CSQA Prep - Chapter 2- Quality Leadership

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  • 1/55 Questions

    1. What level of management is most critical to the successful implementation of a quality program? (p. 2-4)

    • Middle Managment
    • Executive Management
    • Project Managment
    • Release Managment
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CSQA Prep - Chapter 2- Quality Leadership - Quiz
About This Quiz

This quiz tests out your knowledge from Chapter 2 - Quality Leadership.

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  • 2. 

    What level of management is typically the weak link in quality management efforts? (p. 2-4)

    • Release Management

    • Executive Management

    • Middle Managment

    • Program Managment

    Correct Answer
    A. Middle Managment
    Explanation
    As the slowest group to accept the process, middle management is the weakest link in most quality
    management efforts.

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  • 3. 

    The person who accepts personal responsibility for the success of quality management without being assigned the responsibility. (p. 2-5)

    • Quality Assurance Team Lead

    • Project Lead

    • Executive Manager

    • Quality Champion

    Correct Answer
    A. Quality Champion
    Explanation
    This is the
    person who accepts personal responsibility for the success of quality management without being
    assigned the responsibility.

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  • 4. 

    The two biggest mistakes usually made when implementing a quality management environment. (p. 2-6)Please Select TWO.

    • Understanding Cultural Changes

    • Lack of process flow

    • Weak communication strategy

    • Time Required for accompishing changes

    Correct Answer(s)
    A. Understanding Cultural Changes
    A. Time Required for accompishing changes
    Explanation
    The
    biggest mistake usually made when implementing a quality management environment is
    underestimating the cultural changes that must occur and the time required for accomplishing these
    changes.

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  • 5. 

    If the Traditional Management philosophy is Fire Fighting, than what is the Quality Management philosophy approach? (p. 2-6)

    • Continuous Process Improvement

    • Teamwork

    • Using the process

    • Refinement of the Process

    Correct Answer
    A. Continuous Process Improvement
    Explanation
    From Table 2.1 on p. 2-6

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  • 6. 

    If the Traditional Management philosophy is Who Made the Error, than what is the Quality Management philosophy approach? (p. 2-6)

    • Who created the error?

    • What allowed the error?

    • What process was missed that lead to error?

    • When was error missed?

    Correct Answer
    A. What allowed the error?
    Explanation
    From Table 2.1 on p. 2-6

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  • 7. 

    If the Traditional Management culture change is an Undirected Relationship for Suppliers, than what is the cultural change approach for Quality Management? (p. 2-7)

    • Leveling

    • Communication Approach

    • Partnership

    • Point to Point

    Correct Answer
    A. Partnership
    Explanation
    From Table 2.2 on p. 2-7

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  • 8. 

    Name at least 4 of the 7 Quality Management culture values for the Role of Manager. (p. 2-7)Please select 4 of the 5.

    • Communicate

    • Consult

    • Delegate

    • Shadowing

    • Mentoring

    Correct Answer(s)
    A. Communicate
    A. Consult
    A. Delegate
    A. Mentoring
    Explanation
    From Table 2.2 on p. 2-7

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  • 9. 

    If a manager works within the system to follow accepted practices, than what does a Leader do? (p. 2.-7)

    • The leader determines the optimal path to take and then delegates

    • The Leader determines where the organization needs to be, and then does what is necessary to get there.

    • The Leader polls his staff on what direction to take

    Correct Answer
    A. The Leader determines where the organization needs to be, and then does what is necessary to get there.
    Explanation
    While a manager works within the system
    following the accepted practices of the system, a leader determines where the organization needs to
    be, and then does what is necessary to get there.

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  • 10. 

    Name the 3 fundamental mistakes a would-be IT Leader can make. (p. 2-8)Select 3 of the 5.

    • Isolation

    • Slow response

    • Ineffective communication

    • Inability to reward

    • Lack of business perspective

    Correct Answer(s)
    A. Isolation
    A. Inability to reward
    A. Lack of business perspective
    Explanation
    • Isolation
    Leaders must maintain regular, if not frequent, contact with a significant percentage of
    the people they manage. Typical criticism centers on their preoccupation with
    technology, their inability to see the big picture, and their fondness for tasks rather than
    a genuine interest in the organization.
    • Inability to reward
    Managers who lack the ability or do not take the time to reward are never able to build
    employee commitment. When performance is measured against possibility,
    extraordinary rewards are warranted.
    • Lack of business perspective
    Business perspective is the ability to take advantage of opportunities, articulate goals,
    effectively deploy resources, take risks and accept responsibility for

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  • 11. 

    Name the 3 three new behaviors that are required of quality leaders. (p. 2-8,9)Select 3 of 5.

    • Modeling

    • Shadowing

    • Mentoring

    • Coaching

    • Reinforcing

    Correct Answer(s)
    A. Modeling
    A. Coaching
    A. Reinforcing
    Explanation
    See detail on page 2-8 and 2-9

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  • 12. 

    If the Quality Leader Behavior Model Characteristic is SUBSTANCE then what is the behavior demonstrated? (p. 2-10)

    • Help others achive needed substance.

    • Instruct others to refine substance.

    • Groth and maintenance of substance

    Correct Answer
    A. Help others achive needed substance.
    Explanation
    From Table 2-3 on p. 2-10

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  • 13. 

    If the Quality Leader Behavior Model Characteristic is OPPORTUNITIES then what is the behavior demonstrated? (p. 2-10)

    • Enpowerment of others

    • Creation of opportunities for others to make uninhibited contributions to enterprise

    • Creation of opportunities for new team members

    Correct Answer
    A. Creation of opportunities for others to make uninhibited contributions to enterprise
    Explanation
    From Table 2.3 on page 2-10

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  • 14. 

    Name 3 of the quality behavior characteristics. (p. 2-10)Select 3 of 5.

    • Substance

    • Decisiveness

    • Growth

    • Obstacles

    • Clarity of purpose

    Correct Answer(s)
    A. Substance
    A. Growth
    A. Obstacles
    Explanation
    From Table 2.3 on p. 2-10

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  • 15. 

    When senior employees pass their experience and insights to junior employees this is known as… (p. 2-10)

    • Hand Holding

    • Coaching

    • Mentoring

    Correct Answer
    A. Mentoring
    Explanation
    Mentoring allows the more senior employees a means to pass their experience and insights to
    junior employees.

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  • 16. 

    Competition is a key to successful quality improvement. True of False. (p.2-11)

    • TRUE

    • FALSE

    Correct Answer
    A. FALSE
    Explanation
    It stifles communication and creates barriers between functions.

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  • 17. 

    What type of training should create knowledge of the defined topic and initiate some action associated with that topic? (p. 2-11)

    • Ability Discernment Training

    • Awarness Training

    • Active Interface Training

    • Communication Training

    Correct Answer
    A. Awarness Training
    Explanation
    Awareness training should create knowledge of the defined
    topic and initiate some action associated with that topic; however, these objectives do not have to
    occur simultaneously.

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  • 18. 

    Name the 3 of 5 tasks you must undertake to PREPARE for Awareness Training. (p. 2-12)Select 3 of 5

    • Select Awareness Topic

    • Engage Customer

    • Define Customer Benefits

    • Secure Funding

    • Identify the topic's customers

    Correct Answer(s)
    A. Select Awareness Topic
    A. Define Customer Benefits
    A. Identify the topic's customers
    Explanation
    The other two include: Define the Objectives and Develop Administrative Planning

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  • 19. 

    The process that transfers decision making from management to employees. (p. 2-14)

    • Enlisting

    • Engagement

    • Enrollment

    • Empowerment

    Correct Answer
    A. Empowerment
    Explanation
    Empowerment is a process that transfers decision making from management to employees. It is a
    concept that enriches an employee’s job and enables quick actions to be taken.

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  • 20. 

    Name the three approaches to quality management implementation. (p. 2-15)Select 3 of 5.

    • The Top-Down Approach

    • The End to End Approach

    • The Bottom Up Approach

    • The Middle-Out Approach

    • The Endless Loop Approach

    Correct Answer(s)
    A. The Top-Down Approach
    A. The Bottom Up Approach
    A. The Middle-Out Approach
    Explanation
    No organization has a perfect quality management environment. All are striving to achieve the
    optimum management philosophy, and organizations can be anywhere along the quality
    management continuum. By forming a quality function, some level of commitment and
    organizational structure exists that could be called quality management.

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  • 21. 

    Which approach to quality management has the best chance of success? (p. 2-15)

    • The Top Down Approach

    • The Endless Loop Approach

    • The Middle-Out Approach

    • The Bottom Up Approach

    • The End to End Approach

    Correct Answer
    A. The Top Down Approach
    Explanation
    It fosters management involvement.

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  • 22. 

    Name the 3 major functions of the Process Management Committees. (p. 2-16)Select 3 of 5

    • Develop Plans

    • Solicit Funding

    • Engage Customers

    • Form Teams

    • Oversee Practices

    Correct Answer(s)
    A. Develop Plans
    A. Form Teams
    A. Oversee Practices
    Explanation
    See Figure 2.1 on p. 2-16

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  • 23. 

    What is the role of a Quality Council? (p. 2-16)Select 3 of 5

    • Commit Resources

    • Engage Customer

    • Form Committees

    • Approve Plans

    • Develop Plans

    Correct Answer(s)
    A. Commit Resources
    A. Form Committees
    A. Approve Plans
    Explanation
    See Figure 2.1 on p. 2-16

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  • 24. 

    Name the Team Development Phases. (p. 2-19)Selecxt 4 of 5

    • Transforming

    • Forming

    • Conforming

    • Norming

    • Storming

    Correct Answer(s)
    A. Forming
    A. Conforming
    A. Norming
    A. Storming
    Explanation
    The use of teams is critical in a quality management environment. As a result, understanding the
    team life cycle is important in order to set proper expectations for the team and to help it
    communicate and function effectively. Teams go through these four phases.

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  • 25. 

    What is FIRO? (p. 2-19)

    • Future Independent Reach Out

    • Fundamental Interpersonal Relations Orientation

    • Fundamental Interpolation Relevant Outreach

    Correct Answer
    A. Fundamental Interpersonal Relations Orientation
    Explanation
    It’s a technique to build group compatibility

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  • 26. 

    The compatibility-incompatibility type that reflects the degree to which two personal equally satisfy each other’s behavior preferences. (p. 2-21)

    • Originator Compatibility

    • Reciprocal Compatibility

    • Interchange Compatibility

    Correct Answer
    A. Reciprocal Compatibility
    Explanation
    This reflects the degree to which two persons reciprocally satisfy each other’s behavior
    preferences (the degree to which each person’s behavior is in accord with the other’s needs). If
    one person wants the other to express much affection and the other does so, there is
    compatibility in the area of affection. But if one member is frustrated because the other doesn’t
    express enough affection, incompatibility results.

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  • 27. 

    What is the most difficult decision-making process compared to authority, voting or avoidance (no decision making)? (p. 2-21)

    • Coin Toss Approach

    • Consensus

    • Controlling Meetings

    • Blind Poll

    Correct Answer
    A. Consensus
    Explanation
    With the consensus technique, each member must accept the agreed-upon resolution and be willing
    to support it, even if it was not their favorite choice. Everyone participates and there is no voting.
    Using consensus provides teams an opportunity to reach high-quality decisions with total team
    commitment. Team members have an in-depth understanding of the underlying concern or issues,
    trust, willingness to explore, and mutual respect for each other.

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  • 28. 

    According to author James R. Baehler, name 3 of the basic attributes of executive management. (p. 2-24)Select 3 of 5

    • Purposeful

    • Engagement

    • Competent

    • Confident

    • Speaking Ability

    Correct Answer(s)
    A. Purposeful
    A. Competent
    A. Confident
    Explanation
    See page 2-24 for listing of all 6 attributes as designated by James R Baehler.

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  • 29. 

    Customers indicate they are having a problem through a______________.  (p. 2-25)

    Correct Answer(s)
    complaint
    Explanation
    Complaints are the customers' way of indicating they are having a problem. Quality promotes
    turning problems into opportunities. Thus, while resolving a customer complaint the opportunity
    can be used to improve customer relationships.

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  • 30. 

    Name 2 of the 3 elements of Conformity Behavior.  (p. 2-25)Select 2 of 3

    • Indentifying a Group

    • Shadow Behavior

    • Desired Group Standard

    • HR engagement pratices

    • How to deal with non-conformity

    Correct Answer(s)
    A. Indentifying a Group
    A. Desired Group Standard
    A. How to deal with non-conformity
    Explanation
    Conformity behavior states that individuals in a group tend to conform to an acceptable standard of
    behavior by the group. For example, people walk into an elevator and face the door. Facing the
    door is a perceived group standard that has general acceptance, therefore, when one person in the
    elevator faces the door, others coming into the elevator will do the same.

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  • 31. 

    Name the 4 steps to complaint resolution. (p. 2-26)Select 4 of 5.

    • Get on your customers wavelength

    • Report creation

    • Get the Facts

    • Establish and action program

    • Follow up with customer

    Correct Answer(s)
    A. Get on your customers wavelength
    A. Get the Facts
    A. Establish and action program
    A. Follow up with customer
    Explanation
    Research shows that complaints must be resolved within four minutes and the customer should be
    receiving a solution to his or her problem. Dr. Leonard Zunin, a human relations consultant, in his
    book Contact: The First Four Minutes, states that unless a customer is satisfied within four
    minutes, the customer will give up on you. They will sense that you have not accepted the urgency
    of the problem they are expressing to you. You have not accepted the problem as your problem,
    and you are not the one to solve their problem.

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  • 32. 

    Improving processes is most effective when using people who are not intimately involved with that process on a day to day basis. True or False?  (p. 2-29)

    • TRUE

    • FALSE

    Correct Answer
    A. FALSE
    Explanation
    The users of the process know the strengths and weaknesses of the process and are aware of the types of process change that can facilitate the use of the process.

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  • 33. 

    The totality of practices that management uses that effect how workers perform is known as the___________   ___________. (p. 2-30)

    Correct Answer
    Quality Environment
    Explanation
    The quality environment is the totality of practices that management uses that effects how workers
    perform. It is the attitudes, values, ethics, policies, procedures and behavior of management that
    sets the example for work in the organization. For example, if management is ethical and
    customers over pay their accounts, they will be refunded the overpayment. If IT management
    recognizes that they would not have any work task to perform if not for the users, then the users
    will be treated as very important people and their desires would be important to the IT organization.
    On the other hand, if IT users are viewed as not knowing the requirements and over demanding,
    they will be treated as unimportant to the IT organization.

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  • 34. 

    What is COSO? (p. 2-30)

    • Committee of Sponsored Orientation

    • Click of Seven Oafs.

    • Community of Sensory Orientation

    • Committee of Sponsoring Organizations

    • Committee of Shadowing Organizations

    Correct Answer
    A. Committee of Sponsoring Organizations
    Explanation
    Five major accounting associations (Financial Executives International, American Institute of
    Public Accountants, American Accounting Association, The Institute of Internal Auditors, and the
    Institute of Management Accountants), formed a group known as COSO (Committee of
    Sponsoring Organizations), to provide guidance on evaluating internal control.

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  • 35. 

    Name the 3 of the 6 attributes that COSO identified for an effective quality environment.  (p. 2-32)Select 3 of 6.

    • Integrity and Ethical Values

    • Commitment to Compliance

    • Commitment to Competence

    • Assignment of Authority & Responsibility

    • Purposeful Objectives

    Correct Answer(s)
    A. Integrity and Ethical Values
    A. Commitment to Competence
    A. Assignment of Authority & Responsibility
    Explanation
    see Page 2-31 for the six attributes are briefly described below together with the COSO control objectives for that
    attribute.

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  • 36. 

    Name 3 of the core values on which the Malcolm Baldrige National Quality Award model is based. (p. 2-34)Select 3 of 5.

    • Visionary Leadership

    • Early and Often Employee Engagement

    • Customer Driven Excellence

    • Managing for Innovation

    • Focus on the Present

    Correct Answer(s)
    A. Visionary Leadership
    A. Customer Driven Excellence
    A. Managing for Innovation
    Explanation
    These values and concepts are embedded beliefs and behaviors found in highperforming
    organizations. They are the foundation for integrating key business requirements
    within a results-oriented framework that creates a basis for action and feedback.

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  • 37. 

    Communication must only be downward from senior management. True or False? (p.2-41)

    • TRUE

    • FALSE

    Correct Answer
    A. FALSE
    Explanation
    Communication must not only be downward from senior management but must include communication upwards from the lowest levels to senior management.

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  • 38. 

    Corporate governance is a procedural problem. True or False? (p. 2-42)

    • TRUE

    • FALSE

    Correct Answer
    A. FALSE
    Explanation
    It is a people problem. People must be motivated and convinced that senior management wants the governance implemented and enforced.

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  • 39. 

    Establishment of channels of communication for people to report suspected improprieties is one of the control objectives of communication. True or False? (p. 2-42)

    • TRUE

    • FALSE

    Correct Answer
    A. TRUE
    Explanation
    As defined by COSO.

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  • 40. 

    Criticism should be done in a one on one basis. True or False? (p. 2-42)

    • TRUE

    • FALSE

    Correct Answer
    A. TRUE
    Explanation
    Only the individual being criticized should be aware that the criticism is occurring.

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  • 41. 

    What are the 3 steps of the listening process? (p. 2-46)Select 3 of 5.

    • Hearing the Speaker

    • Attending to the Speaker

    • Direct Engagement of Speaker

    • Listening to the Speaker

    • Understanding the Speaker

    Correct Answer(s)
    A. Hearing the Speaker
    A. Attending to the Speaker
    A. Understanding the Speaker
    Explanation
    The listening process involves three separate steps: 1) hearing the speaker, 2) attending to the
    speaker, and 3) understanding the speaker. The practice of listening requires these three listening
    steps to occur concurrently. Mastering each of these steps will help improve your listening abilities.

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  • 42. 

    Name 4 of the 5 types of of Listening. (p. 2-48)

    • Discriminative

    • Comprehensive

    • Therapeutic

    • Awareness

    • Critical

    Correct Answer(s)
    A. Discriminative
    A. Comprehensive
    A. Therapeutic
    A. Critical
    Explanation
    There are five types of listening. While people can listen several different ways
    concurrently, normally listening is limited to one of the five types. The type chosen will
    have an impact on the ability to understand what the speaker is saying. When one has
    deciphered the information channel (i.e., what the subject is) and related the importance
    of that subject to the audience, listening must be adjusted to ensure that we get the
    message we need.

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  • 43. 

    A Mission Statement explains why a ______________exists an what is designed to accomplish. (p. 2-48)

    Correct Answer(s)
    company
    organization
    activity
    Explanation
    It clearly and concisely describes the work that is done, providing
    direction and a sense of purpose. The mission should focus on products and services and be
    customer-oriented. During implementation, the mission is constrained by the vision and values.

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  • 44. 

    AVision Statement establishes where the organization desires to go from its ________state. (p. 2-49)

    Correct Answer(s)
    current
    Explanation
    The vision establishes where the organization desires to move from its
    current state. It gives everyone a direction to work towards. Senior management should establish
    the vision, ensuring how it contributes to the business is clear. A vision is simple and concise, and it
    should be understood and supported by all.

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  • 45. 

    What is the purpose of a Goal? (p. 2-49)

    • Explains purpose.

    • Explains how vision is to be achieved.

    • Allows for measuring progress.

    • Explains how mission is to be achieved.

    Correct Answer
    A. Explains how vision is to be achieved.
    Explanation
    Goals explain how the vision will be achieved. For example, if an organization's vision is to
    produce defect-free software, a goal might be to have no more than one defect per thousand lines of
    code. Goals change as an organization moves closer to accomplishing the vision. Well-developed
    programs are necessary to achieve the goals.

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  • 46. 

    When compared to objectives, goals tend to be more global and _______________________. (p. 2-49)

    Correct Answer
    non-quantitative
    nonquantitative
    Explanation
    Goals and objectives are often used interchangeably; however, goals tend to be more global and
    non-quantitative. Objectives come from goals, and tend to be more specific and quantitative.

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  • 47. 

    Strategic goals should only focus on the producer. True or False? (p. 2-50)

    • TRUE

    • FALSE

    Correct Answer
    A. FALSE
    Explanation
    Strategic quality management goals must focus on both the producer and the customer. Short-term
    goals should:

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  • 48. 

    An example of a short term goal is High Customer Satisfaction activities. True or False?  (p. 2-50)

    • TRUE

    • FALSE

    Correct Answer
    A. FALSE
    Explanation
    High Customer Satisfaction activities is a long term goal.

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  • 49. 

    Goals tell you how to conduct business. True or False? (p. 2-51)

    • TRUE

    • FALSE

    Correct Answer
    A. FALSE
    Explanation
    Values or guiding principles tell how to conduct business. They define an organization’s culture/personality.

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  • Current Version
  • Mar 22, 2023
    Quiz Edited by
    ProProfs Editorial Team
  • Feb 23, 2010
    Quiz Created by
    Uhgcsqa

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