Fall 2017 Exam #2 Practice NO KEY November 13 th

Transcription

1 The purpose of the pactice exam to get you into the notes for the materail in the exam. The notes are an important component of the exam material. 1. When we combine at TPS and an operation information system we get a(n): a. the generic supply chain b. ERP c. both a technical view and an operation view of BPR d. a value chain e. component model 2. From our discussion on the IBM book, what did Lou mention was the most important component of a business to be successful? a. organizational alignment b. strategic thinking c. financial stability d. culture 3. Which of the following terms is not related to the other terms from one of our discussions in class: a. market alignment b. new structures c. creativity d. new products e. new processes 3. In the beginning of the IBM book we saw a good example of a manager dealing with: a. both micro and macro problems b. none of the answers provided were seen in the beginning of the IBM book c. the importance long-term strategic planning d. two of the answers are correct e. the importance of industry knowledge for a manager 4. From class we mentioned that at IBM when the hardware sales force did not follow up with the software salesforce we had an example of: a. the component model b. two of the answers are correct c. suboptimization d. matrix management e. ERP 5. In the Duke Hospital case the development of the clinical pathways is an example of the use or development of: a. a BPR b. None of the answers are correct. c. threats to the change process d. an ERP e. the component model 1

2 6. The topic from class on decision rights was from the topic of: a. SPC b. the component business model c. management tools d. information technology e. strategic thinking 7. From our discussion on the balanced scorecard we: a. commented that the term balance was used to give approximately equal importance to each component. b. commented that the term balance was not used to give approximately equal importance to each component. 8. In our discussion on strategic thinking we saw several examples from IBM in class. The terms from IBM as to what supports their mission and vision was: a. two of the answers provided are correct b. cash flow measures c. alignment or strategic alignment d. strategic linkage e. business model 9. In our discussion on change management in class we used the term low hanging fruit to describe: a. dynamics of change b. IBM s method for change c. momentum toward change d. none on the answers are correct e. resistance to change 10. In the IBM book, Lou said the solution was about: a. a new strategy b. new products c. execution d. alignment 11. A fair and equable distribution of benefits and harms is a characteristic or benefits of the: a. the component model b. problems solved with delegation c. matrix approach d. two of the answers provided are correct e. justice rule 2

3 12. The terms develop and diffuse and integrate are related to our discussion on: a. ERP b. decision making c. projects d. innovation e. productivity 13. The willingness of a person or a group to have confidence in the goodwill and competency of another person or organization even though this willingness puts them at risk is: a. Leadership b. Trust c. The basis for one of the powers d. Authority e. Justice 14. A disciplined approach to only do what matters is a. strategic intent b. from the systems approach c. from the reading on management d. one of the leadership points from the reading 15. Impact of culture and loss of existing benefits and disturb existing social networks are examples from class of: a. reasons why the component model does not work b. part of the change matrix c. examples of why ERP is used d. threats to the change process e. none of the answers provided are correct 16. Which of the following is not one of the types of organizational structures from our class discussion on planning and controlling : a. Functional b. Problem solving c. Centralized-decentralized d. Divisional 17. The term Authority has to do with a. directing the work b. movement along the component model c. the supply chain d. performing the work e. two of the answer provided are correct 3

4 18. The results of a probit analysis is to test for: a. a continuous response b. none of the answers provided are correct c. success or failure d. a measure of the population variance e. both success or failure and differing population means. 19. Which is the decision-making tool that could be used for an unstructured decision: a. process alignment tool b. ERP c. Delphi d. span of control matrix e. DSS 20. Which of the following terms is not related to the other terms from one of our discussions in class: a. timeliness b. effective c. quality d. complete e. relevant 21. Which of the following term is not related to the other terms from one of our discussions in class: a. action b. outcomes c. process d. analysis of options e. managers 22. In the Duke Hospital case the part of the balanced scorecard that was first seen in the case was : a. customer b. financial c. alignment d. coordination e. vision 23. A cash cow is related to: a. High market share and high market growth b. High market shared and low market growth c. High market share only d. Low market share and high market growth 4

5 24. From the IBM book, Lou felt strategy was best supported by: a. variety b. facts c. innovation d. vision 25. The terms all persons of color and national origin were discussed in class under the topic of: a. More than one answer is correct b. Fair Labor Standards Act c. Protected classes d. Harassment e. Exempt employees 26. In the IBM book when Lou arrived there was a tendency to measure performance internally rather than by the marketplace. A way to describe this, from terms used in class, would be best by: a. group association b. matrix management c. two of the answers are correct d. the component model e. none of the answers are correct 27. In the Deloitte case - Sometimes it Takes a Revolution the author states the importance of the change was supported by a: a. a clear statement that the firm was facing both legal and social pressures to change b. a clear business case c. a clear application of the ethical rules d. none of the answers provided are correct. e. clear stakeholder analysis 28. Which of the following is not related to the other terms: a. Mission and Vision b. Rational Persuasion c. Force-Coercion d. Shared Powers 29. From our class discussion, we mentioned when that at the start of Lou s tenure at IBM he want to shift from computer sales to technology services. This was an example from the book on: a. rightsizing b. all the answers provided are correct c. the component business model d. EPR e. BPR 30. In the Duke Hospital case, the physician used: 5

6 a. the component business model b. the 4 P s c. SWOT d. the balanced scorecard e. the value proposition 1. The two theories of discrimination are. 2. Porter s Five Forces are:. 3. Loss of existing benefits and threat to position power and disruption of routine are examples of. 4. The four types of ethics are:. 5. From our discussion on ethics, employees and customer and managers are examples of. 6. In class we mention that the was the verb or dynamic version of the organizational chart. 7. In class we mentioned that the clinical pathways was an example of the of the lens, 8. In our organizational structure discussion, two examples of the divisional sturture would be and two examples of the functional structures would be Be able to diagram the strategic lenses: 1. Balanced Scorecard 2. SWOT 3. Porter s Five Forces 4. BCG Growth-Share Matrix 5. The 4 P s 6