attention and energy on what to achieve as opposed to what to do.

Question 18

Discuss why it is generally undesirable for approaches to motivation,compensation,and people management to avoid the use of negative consequences or punishment if performance targets are not achieved or if particular people are habitual underperformers.Does striking a balance between rewards and punishment generally work better?

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Question 19

Discuss control mechanisms that managers can use to monitor the performance of empowered employees.

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Quiz 11: Managing Internal Operations

What is the difference between Six Sigma DMAIC programs and Six Sigma DMADV programs?

What action steps can managers take to realize full value from TQM or Six Sigma initiatives and promote a culture of operating excellence?

Identify and describe ways that policies and procedures facilitate strategy execution.

Name the five broad areas that information systems need to cover and explain the significance of real-time tracking and reporting.

What three principles underlie the statistical thinking of Six Sigma quality control programs?

Why does it make sense to create some job anxiety,insecurity,and stress as part of a company's motivational and reward scheme for promoting competent strategy execution?

Company strategies cannot be implemented or executed well without a number of real-time state-of-the-art support and control information systems to carry out business operations.Discuss the benefits of real-time systems by industry.

The use of incentives and rewards is the single most powerful tool at management's disposal to win strong employee commitment to carrying out the strategic plan.True or false? Explain.

Explain what Six Sigma quality control programs are and the two types of programs that they include.

What is the value of total quality management (TQM)and how does it differ from business process reengineering?

Give any three nonmonetary examples of motivation and rewards practices that have the capability to foster good strategy execution and explain how they act to produce such a result.

It is often said that benchmarking is the backbone of the process of identifying,studying,and implementing best practices.Explain the role of benchmarking.

With an example,explain how the Six Sigma process of define,measure,analyze,improve,and control (DMAIC)works.

Identify five guidelines for creating an incentive compensation system that will help drive successful strategy execution.

Focusing jobholders' attention and energy on what to do as opposed to what to achieve makes the work environment results-oriented.True or false? Explain your answer.

While Six Sigma programs often improve the efficiency of many operating activities and processes,there is evidence that innovation can be stifled by Six Sigma programs.True or false? Explain.

In creating a strategy-supportive reward structure,it is important to define jobs and assignments in terms of the results to be accomplished not just in terms of the duties to be performed.True or false? Explain and justify your answer.

Discuss control mechanisms that managers can use to monitor the performance of empowered employees.