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Indicate whether the statement is true or false.
1. An example of a dysfunctional culture is a high-tech company that stresses team rewards while innovation depends on
individuality.
a.
True
b.
False
2. Process changes within an organization are the ones that impact the organization’s culture the most rapidly.
a.
True
b.
False
3. All organizations must take the one best route to quality and performance excellence, which is Six Sigma.
a.
True
b.
False
4. For quality and performance excellence to truly succeed in an organization, it must define and drive the culture of the
organization.
a.
True
b.
False
5. Welch’s process for continuous learning led to the discovery that business must simplify first, then automate best
practices that have been designed for robust performance in the face of variation in business conditions.
a.
True
b.
False
6. In viewing the three core principles of total quality (TQ), a focus on customers is clearly vital to small enterprises.
a.
True
b.
False
7. Learning organizations have become skilled in creating, acquiring, and transferring knowledge and in modifying the
behavior of their employees and other contributors to their enterprises.
a.
True
b.
False
8. A major benefit of Baldrige is that it naturally provides a framework for organizational learning and, therefore, helps to
enhance and sustain an organization, no matter what its current level of maturity.
a.
True
b.
False
9. Impatient managers often find immediate positive results by adopting off-the-shelf quality programs and practices, or
by imitating other successful organizations.
a.
True
b.
False
10. Transferring knowledge quickly and efficiently throughout the organization is the basis for modern knowledge
management practices.
a.
True
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b.
False
11. According to the observations of A. V. Feigenbaum and Donald S. Feigenbaum, quality has become one of the
twentieth century’s most important management ideas.
a.
True
b.
False
12. Organizational changes resulting from strategy development and its implementation is called strategic change.
a.
True
b.
False
13. The key to developing learning organizations is effective leadership.
a.
True
b.
False
14. A process focus is not a prerequisite for the effective implementation of Six Sigma within an organization.
a.
True
b.
False
15. A well-aligned organization has its processes focused on achieving a shared vision and strategy.
a.
True
b.
False
16. In times of change, organizational learning benefits more from transformational leadership than from transactional
leadership.
a.
True
b.
False
17. Sustainability requires continual learning.
a.
True
b.
False
18. The managers of small organizations and non-profits are wrapped up in entrepreneurial activities that typically focus
on sales strategies and market growth, day-to-day cash flow problems, and routine firefighting.
a.
True
b.
False
19. Managers must take a positive approach to self-assessment findings, no matter how unpleasant they might appear.
a.
True
b.
False
20. Strategic change is confined to a particular unit, division, or function, while process change motivates organization-
wide changes in behavior.
a.
True
b.
False
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21. Small organizations and nonprofits have generally been quick to adopt quality initiatives.
a.
True
b.
False
22. Harry Hertz, former director of the Baldrige Program, noted that “Skills do not matter if there isn’t a cultural fit.”
a.
True
b.
False
23. As the firm grows, the process of creating and disseminating the desired culture tends to become increasingly difficult
because the entrepreneur is no longer involved in the day-to-day activities of the organization.
a.
True
b.
False
24. 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
25. The Six Sigma program provides two simple instruments called Are We Making Progress? (one for employees and
one for leaders).
a.
True
b.
False
Indicate the answer choice that best completes the statement or answers the question.
26. In times of change, organizational learning benefits more from _____ leadership.
a.
transactional
b.
transformational
c.
declining
d.
stagnant
27. Which of the following statements regarding Stage 3 of the Baldrige Roadmap to Performance Excellence is true?
a.
At this stage, approaches and processes of leadership, such as values deployment and culture building, begin
to link and align with the operational processes of the organization.
b.
At this stage, projects succeed often enough for most of the organizations, but the overall culture does not
change, and system-wide performance excellence is elusive.
c.
At this stage, senior leaders begin to experience traction on their organizational transformation strategies.
d.
At this stage, organizations opt to wait for mandates and regulations, and they implement change when
required to maintain compliance.
28. With respect to American Express’s change process, which of the following steps answers the question “What needs
to happen to make the change work?”
a.
Create a vision
b.
Sustain momentum
c.
Accelerate the transition
d.
Drive commitment
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29. Which of the following statements regarding Stage 1 of the Baldrige Roadmap to Performance Excellence is true?
a.
At this stage, projects succeed often enough for most of the organizations, but the overall culture does not
change, and system-wide performance excellence is elusive.
b.
At this stage, approaches and processes of leadership, such as values deployment and culture building, begin
to link and align with the operational processes of the organization.
c.
At this stage, organizations opt to wait for mandates and regulations, and they implement change when
required to maintain compliance.
d.
At this stage, senior leaders begin to experience traction on their organizational transformation strategies.
30. The International Quality Study (IQS) performed by H. James Harrington with Ernst & Young and the American
Quality Foundation indicated that all of the following best practices are “universal” EXCEPT
a.
cycle-time analysis.
b.
strategy simplification.
c.
process value analysis.
d.
formal supplier certification programs.
31. Research performed by H. James Harrington with Ernst & Young and the American Quality Foundation, called the
International Quality Study (IQS), indicated that only _____ best practices are “universal,” and the chances are _____ that
they will improve performance.
a.
four; 5 percent
b.
five; 90 percent
c.
five; 95 percent
d.
seven; 75 percent
32. _____ is an organization’s value system and its collection of guiding principles.
a.
Strategy
b.
Governance
c.
Culture
d.
Emotional intelligence
33. With respect to the six stages of a quality life cycle, the implementation stage of a new quality initiative is called
a.
adoption.
b.
regeneration.
c.
maturation.
d.
energizing.
34. With respect to American Express’s change process, which of the following steps answers the question “What have
we learned and how can we leverage it?”
a.
Sustain momentum
b.
Drive commitment
c.
Create a vision
d.
Accelerate the transition
35. In which of the following stages of the Baldrige Roadmap to Performance Excellence do visionary leaders recognize
the inherent limitations of a project-based approach to performance improvement?
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a.
Stage 1
b.
Stage 4
c.
Stage 0
d.
Stage 3
36. Which of the following is reflected in benchmarking practices?
a.
A slow pace of organizational process change
b.
Depleted organizational energy due to the change in organizational practices
c.
Learning from the experiences and best practices of others
d.
Avoiding change in routine practices and processes within an organization
37. With respect to the six stages of a quality life cycle, in which of the following stages has the quality initiative had a
limited impact, is failing, and is awaiting termination?
a.
Limitation or stagnation
b.
Maturation
c.
Decline
d.
Adoption
38. With respect to the six stages of a quality life cycle, in which of the following stages has quality not been strategically
driven or aligned?
a.
Adoption
b.
Regeneration
c.
Limitation or stagnation
d.
Decline
39. Culture is driven by
a.
process.
b.
attrition.
c.
leadership.
d.
quality.
40. A $50 million information system has been upgraded by a health care organization as it discovered weaknesses in the
organization’s ability to collect and analyze information. This is an example of a _____ change within the organization.
a.
policy
b.
strategic
c.
process
d.
tactical
41. Which of the following concepts and assumptions are included in GE’s virtuous teaching cycle (VTC)?
a.
Leadership at all levels
b.
Passive-aggressive behavior
c.
Rigid top-down process
d.
Boundary-laden, turf-oriented organization
42. Which of the following performance improvements resulting from Veridian Homes’ quality initiatives is NOT stated
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accurately?
a.
Model homes sold cycle time was reduced from 32 to 15 days.
b.
Drafting time on models was reduced by more than 10 hours.
c.
Material variance went down by 20 percent for lumber, 24 percent for siding, and 38 percent for trim.
d.
Defects were cut in half.
43. Which of the following statements regarding Stage 4 of the Baldrige Roadmap to Performance Excellence is true?
a.
This project-focused phase brings new capabilities to execute initiatives that change routine practices and
processes for the better.
b.
At this stage, organizations opt to wait for mandates and regulations, and they implement change when
required to maintain compliance.
c.
This stage can result in continued improvement or decline as organizations lose focus or become distracted.
d.
At this stage, senior leaders begin to experience traction on their organizational transformation strategies.
44. _____ refers to consistency of plans, processes, information, resource decisions, actions, results, and analyses to
support key organization-wide goals.
a.
Creativity
b.
Alignment
c.
Sustainability
d.
Perseverance
45. Which of the following phases of the Baldrige Roadmap is characterized by action on the feedback, usually by
incorporating it into the strategic planning process?
a.
Traction (Stage 2)
b.
Integration (Stage 3)
c.
Sustaining (Stage 4)
d.
False starts (Stage 1)
46. _____ is the basis for Deming’s plan-do-study-act cycle.
a.
Incremental gains
b.
Experimentation
c.
Stagnation
d.
Slow pace of change
47. With respect to American Express’s change process, which of the following steps answers the question “What will the
change look like?”
a.
Drive commitment
b.
Create a vision
c.
Sustain momentum
d.
Accelerate the transition
48. Within GE, Six Sigma includes a diverse population of technical and nontechnical people, managers, and others from
key business areas who work together as a team to attack a problem using the _____ approach.
a.
DMAIC
b.
FADE
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c.
TRIZ
d.
PDCA
49. _____ refers to the harmonization of plans, processes, information, resource decisions, actions, results, and analyses to
support key organization-wide goals.
a.
Interlinking
b.
Integration
c.
Perseverance
d.
Accountability
50. With respect to the six stages of a quality life cycle, in which of the following stages is an existing quality initiative
refocused and given new resources?
a.
Decline
b.
Stagnation
c.
Energizing
d.
Adoption
51. Which of the following stages of the Baldrige Roadmap to Performance Excellence marks the transition from the
singular focus on change through projects, however well executed, to systematic evaluation and improvement of
leadership approaches?
a.
Stage 4
b.
Stage 2
c.
Stage 1
d.
Stage 0
52. With respect to the six stages of a quality life cycle, in which of the following stages is quality strategically aligned
and deployed across the organization?
a.
Stagnation
b.
Maturation
c.
Regeneration
d.
Adoption
53. Which of the following statements regarding Stage 2 of the Baldrige Roadmap to Performance Excellence is true?
a.
At this stage, projects succeed often enough for most of the organizations, but the overall culture does not
change, and system-wide performance excellence is elusive.
b.
At this stage, approaches and processes of leadership, such as values deployment and culture building, begin
to link and align with the operational processes of the organization.
c.
At this stage, organizations opt to wait for mandates and regulations, and they implement change when
required to maintain compliance.
d.
At this stage, senior leaders begin to experience traction on their organizational transformation strategies.
54. _____ is the ability to address current needs and have the agility and management skills and structure within an
organization to prepare successfully for the future.
a.
Sustainability
b.
Integrity
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c.
Self-assessment
d.
Accountability
55. With respect to American Express’s change process, which of the following steps answers the question “Why are we
doing this?”
a.
Scope the change
b.
Drive commitment
c.
Create a vision
d.
Sustain momentum
56. 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
57. With respect to American Express’s change process, which of the following steps answers the question “How are we
going to manage the effort on an ongoing basis?”
a.
Drive commitment
b.
Create vision
c.
Sustain momentum
d.
Accelerate the transition
58. When organizational learning processes serve to refresh and reinforce current learning, _____ leadership is best suited
to the task.
a.
transformational
b.
stagnant
c.
transactional
d.
declining
59. How much money did performance excellence tools save Corning over an eight-year period?
a.
$10 million
b.
$1 billion
c.
$1.5 billion
d.
$5 billion
60. Which of the following is NOT part of Corning’s guidelines for performance excellence?
a.
Concentrate on cost advantage.
b.
Preserve and enhance the historic culture of innovation that had been the guiding light of everything the
company accomplished.
c.
Require 20 weeks of classroom instruction.
d.
Ensure that the continuous improvement system was the best in its class.
61. Corning achieved a milestone in 1995 when its telecommunications products division received which of the following
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awards?
a.
Deming
b.
Six Sigma
c.
Malcolm Baldrige National Quality
d.
National Housing Quality
62. Which of the following statements regarding Stage 0 of the Baldrige Roadmap to Performance Excellence is true?
a.
At this stage, organizations commit to a proactive approach to improvement.
b.
At this stage, organizations opt to wait for mandates and regulations, and they implement change when
required to maintain compliance.
c.
At this stage, senior leaders begin to experience traction on their organizational transformation strategies.
d.
At this stage, approaches and processes of leadership, such as values deployment and culture building, begin
to link and align with the operational processes of the organization.
63. How often does each Corning employee use performance excellence tools?
64. How did Corning drive performance excellence across all disciplines to achieve corporate goals?
65. What structure and systems were employed, from a strategic and operational mindset, by Veridian Homes to achieve
its goal of promoting and coordinating quality throughout the company?
66. What is the goal of Veridian Homes?
67. What are some of the recurring concepts of quality methodology employed by Corning?
68. How does linking strategic goals to each employee via the performance planning and development (PPD) process help
the employees of Veridian Homes?
How does linking strategic goals to each employee via the performance planning and development (PPD) process help the
employees of Veridian Homes
69. What five key behaviors did Juran and others suggest to develop a positive quality culture?
70. Summarize a culture of performance excellence within an organization.
71. List a few characteristics of small firms that adversely affect the implementation of TQ principles.
72. List the six stages of a quality life cycle.
73. List five best practices that the International Quality Study (IQS) performed by H. James Harrington with Ernst &
Young and the American Quality Foundation indicated were “universal.”
74. What are the three basic stages of an organizational change process?
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52. b
53. d
54. a
55. a
56. d
57. d
58. c
59. c
60. c
61. c
62. b
63. On average, each Corning employee uses performance excellence tools four times annually. Every year, Corning
employees complete 100,000 personal improvement projects.
64. Corning focused on embedding performance excellence practices across the broad spectrum of the multidivisional,
global company. The implementation team provided training, conducted benchmarking, launched Six Sigma projects, and
supported teams dedicated to process improvement.
65. Specifically, the structure and systems employed to achieve this goal, from a strategic and operational mindset,
include the National Housing Quality Award (NHQA), Baldrige Award self-assessment, builder certification, and Six
Sigma.
66. The goal at Veridian Homes is to promote, educate on, and coordinate quality throughout the company.
67. The following recurring concepts of quality methodology emerged at Corning:
1. Attack on all fronts; everyone needs to be engaged. Quality has to be a total effort.
2. Develop small teams that attack projects by fixing processes across company operations.
3. Use tools of quality, such as Pareto analysis, fishbone diagrams, and statistical control charts, which are taught, learned,
and used by many teams.
4. Among early adopters, the “attack on a broad front” strategy, which is implicit in the phrase total quality, requires the
complete support of the CEO.
68. Linking strategic goals to each employee via the performance planning and development (PPD) process helps an
employee understand his or her role, priorities, resources, accomplishments, and professional development as they relate
to the company’s vision, mission, strategic drivers, and departmental strategic goals.
69. Juran and others suggested that an organization must foster the following five key behaviors to develop a positive
quality culture:
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