Service Quality Management
Final Exam Questions
Course Introduction
Service Quality Management explores the foundational concepts, principles, and practices involved in delivering high-quality service across various industries. The course examines key models and tools for measuring, monitoring, and improving service quality, such as the SERVQUAL framework and customer satisfaction metrics. Students learn strategies for identifying customer expectations, resolving service failures, and cultivating a customer-centric organizational culture. Emphasis is placed on understanding the link between service quality, customer loyalty, and business success, with practical exercises, case studies, and real-world applications to reinforce analytical and problem-solving skills.
Recommended Textbook
Quality and Performance Excellence 7th Edition by
James R. Evans
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11 Chapters
877 Verified Questions
877 Flashcards
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Chapter 1: Introduction to Quality and Performance Excellence
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79 Flashcards
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Sample Questions
Q1) As part of the evolving understanding of quality management, many began to use the term _____ to contrast the difference between managing for quality in all organizational processes and focusing solely on manufacturing quality .
A) micro-quality
B) strategic quality
C) Big Q
D) lead Q
Answer: C
Q2) A difference between service and manufacturing is that manufacturing is performed away from the customer whereas customers are involved in the service process.
A)True
B)False
Answer: True
Q3) Employee engagement is manifest by empowerment.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Frameworks for Quality and Performance Excellence
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Sample Questions
Q1) With reference to the factors related to the Baldrige Award evaluation process, _____ refers to refining the approach through cycles of evaluation and improvement, encouraging breakthrough change to the approach through innovation, and sharing refinements and innovations with other relevant work units and processes in the organization.
A) process variance
B) learning
C) fluctuation
D) integrating
Answer: B
Q2) Provide some examples of the financial applications of Six Sigma.
Answer: Some examples of financial applications of Six Sigma include the following:
1) Reduce the average and variation of days outstanding of accounts receivable.
2) Close the books faster.
3) Improve the accuracy and speed of the audit process.
4) Reduce variation in cash flow.
5) Improve the accuracy of journal entries (most businesses have a 3 -4 percent error rate).
6) Improve accuracy and cycle time of standard financial reports.
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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) With respect to the symbols used to denote the relationship between a pair of technical features in a house of quality, the ______ symbol is used to denote a strong relationship.
A) o
B) *
C) ^
D)
Answer: A
Q2) In the context of poka-yoke, _____ errors result from the task, treatment, or tangibles of the service.
A) server
B) process
C) cumulative
D) common
Answer: A
Q3) Technical features are the translation of the voice of the customer into technical language.
A)True
B)False
Answer: True
Page 5
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Chapter 4: Tools and Techniques for Quality Improvement
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79 Verified Questions
79 Flashcards
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Sample Questions
Q1) The _____ phase of DMAIC focuses on why defects, errors, or excessive variation occur.
A) control
B) analyze
C) define
D) measure
Q2) _____ is a tool for involving all people from all ranks, levels, and functions of the organization for problem solving and improvement.
A) Fishbone analysis
B) Work-out
C) Quincunx
D) Cause-and-effect diagram
Q3) Competitive benchmarking evaluates processes or business functions against the best companies, regardless of their industry.
A)True
B)False
Q4) Briefly describe the DMAIC process in Six Sigma.
Q5) How is an Ishikawa diagram generated?
Q6) What is a kaizen blitz?
6
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Chapter 5: Competitive Advantage and Strategic Management for Performance Excellence
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78 Flashcards
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Sample Questions
Q1) Significant reductions in cycle time can be achieved by focusing on individual subprocesses.
A)True
B)False
Q2) A strategy of continuous improvement is essential to achieve a low-cost competitive advantage.
A)True
B)False
Q3) According to the principles of TQ, a customer-focused organization and a process orientation are necessary prerequisites for agility.
A)True
B)False
Q4) With respect to the dimensions of product design, _____ is the amount of use one gets from a product before it physically deteriorates or until replacement is preferable.
A) reliability
B) aesthetics
C) durability
D) performance
Page 7
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Chapter 6: Quality in Customer Supplier Relationships
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) The Resource Dependence Perspective was developed by:
A) Philip B. Crosby and Jeffrey Pfeffer
B) Jeffrey Pfeffer and Gerald Salancik.
C) Joseph Juran and Philip B. Crosby.
D) Edwards Deming and Joseph Juran.
Q2) Security concerns in customer-supplier relationships can be dealt with through nondisclosure agreements.
A)True
B)False
Q3) What is the impact of suppliers on performance excellence?
Q4) Many firms use a metric called _____ to measure customer loyalty and engagement.
A) collaboration spectrum
B) net promoter score
C) imprint scale
D) core competency score
Q5) Multiple levels of review and inspection reduces the cost incurred by the suppliers. A)True
B)False
Q6) Describe the role of customer engagement in performance excellence.
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Chapter 7: Designing Organizations for Performance Excellence
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Sample Questions
Q1) The structural contingency theory is based on the assumption that organizations choose structures to help them perform better - provide high quality, low costs, and so forth.
A)True
B)False
Q2) In the value-creation process, manufacturing, assembly, dispensing medications, and teaching a class are examples of which of the following processes?
A) Facilities management
B) Sales
C) Advertising
D) Production
Q3) One of the four elements of leadership teams involves developing long-term goals and near-term priorities. Which of the following elements of leadership teams does this represent?
A) Planning
B) Implementation
C) Review
D) Monitoring
Q4) Describe the functional structure of organizations.
Page 9
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Chapter 8: Quality Teamwork
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Sample Questions
Q1) With respect to the different types of teams in organizations, _____ teams lead quality initiatives in an organization and provide direction and focus.
A) project
B) natural work
C) leadership
D) virtual
Q2) Describe the organizational impact of self-managed teams.
Q3) With respect to the different types of teams in organizations, _____ teams consists of teams of workers and supervisors that meet to address workplace issues involving quality and productivity, or ad-hoc teams with a specific mission such as organizational design teams that act as architects of change.
A) problem-solving
B) natural work
C) leadership
D) project
Q4) Cross-functional teams are ineffective when it comes to implementing large-scale organizational changes.
A)True
B)False
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Chapter 9: Engagement, Empowerment, and Motivation
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Sample Questions
Q1) Douglas McGregor's Theory Y approach to managing employees is based on:
A) the assumption that employees wish to do a good job.
B) the assumption that employees need close monitoring.
C) the assumption that employees are inherently lazy.
D) the assumption that employees tend to avoid responsibility.
Q2) Which of the following is a measure most likely to be used by progressive organizations as a basis for compensation?
A) Revenue growth
B) Cost management
C) Cycle time reduction
D) Profitability
Q3) Growth-need strength is most affected by Total quality (TQ).
A)True
B)False
Q4) 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
Q5) What are the principles of empowerment?
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Chapter 10: Leadership for Performance Excellence
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Sample Questions
Q1) With respect to the six competencies summarized by the human development and leadership division of the American society for quality, Which of the following competencies involves the creation of an environment that reduces barriers and fosters the use of open, honest and honorable means for exchanging information?
A) Communicator
B) Navigator
C) Learner
D) Builder
Q2) According to situational leadership, leadership styles might vary from one person to another, depending on the "readiness" of subordinates.
A)True
B)False
Q3) Describe the behaviors associated with effective leadership identified at the Ohio State University studies.
Q4) Describe the dimensions of leadership according to the Transformational leadership.
Q5) Discuss the transactional leadership theory.
Q6) What are leadership systems?
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Chapter 11: Performance Excellence and Organizational Change
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Sample Questions
Q1) Strategic changes are the ones that impact culture the most.
A)True
B)False
Q2) With respect to the six stages of a quality life cycle, _____ is the implementation stage of a new quality initiative.
A) adoption
B) regeneration
C) maturation
D) energizing
Q3) Explicit knowledge and tacit knowledge represent the "know how" that an organization has available to use, invest, and grow.
A)True
B)False
Q4) Briefly describe the stages of a quality life cycle.
Q5) The source of most change considered in organizational theory is:
A) customers.
B) environmental changes.
C) top management.
D) quality metrics.
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