质量管理第六版英文教辅 chapter 14.docx

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1、Managing Quality: Integrating the Supply Chain, 6e (Foster)Chapter 14 Managing Quality Improvement Teams and Projects 1) One of the biggest reasons why so many influential voices call for participation and teamwork to manage businesses today is in the workplace.A) consanguinityB) diversityC) complex

2、ityD) unityE) simplicityAnswer: CDiff: 1Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Interpersonal Relations and TeamworkType: Concept2) Knowledge work is effective when wor

3、kers are given a certain amount of autonomy and decision-making authority. Companies such as 3M encourage their employees to become more in their approach to work.A) entrepreneurialB) conspiratorialC) corporealD) surrealE) competitiveAnswer: ADiff: 1Learning Outcome: Discuss the total cost of qualit

4、y and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of KnowledgeType: Concept3) Which of the following is a reason why employees like teams?A) mutualityB) recognition for personal achievementC) belongingD) creative aut

5、onomyE) all of the aboveAnswer: EDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.25) The parking lotH methodology was pioneered by.A) GMB)IBMC) GED) HPE) CIGNAAnswer: DDiff: 2L

6、earning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of KnowledgeType: Concept26) The formula used to calculate the payback period for qualifying projects is. A)Q = X(Cd+

7、G)B) Q = PPIBaC) PP = Z(Q+G)D) PP = Ct/BaE) Ba = Cd + C1Answer: DDiff: 2Learning Outcome: Describe the goals and stages of project managementLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of KnowledgeType: Concept27) Perform a cost-benefit analysis with payback per

8、iod calculation using the following data: Direct Costs 15 laptops一$ 1,850/each A server一$2,100 Network installation$ 16,500 Software一$22,500Indirect Costs Training一$ 10,000Annualized Benefits Increased capacity一$250,000A) Total costs are $52,950 with a payback period of 0.21 years.B) Total costs are

9、 $52,950 with a payback period of 0.32 years.C) Total costs are $108,250 with a payback period of 0.43 years.D) Total costs are $78,850 with a payback period of 0.32 years.E) Total costs are $78,850 with a payback period of 0.43 years.Answer: DDiff: 3Learning Outcome: Describe the goals and stages o

10、f project managementLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Analytical ThinkingType: Application28) Perform a cost-benefit analysis with payback period calculation using the following data: Direct Costs 12 laptops一$ 1,400/each A server$2,000 Network installation$ 14,000

11、 Software一$20,000Indirect Costs Training一$ 15,000Annualized Benefits Increased capacity一$200,000A) Total costs are $37,400 with a payback period of 0.19 years.B) Total costs are $37,400 with a payback period of 0.21 years.C) Total costs are $52,400 with a payback period of 0.25 years.D) Total costs

12、are $52,800 with a payback period of 0.26 years.E) Total costs are $67,800 with a payback period of 0.34 years.Answer: EDiff: 3Learning Outcome: Describe the goals and stages of project managementLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Analytical ThinkingType: Applicati

13、on29) Business is transforming itself from a command and control environment to one of collaboration.Answer: TRUEDiff: 1Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Applicat

14、ion of KnowledgeType: Concept30) A team is defined as a finite number of individuals who are united in a common purpose. Answer: TRUEDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum perform

15、ance.AACSB: Interpersonal Relations and TeamworkType: Concept31) In a study of project managers who were involved in project teams, two of the motivators that emerged were creative autonomy and recognition for personal achievement.Answer: TRUEDiff: 1Learning Outcome: Discuss the total cost of qualit

16、y and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Interpersonal Relations and TeamworkType: Concept32) Empowerment means giving power to team members who perhaps had little control over their jobs.Answer: TRUEDiff: 2Learning Out

17、come: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Interpersonal Relations and TeamworkType: Concept33) The Baldrige criteria encourage employee participation.Answer: TRUEDiff: 3Learning Outc

18、ome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of KnowledgeType: Concept34) Major challenges in the area of workforce development include the integration of human resources pra

19、ctices and the alignment of human resource management with strategic change processes.Answer: TRUEDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of Knowledg

20、eType: Concept35) Granting authority to employees guarantees that people will work well together and will necessarily achieve all the lofty goals that are espoused in empowerment.Answer: FALSEDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualit

21、yLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Interpersonal Relations and TeamworkType: Concept36) Organizational learning leads to change in organizational behavior in a way that reduces performance.Answer: FALSEDiff: 1Learning Outcome: Discuss the total cost of quality and

22、 compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of KnowledgeType: Concept37) Corporate learning relies on an open culture where no one feels threatened to expose opinions or beliefs.Answer: TRUEDiff: 2Learning Outcome:

23、Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of KnowledgeType: Concept38) With fewer layers of management, companies tend to rely more on teams.Answer: TRUEDiff: 1Learning Outcome

24、: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of KnowledgeType: Concept39) Quality professionals are unanimous: in order to be successful in achieving teamwork and participation,

25、 strong leadership both at the company level and within the team is essential.Answer: TRUEDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Interpersonal Relations and Tea

26、mworkType: Concept40) The situational leadership model clarifies the interrelation between employee preparedness and effectiveness of leadership.Answer: TRUEDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize t

27、eams for maximum performance.AACSB: Interpersonal Relations and TeamworkType: Concept41) Readiness is a function of job maturity and psychological maturity.Answer: TRUEDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to

28、 organize teams for maximum performance.AACSB: Application of KnowledgeType: Concept42) Quality management is a vehicle by which leaders abdicate their responsibility.Answe 亡 FALSEDiff: 1Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Di

29、scuss how to organize teams for maximum performance.AACSB: Application of KnowledgeType: Concept43) The scope of a Tiger team is organization-wide.Answer: TRUEDiff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize

30、 teams for maximum performance.AACSB: Application of KnowledgeType: Concept44) The scope of a process improvement team is local or a single department.Answer: TRUEDiff: 3Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to orga

31、nize teams for maximum performance.AACSB: Application of KnowledgeType: Concept45) The scope of a natural work group is customer- or region-centered.Answer: TRUEDiff: 3Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organi

32、ze teams for maximum performance.AACSB: Application of KnowledgeType: Concept46) A Big S self-directed team is involved in managing the different functions of the company with a traditional management structure.Answer: FALSEDiff: 2Learning Outcome: Discuss the total cost of quality and compare the c

33、ommon methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Interpersonal Relations and TeamworkType: Concept47) Effective meeting management is an important skill for a facilitator of quality improvement teams.Answer: TRUEDiff: 2Learning Outcome: Discuss t

34、he total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of Knowledge Type: Concept48) Some of the meeting structured process techniques, such as silent voting and idea writing, help team members reac

35、h consensus rapidly.Answer: TRUEDiff: 1Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of KnowledgeType: Concept49) Only cost-benefits analysis (CBA) involves ident

36、ifying direct and indirect project costs and expected returns for projects.Answer: FALSEDiff: 1Learning Outcome: Describe the goals and stages of project managementLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of KnowledgeType: Concept50) Soft costs are easily rec

37、overed in project savings.Answer: FALSEDiff: 2Learning Outcome: Describe the goals and stages of project managementLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of KnowledgeType: Concept51) Force-field analysis is designed to identify and quantify all of the force

38、s for or against organizational change.Answer: TRUEDiff: 2Learning Outcome: Describe the goals and stages of project managementLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of KnowledgeType: Concept52) Why is knowledge work important in managing businesses today?A

39、nswer: Knowledge work, or work that involves the development and transmission of knowledge and information, implies a greater amount of ambiguity, searching, researching, and learning in the job environment. Knowledge work is effective when workers are given a certain amount of autonomy and decision

40、-making authority.Diff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods ofmanaging qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Application of KnowledgeType: Application53) What are the responsibilities of leaders?Answer: Leaders ar

41、e responsible for setting team direction and seeking future opportunities for the team. Leaders reinforce values and provide a system for achieving desired goals. Leaders establish expectations for high levels of performance, customer focus, and continuous learning. Leaders are responsible for commu

42、nicating effectively, for evaluating organizational performance, and for providing feedback concerning such performance.Diff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: I

43、nterpersonal Relations and TeamworkType: Concept54) Briefly explain the situational leadership model.Answer: An important aspect of leadership is the organizations preparedness to follow the leadership. The situational leadership model clarifies the interrelation between employee preparedness and ef

44、fectiveness of leadership. According to Hersey and Blanchard, situational leadership is based on interplay among the following: The amount of guidance and direction a leader gives (task behavior) The amount of socioeconomic support a leader provides (relationship behavior) The readiness level that f

45、ollowers exhibit in performing a specific task, function, or objective Therefore, effective leadership helps employees become competent and instills confidence in employees that they can do the job.Diff: 2Learning Outcome: Discuss the total cost of quality and compare the common methods of managing

46、qualityLO: 14.1 Discuss how to organize teams for maximum performance.AACSB: Interpersonal Relations and TeamworkType: Concept55) Differentiate between little s or big S self-directed work teams.Answer: Self-directed work teams are identified as either little s or big S teams. Little s self-directed

47、 work teams are made up of employees empowered to identify opportunities for improvement, select improvement projects, and complete implementation. Big S self-directed teams are involved in managing the different functions of the company without a traditional management structure. These types of tea

48、ms contain totally self-directed employees who make decisions concerning benefits, finances, pay, processes, customers, and all the other aspects of running the business. Often big S self-directed work teams hold partial ownership of the companies they work for so that they participate in the benefits of their