A) are essential because business process reengineering efforts, TQM, Six Sigma, and benchmarking programs can't be carried out effectively without them.
B) not only enable better strategy execution but also strengthen organizational capabilities (perhaps enough to provide a competitive edge over rivals) .
C) make it simple and easy to spot cost overruns and inefficiencies.
D) are valuable tools for shortening a company's value chain, boosting workforce morale and productivity, and simplifying the task of adopting best practices.
E) help managers run a tight ship and preserve strong, centralized control over internal activities.
G) C) and D)
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A) provided they promote greater use of and commitment to best practices and total quality management.
B) because really effective internal policies and procedures are not easily duplicated by other firms.
C) because astutely conceived policies or procedures can result in competitive advantage.
D) by helping align the actions and behavior of company personnel with the requirements for good strategy execution, placing limits on independent action, and helping overcome resistance to change.
E) by making it easier to impose tight budget controls and avoid wasting scarce resources.
G) B) and C)
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A) business process reengineering.
B) a corporate culture that has a core value of operating excellence.
C) benchmarking.
D) Six Sigma quality control techniques.
E) the innovative application of TQM techniques.
G) A) and B)
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C
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The role of benchmarking is to look outw...View Answer
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A) use only positive rewards and never involve the use of tension, fear, job insecurity, stress, or anxiety.
B) entail decidedly positive rewards for meeting or beating performance targets, but also impose sufficiently negative consequences when actual performance falls short of the target.
C) aim at creating a no-pressure/no-adverse-consequences work environment.
D) entail paying the highest wages and salaries in the industry for all jobholder positions and also stressing nonmonetary rewards, like cash bonuses for high-performing employees.
E) put top priority on making employees happy and secure in their jobs.
G) B) and E)
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B) False
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A) making critical value chain activities less effective
B) supporting the new strategic initiative of the brand
C) signaling commitment to online sales of the brand
D) signaling commitment to offline sales of the brand
E) impeding the efforts of rivals to hoard Sapphire
G) A) and D)
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A) big shifts of resources from one area to another.
B) a larger allocation of resources to the effort.
C) trimming costs and shifting resources to activities that have a higher priority.
D) creativity in finding ways for cost reductions, i.e. ways to do less with less.
E) cost-cutting in key value chain activities.
G) A) and C)
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A) should focus on incorporating more positive than negative motivational elements.
B) should be tied first and foremost to whether employees satisfactorily perform their assigned duties in an ethical and honorable manner.
C) must involve deliberately assigning employees heavy workloads and tight deadlines.
D) needs to put top priority on making employees happy and secure in their jobs.
E) must avoid the potential for negative consequences if performance is subpar.
G) B) and D)
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A) policy or procedure that is unusually effective.
B) method of performing an activity or business process that consistently delivers superior results compared to other approaches and that at least one company has demonstrated works particularly well in terms of delivering operating excellence.
C) strategy-critical activity that results in sustainable competitive advantage.
D) value chain activity that is a company's distinctive competence.
E) particular value chain activity that management has given top priority to performing in world-class fashion.
G) A) and B)
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B) False
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A) AT&T works toward creating a total quality culture by continuously reviewing the performance of every value chain activity.
B) Acer Phones uses advanced statistical methods to remove the causes of defects at its manufacturing units.
C) Ericsson introduces continuous-improvement business philosophy at its customer care centers.
D) Cellkon pulls the pieces of an activity out of different departments to create a cross-functional work group.
E) Honeywell strives to incrementally reduce defects through an ongoing assessment process.
G) A) and E)
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Absence of negative consequences in a wo...View Answer
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A) ties rewards to performance outcomes directly linked to good strategy execution and the achievement of financial and strategic objectives.
B) should be free of elements that induce stress, anxiety, tension, pressure to perform, and job insecurity.
C) puts the primary emphasis on denying rewards to those who fail to perform tasks in the prescribed fashion.
D) emphasizes weeding out employees who are average performers.
E) strives for a 50-50 balance between positive and negative rewards and a 50-50 balance between monetary and nonmonetary rewards.
G) B) and E)
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A) Utilize benchmarking.
B) Adapt best practices.
C) Install TQM and/or Six Sigma quality control techniques.
D) Undertake business process reengineering.
E) Adopt standard industry techniques.
G) C) and E)
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E
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A) The policy document of Dominos ensures consistency in service behavior patterns across outlets.
B) The policy document of Pizza Today allows for differences in product range and quality across outlets.
C) The policy document of Boston Pizza leaves ample scope for each member of the staff to act independently.
D) The policy document of Little Caesars discusses strategy but not the routines for running the outlets.
E) The policy document of Pizza Inn is averse to standardization of the way activities are performed.
G) C) and D)
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A) While Six Sigma programs often improve the efficiency of numerous operating processes, there is evidence that the approach can stifle innovative activities.
B) Six Sigma is a philosophy of managing a set of business practices that emphasizes continuous improvement in all phases of operations and 100 percent accuracy in performing tasks.
C) Six Sigma's DMAIC process is a particularly good vehicle for improving performance when there are only small variations in how well an activity is performed.
D) The focus of Six Sigma programs is on the development of new products or new business processes but not on improving existing products or business processes.
E) Six Sigma is a system of statistical procedures for eliminating 92 percent of the variability in how a task is performed.
G) B) and E)
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A
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In addition to monetary or financial rew...View Answer
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A) financial performance data.
B) corporate culture data.
C) customer data.
D) operations data.
E) employee data.
G) A) and E)
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A) tying incentives to performance outcomes directly linked to good strategy execution and financial performance
B) keeping the time between achieving the target performance outcome and the payment of the reward as short as possible
C) making sure the performance targets that each individual or team is expected to achieve involve outcomes that the individual or team can personally affect
D) generous rewards for people who turn in outstanding performances
E) a reward system that involves 50 percent nonmonetary rewards and a work environment that avoids placing pressure on managers and employees to perform at high levels
G) B) and C)
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