A) tend to possess arrogant overconfident mind-sets,thereby tending to underestimate the competencies and accomplishments of rival companies and overestimate their own progress.
B) tend to concentrate on benchmarking to find out the best methods of doing things.
C) tend to concentrate greed and ego-gratification.
D) tend to discount and doubt their own performance statistics.
E) All of these
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A) Deciding how much to spend on employee training
B) Instituting policies and procedures that facilitate rather than impede effective strategy execution
C) Doing an effective job of empowering employees
D) Revamping the value chain in a manner calculated to maximize operating efficiency
E) Selecting a capable top management team
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A) Building an organization capable of executing the strategy
B) Instituting policies and procedures that facilitate rather than impede strategy execution
C) Deciding which core competencies and value chain activities to leave as is and which ones to overhaul and improve
D) Pushing for continuous improvement in how value chain activities are performed
E) Tying rewards directly to the achievement of strategic and financial targets and to good strategy execution
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A) the much shorter time it takes to build core competencies and competitive capabilities.
B) the benefit such an organizational scheme has in reducing costs.
C) the benefit such an organizational scheme has in improving the productivity of geographically scattered organizational units.
D) the thesis that if activities crucial to strategic success are to have the resources,decision-making influence,and organizational impact they need,they have to be centerpieces in the organizational scheme.
E) the benefit such an organizational scheme has in making the empowerment of employees more effective.
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A) The work practices and behaviors that define "how we do things around here"
B) The "chemistry" that permeates its work environment
C) The company's core values and business principles
D) The company's strategic vision,strategic intent,and strategy
E) The style of operating and ingrained behaviors and attitudes
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A) be current with events and closely monitor progress,put constructive pressure on the organization for operating excellence,and initiate corrective action when necessary to improve performance and achieve desired results.
B) understand all the tasks required to implement the strategy so as to ensure staff will not shortchange any strategic-critical activity.
C) attach great importance to gathering statistics that define every task effort and ensure limited variability.
D) initiate a problem-solving search to ensure obstacles to success are identified.
E) All of these.
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A) the company's core values and business principles.
B) its style of operating and ingrained behaviors and attitudes.
C) the "chemistry" that permeates its work environment.
D) the work practices and behaviors that define "how we do things around here."
E) All of these.
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A) Painting a set of white lines that provides boundaries for the independent actions of empowered personnel
B) Providing top-down guidance to operating managers,supervisory personnel,and employees regarding how things need to be done
C) Promoting the creation of a work climate that facilitates good strategy execution
D) Helping build employee commitment to adopting best practices and using the tools of TQM and Six Sigma
E) Helping enforce consistency in how particular activities are performed
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A) deal exclusively with procedures to achieve defect-free manufacturing and assembly.
B) nearly always contribute more to the achievement of operating excellence than either business process reengineering or Six Sigma quality control techniques.
C) achieve the biggest success when extended to employee efforts in all departments-human resources,R&D,accounting and records,information systems,and so forth.
D) are considerably more effective in improving manufacturing and assembly activities than they are in improving such value chain activities as R&D,human resources management,supply chain management,information technology,sales and marketing,and finance.
E) are generally considered the best tool for reengineering strategy-critical business processes.
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A) is a tool for pulling the pieces of strategy-critical processes out of different departments and unifying their performance in a single department or cross-functional work group.
B) is the most frequently used tool of total quality management (TQM) .
C) requires that a company have many strategic partnerships and alliances with outsiders.
D) is typically cheaper and easier-to-do than using Six Sigma techniques to achieve the same cost savings.
E) is usually a company's most important "best practice" for achieving operating excellence.
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A) Pushing lower-level managers and supervisors to practice MBWA
B) Being a good motivator and a decisive decision maker
C) Making sure the company has a good strategic plan,staying on top of how well things are going,pushing organization units to achieve good results,pushing for corrective actions to improve both the company's strategy and how well it is being executed,and displaying ethical integrity and leading social responsibility initiatives
D) Practicing enlightened empowerment of employees and using a decentralized approach to decision making
E) Being good at designing a strategy-supportive reward structure
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A) Tying incentives to performance outcomes directly linked to good strategy execution and financial performance
B) Keeping the time between achieving the target performance outcome and the payment of the reward as short as possible
C) Making sure the performance targets that each individual or team is expected to achieve involve outcomes that the individual or team can personally affect
D) Generous rewards for people who turn in outstanding performances
E) A reward system that involves 50 percent nonmonetary rewards and a work environment that avoids placing pressure on managers and employees to perform at high levels
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A) tight budget controls,overly strict enforcement of longstanding policies and procedures,and low ethical standards.
B) a preference for conservative strategies,an aversion to incentive compensation,and excessive emphasis on profitability.
C) a politicized internal environment,hostility to change,an insular,inwardly focused culture,and unethical or greed-driven behavior on the part of executives.
D) overemphasis on employee empowerment,a complacent approach to building competencies and capabilities,no coherent business philosophy,and excessively bureaucratic policies and procedures.
E) too little emphasis on innovation,a strong preference for hiring managers from outside the company,very few core values and traditions,and a weakly enforced code of ethics.
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A) top executives should establish a collegial,collaborative culture where decisions are made by general consensus on what to do and when.
B) strict enforcement of detailed procedures backed by rigorous managerial oversight is necessary because company personnel cannot be counted on to act wisely or keep costs to a bare-bones level.
C) decision-making authority should be pushed down to the lowest organizational level capable of making timely,informed,competent decisions.
D) most company personnel have neither the time nor the inclination to direct and properly control the work they are performing and that they lack the knowledge and judgment to make wise decisions about how best to do their work.
E) lower-level managers and employees should go up the ladder of command for approval on most all strategic and operating issues of much importance.
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A) Insular inwardly focused cultures
B) Change-resistant cultures
C) Unethical and greed-driven cultures
D) Politicized cultures
E) Hyper-adaptive cultures
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A) All activities can be controlled,employee empowerment is the best control tool,and 100% control is possible.
B) All work is a process,all processes have variability,and all processes create data that explains variability.
C) All work activities can be done accurately most of the time,empowered employees are necessary for effective control,and good statistical data is an empowered employee's best control tool.
D) All work is a statistically controllable process,100% control is possible,and every well-controlled process is defect-free.
E) Most business processes are subject to control,Six Sigma can remove variability in how processes are performed,and most defects can be eliminated.
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