MGT 101 Operations Management, Organizational Culture
& Team Management Final Exam Study Guide
Q1. Furntech Corporation manufactures and markets traditional and computer-related office products
and supplies. The company is looking for ways to improve its productivity to become more competitive.
Which of the following actions of the company will be least effective in improving organizational
productivity?
a. It makes necessary changes to product design.
b. It provides additional training to its workforce.
c. It automates some of its lengthy processes.
d. It attempts to improve its recruitment procedures.
e. It reduces its level of production to focus on product quality.
Q2. are operational tools used to establish labor standards and are useful for planning,
control, productivity improvements, costing and pricing, bidding, compensation, motivation, and
financial incentives.
a. Work measurement methods
b. Manpower plans
c. Motion-study techniques
d. Work method analyses
e. Job design strategies
Q3. An organization decides to improve its raw material handling process by buying a material
handling crane. This is an example of using .
a. human resources
b. automation
c. statistical quality control
d. flexible manufacturing
e. fixed-position layouts
Q4. A company uses current ratio to analyze its financial position. Which of the following information
can be obtained from current ratio?
a. efficiency of inventory management
b. productivity of the company's assets
c. information on the short-term solvency
d. information on the total debt of the company
e. information on financial leverage
Q5. Quality assurance is a(n) .
a. process used to determine how many products should be inspected to calculate a probability that the total
number of products will meet organizational quality standards
b. process used to determine the number of products to be inspected during a random check
c. standardized system used by organizations to measure employee performance in achieving the
desired quality
d. consortium of a small group of workers who meet with management to discuss quality-related problems
e. operations process involving a broad group of activities aimed at achieving the organization's quality
objectives
, Q6. The process includes the production of one-of-a-kind items as well as unit production.
a. job-shop
b. assembly line
c. serial
d. parallel
e. fixed position
Q7. David Lamb leads a team of engineers at Alpha technologies, a leading software company. David
started his career as a program developer and is widely recognized as a subject matter expert. He is
not very involved in the day-to-day management of the team and instead promotes a great deal of
autonomy among team members. However, he does help out if the team comes across unanticipated
problems associated with atypical tasks. This is an example of .
a. management by exception
b. the process control method
c. continuous operational control
d. customary process control
e. management by objectives
Q8. MSS Technologies Inc. distributes electronic components to the radio frequency (RF), wireless and
power conversion, electron device, and display systems markets. James, the production manager of the
firm, is in search of innovative ways to improve the quality of the company's products. As production
manager, James has noticed that their mistakes in production are getting very costly. He decides to
make the employee training sessions more rigorous. Which of these philosophies would best fit his
quality control problem?
a. "No mistake" mindset
b. "Acceptable mistakes" philosophy
c. Six Sigma
d. "No rejects" philosophy
e. Kanban system
Q9. is a technique for reducing inventories to a minimum by arranging for
production components to be delivered to the production facility only when it is about to be
used.
a. Flexible manufacturing
b. Just-in-time control
c. Mass customization
d. Six Sigma production
e. Total preventive maintenance
Q10. is a plan of action aimed at providing the organization with the right facilities to
produce the needed output at the right time.
a. Location strategy
b. Process strategy
c. Product strategy
d. Layout strategy
e. Capacity strategy
& Team Management Final Exam Study Guide
Q1. Furntech Corporation manufactures and markets traditional and computer-related office products
and supplies. The company is looking for ways to improve its productivity to become more competitive.
Which of the following actions of the company will be least effective in improving organizational
productivity?
a. It makes necessary changes to product design.
b. It provides additional training to its workforce.
c. It automates some of its lengthy processes.
d. It attempts to improve its recruitment procedures.
e. It reduces its level of production to focus on product quality.
Q2. are operational tools used to establish labor standards and are useful for planning,
control, productivity improvements, costing and pricing, bidding, compensation, motivation, and
financial incentives.
a. Work measurement methods
b. Manpower plans
c. Motion-study techniques
d. Work method analyses
e. Job design strategies
Q3. An organization decides to improve its raw material handling process by buying a material
handling crane. This is an example of using .
a. human resources
b. automation
c. statistical quality control
d. flexible manufacturing
e. fixed-position layouts
Q4. A company uses current ratio to analyze its financial position. Which of the following information
can be obtained from current ratio?
a. efficiency of inventory management
b. productivity of the company's assets
c. information on the short-term solvency
d. information on the total debt of the company
e. information on financial leverage
Q5. Quality assurance is a(n) .
a. process used to determine how many products should be inspected to calculate a probability that the total
number of products will meet organizational quality standards
b. process used to determine the number of products to be inspected during a random check
c. standardized system used by organizations to measure employee performance in achieving the
desired quality
d. consortium of a small group of workers who meet with management to discuss quality-related problems
e. operations process involving a broad group of activities aimed at achieving the organization's quality
objectives
, Q6. The process includes the production of one-of-a-kind items as well as unit production.
a. job-shop
b. assembly line
c. serial
d. parallel
e. fixed position
Q7. David Lamb leads a team of engineers at Alpha technologies, a leading software company. David
started his career as a program developer and is widely recognized as a subject matter expert. He is
not very involved in the day-to-day management of the team and instead promotes a great deal of
autonomy among team members. However, he does help out if the team comes across unanticipated
problems associated with atypical tasks. This is an example of .
a. management by exception
b. the process control method
c. continuous operational control
d. customary process control
e. management by objectives
Q8. MSS Technologies Inc. distributes electronic components to the radio frequency (RF), wireless and
power conversion, electron device, and display systems markets. James, the production manager of the
firm, is in search of innovative ways to improve the quality of the company's products. As production
manager, James has noticed that their mistakes in production are getting very costly. He decides to
make the employee training sessions more rigorous. Which of these philosophies would best fit his
quality control problem?
a. "No mistake" mindset
b. "Acceptable mistakes" philosophy
c. Six Sigma
d. "No rejects" philosophy
e. Kanban system
Q9. is a technique for reducing inventories to a minimum by arranging for
production components to be delivered to the production facility only when it is about to be
used.
a. Flexible manufacturing
b. Just-in-time control
c. Mass customization
d. Six Sigma production
e. Total preventive maintenance
Q10. is a plan of action aimed at providing the organization with the right facilities to
produce the needed output at the right time.
a. Location strategy
b. Process strategy
c. Product strategy
d. Layout strategy
e. Capacity strategy
