A) changes in strategy often require resource reallocation,and organizational units need the proper funding to carry out their part of the strategic plan effectively and efficiently.
B) accurate budgets are the key to exercising tight financial controls over what organization units can and cannot do in carrying out management's directives to execute the chosen strategy proficiently.
C) tight budget control is management's most powerful tool for first-rate strategy execution.
D) lean,carefully managed budgets protect the company's financial condition and eliminate the wasteful use of cash.
E) lean,strictly enforced budgets are management's best and most used means of getting organizational units to exercise the fiscal discipline needed to execute the chosen strategy in a cost-efficient manner.
G) A) and C)
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Six Sigma quality control programs are a...View Answer
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Managers can use several types of contro...View Answer
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Total Quality Management (TQM) is a mana...View Answer
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A) While Six Sigma programs often improve the efficiency of numerous operating processes,there is evidence that the approach can stifle innovative activities.
B) Six Sigma is a philosophy of managing a set of business practices that emphasizes continuous improvement in all phases of operations and 100 percent accuracy in performing tasks.
C) Six Sigma's DMAIC process is a particularly good vehicle for improving performance when there are small variations in how well an activity is performed.
D) The focus of Six Sigma programs is on the development of new products or new business processes but not on improving existing products or business processes.
E) Six Sigma is a system of statistical procedures for eliminating 92 percent of the variability in how a task is performed.
G) A) and D)
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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 that is in charge of the whole process and can be held accountable for performing the activity in a cheaper,better,and/or more strategy-supportive fashion.
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 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.
G) A) and E)
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A) establish ethical compensation policies and convince employees that they are the firm's most valuable competitive asset.
B) design monetary and non-monetary incentives that boost labor productivity and help lower the firm's overall labor costs.
C) generously reward and recognize people who meet or beat performance targets and to deny rewards and recognition to those who don't.
D) pay employees a bonus for each strategic and financial objective that the company achieves.
E) allow employees to propose what rewards they would like to receive to achieve the company's stretch objectives.
G) All of the above
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A) can be dysfunctional in trying to implement a new strategy because of the anxiety and insecurity that big changes in budgets cause among company personnel.
B) signal a determined commitment to strategic change and can help catalyze and give credibility to the implementation process.
C) run the risk of inadvertently creating barriers to building the needed competencies and capabilities.
D) tend to impede the task of empowering employees and shifting to new,more strategy-supportive culture.
E) are rarely necessary in implementing a new strategy unless the new strategy entails a radically different set of value chain activities.
G) A) and B)
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A) it is necessary to give these functional departments the freedom to collaborate closely with each other to achieve the desired degree of coordination.
B) it is necessary to outsource those activities that are fragmented to strategic partners in order to achieve the needed coordination.
C) there is merit in using business process reengineering to radically redesign and streamline strategy-critical processes and workflow from different departments and unifying their performance into a single department or cross-functional work group that has charge over the whole process.
D) TQM is a potent way to reengineer the work effort,avoid the shortcomings of a functional organization structure,and achieve rapid-response capability.
E) it makes good organizational sense to combine those functional departments where fragmentation is a problem into a single department.
G) D) and E)
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A) start with a clear idea of what specific outcomes really matter,such as a Six Sigma defect rate or superior customer satisfaction,and then build a total quality culture that is genuinely committed to achieving these outcomes.
B) have annual contests to see which part of the company is making the greatest strides in approaching operating excellence.
C) strive for 100 percent control over the variability in how each and every value chain activity is performed.
D) have at least 50 percent of company personnel earn "green belts" in Six Sigma techniques.
E) build core competencies in TQM,Six Sigma,benchmarking,best practices adoption,and business process reengineering.
G) B) and E)
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A) All activities can be controlled,employee empowerment is the best control tool,and 100 percent 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 percent control is possible;and every well-controlled process is defect-free.
E) Most business processes are subject to control;Six Sigma can totally remove variability in how processes are performed;and most defects can be eliminated.
G) B) and C)
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A) Placing limits on independent behavior channels individual and group efforts along a path more conducive to executing the strategy.
B) Providing top-down guidance to operating managers,supervisory personnel,and employees regarding how things need to be done and what behavior is expected.
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 of effort in how particular activities are performed in geographically scattered organization units.
G) B) and E)
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A) Scrutinizing daily and weekly operating statistics without resorting to constant over-the-shoulder supervision.
B) Utilizing self-managed work groups in peer-based control environments.
C) Removing some layer of management hierarchy and relying on strong peer pressure to keep team members operating between the white lines.
D) Leaving empowered employees to meet performance standards and guidelines.
E) Using information systems capability to monitor team performance in real time.
G) None of the above
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A) clearly consider what it will take to overtake rivals with the industry's overall best strategy.
B) make major strides in improving the proficiency with which its strategy is executed without sacrificing innovation.
C) increase its bargaining power with suppliers and create better seller-supplier collaborations.
D) assess the extent to which rivals have competitively valuable competencies or capabilities.
E) construct a business model that entails a value proposition based on quality.
G) A) and B)
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A) expediting the redesign of existing products and shortening the design-to-market cycle.
B) radically redesigning and streamlining how an activity (workflow) is performed,by pulling the pieces of strategy-critical activities out of different departments and unifying their performance in a single department or cross-functional work group that is in charge of the whole process,with the intent of achieving quantum improvements in performance.
C) instituting total quality management.
D) making the most effective use of Six Sigma techniques.
E) the rapid redesign of an organization's structure so as to quickly create organizational competencies and capabilities.
G) B) and D)
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A) works best in strong culture organizations,while negative motivational approaches and reward systems tend to be most successful in weak culture organizations.
B) is especially effective in aligning the well-being of organizational members with achieving the company's performance targets;reward systems with negative elements tend to be very dysfunctional in motivating employees.
C) seldom works very well because the threat of denying rewards to sub-par performers is typically the most powerful motivator.
D) works fine so long as 100 percent emphasis is placed on monetary incentives.
E) has considerable appeal because when cooperation is positively enlisted and rewarded,rather than strong-armed by orders and threats (implicit or explicit) ,people tend to respond with more enthusiasm,dedication,creativity,and initiative.
G) C) and D)
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