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Management
Q:
Another term used for operations objectives is:
A. Order winners
B. Order qualifiers
C. Competitive priorities
D. Distinctive competence
Q:
Which of the following is NOT a characteristic of a global corporation?
A. Facilities and plants are located on a country-by-country basis
B. Global product design and process technology are used
C. Logistics and inventory control systems are global in nature
D. Organized into divisions that have global responsibility for the marketing, R&D, and operations functions
Q:
A global corporation has which of the following characteristics?
A. A separate subsidiary or division for each country where it does business
B. Demand based on a worldwide versus a local basis
C. Products designed for each individual marketplace
D. Both a and c
Q:
Which of the following is NOT a characteristic of a distinctive competence?
A. Could be based on human resources that are difficult to imitate
B. Could be based on proprietary technology
None of the above
Q:
Make or buy is an example of what type of strategic decision?
A. Inventory
B. Process
C. Quality
D. Capacity
Q:
In the product imitator strategy, the order winner is usually _____, while in the product innovator strategy, the order winner is usually ______.A. Flexibility, priceB. Flexibility, qualityC. Quality, priceD. Price, flexibility
Q:
Which of the following statements about operations objectives is NOT true?
A. Focusing attention on improving quality frequently results in lower costs
B. Reducing costs often causes improvement in quality
C. Each of the operations objectives can be improved nearly simultaneously
D. Reducing the time necessary to produce and deliver a product will result in greater flexibility
Q:
The operation objectives of quality, cost, delivery, and flexibility are:
A. Mutually exclusive
B. Independent of each other
C. Connected
D. Unique
Q:
Which operations objective does the author suggest as the basis for improvement in the other operations objectives?
A. Cost
B. Quality
C. Delivery
D. Flexibility
Q:
An example under the capacity area of strategic decisions in operations would be:A. Centralize or decentralized warehouseB. One large or several small facilitiesC. Handmade or machine-madeD. High levels or low levels of inventory
Q:
A company uses proprietary computer software to offer services that other companies have not been able to emulate. These services have enabled Marketing to enter new markets and have caused new organizational structures to be formed. This is an example of which of the following?
A. Objective
B. Mission
C. Distinctive competence
D. Strategic decision
Q:
The four common objectives of operations are:
A. Quality, delivery, cost, and innovation
B. Quality, cost, flexibility, and agility
C. Quality, cost, delivery, and flexibility
D. Cost, quality, capacity, and flexibility
Q:
Next year's goal is to fill 99% of all orders from stock. This is an example of which of the following?
A. Objective
B. Mission
C. Distinctive competence
D. Strategic decision
Q:
According to Michael Porter, the generic types of business strategies include:A. Differentiation, low cost, focusB. High-price, high quality, fast deliveryC. Focus, quality, imitationD. All of the above
Q:
The four elements that form the heart of operations strategy include:
A. Mission, distinctive competence, objectives, and internal analysis
B. Mission, distinctive competence, internal analysis, and external analysis
C. Mission, objectives, internal analysis, and external analysis
D. Mission, distinctive competence, objectives, and strategic decisions
Q:
At Disney, "making people happy" is an example of:
A. Operations Mission
B. Corporate Strategy
C. Business Strategy
D. Operations Strategy
Q:
The process view provides a basis for viewing an entire business as a system of interconnected processes.
Q:
The transformation view of the Operations function provides a unified approach for studying the manufacturing and service industries.
Q:
Why are supply chain management and globalization contemporary operations issues?
Q:
Why are environmental concerns and sustainability often addressed in the operations function?
Q:
A comprehensive decision-making framework for operations includes:A. Consideration of other organizational functionsB. Consideration of operations in isolation of other functionsC. Suppliers but not customersD. Customers but not suppliers
Q:
Supply chain management includes all of the following except:
A. Purchasing
B. Inventory control
C. Advertising
D. Customer service
Q:
What are the five inputs and two outputs of an operations transformation process?
Q:
Identify the critical operations decision areas in an organization and discuss the responsibilities of an operations manager while addressing these decisions.
Q:
The supply chain extends from:
A. Supplier to manufacturing
B. Supplier to supplier
C. Dealer to customer
D. Supplier to customer
Q:
Supply chain management includes the integration of:
A. Suppliers
B. Manufacturers
C. Customers
D. All of the above
Q:
The Operations definition emphasizes decision, function and process elements of the organization. Briefly discuss the need to address these fundamental elements.
Q:
Best practices in operations are best for all organizations.
Q:
Which of the following is not in the process category of the operations decision framework?
A. Layout of the facility
B. Job design
C. The type of equipment and technology
D. Product or service inspection
Q:
As price increases and benefits remain constant, the value of a product increases.
Q:
The four major decision responsibilities of operations management are:
A. Process, quality, capacity, and human resources
B. Process, quality, human resources, and inventory
C. Quality, inventory, human resources, and capacity
D. Process, capacity, quality, and inventory
Q:
Which one of the following would not generally be classified as an input in a university system?
A. Staff
B. Facilities
C. Knowledge
D. Research
Q:
"Lean Operations" refers to the task of reducing the defect rates in a firm's products or services.
Q:
The three major functions of business organizations:
A. Are mutually exclusive
B. Function independently of each other
C. Interface with each other
D. Do not interface with each other
Q:
The three primary functions that exist in most business organizations are:
A. Operations, accounting, and finance
B. Operations, production, and finance
C. Production, marketing, and human resources
D. Operations, finance, and marketing
Q:
Which of the following is not a contemporary theme in operations?
A. Globalization of Operations
B. Lean Operations
C. Quality Teams
D. Environmental Concerns and Sustainability
Q:
The essence of operations management can be described by:
A. Process, capacity, and people
B. Decisions, function, and process
C. Planning, control, and organization
D. Integrated planning and control
Q:
The contemporary operations themes signify that:
A. More emphasis should be placed on manufacturing than on service industries
B. Every operation should be externally directed to meet the customers' requirements
C. Operations decisions should precede decisions in other functions in an organization
D. To be competitive, strategies for operations should exclude broader supply chain issues
Q:
Inventory decisions involve:
A. Determining what to order, how much to order, and when to order
B. Tracking the flow of materials
C. Managing the finished goods inventories
D. All of these
Q:
Capacity decisions:
A. Include staffing and scheduling
B. Include inventory control
C. Include defining product specifications
D. None of these
Q:
A productive systems approach:
A. Views operations as a separate organizational function
B. Must provide feedback information for control of process inputs and technology
C. Is of limited use in service organizations
D. Disregards human and social concerns
Q:
The four decision areas in operations management are:
A. Planning, technology, inventory, and control
B. Process, quality, capacity, and inventory
C. Process, quality, technology, and capacity
D. None of these
Q:
Approximately, what percentage of the American workforce works in service industries?
A. 20%
B. 40%
C. 80%
D. 90%
Q:
Which of the following functions is responsible for the actual movement of goods and/or services across organizations?
A. Logistics
B. Operations
C. Purchasing
D. None of these
Q:
Why is operations management a more encompassing term than production management?
A. Operations management is concerned with multiple products and services
B. Operations management refers to service as well as manufacturing organizations
C. Operations management is broader including the financing and marketing functions
D. Operations management makes use of the tools of quantitative analysis and computer systems
Q:
The process of helping others develop and practice systematic effective self-leadership is ______.
a. self-leadership
b. SuperLeadership
c. external leadership
d. participative leadership
Q:
Two intermediate stages between effective use of self-leadership strategies and successful performance are ______ perceptions of self-efficacy.
a. intelligent behavior and thinking and negative
b. intelligent behavior and thinking and positive
c. unintelligent behavior and negative
d. unintelligent behavior and positive
Q:
Increased positive perceptions of self-efficacy can be a result of ______.
a. personal effectiveness
b. actions
c. effective self-leadership
d. the world
Q:
If Joe experiences success in a difficult situation, his perception of his self-efficacy will tend to ______.
a. improve
b. be undermined
c. suffer
d. not be impacted
Q:
Our level of effectiveness in dealing with our world in our perceptions of our own ability to overcome the situations and challenges we face in life is ______.
a. self-esteem
b. self-leadership
c. personal effectiveness
d. self-efficacy
Q:
Effective use of self-leadership can lead to an increase in:
a. positive perceptions of self-efficacy
b. personal ineffectiveness
c. unmotivated behavior
d. self-leadership
Q:
Which type of personal effectiveness can be impacted by mastering self-leadership skills?
a. current performance
b. future performance and current performance
c. past performance and current performance
d. past performance, current performance, and future performance
Q:
Which of the following are manners in which an individual could be viewed as being personally effective?
a. accomplish what they set out to in their lives
b. develop a health belief in their capabilities
c. develop a fairly stable satisfaction with life
d. all of these
Q:
What do we do as effective self-leaders?
a. recognize the dependent relationship with the world
b. recognize the world affects our behavior
c. recognize we create a personal world
d. recognize we are influenced by others
Q:
What is an instrumental part of our level of personal effectiveness?
a. our behaviors
b. our actions
c. our self-leadership skills
d. our complaints
Q:
Greater personal effectiveness will likely result from positive perceptions of ______.
a. self-leadership
b. self-esteem
c. self-efficacy
d. self-reward
Q:
If an individual can reasonably accomplish what they set out to do with their lives, we would say that the person is ______.
a. being ineffective
b. engaged in self-leadership
c. not engaging in self-leadership
d. being personally effective
Q:
If an individual lives their life in a disorganized and haphazard manner, it is likely that the individual ______.
a. actively engages in self-leadership
b. does not engage in self-leadership
c. focuses on tasteful aspects of job
d. expects work to be pleasant
Q:
If Tom only thinks about the unpleasant parts of his job, what type of thinking is he engaging in?
a. desirable pattern of thinking
b. undesirable pattern of thinking
c. obstacle thinking
d. behavior thinking
Q:
If Tom uses lists of pending tasks as a guide to monitor his own progress, he is engaging in what form of self-leadership strategy?
a. self-reward
b. self-observation
c. changing dysfunctional beliefs
d. removing negative cues
Q:
If Jen frequently uses positive self-statements and imagines desirable experiences in the future, she is engaging in self-rewards at what level?
a. physical level
b. mental level
c. physical and mental levels
d. neither physical nor mental level
Q:
Surrounding oneself with pleasant pictures on the office walls is an example of:
a. behavior-focused strategies
b. natural reward strategies
c. constructive thoughts
d. world-altering strategies
Q:
Which of the following are not included as an element of success in our personal effectiveness?
a. satisfaction with our teams
b. satisfaction with work
c. satisfaction with ourselves
d. satisfaction with our lives
Q:
The primary concerns of self-leadership are our ______.
a. behaviors and concerns
b. behaviors, thoughts, and concerns
c. behaviors, thoughts, and emotions
d. emotions and thoughts
Q:
Key elements of self-leadership include ______.
a. strategies to impact physical world and meta-physical world
b. strategies to impact physical world and leading ourselves within a team
c. strategies to exercise control over ourselves and control the physical world
d. beliefs and control over team leadership
Q:
Within the comprehensive self-framework, all of the parts of self-leadership have direct relationships with the Mind and Body, except for what?
a. world-altering strategies
b. redesigning your mental world
c. team self-leadership
d. natural reward strategies
Q:
The ultimate focus of self-leadership is the ______.
a. mind
b. body and actions
c. mind and body
d. mind and actions
Q:
The research on self-leadership has yet to fully tap into the power of the mind. What are some ways that self-leadership research could tie to these previously unstudied areas of the mind?
Q:
Describe the concept of SuperLeadership. How does this concept relate to individual level self-leadership and how does self-leadership relate to the broader discussion on leadership?
Q:
Describe what self-efficacy is and what role that it plays within the self-leadership framework, between self-leadership strategies and personal effectiveness.
Q:
What is personal effectiveness and is it the same for all individuals? How can each of the different self-leadership strategies potentially influence an individuals personal effectiveness?
Q:
Explain how multiple variables in self-leadership work together to form a comprehensive model. How do the natural reward strategies, team self-leadership, self-imposed strategies, a redesigned mental world, and the mind and body work together to influence effectiveness.
Q:
If self-leadership techniques of goal-setting and self-reward are done, increased enjoyment of work will result.
Q:
The subconscious levels of the mind have already been studied in conjunction with self-leadership.
Q:
The concept of SuperLeadership is a process that involves effectively leading yourself, so you ultimately lead others to lead themselves.
Q:
Self-efficacy does not play a role between self-leadership and personal effectiveness.
Q:
Personal effectiveness can be measured in the same way for all individuals and is not influenced by self-leadership strategies.
Q:
The key components of a comprehensive self-leadership framework include world altering strategies, individual strategies, natural rewards, and team self-leadership.
Q:
All the relationships between self-leadership strategies and the mind and body are reciprocal relationships.
Q:
The ultimate in personal effectiveness in the future will likely be advanced by an integration of ______. a. world, behavior, conscious thoughts, and deeper recesses of mind b. world and behavior c. world and conscious thoughts d. world, behavior, and conscious thoughts