Strategic Management Exam Preparation Guide
Course Introduction
Strategic Management explores the formulation, implementation, and evaluation of cross-functional decisions that enable an organization to achieve its objectives and gain a competitive advantage. The course covers key concepts such as strategic analysis, industry dynamics, resource allocation, corporate governance, and the influence of external and internal environments on organizational strategy. Through case studies and real-world applications, students learn to analyze strategic issues, devise effective business strategies, and understand the ethical and global implications of managerial decisions, preparing them to navigate complex business landscapes.
Recommended Textbook
Managing for Quality and Performance Excellence 10th Edition by James R. Evans
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14 Chapters
1153 Verified Questions
1153 Flashcards
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Page 2
Chapter 1: Introduction to Quality
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) The receiving department in an organization ensures that the delivered items are of the quality specified by the purchase contract.
A)True
B)False
Answer: True
Q2) Which of the following perspectives of quality is meaningful for production workers who are responsible for guaranteeing that design specifications are met during production?
A)User perspective
B)Customer perspective
C)Product perspective
D)Manufacturing perspective
Answer: D
Q3) The user perspective of quality judges a product based on how well the product performs its intended function.
A)True
B)False
Answer: True
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Chapter 2: Foundations of Quality Management
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) List the steps taken by Japanese organizations as a result of Juran's leadership.
Answer: The steps taken by Japanese organizations as a result of Juran's leadership are:
.Directing quality from the senior management level
.Training the entire management hierarchy in quality principles
.Striving to improve quality at a revolutionary rate
.Reporting progress on quality goals to executive levels
.Involving the workforce in quality
.Revising the reward and recognition structure to include quality
Q2) With regard to quality management systems,_____ is a formal document that demonstrates a commitment to achieving high quality and meeting customer expectations.
A)quality policy
B)quality memorandum
C)quality trilogy
D)quality minute book
Answer: A
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Chapter 3: Customer Focus
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) What is Harley-Davidson,Inc.famous for?
Answer: Harley-Davidson,Inc is well-known for its high-end cruiser and touring motorcycles,which it designs,manufactures,and sells in North America,Europe/Middle East/Africa (EMEA),Asia/Pacific,and Latin America.
Q2) In the context of the gap model,a customer will be satisfied when the expected quality of a product is higher than the actual quality.
A)True
B)False
Answer: False
Q3) Which of the following is true of customers who are regarded as "promoters" based on the net promoter score associated with these customers?
A)They spread negative comments about the organization.
B)They usually defect at higher rates.
C)They are not likely to purchase from the organization again.
D)They are less price-sensitive and more profitable.
Answer: D
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Chapter 4: Workforce Focus
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80 Flashcards
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Sample Questions
Q1) The term "workforce engagement" refers to:
A)the ability of an organization to accomplish its work processes through the knowledge, skills, abilities, and competencies of its workforce.
B)the extent of workforce commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization.
C)the art of creating conditions that allow the workforce to complete their work at their own peak level of efficiency.
D)the ability of an organization to ensure sufficient staffing levels to accomplish its work processes and successfully deliver products and services to customers.
Q2) What are the five success indicators of American Honda's three-phase learning model initiative?
Q3) Empowerment,teamwork,and good working environment motivate employees intrinsically.
A)True
B)False
Q4) Discuss the first phase of American Honda's three-phase learning model.
Q5) List some of the advantages offered by teamwork.
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Chapter 5: Process Focus
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79 Flashcards
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Sample Questions
Q1) Flowcharts enable management to study and analyze processes prior to implementation.
A)True
B)False
Q2) For a manufacturing company,which of the following is an example of a support process?
A)Product designing
B)Legal services
C)Testing of products
D)Product manufacturing
Q3) Supply chains help organizations to create a competitive advantage in _____.
A)workforce engagement
B)process mapping
C)flexibility
D)benchmarking
Q4) How does K&N identify work process improvements?
Q5) A kaizen blitz is an improvement initiative that is gradual and continuous and is performed on a part-time basis.
A)True
B)False
Page 7
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Chapter 6: Statistical Methods in Quality Management
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94 Flashcards
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Sample Questions
Q1) Briefly discuss the relation between exponential distribution and Poisson distribution with an example.
Q2) When interactions are present in an experiment,main effects have little meaning.
A)True
B)False
Q3) A testing engineer in a light bulb factory is planning a study to estimate the average life of a large shipment of light bulbs.The engineer wants to estimate the average life within plus or minus 16 hours with 95 percent confidence.Assuming a process standard deviation of 90 hours,determine the sample size for this study.
A)7
B)43
C)58
D)122
Q4) A _____ can take on any real value over a specified interval of real numbers.
A)sample space
B)probability distribution
C)discrete random variable
D)continuous random variable
Q5) Briefly explain how the experiment was conducted.
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Chapter 7: Design for Quality and Product Excellence
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Which of the following phases of product development usually includes prototype testing?
A)Product/process development
B)Idea generation
C)Full-scale production
D)Market evaluation
Q2) Product designs with numerous parts decrease the incidence of part mix-ups,missing parts,and test failures.
A)True
B)False
Q3) Which of the following activities included in the DMADV process is focused on concept development from engineering and aesthetic perspectives and often includes the creation of drawings,virtual models,or simulations to develop and understand the functional characteristic of the product?
A)Measure
B)Define
C)Verify
D)Analyze
Q4) What is the mission and philosophy of Shure Inc.?
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Chapter 8: Measuring and Controlling Quality
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Pre-control should only be used when process capability is no greater than 88 percent of the tolerance.
A)True
B)False
Q2) The frequency of sampling in pre-control is often determined by dividing the time period between two successive out-of-control signals by six.
A)True
B)False
Q3) In pre-control,which zone covers the nominal specification of a process?
A)Gray zone
B)Green zone
C)Red zone
D)Yellow zone
Q4) Process capability calculations make little sense if the process:
A)data were taken over a period of time.
B)is not in statistical control.
C)variations are due to common causes.
D)is not initiated.
Q5) Define pre-control and explain under what conditions pre-control can be used.
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Chapter 9: Process Improvement and Six Sigma
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Sample Questions
Q1) With respect to Pareto analysis,a Pareto _____ is one in which the characteristics observed are ordered from largest frequency to smallest.
A)quincunx
B)histogram
C)charter
D)distribution
Q2) Six Sigma methods are most applicable to conformance problems because the processes that create?the problems can be easily identified,measured,analyzed,and changed.
A)True
B)False
Q3) Which of the following activities in the order fulfillment process was identified as the largest contributor to order processing delays,when the average times of these activities were analyzed with the Pareto diagram?
A)Checking order
B)Picking parts
C)Receiving order
D)Packing parts
Q4) Describe the concepts on which the core philosophy of Six Sigma is based.
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Chapter 10: The Baldrige Framework for Performance Excellence
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Sample Questions
Q1) In 1994,Branch-Smith Printing Division developed a quality plan and began an internal Baldrige assessment process.The most significant opportunity for improvement they recognized was to improve in the _____ area.
A)employee involvement
B)knowledge
C)process management
D)customer focus
Q2) Six Sigma is based on understanding and improving processes on a _____ basis.
A)product-by-product
B)department-by-department
C)day-by-day
D)project-by-project
Q3) In the 1990s,New Jersey-based health care provider AtlantiCare adopted the:
A)plan-do-check-act cycle.
B)Baldrige Criteria.
C)5Bs performance excellence framework.
D)the tight-loose-tight process.
Q4) ISO 9000:2000 is a comprehensive business performance framework.
A)True
B)False
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Chapter 11: Strategy and Performance Excellence
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78 Flashcards
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Sample Questions
Q1) _____ is essentially a quality-based approach to executing a strategy by ensuring that all employees understand the business direction and are working according to a plan to make the vision a reality.
A)Policy deployment
B)Mission development
C)Value development
D)Quality orientation
Q2) In the policy deployment process,the _____ forms the basis for shorter-term planning.
A)operational plan
B)organizational objective
C)mission statement
D)long-term strategic plan
Q3) Traditional organizations tend to develop structures that help them to maintain flexibility.
A)True
B)False
Q4) What are the factors that affect how work is organized in the context of an organization?
Q5) What are core competencies? Describe its characteristics.
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Chapter 12: Measurement and Knowledge Management for Performance Excellence
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Sample Questions
Q1) List the four perspectives of Kaplan and Nortan's balanced scorecard.
Q2) ?
What were the main motivations behind ConocoPhillips' introduction of knowledge sharing?
Q3) Data accessibility empowers employees and encourages their participation in quality improvement efforts.
A)True
B)False
Q4) ?
Describe knowledge sharing at ConocoPhillips.
Q5) Which of the following is true about the practical guidelines suggested by Mark Graham Brown for designing a performance measurement system?
A)Concentrate on measuring a large number of trivial variables.
B)Avoid changing and adjusting measures even if the environment and strategy changes.
C)Measures should be based around the needs of customers, shareholders, and other?key stakeholders.
D)Measures should start at the bottom and flow up to all levels of top management in the organization.
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Chapter 13: Leadership for Performance Excellence
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Sample Questions
Q1) Passive management by exception includes use of contingent punishments and other corrective actions in response to deviations from acceptable performance standards.
A)True
B)False
Q2) Leaders who take on a transformational style of leadership have a short-term perspective.
A)True
B)False
Q3) Successful leaders use newsletters and e-mails to continually promote their vision throughout the organization.
A)True
B)False
Q4) The concept of strategic leadership has moved leadership perspectives away from the team- and system-based "great group" concept toward a solitary "great leader" paradigm.
A)True
B)False
Q5) Discuss the participation of the Advocate Good Samaritan Hospital (GSAM)in Access DuPage.
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Chapter 14: Building and Sustaining Quality and Performance Excellence
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Sample Questions
Q1) With respect to the six stages of a quality life cycle,in which of the following stages is a new quality initiative used in conjunction with an existing one to give rise to new energy and impact?
A)Stagnation
B)Adoption
C)Maturation
D)Regeneration
Q2) With respect to American Express's change process,which of the following steps answer the question "What needs to happen to make the change work?"
A)Creating a vision
B)Sustaining momentum
C)Accelerating the transition
D)Driving commitment
Q3) As performance excellence practices are used routinely within an organization,its people learn to believe in the underlying principles of total quality,and cultural changes can occur.
A)True
B)False
Q4) What are the three basic steps of an organizational change process?
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