Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

MGMT 425 Quality > Final > Flashcards

Final Flashcards

1
Q

What does the Baldrige framework establish

A

measurements and knowledge management as the foundation of performance excellence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

what do measurements and indicators provide

A

they provide a scorecard of business performance that can be used at all levels of the organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

what are the key measurements and knowledge management practices for performance excellence

A
  • select, collect, align and integrate, data and information for tracking faily operations
  • select and ensure the effective use of comparative data and information
  • review org performance and capabilities using effective mathods of analysis. See how it responds to changing needs and challenges
  • use organizational findings to share lessons learned and best practices for continuous improvement
  • ensure data and information is accurate, timely, secure
  • make needed date information available and accessible to everyone
  • manage organizational knowledge to accomplish the collection and transfer of knowledge
  • ensure hardware and software are reliable, secure ets.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

what is the value of performance measurement

A
  • if you dont meaure results, you cant tell success from failures
  • if you cant see success you cant reward it- and if you cant reward success, you are probably rewarding failure
  • if you cant recognize failure, you cant correct it
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What are the different categories under the balance scorecard

A

Financial persp- profitability, growth return on inventment, economical value added and shareholder value
internal perspective: quality levels, productivity, cycle time, cost
- customer perspective= service levels, satisfaction ratings, repeat business
-innovation and learning perspective- intellectual assets, employee satisfaction, market innovations, skills development

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

what is lagging measure

A

tell what has happened

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

what is leading measure

A

predict what will happen

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

describe the casual relationships amoung categoties in the scorecard

A
  1. Learning - people and skills
  2. Internal - product and channels/ product and service quality
  3. Customer - customer satisfcation and loyalty
  4. Financial- financial and market share
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

what are the performance measurements in the baldridge criteria

A
  • product and process measures
  • customer focused measures
  • workforce focused measures
  • leadership and governance measures
  • financial and market measures
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

what is the purpose of the balanced scorecard

A
  • to translate strategy into measures that uniquely communicate your vision to the organization
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

what is analytics

A

the use of data, information technology, statistical analysis ets. to help managers gain improved insights about their business operations and make better fact based decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What are the different types of analytics

A

descriptive analytics
predictive analytics
prescriptive analitics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

what are descriptive analytics

A

the use of data to understand oast and current performances and make informed decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

what are predictive analytics

A

analyzing past performances in an effort to predict the future by examining historical data and detecting patterns

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

what are prescriptive analytics

A

using optomization to determine best practices

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

what does big data mean

A

refers to massive amount of business data from a wide variety of sources, some of which is available in real time and much is uncertain or unpredictable

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

what are the different baldridge criteria for analytics

A
  • strategy considerations - how do you collect anf analyze data
  • Performance Projections - short and long term plannigg horizon
  • perormance measures - how do you use data and information to track daily operations
  • future performance- how do you project your organizations future performace
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

how do you design an effective performance measurement system

A
  • provides a perspective of the past, present and future
  • identifying trends and progress
  • facilitating understanding of cause and effect relationships
  • providing direction and support for continuous improvement
  • allowing performance comparison benchmarks
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

how do you select performance measures

A

-fewer is better -vital key variables
-linked to key business drivers
-include a mix of past, present and future
-address needs of all stakeholders
-measures should star at the top and flow down to all levels of employees
-combine multiple indexes into a single index
change as the environment strategy changes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

what are the two different types of matrix classifications

A

run the business

change the business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

what arrethe measures for changing the business

A

measures are those most critical to the achievement of strategic objectives and evaluates organizational performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

what are the measures for run the business

A

measures are those used for daily operations including measures of accuracy,r esponsivess

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

how do you link measures to strategy

A
  • inapropriate measured lead to actions incongruent with strategies
  • appropriate measured lead to attainmenet of strategic goals
  • performance measures should align with the principle factots that determine competitive success
  • should be aligned with strategies and action plans
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

what could be three levels of process level measurements

A
  • corporative level
  • factory level
  • production line level
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

what is an enterprise resource planning

A

software packages that integrate organization information systems and provide infrastructure for managing information across the enterprise

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

what doesan outdated system do

A

eastes resources, hinders strategic deployment and rewards wrong behaviors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

what should an audit examin

A
  • wether the measurements are aligned with the organizations goals
  • whether there is a right balance between leading and and lagging measures
  • wether any gaps, blinds spots or potential conflicts exiist in the measurement system
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

what is an analysis

A 
an examination of facts and data to provide a basis for effective decisions 
ex. trends, changes, means, proportions, regression analysis, compare to achieve best in class benchmarks
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

what is interlinking

A

the quantitative mofeling of cause and effect relationships between performance measures

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

what is data mining

A

process of searching learge databases to find hidden patterns in data

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

what is comparative data

A

refers to industry averages, competitor performance, world- class benchmarks or performance measures of other organizations with similar products

32
Q

what are performance reviews

A
  • data provide the foundation for management review to
  • access organizational success
  • understand how well action plan is being achieved
  • identify priorities for improvements na dopportunities for innovation
33
Q

what is knowledge management

A

the process of identifying, capturing, and organizing knowdleg assets to create and sustain competitive advantage

34
Q

what are knowledge assets

A

accumulated intellectual resources that anorganization possesses including information, ideas etc.

35
Q

what is explicit knowledge

A

information stored in documents

36
Q

what is implicit knowledge

A

information that is formed around intangible factors resulting from individuals experience

37
Q

what should an effective knowledgement system include

A
  • a way of capturing knowledge of how a business operates
  • assimillated new knowledge into business system
  • validating and sysnthesizing new knowledge as it is aquired
  • encourages full participation of employees
38
Q

what in internal benchmarking

A

the ability to identify and transfer best oractices within the organization

39
Q

what it rapid knowledge transfer

A

discory , learning , creation, and reuse of knowledge that bcomes intellectual caiptal

40
Q

what were some of the things that the Juran center at the university of minnesota observe

A
  • despite subtantial effors, only a few US organizations have reached world class excellence
  • even fewer have sustain excellence during changes in leadership
  • most comporate failures accur with leadership
41
Q

what oiints in demings 14points address leadership

A

1
7
12
14

42
Q

what is leadership

A

the ability to positively influce people and systems under ones authority to have a meaningful impact and achieve important results

43
Q

six competencies summarized by the human develpmet and leadership division

A
  1. navigator - sharesd meaning and provides direction
  2. communicator - effectively listens and articulater messages to profive shared meaning
  3. mentor - provides others with a role to guide their actions. ex. personal relationships
  4. learner- continuously develops personal knowledge, skills and abilities
  5. buildrs - shapes processes to andstructures to allow for achievement goals
  6. motivator - influences others to take action in a desireable manner
44
Q

what are the personal seven personal leadership characteristics

A
  1. Accountability- taking responsability
  2. courage - mental and moral strenght - unknown
  3. humility - understant that they are servants if those to follow
  4. integrity - ability to discern what is right kfrom wrong and commit to the right path
  5. creativity- see posibilities and horizons
  6. prerserverance - sticking to a task
  7. well being - ability to stay health in both work and play
45
Q

what is strategic leadership

A

a persons ability to anticipate, envision, maintain flexibility, think strategically and work with others

46
Q

what are some key practices for performance excellence in leadership

A
  • set organization vision and values and deploy them through the organizations system, and to the workforce -demonstrate commitment through personal actions
  • foster a sustainable organization
  • legal and ethical behavior
  • two way communication
  • focus on action
  • balanced value for stockholders and customers
  • effective governance system - transparancy, protection of stockholders
  • support and strenghted key communities - ex. charities
47
Q

what are some of the characteristics of leadership

A
  • serve as both leaders and team members
  • importance of integrity through actions rathen than simply articulating
  • think in terms of process rather than outcomes
  • leverage the collctive process rather than outcomes
  • design work that reflects relationships rathern than hierarchy
  • anticipateenvironmental changes
  • view employees as resources
  • operate with a global mindset
48
Q

what is a leadership system

A
  • how leadership is exercised formally and informally throughout the organization. How key decisions are made and communicated to al levels.
49
Q

what is situational leadership

A

leadership styles may vary from one personto another depending on the readiness of subordinates which is characterized by their skills and abilities to perform the work and their confidence and motivation to do it

50
Q

what are the four levels of follower maturity (readiness) and associates leadership styles

A
  • unable and unwilling - directing style
  • unable but willing- coaching style
  • able but unwilling - supporting style
  • able and willing - delagating style
51
Q

what is transactional leadership

A

assumes that certain leaders may develop the ability to inspire theire subordinates to exert extrordinary efforts to achieve organizational goals - ex.rewards to influence motivation

52
Q

what is transformational leadership

A

leaders adopt behaviors that are more aligned with organizational change required by total quality and baldridge like performace excellence models

53
Q

what does the substitue for leadership theory say

A

if the characteristics of the subordinates are aligned, then having formal leadership tends to be unproductive or counterproductive

54
Q

what does emotional intelligence theory say

A

exoectations for emotional intlligence are normally not captures

  1. self-awareness
  2. self-regulation
  3. motivation
  4. empathy
  5. social skills
55
Q

what is governance

A

the system of management and controls exercised in the stewardship of an organization
ex- financial auditing
-disclosure
- shareholder reporting

56
Q

what are som societal responsibilities

A

-safety in product design and manufacturing
-security of sensitive information
-environment sustainability
community support

57
Q

what is organizational sustainability

A

the ability to address current needs and have the agility and manage skills and structures to prepare successfully for the future

58
Q

what does building and sutaining performance excellence require

A
  • effective leadership
    a commitment to change
    -the adoption of sound practices and implementation
    -contonual organizational learning
59
Q

what is culture

A

an organizations value system and ites collection of guiding principles

60
Q

where are cultural value usually seen

A

in the mission and vision statements

61
Q

what is culture driver by

A

leadership

62
Q

describe the culture of quality

A

-one in which every employee embraces the organizations quality vision, values and goals as a way of life

63
Q

what does having a culture of quality in a company ensures

A
  • know their products
    -knwo their customers
    -know their customers quality expectation
    have metric to measure quality
64
Q

strategic changes in organizational culture

A

-broad in scope which are generally externally focused and related sinificant customer, market, product

65
Q

Proces change in organizational culture

A
  • narrow in scope and deals with operations of an organization
66
Q

what is the role of the workforce for a quality culture that is sustainable

A
  • senior leadership must provide the vision
  • middle management - provide the leadership and translate leaderships vision to operations of the organizationand acts as role model for first level managers
  • workorce delivers quality and must be granted empowerment an ownership
67
Q

what are some of the barriers to entry

A
  • lack of consistancy purpose
  • lack of holistic systems perspective
  • lack of aligment and integration within with organizational ystem.
68
Q

what is alignment

A

-consistancy of plans, processes , information,resource decisions to support key organizational goals

69
Q

what in integration

A

harmonization of plans, processes, information to support key organizational goals

70
Q

what are some of the strategies for quality and performance excellence

A
  • ISO 9000
  • sIX sIGMA
  • Baldridge
  • integrateion of two more of there
71
Q

what are best practices

A

those recognized by the business community to lead to successful performances
* do not implement all the best practices - may hurt the organization

72
Q

WHAT ARE THE 5 BEST PRACTICES THAT ARE UNIVERSAL

A
  1. Cyle time analysis
  2. process value analysis
  3. process simplification
    ‘4. Strategic Planning
  4. Formal supplier certification programs
73
Q

what is the quality life cycle

A
  1. Adoption
  2. Regeneration
  3. Energizing
  4. maturation
  5. limitation stagnation
  6. Decline
74
Q

what are the basic elements for self assesment

A
  • management and involvement leadership
  • product and process design
  • product control
  • customer and supplier communications
  • quality improvement
  • employee participation
  • education and training
  • qaulity information
75
Q

what to do with evaraging self- assesment findings

A
  • prepare to be humbeled
    -talk through the findings
    recognize institutional influences
    grind out the follow up

MGMT 425 Quality (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions