ARE 112 UPDATED END OF COURSE QUESTIONS AND
SOLUTIONS RATED A+
✔✔In the HBR article "What Makes a Leader" the author stated:
a. Self-awareness is important
b. Industry knowledge is necessary for some level of the expert power
c. both a. and b. are correct
d. neither a. nor b. are correct - they author says they are characteristics but not the
attributes that really make a leader - ✔✔c. both a. and b. are correct
✔✔In the HBR article "What Leaders Really Do" the author stated
a. leadership and management are similar
b. leadership and management are dissimilar
c. both share in complexity and change
d. both a. and c. are correct
e. both b. and c. are correct - ✔✔b. leadership and management are dissimilar
✔✔In the HBR article "What Leaders Really Do" the author stated that leaders:
a. plan
b. organize
c. struggle thru change
d. both a. and c.
e. a. and b. and c. are all correct - ✔✔c. struggle thru change
✔✔19. The Art of War book had to do with:
a. operations
b. personal mission
c. change management
d. strategy - ✔✔d. strategy
✔✔A __________________________ decision is one in which all members agree on
the course of action:
a. consensus
b. unanimous
c. majority
d. nominal
e. non-conflict - ✔✔a. consensus
✔✔The idea of bargaining power others in the business setting was part of the:
a. balanced score card
b. marketing mix
c. five forces model
d. BCG growth-share matrix
e. all the above are correct - ✔✔c. five forces model
,✔✔In the Duke hospital case they used _________________ in solving the problems.
a. teams
b. BPR's
c. communications
d. a. and c. were used
e. a. and b. and c. were all used - ✔✔a. and b. and c. were all used
Used the balanced scorecard
Also used communication,
cross-functional teams,
& BPR to solve problems
✔✔The dog was part of the:
a. balanced score card
b. marketing mix
c. five forces model
d. BCG growth-share matrix
e. all the above are correct. - ✔✔d. BCG growth-share matrix
✔✔A common theme(s) that can be seen in the Duke hospital case and the IBM book
was (were):
a. ideas from the four p's
b. the balanced score card application
c. cross-functional teams
d. both a. and c. are correct
e. a. and b. are correct - ✔✔c. cross-functional teams
✔✔An objective in the theory of constraints is to
a. balance the capacity of each operation in the plant so that all operations will produce
at the same pace.
b. balance the flow of work by allowing the most binding constraint to set the pace for
the plant.
c. balance the capacity of each operation by recognizing the variability within the
system.
d. balance the flow of work by allowing each operation to produce at it's own pace.
e. none of the above. - ✔✔b. balance the flow of work by allowing the most binding
constraint to set the pace for the plant.
✔✔The Hawthorn experiment resulted, in part, in the recognition of the importance of
_______________ .
a. job design
b. reward power
c. administration
d. both a. and b.
, e. both a. and c. - ✔✔a. job design
✔✔The problem with statistical fluctuations in the production process is:
a. they cannot be measured
b. they may affect dependent events
c. they accumulate
d. both b. and c. are correct
e. a and b and c are all correct - ✔✔b. they may affect dependent events
c. they accumulate
d. both b. and c. are correct
✔✔The shortwall-longwall example in class concerned, or was an example of, the
importance of recognizing ________________ in how organizations behave:
a. work rules
b. technology
c. communications
d. all the above - ✔✔b. technology
✔✔Subsystems are part of the:
a. VP Analysis
b. Classical School
c. STS
d. All the above - ✔✔c. STS
✔✔Solving performance gaps and alignment issues that nudge the organization to
operate better are:
a. STS components
b. Value goals
c. Incremental changes
d. Desired outcomes of transformational change - ✔✔c. Incremental changes
✔✔32. In the theory of constraints, the pace of a non-bottleneck production operation is
controlled by the pace of
a. the previous (upstream) operation.
b. the next (downstream) operation.
c. a bottleneck operation.
d. another non bottleneck operation - ✔✔c. a bottleneck operation.
✔✔33. Administrative costs within the firm are an example of:
a. the classical school of management - this is just the administration of the firm
b. the structural subsystem
c. transaction costs
d. all the above are correct
e. none of these. - ✔✔c. transaction costs
SOLUTIONS RATED A+
✔✔In the HBR article "What Makes a Leader" the author stated:
a. Self-awareness is important
b. Industry knowledge is necessary for some level of the expert power
c. both a. and b. are correct
d. neither a. nor b. are correct - they author says they are characteristics but not the
attributes that really make a leader - ✔✔c. both a. and b. are correct
✔✔In the HBR article "What Leaders Really Do" the author stated
a. leadership and management are similar
b. leadership and management are dissimilar
c. both share in complexity and change
d. both a. and c. are correct
e. both b. and c. are correct - ✔✔b. leadership and management are dissimilar
✔✔In the HBR article "What Leaders Really Do" the author stated that leaders:
a. plan
b. organize
c. struggle thru change
d. both a. and c.
e. a. and b. and c. are all correct - ✔✔c. struggle thru change
✔✔19. The Art of War book had to do with:
a. operations
b. personal mission
c. change management
d. strategy - ✔✔d. strategy
✔✔A __________________________ decision is one in which all members agree on
the course of action:
a. consensus
b. unanimous
c. majority
d. nominal
e. non-conflict - ✔✔a. consensus
✔✔The idea of bargaining power others in the business setting was part of the:
a. balanced score card
b. marketing mix
c. five forces model
d. BCG growth-share matrix
e. all the above are correct - ✔✔c. five forces model
,✔✔In the Duke hospital case they used _________________ in solving the problems.
a. teams
b. BPR's
c. communications
d. a. and c. were used
e. a. and b. and c. were all used - ✔✔a. and b. and c. were all used
Used the balanced scorecard
Also used communication,
cross-functional teams,
& BPR to solve problems
✔✔The dog was part of the:
a. balanced score card
b. marketing mix
c. five forces model
d. BCG growth-share matrix
e. all the above are correct. - ✔✔d. BCG growth-share matrix
✔✔A common theme(s) that can be seen in the Duke hospital case and the IBM book
was (were):
a. ideas from the four p's
b. the balanced score card application
c. cross-functional teams
d. both a. and c. are correct
e. a. and b. are correct - ✔✔c. cross-functional teams
✔✔An objective in the theory of constraints is to
a. balance the capacity of each operation in the plant so that all operations will produce
at the same pace.
b. balance the flow of work by allowing the most binding constraint to set the pace for
the plant.
c. balance the capacity of each operation by recognizing the variability within the
system.
d. balance the flow of work by allowing each operation to produce at it's own pace.
e. none of the above. - ✔✔b. balance the flow of work by allowing the most binding
constraint to set the pace for the plant.
✔✔The Hawthorn experiment resulted, in part, in the recognition of the importance of
_______________ .
a. job design
b. reward power
c. administration
d. both a. and b.
, e. both a. and c. - ✔✔a. job design
✔✔The problem with statistical fluctuations in the production process is:
a. they cannot be measured
b. they may affect dependent events
c. they accumulate
d. both b. and c. are correct
e. a and b and c are all correct - ✔✔b. they may affect dependent events
c. they accumulate
d. both b. and c. are correct
✔✔The shortwall-longwall example in class concerned, or was an example of, the
importance of recognizing ________________ in how organizations behave:
a. work rules
b. technology
c. communications
d. all the above - ✔✔b. technology
✔✔Subsystems are part of the:
a. VP Analysis
b. Classical School
c. STS
d. All the above - ✔✔c. STS
✔✔Solving performance gaps and alignment issues that nudge the organization to
operate better are:
a. STS components
b. Value goals
c. Incremental changes
d. Desired outcomes of transformational change - ✔✔c. Incremental changes
✔✔32. In the theory of constraints, the pace of a non-bottleneck production operation is
controlled by the pace of
a. the previous (upstream) operation.
b. the next (downstream) operation.
c. a bottleneck operation.
d. another non bottleneck operation - ✔✔c. a bottleneck operation.
✔✔33. Administrative costs within the firm are an example of:
a. the classical school of management - this is just the administration of the firm
b. the structural subsystem
c. transaction costs
d. all the above are correct
e. none of these. - ✔✔c. transaction costs
