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