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Test your basic knowledge |
Management 101: Change And Operations
Start Test
Study First
Subject
:
business-skills
Instructions:
Answer 32 questions in 15 minutes.
If you are not ready to take this test, you can
study here
.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. People who have a chronic sense of urgency and an excessive competitive drive
Role overload
Six Sigma
Type A personality
Stress
2. 1. Unfreezing; 2. Changing; 3. Refreezing
Change agent
Six Sigma
The three-step change process
Value
3. ISO 9000; Six Sigma
Change agent
Two best-known quality goals
Operations management
Lean organization
4. Providing customers with a product when - where - and how they want it
Organizational development (OD)
Change agent
Mass customization
Creativity
5. Change methods that focus on people and the nature and quality of interpersonal work relationships
Stress
Role overload
Lean organization
Organizational development (OD)
6. Coordination and collaboration; Technology investment; Organizational processes; Leadership; Employees; and Organizational culture and attitudes
Organizational process
Three types of change
Quality
Value chain strategy requirements
7. A quality program designed to reduce defects and help lower costs - save time - and improve customer satisfaction
Stress
Six Sigma
Manufacturing organizations
Value chain management
8. The transformation process that converts resources into finished goods and services
Organizational change
Change agent
Stress
Operations management
9. The ability to combine ideas in a unique way or to make unusual associations between ideas
Service organizations
Value chain management
Change agent
Creativity
10. Calm Waters metaphor; White-Water Rapids metaphor
Operations management
Organizational change
Six Sigma
Two views of the change process
11. The entire series of organizational work activities that add value at each step from raw materials to finished product
Value chain
Creativity
Organizational process
Three types of change
12. Having more work to accomplish than time permits
Service organizations
Role overload
Obstacles to value chain management
Role conflicts
13. Any alteration of people - structure - or technology in an organization
Organizational change
Stressors
Value chain strategy requirements
Two views of the change process
14. When role expectations are not clearly understood
Stress
Role ambiguity
Change agent
Innovation
15. The ways that organizational work is done
Lean organization
Type B personality
Techniques for reducing resistance to change
Organizational process
16. A series of international quality management standards that set uniform guidelines for processes to ensure that products conform to customer requirements
Value chain management
Six Sigma
ISO 9000
Idea champion
17. Structure; Technology; People
Three types of change
Role overload
Operations management
Value chain strategy requirements
18. Taking creative ideas and turning them into useful products or work methods
Quality
Innovation
Techniques for reducing resistance to change
Manufacturing organizations
19. Someone who acts as a catalyst and assumes the responsibility for managing the change process
Manufacturing organizations
Change agent
Mass customization
The three-step change process
20. Work expectations that are hard to satisfy
Role conflicts
Operations management
Value chain strategy requirements
Creativity
21. The adverse reaction people have to excessive pressure placed on them from extraordinary demands - conditions or opportunities
Role overload
Quality
Organizational process
Stress
22. The performance characteristics - features - and attributes - and any other aspects of goods and services for which customers are willing to give up resources
Stress
Type B personality
Two views of the change process
Value
23. Factors that cause stress
Stressors
Two best-known quality goals
Operations management
Stress
24. Organizational barriers; Cultural attitudes; Required capabilities; and People
ISO 9000
Idea champion
Obstacles to value chain management
Change agent
25. People who are relaxed and easygoing and accept change easily
Value chain management
Stressors
Three types of change
Type B personality
26. Organizations that produce physical goods
Idea champion
Manufacturing organizations
Three types of change
Role overload
27. Organizations that produce nonphysical products in the form of services
The three-step change process
Three types of change
Obstacles to value chain management
Service organizations
28. The ability of a product or service to reliably do what it's supposed to do and to satisfy customer expectations
Techniques for reducing resistance to change
Two best-known quality goals
Quality
Service organizations
29. Individuals who actively and enthusiastically support new ideas - build support - overcome resistance - and ensure that innovations are implemented
Value chain
Idea champion
Change agent
Value chain strategy requirements
30. An organization that understands what customers want - identifies value by analyzing all activities required to produce products and then optimizes the entire process from the customer's perspective
Lean organization
Three types of change
Innovation
Two best-known quality goals
31. The process of managing the sequence of activities and information along the entire value chain
Role ambiguity
Manufacturing organizations
Mass customization
Value chain management
32. Education and communication; Participation; Facilitation and support; Negotiation; Manipulation and co-optation; and Coercion
Techniques for reducing resistance to change
Value chain management
Role ambiguity
Service organizations