Tqm Test 2

40 Questions  I  By Dhanhani
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Organization Quizzes & Trivia
TQM Test 2

  
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Questions and Answers

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  • 1. 
    List six statements that summarize the competitive scope of ISO 9000 and total quality.

  • 2. 
    Explain the origins of ISO 9000 and total quality.  How are they different?

  • 3. 
    Contrast the aims of ISO 9000 and total quality.

  • 4. 
    List three appropriate reasons for implementing ISO 9000.

  • 5. 
    What is the most appropriate rationale for implementing total quality?

  • 6. 
    Describe how you would use ISO 9000 as an entry into total quality?

  • 7. 
    ISO 9000 and total quality are interchangeable.
    • A. 

      True

    • B. 

      False


  • 8. 
    ISO 9000 is compatible with, and can be a subset of total quality.
    • A. 

      True

    • B. 

      False


  • 9. 
    ISO 9000 is never implemented in a non-total quality environment.
    • A. 

      True

    • B. 

      False


  • 10. 
    ISO 9000 can improve operations in a traditional environment.
    • A. 

      True

    • B. 

      False


  • 11. 
    ISO 9000 may be redundant in a mature total quality environment.
    • A. 

      True

    • B. 

      False


  • 12. 
    All of the following are Quality Management Principles of ISO 9000:2000 EXCEPT:
    • A. 

      Customer focus

    • B. 

      Process approach

    • C. 

      Quality system

    • D. 

      Continual improvement


  • 13. 
    All of the following are Quality Management Principles of ISO 9000:2000 EXCEPT:
    • A. 

      Customer focus

    • B. 

      Process approach

    • C. 

      Quality system

    • D. 

      Continual improvement


  • 14. 
    The largest adopter of ISO 9000:2000 is
    • A. 

      Government

    • B. 

      Manufacturing

    • C. 

      Retail.

    • D. 

      Service


  • 15. 
    ISO 9000:2000 recertification is required every:
    • A. 

      3 years.

    • B. 

      5 years.

    • C. 

      7 years.

    • D. 

      8 years.


  • 16. 
    The following statements reflect features of ISO 9000:2000 except one. Identify the exception.
    • A. 

      It requires organizations to have a planned process for improvement.

    • B. 

      Its focus is on “document what you do” requirements.

    • C. 

      It stresses evaluation of training effectiveness

    • D. 

      It is based on the premise that certain generic characteristics of management practices can be standardized


  • 17. 
    Appropriate motives for adopting ISO 9000 include which of the following?
    • A. 

      To create a quality management system

    • B. 

      To improve operations

    • C. 

      To conform to the requirements of customers

    • D. 

      All of the above


  • 18. 
    Which of the following documentation are included in the quality system?
    • A. 

      A quality policy

    • B. 

      Customer focus

    • C. 

      Commitment

    • D. 

      Teamwork


  • 19. 
    Which of the following statements outline the relationship factor?
    • A. 

      ISO 9000 and total quality are not in competition

    • B. 

      ISO 9000 and total quality are not interchangeable

    • C. 

      ISO 9000 is compatible with total quality

    • D. 

      All of the above


  • 20. 
    The characteristics of total quality are:
    • A. 

      Scientific approach to problem solving and decision making

    • B. 

      Concerned only with quality management procedures

    • C. 

      Unity of purpose—all employees, all levels

    • D. 

      Both A & C


  • 21. 
    Which of the following statements are true concerning ISO 9000?
    • A. 

      The aim of ISO 9000 is to transform organizations into competitive players in the global marketplace

    • B. 

      The aim of ISO 9000 was to create a universally recognized family of standards


  • 22. 
    An organization must address certain key practices to achieve a strategic focus on performance excellence. Which of the following is not one of them?
    • A. 

      Gather and analyze relevant data and information pertaining to such factors as the organizations strengths, weaknesses, opportunities, and threats.

    • B. 

      Develop and refine a systematic approach for conducting strategic planning and setting strategic objectives

    • C. 

      Understand the competitive environment, the principal factors that determine success, the organization’s core competencies, and strategic challenges.

    • D. 

      Execute mergers and acquisitions, with an aim to expand business globally and to form coalitions and cartels to achieve the same.


  • 23. 
    The Top key competencies critical for leadership effectiveness are all of the following EXCEPT:
    • A. 

      “articulate a tangible vision, values, and strategy.”

    • B. 

      “be people-friendly—approachable but assertive.”

    • C. 

      “be a catalyst/manager of strategic change.”

    • D. 

      “get results— manage strategy to action.”


  • 24. 
    “A person’s ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization, and its competitive advantage to the organization in this way.” This definition applies to:
    • A. 

      Organizational leadership

    • B. 

      Strategic planning

    • C. 

      Strategic leadership

    • D. 

      Long-term planning


  • 25. 
    Effective strategic leaders also have the capability to create and maintain the ability for an organization to learn, which is termed:
    • A. 

      Absorptive capacity

    • B. 

      Daptive capacity.

    • C. 

      Proactive capacity

    • D. 

      Strategic learning capacity.


  • 26. 
    The ability of an organization to change in order to deal with increasingly hyper-turbulent environments is referred to as:
    • A. 

      Proactive capacity.

    • B. 

      Pliability and malleability.

    • C. 

      Adaptive capacity.

    • D. 

      Absorptive capacity


  • 27. 
    Strategic leadership can be viewed from three levels. Which of the following is NOT one of them?
    • A. 

      Senior

    • B. 

      Entry-level

    • C. 

      Mid-level

    • D. 

      Supervisory


  • 28. 
    Characteristics of effective strategic leadership include all of the following EXCEPT:
    • A. 

      Serving as both leaders and team members

    • B. 

      Demonstrating the importance of integrity through actions rather than simply articulating it.

    • C. 

      Thinking in terms of processes rather than outcomes.

    • D. 

      Viewing employees as resources.


  • 29. 
    _____ leaders ensure that action plans are deployed throughout the organization so that essential tasks and projects may be accomplished in support of the strategic vision.
    • A. 

      Strategic

    • B. 

      Senior

    • C. 

      Mid-level

    • D. 

      Supervisory


  • 30. 
    The first set of questions in the Organizational Profile helps to provide a clear understanding of the essence of the organization, why it exists, and where senior leaders want to take the organization in the future. This comes under the heading:
    • A. 

      Why-Where Map

    • B. 

      Leadership Vision

    • C. 

      Mission and Values

    • D. 

      Organizational Environment


  • 31. 
    A _____ might include a definition of products and services the organization provides, technologies used to provide these products and services, types of markets, important customer needs, and distinctive competencies or the expertise that sets the firm apart from others.
    • A. 

      Mission statement

    • B. 

      Strategy roadmap

    • C. 

      Value statement

    • D. 

      Leadership statement


  • 32. 
    A firm’s _____ guides the development of strategies by different groups within the firm, establishes the context within which daily operating decisions are made, and sets limits on available strategic options.
    • A. 

      Values

    • B. 

      Mission

    • C. 

      Vision

    • D. 

      Operating directions


  • 33. 
    The _____ statement articulates the basic characteristics that shape the organization’s view of the future and its strategy.
    • A. 

      Value

    • B. 

      Mission

    • C. 

      Vision

    • D. 

      Leadership


  • 34. 
    _____ set an organization’s longer-term directions and guide resource allocation decisions.
    • A. 

      Management values

    • B. 

      Strategic objectives

    • C. 

      Core competencies

    • D. 

      Workforce management principles


  • 35. 
    Under which heading in the Organizational Profile do the following questions appear? What is your competitive position? What is your relative size and growth in your industry or markets served? What are the numbers and types of competitors for your organization?
    • A. 

      Organizational Description

    • B. 

      Organizational Situation

    • C. 

      Organizational Relationships

    • D. 

      Organizational Environment


  • 36. 
    Which of the following is NOT a question that appears under the heading of Organizational Environment in the Organizational Profile?
    • A. 

      What are your organization’s main product offerings?

    • B. 

      What are the key characteristics of your organizational culture?

    • C. 

      What is your workforce profile?

    • D. 

      What are your organizational structure and governance system?


  • 37. 
    Strategy development requires an environmental assessment of key factors which typically include all of the following EXCEPT:  
    • A. 

      Career development paths of maturing workforce.

    • B. 

      Early indications of major shifts in technology, markets, customer preferences.

    • C. 

      Competition, or the regulatory environment.

    • D. 

      Long-term organizational sustainability.


  • 38. 
    Effective implementation of a strategy is achieved through action plans. This is called:
    • A. 

      Proactive implementation.

    • B. 

      Installation

    • C. 

      Deployment

    • D. 

      Strategic implementation


  • 39. 
    Action plans may include all of the following EXCEPT: description of the competitive position of the firm vis-à-vis competitors. details of resource commitments and time horizons for accomplishment. the design of efficient processes. creation of an accounting system that tracks activity-level costs.
    • A. 

      Description of the competitive position of the firm vis-à-vis competitors.

    • B. 

      Details of resource commitments and time horizons for accomplishment.

    • C. 

      The design of efficient processes.

    • D. 

      Creation of an accounting system that tracks activity-level costs.


  • 40. 
    Essentially, strategy deployment links the _____, who focus on “doing the right thing”, with the _____, whose focus is on “doing things right”. management; employees leadership; supervisors thinkers; actors planners; doers
    • A. 

      Management; employees a.management; employees

    • B. 

      Leadership; supervisors

    • C. 

      Thinkers; actors

    • D. 

      Planners; doers


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