Organizational Effectiveness
Exam Answer Key
Course Introduction
Organizational Effectiveness explores the strategies, structures, and processes that enable organizations to achieve their goals and adapt to changing environments. The course examines key concepts such as organizational culture, leadership, employee motivation, performance measurement, and change management. Students will analyze various frameworks for assessing organizational performance and learn how internal and external factors influence overall effectiveness. By integrating theoretical models with real-world case studies, this course equips students with the skills necessary to diagnose organizational challenges and implement solutions that enhance productivity and sustainability.
Recommended Textbook
Quality and Performance Excellence 7th Edition by
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11 Chapters
877 Verified Questions
877 Flashcards
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Page 2
James R. Evans
Chapter 1: Introduction to Quality and Performance Excellence
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79 Verified Questions
79 Flashcards
Source URL: https://quizplus.com/quiz/27106
Sample Questions
Q1) The view of quality as the satisfaction of customer needs is often called fitness for use.
A)True
B)False
Answer: True
Q2) Not-for-profit organizations are adopting quality principles because of their impact on the bottom line.
A)True
B)False
Answer: False
Q3) According to Noriaki Kano's classification of customer needs, _____ new or innovative features that customers do not expect in a product or service.
A) satisfiers
B) delighters
C) dissatisfiers
D) essentials
Answer: B
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Page 3
Chapter 2: Frameworks for Quality and Performance Excellence
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) According to Scholtes's understanding of profound knowledge, people don't understand systems when:
A) they see the causes of the problems but not the symptoms.
B) they see events as individual incidents.
C) they understand the process of change and the resistance to it.
D) they can distinguish between fact and opinion.
Answer: B
Q2) Enablers are the means by which an organization approaches its business responsibilities.
A)True
B)False
Answer: True
Q3) Deployment refers to the extent to which an approach is applied to all requirements of the item.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Tools and Techniques for Quality Design and Control
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79 Verified Questions
79 Flashcards
Source URL: https://quizplus.com/quiz/27108
Sample Questions
Q1) In the scoring rubric of the DFMEA ratings, the number _____ represents a major impact on customer satisfaction.
A) 1
B) 0
C) 5
D) 10
Answer: C
Q2) In the context of poka-yoke, doing work incorrectly, in the wrong order, or too slowly, as well as doing work not requested are examples of:
A) treatment errors.
B) preparation errors.
C) task errors.
D) tangible errors.
Answer: C
Q3) The roof of the House of Quality shows the interrelationships between the voice of the customer and the technical features.
A)True
B)False
Answer: False
Page 5
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Chapter 4: Tools and Techniques for Quality Improvement
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79 Verified Questions
79 Flashcards
Source URL: https://quizplus.com/quiz/27109
Sample Questions
Q1) What are the various tools used in lean thinking?
Q2) Lean thinking cannot be applied to nonmanufacturing environments.
A)True
B)False
Q3) A pull production system is also known as _____.
A) fishbone system
B) kaizen
C) kanban
D) Ishikawa system
Q4) Eliminating steps is the lean thinking principle that refers to the issue of errors every time a process is handed from one person or group to another.
A)True
B)False
Q5) A histogram is a graphical representation of:
A) the sequence of steps performed in a process.
B) the cause-and-effect relationship of data points.
C) the variation in a set of data.
D) the types or sources of problems.
Q6) Describe the stages in the Deming Cycle.
Q7) Briefly describe the DMAIC process in Six Sigma.
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Chapter 5: Competitive Advantage and Strategic Management for Performance Excellence
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78 Verified Questions
78 Flashcards
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Sample Questions
Q1) With respect to the key dimensions of service quality, _____ is the ability to provide what was promised, dependably and accurately.
A) aesthetics
B) reliability
C) responsiveness
D) empathy
Q2) Value can be defined as:
A) fitness for use.
B) quality relative to price.
C) least cost benefit.
D) conformance to specifications.
Q3) List the performance measures under the Malcolm Baldrige Criteria.
Q4) _____ refers to the degree of caring and individual attention provided to customers.
A) Agility
B) Reliance
C) Assurance
D) Empathy
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Q5) Briefly describe the various elements that form the foundation for an organization's strategic plan.
Chapter 6: Quality in Customer Supplier Relationships
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80 Verified Questions
80 Flashcards
Source URL: https://quizplus.com/quiz/27111
Sample Questions
Q1) One common form that cooperation takes is the early involvement of suppliers in the design of new products.
A)True
B)False
Q2) List the key ideas of integrative bargaining.
Q3) In Japanese, the word _____ means both "customer" and "honorable guest. "
A) seiketsu
B) okyakusama
C) kaizen
D) shitsuke
Q4) Which of the following terms refer to meeting customer needs rather than simply trying to conform to specifications?
A) Policy deployment
B) Fitness for use
C) Least cost benefit
D) Benchmarking
Q5) Discuss the roles for customers identified by Gersuny and Rosengren.
Q6) Describe imprint analysis.
Q7) What are the commonly used factors to measure customer loyalty and engagement?
Q8) What is the benefit of the teamwork approach in customer-supplier relationships? Page 8
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Page 9
Chapter 7: Designing Organizations for Performance Excellence
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82 Verified Questions
82 Flashcards
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Sample Questions
Q1) Describe the process of "coordinating mapping."
Q2) Design and production/delivery are examples of value-creation processes.
A)True
B)False
Q3) Explain how coordinating mapping can help discover possible breakdowns in a process.
Q4) Organizations can be viewed at three levels. At the individual job level, work systems should:
A) facilitate the micromanagement of employees.
B) promote primarily cooperation and cross-functional teamwork.
C) offer flexibility in managing work processes.
D) replace individual initiative with group collaboration.
Q5) How does a process focus help managers in defining the organization design? Explain.
Q6) Discuss the concept of an internal customer.
Q7) Discuss the common approaches to job redesign.
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Q8) According to the contingency model, organizations facing uncertainty should adopt a mechanistic structure.
A)True B)False
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Chapter 8: Quality Teamwork
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) In the absence of a supervisor, _____ teams often handle budgeting, scheduling, setting goals, and ordering supplies.
A) problem-solving
B) project
C) self-managed
D) virtual
Q2) What is a "type 3 error?"
A) Solving the wrong problem
B) Diagnosing incorrectly
C) Delay in delivering the resuts
D) Handling more than what can be done
Q3) With respect to the different types of teams in organizations, _____ teams work more on an adhoc basis to address specific tasks or issues, often relating to quality improvement.
A) natural work
B) leadership
C) virtual
D) project
Q4) List the common types of teams.
Q5) List the various criteria for effective teamwork.
Page 12
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Chapter 9: Engagement, Empowerment, and Motivation
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80 Verified Questions
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Sample Questions
Q1) List some of the benefits offered by companies to enhance the working lives of employees.
Q2) One of the practices that leads to effective employee recognition and rewards, is ensuring only individual and not team awards are given.
A)True
B)False
Q3) According to the goal-setting theory, goals will be motivating to people when:
A) they are not specific.
B) they are general.
C) they are easy.
D) people accept them as their own.
Q4) Which of the following is true regarding the employee suggestion system?
A) It decreases workforce flexibility.
B) It leads to poor interpersonal relationships in the workplace.
C) It leads to lower levels of motivation.
D) It improves workers' reasoning ability.
Q5) Employee engagement decreases employee commitment to the organization. A)True B)False
Q6) Why do empowerment initiatives fail?
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Chapter 10: Leadership for Performance Excellence
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) _____ leadership behavior is strongly correlated with lower turnover, higher productivity and quality, and higher employee satisfaction than other approaches.
A) Transformational
B) Situational
C) Strategic
D) Transactional
Q2) Which of the following statements about the "readiness" of an employee is not true?
A) It is characterized by the employee's skills and abilities.
B) It is characterized by the employee's tenure in the organization.
C) It is characterized by the employee's commitment.
D) It is characterized by the employee's motivation.
Q3) Passive management by exception is defined in terms of looking for mistakes and enforcing rules to avoid mistakes.
A)True
B)False
Q4) The leadership system excludes performance expectations.
A)True
B)False
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Page 14
Chapter 11: Performance Excellence and Organizational Change
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Sample Questions
Q1) The _____ phase of the Baldrige roadmap to performance excellence is characterized by action on the feedback, usually by incorporating it into the strategic planning process.
A) false starts
B) status quo
C) integration
D) traction
Q2) What is the role of dialog in the change process?
Q3) A company will generally have more difficulty gaining support for change when not facing a crisis.
A)True
B)False
Q4) 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.
A)True
B)False
Q5) What must be included in an effective knowledge management system?
Q7) Compare organizational culture and organizational climate. Page 15
Q6) What are the reasons why companies adopt a performance excellence philosophy?
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Page 16