QUAL 556 Human Aspects Continuous Improvement - Eastern Michigan University. CHAPTER 07—Designing Organizations for Performance Excellence

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QUAL 556 Human Aspects Continuous Improvement - Eastern Michigan University. CHAPTER 07—Designing Organizations for Performance Excellence TRUE/FALSE 1. The most common type of organizational st... ructure is the functional structure. ANS: T DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Operations Management KEY: Bloom's: Knowledge TOP: A-Head: Organizational Structure 2. Functional structures allow people to specialize in the aspect of the work for which they are best suited. ANS: T NAT: BUSPROG: Analytic DIF: Difficulty: Easy STA: DISC: Operations Management KEY: Bloom's: Knowledge TOP: A-Head: The Functional Structure 3. A drawback of functional structures is that they make it difficult to evaluate people based on a narrow set of responsibilities. ANS: F DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Operations Management KEY: Bloom's: Knowledge TOP: A-Head: The Functional Structure 4. A distinct characteristic of the functional structure is that all employees in the organization communicate directly with customers. ANS: F DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Operations Management KEY: Bloom's: Knowledge TOP: A-Head: The Functional Structure 5. The primary focus of functional structures is to provide high-quality service to customers. ANS: F DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Operations Management KEY: Bloom's: Knowledge TOP: A-Head: The Functional Structure 6. In a functional structure, none of the organizational units have control over whole processes. ANS: T DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Operations Management KEY: Bloom's: Knowledge TOP: A-Head: The Functional Structure 7. Functional structures prevent complex and wasteful processes and promote process improvement. ANS: F DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Operations Management KEY: Bloom's: Knowledge TOP: A-Head: The Functional Structure 8. Design and production/delivery are examples of value-creation processes. ANS: T DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Operations Management TOP: A-Head: Redesigning Organizations for Performance Excellence KEY: Bloom's: Knowledge 9. Support processes are most important to “running the business” and maintaining a sustainable competitive advantage. ANS: F DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Operations Management TOP: A-Head: Redesigning Organizations for Performance Excellence KEY: Bloom's: Knowledge 10. Production processes must be designed in a way that ensures products conform to specifications. ANS: T DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Operations Management TOP: A-Head: Redesigning Organizations for Performance Excellence KEY: Bloom's: Knowledge 11. Recognizing the existence of internal customers is one way that organizations can promote quality and teamwork. ANS: T DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Operations Management TOP: A-Head: Redesigning Organizations for Performance Excellence KEY: Bloom's: Knowledge 12. In coordination mapping, each coordinating conversation between the agents moves through eight phases. ANS: F DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Operations Management TOP: A-Head: Redesigning Organizations for Performance Excellence KEY: Bloom's: Knowledge 13. Project teams are fundamental to Six Sigma. ANS: T DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Operations Management TOP: A-Head: Redesigning Organizations for Performance Excellence KEY: Bloom's: Knowledge 14. A drawback of flatter organizations is the widening of the communication gap between top managers and frontline employees. ANS: F DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Operations Management [Show More]

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