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79.
The president of a specialty bakery decided to introduce nonmonetary incentives to enhance employee
motivation and spur strategy execution. When her staff presented with some ideas, she chose all of the
following EXCEPT
80.
The top management at a new social media technology company would like to revamp its incentive
compensation system to attract ambitious employees. What would be their best approach?
81.
A change in strategy nearly always entails budget reallocations because
82.
A useful guideline in designing strategy-facilitating policies and operating procedures is
83.
Reengineering how a firm performs a business process
84.
Six Sigma quality control
85.
Company strategies and value creating processes can't be effectively executed without internal
information systems that include
86.
Essential state-of-the-art operating and information systems that support company strategies and value-
creating internal processes include all of the following EXCEPT
87.
An important consideration in designing a strategy-supportive motivation and reward system is to
88.
The guidelines for designing an incentive compensation system that will help drive successful strategy
execution include
89.
Which of the following is NOT a sound guideline for designing a reward and incentive system that
helps promote good strategy execution?
11-47
90.
Which of the following is NOT characteristic of a compensation and reward system designed to help
drive successful strategy execution?
Essay Questions
91.
Why does a company's budget need to be closely linked to the needs of good strategy execution?
Provide at least two examples of companies that have used strategic priorities to drive how capital
allocations are made.
92.
Identify and describe ways that policies and procedures facilitate strategy execution.
93.
It is often said that benchmarking is the backbone of the process of identifying, studying, and
implementing best practices. Explain the role of benchmarking.
94.
What is the potential long-term payoff of total quality management (TQM)?
95.
Explain what Six Sigma quality control programs are and the two types of programs that they include.
96.
What is the difference between Six Sigma DMAIC programs and Six Sigma DMADV programs?
97.
What three principles underlie the statistical thinking of Six Sigma quality control programs?
98.
Explain how the Six Sigma process of define, measure, analyze, improve, and control (DMAIC) works.
Provide at least two examples of companies that have adopted Six Sigma.
99.
While Six Sigma programs often improve the efficiency of many operating activities and processes,
there is evidence that innovation can be stifled by Six Sigma programs. True or false? Explain.
100.
What action steps can managers take to realize full value from TQM or Six Sigma initiatives and
promote a culture of operating excellence?
101.
Discuss the importance of and provide at least three examples of the strategic benefits of real-time
information systems.
102.
Name the five broad areas that information systems need to cover and explain the significance of real-
time tracking and reporting.
103.
Discuss control mechanisms that managers can use to monitor the performance of empowered
employees.
104.
The use of incentives and rewards is the single most powerful tool at management's disposal to win
strong employee commitment to carrying out the strategic plan. True or false? Explain.
105.
Provide three examples of nonmonetary motivation and rewards practices that have the capability to
foster good strategy execution and explain how they act to produce such a result.
106.
Why is it unwise to take off the pressure for good performance or play down the adverse consequences
of shortfalls in performance as part of a company's motivational and reward scheme for promoting
competent strategy execution?
107.
Discuss why it is generally undesirable for approaches to motivation, compensation, and people
management to avoid the use of negative consequences or punishment if performance targets are not
achieved or if particular people are habitual underperformers. Does striking a balance between rewards
and punishment generally work better?
108.
Focusing jobholders' attention and energy on what to do as opposed to what to achieve makes the work
environment results-oriented. True or false? Explain your answer.
109.
In creating a strategy-supportive reward structure, it is important to define jobs and assignments in
terms of the results to be accomplished not just in terms of the duties to be performed. True or false?
Explain and justify your answer.
110.
Identify five guidelines for creating an incentive compensation system that will help drive successful
strategy execution.
111.
Why does a company's budget need to be closely linked to the needs of good strategy execution? Why
might a change in strategy call for budget reallocations?
112.
How do well-conceived policies and procedures aid the task of implementing and executing strategy?
Explain how well-conceived policies and procedures facilitate organizational change and good strategy
execution.
113.
How does TQM differ from business process reengineering? Explain the value of striving for
continuous improvement in processes and activities.
114.
Identify types of support systems that a company can install to support the execution of its strategy.
How important are these systems to the strategy implementation process?
115.
Provide a minimum of three examples of nonmonetary motivation and rewards practices that possess
the capability to foster good strategy execution. Explain how they act to produce such a result.
