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