40.
A company that successfully and methodically applies Six Sigma methods to its value chain, activity by
activity, can
41.
An ambidextrous organization is one that
42.
The big difference between business process reengineering and continuous improvement programs like
TQM or Six Sigma is that
43.
To obtain maximum benefits from benchmarking, best practices, reengineering, TQM, and Six Sigma
programs aimed at facilitating better strategy execution, managers need to
44.
Without a strategic framework, managers lack the context in which to
45.
To build a total quality culture and achieve full value from the use of TQM or Six Sigma initiatives,
managers can take such action steps as
46.
Although it is relatively easy for rivals to implement process management tools, it is much more
difficult and time-consuming for them to
47.
Which of the following exemplifies one of the most widely used methods of gauging how well a
company is executing its strategy?
48.
Which of the following does NOT exemplify business process reengineering?
49.
Which of the following takes the route of business process reengineering to attain operational
excellence?
50.
Which of the following makes use of Six Sigma programs to improve quality and strategy execution?
51.
There is evidence that Six Sigma can
52.
Well-conceived, state-of-the-art information and operating systems
53.
The broad areas that internal information business systems need to cover include all of the following
EXCEPT
54.
The broad areas that internal information business systems need to cover include all of the following
EXCEPT
55.
Information systems provide managers with a means for monitoring all of the following EXCEPT
56.
Which of the following is NOT integral to superior strategy execution and operating excellence?
57.
Leaving employees to their own devices in meeting performance standards
58.
A company wants to plan a state–of-the-art information and operating system to enable better strategy
execution. Which of the following is the most likely reason for the company’s move?
59.
Management’s most powerful tool for mobilizing organizational commitment to competent strategy
execution and operating excellence is the
60.
Management’s most powerful tool for winning employee commitment to good strategy execution is
61.
The strategic role of a company’s reward system is to
62.
Reward and incentive systems serve as a(n)
63.
Enlisting employees’ sustained and energetic commitment to good strategy execution and achievement
of the strategic priorities and financial objectives is best done by
64.
In trying to gain employees’ wholehearted commitment to good strategy execution and operating
excellence, managers are well advised to use all of the following incentives EXCEPT
65.
Which of the following is NOT likely to be effective in trying to gain employees’ wholehearted
commitment to good strategy execution?
66.
A motivation and incentive system that is aimed at spurring stronger employee commitment to good
strategy execution
67.
From the standpoint of promoting successful strategy execution, it is important that the firm’s
motivation and reward system
68.
A reward system that accentuates positive rewards for good performance
69.
A no-pressure/no-adverse-consequences work environment does not necessarily lead to
70.
To create a strategy-supportive system of rewards and incentives, a company must
71.
Motivational and incentive compensation practices that aim at winning the commitment of company
personnel to good strategy execution typically
72.
The first principle in designing an effective compensation system and the most dependable way to keep
people focused on strategy execution and the achievement of performance targets is to
73.
A well-designed reward system
74.
An important consideration in designing a strategy-supportive reward system is to
75.
The guidelines for designing an incentive compensation system that will help drive successful strategy
execution include
76.
Which of the following is NOT a sound guideline for designing a reward and incentive system that
helps promote good strategy execution?
77.
Which of the following is NOT characteristic of a compensation and reward system designed to help
drive successful strategy execution?
78.
The more a manager understands what motivates subordinates and the more he or she relies on
motivational incentives as a tool for achieving the targeted strategic and financial results the