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Which of the following issues is NOT addressed under the second group of questions in the Organizational Profile? A. organizational structure B. governance system C. differences among customer and stakeholder groups D. where senior leaders want to take the organization in the future. Effective strategic leaders also have the capability to create and maintain the ability for an organization to learn, which is termed: A. absorptive capacity. B. adaptive capacity. C. proactive capacity. D. strategic learning capacity. The ability of an organization to change in order to deal with increasingly hyper-turbulent environments is referred to as: A. proactive capacity. B. pliability and malleability. C. adaptive capacity. D. absorptive capacity. The_____, provided in the Baldrige Criteria, addresses the basic characteristics of the organization, organizational relationships, the competitive environment, the advantages an organization has and the challenges that it faces, and its approach to performance improvement. A. Baldrige Profile B. Organizational Profile C. Systems Profile D. Environment Profile The first set of questions in the Organizational Profile helps to provide a clear understanding of the essence of the organization, why it exists, and where senior leaders want to take the organization in the future. This comes under the heading: A. Why-Where Map B. Leadership Vision C. Mission and Values D. Organizational Environment A firm's _____ guides the development of strategies by different groups within the firm, establishes the context within which daily operating decisions are made, and sets limits on available strategic options. A. values B. mission C. vision D. operating directions What is your competitive position? What is your relative size and growth in your industry or markets served? What are the numbers and types of competitors for your organization? Which heading in the Organizational Profile do these questions appear? A. Organizational Description B. Organizational Situation C. Organizational Relationships D. Organizational Environment _____ set an organization's longer-term directions and guide resource allocation decisions. A. Management values B. Strategic objectives C. Core competencies D. Workforce management principles Action plans may include all of the following EXCEPT: A. description of the competitive position of the firm vis-à-vis competitors. B. details of resource commitments and time horizons for accomplishment. C. the design of efficient processes. D. creation of an accounting system that tracks activity-level costs. Poor deployment of action plans often results from any of the following reasons EXCEPT: A. improperly defined organizational objectives. B. lack of alignment across the organization. C. misallocation of resources. D. insufficient operational measures. One of the reasons for poor deployment of action plans is insufficient operational measures. Which of the following does NOT feature under this aspect? A. Projections into the future based on accomplishment of action plans. B. Dedicating resources to make improvements or changes in those areas that are critical. C. Changes resulting from new ventures. D. Comparisons with competitors, benchmarks, and past performance. If everyone is able to answer the question, What does strategy mean in terms that I can act on, which aspect of deployment will it address? A. Improperly defined organizational objectives B. Lack of alignment across the organization C. Misallocation of resources D. Insufficient operational measures As per the policy deployment process diagram, a catchball situation occurs between the _____ stage and _____ stage. A. corporate vision; long-term objectives B. long-term objectives; mid-term objectives C. short-term objectives; policy deployment plan D. policy deployment plan; plan approval Question 14 of 21 Which of the following is a proper description of a Tree Diagram? A. A tool for organizing a large number of ideas, opinions, and facts relating to a broad problem or subject area. B. A method for mapping out every conceivable event and contingency that can occur when moving from a problem statement to possible solutions. C. A tool to take data and arrange them to display quantitative relationships among variables to make them more easily understood and analyzed. D. A tool to map out the paths and tasks necessary to complete a specific project or reach a specified goal. Question 15 of 21 The clarification of authority, responsibility, reporting lines, and performance standards among individuals at each level of the organization refers to the: A. unity of command. B. control chart. C. organizational structure. D. job design. Question 16 of 21 The _____ organization was developed for use in situations where large, complex projects are designed and carried out, such as defense weapons systems or large construction projects. A. line B. line and staff C. centralized D. matrix-type Question 17 of 21 _____ is the process by which certain business functions are acquired and consolidated within a firm. A. Acquisition B. Reengineering C. Collaboration D. Vertical integration Question 18 of 21 The _____ level is where organizational strategy and Six Sigma must align, because it is at this level that the tools of Six Sigma can be most effectively applied. A. corporate B. strategic business unit C. operational D. competitive Question 19 of 21 Which of the following is TRUE of the advantages of the matrix type of organizations? A. It is a one-size-fits-all quality organization. B. It improves the efficiency of personnel use. C. The division of loyalty is especially advantageous in a quality assurance area. D. It is especially suited for small and medium firms. Reset Selection Question 20 of 21 Which of the following is NOT TRUE of how work is organized in the organizational context? A. The lack of certain skills may require other personnel, such as supervisors, to assume duties they ordinarily would not be assigned. B. Stable product lines generate economies of scale. C. Quality managers are given the discretion to implement quality measures beyond the overall budget. D. Large organizations have the ability to maintain formal systems and records, whereas smaller ones may not. Question 21 of 21 The goal of _____ is to envision the future for purposes of decision making and resource allocation. A. environmental assessment B. strategy development C. work systems D. core competencies