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CIA PT 3 > IA Knowledge V > Flashcards

IA Knowledge V Flashcards

1
Q

Groups that collaborate but do not have a purpose toward express performance objectives and results.

A

Work groups

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2
Q

Conformance to a quality specification expressed as a specified range around a target.

A

Zero defects conformance

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3
Q

A geographically dispersed organization that is linked together through electronic communications.

A

Virtual organization

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4
Q

Teams that are dispersed geographically and primarily communicate via electronic methods.

A

Virtual teams

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5
Q

A model to analyze an organization’s value creation activities.

A

Value chain

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6
Q

A circumstance where an organization owns and controls several different subsidiaries to promote cost and efficiency benefits.

A

Vertical integration

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7
Q

An integrated quality management system that involves managers and employees and uses quantitative methods to continually improve an organization’s processes.

A

Total quality management (TQM)

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8
Q

The process in which people acquire the capabilities (knowledge and skills acquisition and development) to help them achieve organizational goals and objectives.

A

Training

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9
Q

A smaller group of individuals that has been organized to accomplish a common purpose and performance objectives.

A

Team

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10
Q

A series of measurements taken at successive points in time or over successive periods of time (hours, days, months, etc.).

A

Time series analysis

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11
Q

A strategic approach to attracting, developing, engaging, and retaining the right people to meet current and future business needs.

A

Talent management

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12
Q

A group charged with the completion of a task; the group’s formal existence is expected to end with the completion of the assigned task.

A

Task group

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13
Q

A common way to analyze internal and external information; SWOT stands for Strengths, Weaknesses, Opportunities, and Threats.

A

SWOT analysis

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14
Q

When cooperative efforts bring about a result that is much stronger and advantageous than the sum of the individual parts alone.

A

Synergy

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15
Q

A method for analyzing the elements of industry structure and the factors that affect and drive industry competition.

A

Structural analysis

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16
Q

A group that is dictated by an organization’s formal organizational chart or governance structure, typically with an appointed supervisor and subordinates.

A

Structural group

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17
Q

The process organizations use to determine where they want to be and how they will get there.

A

Strategic planning

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18
Q

The plans and means for developing advantageous positions and outcomes.

A

Strategy

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19
Q

The process of identifying human capital needs for the internal audit function and internal audit activities and ensuring that qualified individuals are available for engagements.

A

Staffing

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20
Q

A document that indicates how an organization will carry out its mission, vision, goals, and objectives, given factors in the internal and external environments.

A

Strategic plan

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21
Q

The amount of additional time an activity can consume without delaying a project past the expected completion date.

A

Slack time

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22
Q

An analytical method in which random fluctuations from the irregular component of the time series are averaged out.

A

Smoothing

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23
Q

A widely used quantitative analysis technique in which software tools model the operation of a system and perform various computations.

A

Simulation

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24
Q

A quality process improvement approach that focuses on the customer experience by reducing the number of defects in a process until they approach statistical insignificance.

A

Six Sigma

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25
Q

Developing a conceptual scenario of the future based on a well-defined set of assumptions.

A

Scenario writing

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26
Q

A type of analysis that describes how changes in probabilities and/or changes in payoffs affect a recommended decision alternative.

A

Sensitivity analysis

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27
Q

The amount of risk an organization is willing to accept in pursuit of value.

A

Risk appetite

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28
Q

A type of conformance that requires all products or services to meet a target value exactly, with no variation.

A

Robust quality conformance

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29
Q

Refers to not having complete ownership and financial responsibility for value chain areas.

A

Quasi-integration

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30
Q

The process of generating a pool of qualified applicants for an organization’s jobs.

A

Recruitment

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31
Q

An organization’s standards of excellence for product or service output.

A

Quality

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32
Q

An in-depth review of a company’s processes and strategy from a quality standpoint, including analysis of best and worst practices.

A

Quality audit

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33
Q

The process of planning, organizing, directing, and controlling an organization’s resources (people, equipment, time, and money) so that objectives can be met within defined scope, time, and cost constraints.

A

Project management

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34
Q

Forecasting methods that involve the use of expert judgment.

A

Qualitative forecasting methods

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35
Q

Refers to the quantity of an organization’s outputs (products and services) in relationship to the inputs (human and physical resources).

A

Productivity

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36
Q

A project management tool used to schedule, organize, and coordinate tasks within a project.

A

Program evaluation review technique (PERT)

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37
Q

The sale of a government-owned operation to a private investor.

A

Privatization

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38
Q

A two-dimensional graphic representation of an operation in terms of the flow of activity through the process. Examines the combination of inputs, tasks, and responsibilities that comprise a process.

A

Process-flow analysis

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39
Q

An effort to be the first, or at least an early, entrant in a market and become the market leader.

A

Pioneering

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40
Q

A method to decide issues based on their merits rather than on competitive or cooperative negotiating tactics.

A

Principled negotiation

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41
Q

A histogram that breaks down quality problems into their various causes and lists them from most to least prevalent.

A

Pareto diagram

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42
Q

A process that measures the degree to which an employee accomplishes the work requirements stated in the performance standards and then communicates that information to the employee.

A

Performance appraisal

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43
Q

A structure that involves relationships between multiple organizations or separate entities within an organization that perform different aspects of work.

A

Network structure

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44
Q

A strategy that focuses on the entire organization and its plans for moving into the future and achieving its goals and objectives.

A

Organizational strategy

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45
Q

A process of bargaining between two or more parties to try to reach a mutually acceptable outcome.

A

Negotiation

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46
Q

A type of analysis that involves evaluating the network of tasks and functions that contribute to a project in order to determine the most efficient path for reaching the project goals.

A

Network analysis

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47
Q

An industry in which the products and services are segmented by country and are not competitive from country to country.

A

Multidomestic industry

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48
Q

An appraisal method that solicits evaluation feedback from everyone an employee interacts with, including subordinates, superiors, and internal and external customers, as well as the employee.

A

Multisource rating

49
Q

A project scheduling technique that divides a project into sequential activities with estimated start and completion times.

A

Milestone chart

50
Q

A smoothing method that uses the average of the most recent data value set of a given time period

A

Moving averages method

51
Q

A process in which a neutral third party intervenes to help parties in a dispute negotiate their differences

A

Mediation

52
Q

A process whereby a mentor who has developed certain expertise shares that expertise with a protege.

A

Mentoring

53
Q

Cues in the marketplace about an organization’s actions or possible actions.

A

Market signals

54
Q

An industry that is fairly well established.

A

Mature industry

55
Q

Skills that involve managing the people and processes that accomplish specific organizational objectives; include planning, organizing, staffing, directing, monitoring, and controlling

A

Management skills

56
Q

A person who implements an organization’s strategy and provides the necessary structure for people and operations on a day-to-day basis.

A

Manager

57
Q

A person who influences others to accomplish organizational goals and objectives.

A

Leader

58
Q

Skills that relate to imparting the vision and mission of an organization, setting strategy and direction, ensuring the overall financial stability of the organization, minimizing organizational risk, and inspiring others to achieve the goals.

A

Leadership skills

59
Q

A document that lists the knowledge, skills, and abilities (KSAs) necessary to perform a job satisfactorily.

A

Job specifications

60
Q

When a scheduled task begins before its predecessor task is completed.

A

Lead time

61
Q

Adding more depth to a job by adding responsibilities.

A

Job enrichment

62
Q

A method of job enlargement where employees move between different tasks and jobs.

A

Job rotation

63
Q

The way a job and its tasks are organized; includes what the tasks are, in what order they are done, and how they are done.

A

Job design

64
Q

Broadening the scope of a job with an expansion of similar or different tasks.

A

Job enlargement

65
Q

A quality tool that uses a visual to map out a list of factors that are thought to affect a problem or a desired outcome.

A

Ishikawa diagram

66
Q

A process that identifies the activities and responsibilities of a job, its relative importance and relationship to other jobs, the personnel qualifications necessary to perform the job, and the conditions under which the work is performed.

A

Job analysis

67
Q

A growth strategy used by many organizations to control aspects of product or service development or customer buying processes.

A

Integration

68
Q

A research process that collects information on an organization’s resources, capabilities, structure, limitations, etc.

A

Internal analysis

69
Q

A learning curve analysis model that measures increased efficiency by adding the incremental time for each unit to the previous total time; average time per unit is then calculated by dividing total time by the number of units.

A

Incremental unit-time learning model

70
Q

Groups that develop on their own, without a formal decision by management; may form spontaneously in response to a function or task or from a sense of shared experiences or interests.

A

Informal groups

71
Q

A project scheduling technique that divides a project into sequential activities with estimated start and completion times.

A

Horizontal bar chart

72
Q

A lateral approach to owning and gaining control of activities at a same level of the value chain

A

Horizontal integration

73
Q

A situation in which members of a group make decisions without considering a range of alternatives and perspectives.

A

Groupthink

74
Q

A measurement of the frequency of particular elements contributing to an overall set of data

A

Histogram

75
Q

An industry in which products or services are similarly created and distributed for markets in more than one country.

A

Global industry

76
Q

The way groups and individuals act and react.

A

Group dynamics

77
Q

A project scheduling technique that divides a project into sequential activities with estimated start and completion times.

A

Gantt chart

78
Q

A type of analysis that looks at the gap between the organization and benchmark competitor that has the best quality in the industry.

A

Gap analysis

79
Q

An industry made up of a number of smaller competitors with no strong market leader.

A

Fragmented industry

80
Q

A group that is established to accomplish a specific ongoing purpose and remains in existence.

A

Functional group

81
Q

A competitive strategy in which an organization appeals to a narrower segment of the industry.

A

Focus

82
Q

Analyzing past and present data in order to project the future.

A

Forecasting

83
Q

A research process that gathers information on the external environment that might affect the industry and organization, such as factors related to the economy, government, laws and regulations, societal and cultural concerns, and technology, as well as specific industry or competitor trends.

A

External analysis

84
Q

A graphical representation of the actual or ideal path followed by any service or product; provides a visual sequence of the steps in a process, illustrates the relationship between parts, and identifies what the process does or should do.

A

Flowchart

85
Q

A forecasting method used when conditions in the past are not likely to hold in the future; involves a group of experts, each considering information and then weighing in with an opinion or conclusion regarding a specific forecast.

A

Expert judgment

86
Q

A smoothing method that uses a weighted average of past time series as the forecast; selects only one weight, that of the most recent observation

A

Exponential smoothing

87
Q

A process for analyzing external and internal factors that are important to setting and carrying out strategy.

A

Environmental analysis

88
Q

A process for analyzing external and internal factors that are important to setting and carrying out strategy.

A

Environmental scanning

89
Q

Minimizing the use of resources in a product or service process as compared to standard expectations; the ratio of the resources actually used to the resources that were planned to be used.

A

Efficiency

90
Q

An industry in the early stages of development.

A

Emerging industry

91
Q

Type of conflict that erodes relationships and derails progress toward goals.

A

Dysfunctional conflict

92
Q

Relates to outputs and the degree to which an organization’s goals and objectives are achieved.

A

Effectiveness

93
Q

A competitive strategy in which an organization strives to make its products or services different and unique in the industry.

A

Differentiation

94
Q

To sell off business units early in the decline stage by finding interested buyers.

A

Divest

95
Q

A forecasting model that attempts to develop forecasts through group consensus.

A

Delphi method

96
Q

(1) The use of research to develop new processes and products or significantly improve existing ones; (2) the process of employees gaining new capabilities that are useful for both present and future jobs.

A

Development

97
Q

A project management tool used to schedule, organize, and coordinate tasks within a project.

A

Critical path method (CPM)

98
Q

A learning curve analysis model that calculates cumulative total time by multiplying the incremental unit by the cumulative average time per unit.

A

Cumulative average-time learning model

99
Q

A statistical process that illustrates variations from normal in a situation over time.

A

Control chart

100
Q

A competitive strategy in which an organization will minimize development, advertising, and other costs in order to offer products and services at a lower cost than competitors.

A

Cost leadership

101
Q

An industry with stronger and larger leaders that give it market focus.

A

Concentrated industry

102
Q

Reducing and eliminating variations (defects) from a desired outcome (the target value).

A

Conformance

103
Q

The advantage that one organization has over competitors in realizing above-average financial performance.

A

Competitive advantage

104
Q

The data gathered about current and potential competitors.

A

Competitive intelligence

105
Q

Situation in which a party’s opportunity cost for producing a good or service, in comparison to that of other goods and services it can apply its resources toward, is lower than the opportunity cost for other parties.

A

Comparative advantage

106
Q

Performance appraisal methods in which the appraiser directly compares the performance of each employee with that of others.

A

Comparative methods

107
Q

An organizational structure with many groups or teams to accomplish organizational objectives.

A

Cluster organization

108
Q

In the organizational setting, refers to specific advising for new learning and improved work performance.

A

Coaching

109
Q

The continuous process of planning and directing changes that occur within an organization to achieve an intended result.

A

Change management

110
Q

A simple visual tool used to collect and analyze data.

A

Check sheet

111
Q

Forecasting methods based on the assumption that the variable being forecast exhibits a causeand-effect relationship with one or more other variables.

A

Causal forecasting methods

112
Q

A quality tool that uses a visual to map out a list of factors that are thought to affect a problem or a desired outcome.

A

Cause-and-effect diagram

113
Q

The comparison of an organization or project to similar internal or external organizations or projects, for the purpose of determining areas for potential improvement and to identify best practices. May also be used to assess likelihood and impact of potential events across an industry.

A

Benchmarking

114
Q

A performance appraisal method that requires the appraiser to mark an employee’s level of performance on a specific form.

A

Category rating

115
Q

A cooperative negotiation approach based on shared interests and objectives; focus is on presenting exchanges of value for each party.

A

Added-value negotiating

116
Q

A process in which the parties in a dispute agree in advance that they will abide by the decision of an arbitrator who is chosen to hear both sides and make a judgment.

A

Arbitration

117
Q

An appraisal method that solicits evaluation feedback from everyone an employee interacts with, including subordinates, superiors, and internal and external customers, as well as the employee.

A

360-degree feedback

118
Q

A project scheduling technique that divides a project into sequential activities with estimated start and completion times.

A

Activity chart

CIA PT 3 (28 decks)

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