These teams have as one of their characteristics

1. These teams have as one of their characteristics termination: (Points : 1)
Natural work teams
Functional work teams
Cross functional process teams
Matrix individual work teams
None of the above

Question 2.2. The steps or stages by which inputs (i.e., people, materials,
methods,machines, and environment) are transformed into outputs comprise a:
(Points : 1)
Flowchart
Process metrics
Systemic Structure
Why-Why Chart
None of the above

Question 3.3. Processes in the five P's model include: (Points : 1)
The organization's principles that exist while making product(s) or
performing service(s)
Organization's vision, mission, goals and objectives
The individuals who perform work that is consistent with the organization
All the metrics, measurement, and expected results that indicate the
status of the organization
None of the above

Question 4.4. In considering the elements of the 5 P's, principles and processes
are considered_____________because each influences behavior. (Points : 1)
Intrinsic motivations
Extrinsic motivations
structure
metrics
All of the above

Question 5.5. SQM builds on the foundation set by Alfred Chandler which states
that: (Points : 1)
Strategy drives structure
Organizational structure must follow strategy
Strategy must be aligned with structure for an organization to be
successful

None of the above
All of the above

Question 6.6. The systems perspective of an organization: (Points : 1)
Leads to suboptimal performance if practiced by top management
Advocates competition between organizational components to optimize
organizational performance
Views the organization as a group of interdependent parts with relations
among its parts that should be managed from a collective perspective
Views the organization as a collection of independent parts
None of the above

Question 7.7. All of the following conditions existed in the "old era" of quality
except: (Points : 1)
Inspection was used to identify errors
Errors were the norm for customers
Quality was integrated into strategic plans
Rework and scrap was a way of life
All of the above existed in the old era

Question 8.8. All of the following are included in the Tenets of SQM except: (Points
: 1)
Each segment or phase of a process has a customer--the next phase of
the process
Customers have a right to expect quality products, services, processes,
and relationships
Every individual, team, and organization must strive to satisfy internal
and external customers
All are included in the Tenets of SQM
None are included in the Tenets of SQM

Question 9.9. His Quality Trilogy emphasizes the role of quality planning, quality
control, and quality improvement. (Points : 1)
Dr. Deming
Dr. Juran
Dr. Harrington
Dr. Shewhart
None of the above

Question 10.10. Crosby's four Absolutes of Quality Management include all of the
following except: (Points : 1)
Quality means conformance to requirements, not goodness
The performance standard must be zero defects, not "that's close
enough"
The system for causing quality is prevention, not appraisal
Quality is fitness for use
All are included

Question 11.11. The key leverage point in SQM is that ____________ are (is) the
link between and organization's strategy and its behavior and results. (Points : 1)
Organizational events and results
Organizational structures and processes
Organizational controls
Organizational feedback
None of the above

Question 12.12. The focus on the customer, one of SQM's major philosophies,
was first introduced as part of an organization's production system by: (Points : 1)
Forrester
Senge
Deming
Juran
None of the above are correct.

Question 13.13. Wholeness, as a common characteristic of a system, implies:
(Points : 1)
That the individual parts interrelate and affect one another
That each system consists of several subsystems
That a system has unique qualities that are different from those of the
individual parts
That the organization cannot be broken into separate components
None of the above

Question 14.14. An extension of Chandler's theory suggests that: (Points : 1)
Once a structure is developed, it should stay in place permanently
Redesigning structure is too costly for an organization, so strategies
should not be changed
Cost of restructuring should be the primary driver for such decisions

New strategies are needed to meet the demands of new structures
None of the above

Question 15.15. A good vision statement: (Points : 1)
Is very specific
Provides strategic direction
Includes something about customers
Is considered an extension of the mission statement
All of the above

Question 16.16. A blend of values, stories, heroes, rituals, and ceremonies that
have come to mean a great deal to the people who work for an organization:
(Points : 1)
Culture
Organizational behaviors
Shared values
Neither a, b, c, nor d is correct
Principles

Question 17.17. A theory which states that if people act contrary to their
attitudes and values, such behavior can eventually change their beliefs and
values: (Points : 1)
Shared values
Social ethic
Individual ethic
Cognitive dissonance
Bahavior Modification

Question 18.18. To successfully implement SQM, cultural changes and paradigm
shifts may be necessary. These shifts include all of the following except: (Points :
1)
From controlling to supporting/enabling
From withholding information to sharing information
From workers are dispensable to workers are valuable assets
From management only by numbers to support of innovation
All of the above are necessary shifts

Question 19.19. Shared values may lead to positive or negative behavior
depending on which of the following: (Points : 1)

If they have been formally developed and communicated
The level of commitment to the shared values by the organizational
members
The nature of the principles which are the basis for the shared values
All of the above

Question 20.20. In the ethical-moral value classification system: (Points : 1)
action?"

A person will ask "how will it benefit me to make this decision or take this

People are primarily interested in the discovery of truth and the
systematic ordering of knowledge
A person will ask "how can quality improvement tools and concepts be
used in practical ways to improve quality, reduce costs and cycle time, and
ensure on-time delivery?"
A person will ask "is this the right thing to do?"
None of the above is correct

Question 21.21. The general hierarchy focus of activities in an organization
includes all of the following concepts except: (Points : 1)
Order and arrangement of processes
Rank and order are imposed on people and they become the focus of the
organization
High level macroprocesses exist which can be broken into smaller midlevel and low-level processes
Rank and order imposed on processes causing them to become the focus
of the organization
None of the above

Question 22.22. A unique problem associated with the matrix structure is that:
(Points : 1)
It lacks unity of command
It leads to isolation of functional areas
Work is segmented only by discipline
Work is segmented only by task
All of the above

Question 23.23. The main benefits of organizing by processes include: (Points : 1)
It reinforces the importance of systemic structures
It mirrors the customer's desire for "total" results
It improves understanding of complexities and interrelations which
increase learning and effectiveness and provide a common language for all teams

to use
All of the above
None of the above

Question 24.24. All of the following are benefits of the process-focus except:
(Points : 1)
It is easier to translate top level goals and objectives into process focused
objectives
Allows those involved to see their entire process
Enables those involved to see how their decisions and actions affect
others in the process
It is difficult to change from a functional focus to a process focus
All are benefits

Question 25.25. In Deming's ethical-moral value classification system: (Points : 1)
A person will ask "Is this the right thing to do?" A person will ask "how
will it benefit me to make this decision or take this action?"
People are primilarily interested in the discovery of truth and the
systematic ordering of knowledge
A person will ask "how can quality improvement tools and concepts be
used in practical ways to improve quality, reduce costs and cycle time, and
ensure on-time delivery?'
None of the above is correct