GBA 490 Exam 3 Questions and Answers |Complete Solutions Graded A+ |100% Correct
network structure is the arrangement linking a number of independent organizations
involved in some common undertaking.
best practice is a method of performing an activity that consistently delivers superior results
compared to other approaches.
business process reengineering involves radically redesigning and streamlining how an
activity is performed, with the intent of achieving quantum improvements in performance. 30
to 50 percent or more
total quality management (TQM) entails creating a total quality culture, involving managers
and employees at all levels, bent on continuously improving the performance of every value
chain activity.
six sigma programs utilize advanced statistical methods to improve quality by reducing
defects and variability in the performance of business processes. 99.9997 accuracy, no more
than 3.4 defects per million.
DMAIC define, measure, analyze, improve, and control. improvement system for existing
processed falling below specification and needing improvement.
DMADV define, measure, analyze, design, and verify. used to develop new processes or
products at six sigma levels.
organizational structure comprises the formal and informal arrangement of tasks,
responsibilities, lines of authority, and reporting relationships by which the firm is
administered.
simple structure consists of a central executive (often the owner manager) who handles all
majors decisions and oversees all operations with the help of a small staff. Simple structures
are also called line-and-staff structures or flat structures.
, functional structure is organized into functional departments, with departmental managers
who report to the CEO and small corporate staff. Functional structures are called departmental
structures, or U-forms.
multidivisional structures is a decentralized structure consisting of a set of operating
divisions organized along business, product, customer group, or geographic lines, and a central
corporate headquarters that allocates resources, provides support functions, and monitors
divisional activities; also called divisional structures or M-forms.
matrix structure is a structure that combines two or more organizational forms, with
multiple reporting relationships. It is used to foster cross-unit collaboration; also called
composite structures or combination structures.
high-powered incentives when rewards are tied to specific outcome objectives.
corporate culture refers to the shared values, ingrained attitudes, core beliefs and company
traditions that determine norms of behavior, accepted work practices, and styles of operating.
strong-culture company deeply rooted values and norms of behavior are widely shared and
regulate the conduct of the company's business.
management by walking around (MBWA) is one of the techniques that effective leaders use
to stay informed about how well the strategy execution process is progressing.
Good strategy execution requires a team effort. All managers have strategy executing
responsibility in their areas of authority,and all employees are active participants in the strategy
execution process.
When strategies fail, its often because of poor execution. Strategy execution is therefore a
critical managerial endeavor.
network structure is the arrangement linking a number of independent organizations
involved in some common undertaking.
best practice is a method of performing an activity that consistently delivers superior results
compared to other approaches.
business process reengineering involves radically redesigning and streamlining how an
activity is performed, with the intent of achieving quantum improvements in performance. 30
to 50 percent or more
total quality management (TQM) entails creating a total quality culture, involving managers
and employees at all levels, bent on continuously improving the performance of every value
chain activity.
six sigma programs utilize advanced statistical methods to improve quality by reducing
defects and variability in the performance of business processes. 99.9997 accuracy, no more
than 3.4 defects per million.
DMAIC define, measure, analyze, improve, and control. improvement system for existing
processed falling below specification and needing improvement.
DMADV define, measure, analyze, design, and verify. used to develop new processes or
products at six sigma levels.
organizational structure comprises the formal and informal arrangement of tasks,
responsibilities, lines of authority, and reporting relationships by which the firm is
administered.
simple structure consists of a central executive (often the owner manager) who handles all
majors decisions and oversees all operations with the help of a small staff. Simple structures
are also called line-and-staff structures or flat structures.
, functional structure is organized into functional departments, with departmental managers
who report to the CEO and small corporate staff. Functional structures are called departmental
structures, or U-forms.
multidivisional structures is a decentralized structure consisting of a set of operating
divisions organized along business, product, customer group, or geographic lines, and a central
corporate headquarters that allocates resources, provides support functions, and monitors
divisional activities; also called divisional structures or M-forms.
matrix structure is a structure that combines two or more organizational forms, with
multiple reporting relationships. It is used to foster cross-unit collaboration; also called
composite structures or combination structures.
high-powered incentives when rewards are tied to specific outcome objectives.
corporate culture refers to the shared values, ingrained attitudes, core beliefs and company
traditions that determine norms of behavior, accepted work practices, and styles of operating.
strong-culture company deeply rooted values and norms of behavior are widely shared and
regulate the conduct of the company's business.
management by walking around (MBWA) is one of the techniques that effective leaders use
to stay informed about how well the strategy execution process is progressing.
Good strategy execution requires a team effort. All managers have strategy executing
responsibility in their areas of authority,and all employees are active participants in the strategy
execution process.
When strategies fail, its often because of poor execution. Strategy execution is therefore a
critical managerial endeavor.
