A) big shifts of resources from one area to another.
B) a larger allocation of resources to the effort.
C) trimming costs and shifting resources to activities that have a higher priority.
D) creativity in finding ways for cost reductions, i.e. ways to do less with less.
E) cost-cutting in key value chain activities.
G) A) and D)
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A) pursues incremental improvements in operating efficiency, while R&D and other processes that allow the company to develop new ways of offering value to customers are given freer rein.
B) is capable of using efficiency and effectiveness with equal skill.
C) is very skillful and versatile with operating activity.
D) is managed by employing continuous improvement in operating practices while managing employees as a loosely integrated network of efficiency.
E) employs identical improvement methods for both operating processes and R&D.
G) All of the above
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The statistical thinking underlying Six ...View Answer
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A) The reward system must be administered with scrupulous objectivity and fairness.
B) The payoff for meeting or beating performance targets must be a major, not minor, piece of the total compensation package.
C) Any incentive plan should extend to all managers and all employees, not just top management.
D) Ways must be found to reward deserving nonperformers who, for some reason, do not fare well under the incentive system.
E) Make sure that the performance targets each individual or team is expected to achieve involve outcomes that the individual or team can personally affect.
G) A) and D)
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A) provided it promotes greater use of and commitment to best practices and total quality management.
B) because really effective internal policies and procedures are not easily duplicated by other firms.
C) because astutely conceived policies or procedures can result in competitive advantage.
D) by helping align the actions and behavior of company personnel with the requirements for good strategy execution, placing limits on independent action, and helping overcome resistance to change.
E) by making it easier to impose tight budget controls and avoid wasting scarce resources.
G) B) and D)
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A) reward people for accomplishing results, not just for dutifully performing assigned tasks.
B) focus jobholders' attention and energy on what to do as opposed to what to achieve.
C) demand jobholders' 100 percent attendance since it guarantees results.
D) hold jobholders responsible for their function and not burden them with being accountable.
E) incorporate negative motivational elements to assure results.
G) B) and E)
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A) be strategy-driven in order to amply fund the performance of key value chain activities.
B) be risk-averse, so as not to run the risk of inadvertently creating barriers to building the needed competencies and capabilities.
C) be employee-driven to gain commitment to strengthening the company's core competencies and competitive capabilities.
D) trim costs of key value chain activities to achieve cost efficiency in new strategic initiatives.
E) follow traditional and time-tested methods of budgeting to support rapid adjustments in strategy.
G) A) and D)
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A) take longer than TQM to demonstrate significant results.
B) stifle innovation and creativity in organizations.
C) help managers run a tight ship and preserve strong, centralized control over internal activities.
D) provide ample justification for becoming an ambidextrous organization.
E) foster decentralized decision making and employee empowerment.
G) A) and B)
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Absence of negative consequences in a wo...View Answer
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A) improve the efficiency of numerous CAMC health care delivery operating processes, although the downside is that using Six Sigma approach can stifle innovative activities.
B) manage a set of business practices that emphasizes continuous improvement in all phases of CAMC's operations and 100 percent accuracy in performing tasks order to control healthcare costs.
C) improve the performance of CAMC's heath care delivery services when there are only small variations in how well an activity is performed.
D) focus on development of new health care delivery processes but not on improving existing business processes at CAMC.
E) employ statistical procedures to eliminate 92 percent of the variability in how a task is performed at CAMC
G) A) and C)
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A) customer data, employee data, supplier/partner data, operations data, and financial performance data.
B) TQM, reengineering, and Six Sigma programs.
C) monetary and nonmonetary reward systems.
D) activity-based cost accounting, benchmarking, and best practices.
E) continuous access to social networks.
G) B) and D)
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A) activities that need to be strictly prescribed and activities to allow room for independent action on the part of company personnel.
B) differences in product range and quality across company outlets.
C) an extremely narrow scope of independent thinking and action of company staff.
D) a written strategy but not the routines for running the business.
E) ample leeway in how staff perform activities at different company outlets.
G) All of the above
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A) give organization members clear direction and place reasonable boundaries on their actions.
B) empower employees to act within the company's set boundaries in pursuit of company goals.
C) allow company personnel to act with some defined degree of freedom, especially when individual creativity and initiative are more essential to good strategy execution than standardization and strict conformity.
D) institute policies that give employees substantial leeway to carry out activities in the way they think is best.
E) produce policy manuals on strategy execution that prescribe exactly how daily operations are to be conducted.
G) D) and E)
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A) link the payment of all monetary rewards to the company's profitability.
B) employ incentives that will help motivate employees to work hard at performing their assigned duties and activities.
C) choose those types of rewards and incentives that focus employees' attention on "what to do."
D) make across-the-board wage and salary increases the cornerstone of monetary rewards.
E) make both monetary and nonmonetary rewards integral parts of the reward system.
G) A) and C)
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A) the establishment of strategy-supportive policies and procedures.
B) empowering employees and encouraging them to adopt best practices.
C) setting stretch objectives.
D) a structure of rewards and incentives tied tightly to the achievement of the organization's strategic priorities.
E) aggressive use of TQM and Six Sigma quality control programs.
G) B) and D)
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A) are essential because business process reengineering efforts, TQM, Six Sigma, and benchmarking programs can't be carried out effectively without them.
B) not only enable better strategy execution but also strengthen organizational capabilities (perhaps enough to provide a competitive edge over rivals) .
C) make it simple and easy to spot cost overruns and inefficiencies.
D) are valuable tools for shortening a company's value chain, boosting workforce morale and productivity, and simplifying the task of adopting best practices.
E) help managers run a tight ship and preserve strong, centralized control over internal activities.
G) B) and E)
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A) be completely free of such elements as tension, pressure, anxiety, job insecurity, and tight deadlines-a no-pressure/no-adverse-consequences work environment is essential.
B) emphasize only positive types of rewards.
C) accentuate positive rewards but also carry out the "up-or-out" policy for performance that does not meet expectations.
D) not deny rewards to employees who put forth good effort and try hard, though performance is subpar.
E) reduce job insecurity and give employees an incentive to stay busy and work hard.
G) C) and D)
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A) best practices methods to drive continuous improvement in how internal operations are and should be conducted at the donut chain.
B) benchmarking of the donut chain's operating activities and business processes against "best-in-industry" and "best-in-world" performers.
C) "best-in-company" operating activities and processes to standardize how the different locations of the donut chain perform the same functions.
D) operating practices that generate economies of scale and scope without a reconfiguration of the donut chain's current value chain activities.
E) performance yardsticks for judging effectiveness and efficiency for particular value chain activities and business processes that are deemed strategically critical for the donut chain.
G) All of the above
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Well-conceived policies and operating pr...View Answer
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A) improvement system for existing processes falling below specification and needing incremental improvement.
B) improvement system used to develop new processes or products at 100 percent defect-free levels.
C) system of statistical procedures for achieving 100 percent control over how a task is performed.
D) improvement system used to develop new processes or products at Six Sigma levels.
E) system of statistical procedures for eliminating 100 percent of the variability in how a task is performed.
G) C) and D)
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