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University of Akron MANAGEMENT 6200 Chapter 2 1)Structural elements of a business include: A)           policies

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University of Akron

MANAGEMENT 6200

Chapter 2

1)Structural elements of a business include:

A)           policies.

B)            people.

C)            decision rules.

D)           computer systems.

 

2.            A(n)       is an example of an infrastructural element.

E)            building

F)            organizational structure

G)           office equipment

H)           fleet of delivery trucks

 

3.            The firm's targeted customers, time frames, and performance objectives are identified by their:

a.            mission statement.

b.            core competencies. C) business strategy.

D) functional strategy.

 

4.            Core competencies can be described as:

a.            a declaration of mission that is focused on specific skills.

b.            organizational strengths and abilities that have been developed over time.

c.             only those processes that create products or provide services.

d.            elements of the supply chain that create value.

 

 

5.            The success of a strategy depends on doing many things well and:

a.            adjusting the company mission to match what you excel at.

b.            performing at a high level.

c.             doing them better than your competitors. D) integrating among them.

 

 

6.            Which of the following statements about functional strategies is best?

a.            Functional strategies are not impacted by the mission statement; instead they are impacted by the overall business strategy.

b.            Functional strategies determine the overall business strategy.

c.             Many functional level strategies could readily be described as cross-functional.

d.            A firm's operations and supply chain strategy is more important than their marketing, finance and engineering strategies.

 

7.            No one could turn around a failing restaurant as expertly as Gordon, whose experience and cadre of trained professionals was available at a moment's notice should his services be needed. This ability, some might call it a gift, was developed to such a level that other restaurant consultants were unable to match his results. This ability is best described as his:

a.            business strategy. B) core competency.

C)            mission statement.

D)           operations and supply chain strategy.

 

8.            Which of these is NOT one of the primary objectives of an operations and supply chain strategy?

a.            To help management choose the right mix of structural and infrastructural elements, based on a clear understanding of the performance dimensions valued by customers and the trade-offs involved.

b.            To ensure that the firm's structural and infrastructural choices are strategically aligned with the firm's business strategy.

c.             To support the development of core competencies in the firm's operations and supply chains. D) To align structural and infrastructural elements to convert order winners into order qualifiers as determined by the mission statement.

 

 

9.            Which of these is a major operations and supply chain structural decision category?

a.            Organization

b.            Planning and control C) Capacity

D) Product and service development

 

10.          Which of these is a major operations and supply chain infrastructural decision category?

a.            Organization

b.            Facilities C) Capacity

D) Technology

 

 

11.          Damron Inc. wants to purchase a shear for their sheet metal shop and chooses dimensions of cost, reliability, and flexibility as critical to their long term success. They evaluate three different shears and rate their performance on each criterion on a scale from 1 (poor) to 5 (excellent). What is the value index for the shear made by Belsky Manufacturing?

 

Dimension          Importance        Belsky Mfg.        Reber Ind.           Floyd Co.

Cost       4              1              5              3

Reliability             2              5              2              1

Flexibility             3              3              3              4

 

a.            9

b.            18 C) 23

D) 81

 

12.          Damron Inc. wants to purchase a shear for their sheet metal shop and chooses dimensions of cost, reliability, and flexibility as critical to their long term success. They evaluate four different shears and rate their performance on each criterion on a scale from 1 (poor) to 5 (excellent). Which shear should be purchased?

 

Dimension          Importance        Belsky Mfg.        Reber Ind.           Estelle LLC           Floyd Co.

Cost       4              4              4              3              3

Reliability             2              3              2              3              1

Flexibility             3              2              3              3              4

 

a.            Belsky B) Reber

C)            Estelle

D)           Floyd

 

13.          Electra wants to purchase a laptop for use in her MBA program so she can work on assignments and surf the web while the professor drones on endlessly. After consulting with her colleagues, she chooses the dimensions of cost, weight, processor speed, and touchscreen capability as critical to her long term success and amusement. She evaluates four different laptops and rates their performance on each criterion on a scale from 1 (poor) to 5 (excellent). Which laptop should Electra purchase?

 

Dimension          Importance        Sir Face Toybook Air        Knockoff              High Priced

Weight 3              4              4              3              5

Speed   5              4              4              4              3

Cost       2              2              2              5              1

Touchscreen      1              5              2              3              3

 

a.            Sir Face

b.            Toybook Air C) Knockoff

D) High Priced

 

14.          Electra wants to purchase a laptop for use in her MBA program so she can work on assignments and surf the web while the professor drones on endlessly. After consulting with her colleagues, she chooses the dimensions of cost, weight, processor speed, and touchscreen capability as critical to her long term success and amusement. She evaluates four different laptops and rates their performance on each criterion on a scale from 1 (poor) to 5 (excellent). She is struggling with her assessment of the importance of the Cost criterion. As an avid lottery player, she is pretty sure that tonight's drawing will mean at least two numbers match on the ticket she bought on the way to class and it could possibly mean a three-number match. Given her uncertainty, she would like to choose the laptop that performs the best overall across the entire spectrum of possibilities of the outcome of tonight's lottery. Which would you recommend?

 

Dimension          Importance        Sir Face Toybook Air        Knockoff              High Priced

Weight 3              4              4              3              5

Speed   5              4              4              4              3

Cost       ??           2              4              5              1

Touchscreen      1              5              2              3              3

 

a.            High Priced B) Knockoff

C)            Toybook Air

D)           Sir Face

 

 

15.          Whether the product was made or service performed to specifications is a question of: A) conformance quality.

B)            performance quality.

C)            reliability quality.

D)           value indices.

 

16.          Which of these statements about time performance is best?

a.            A supplier with high delivery speed must have high delivery reliability.

b.            A customer with a narrow delivery window should have a supplier with high delivery reliability.

c.             A supplier with low delivery reliability must have low delivery speed.

d.            A customer with a wide delivery window should have a supplier with low delivery reliability.

 

17.          Lieutenant Columbo donned his raincoat and hopped into his 1959 Peugeot, hot on the trail of another condescending millionaire murder suspect. The Peugeot always drew stares, not because it was a rare automobile, but because it was an eyesore. It had one redeeming quality; every time he sat behind the wheel and turned the key in the ignition, it would start. Thus, the car scored well on the:

a.            mix flexibility scale.

b.            changeover flexibility scale. C) reliability quality scale.

D) delivery reliability scale.

 

18.          We have all experienced the endless wait for repair technicians to show up at our house. If the cable company would provide an estimate of "Your installer will arrive at your house between 2 pm and 3 pm on Wednesday," instead of "Your installer will arrive at your house between 8 am and 5 pm on Wednesday," we would be impressed with their service and their:

a.            performance quality.

b.            delivery speed.

c.             delivery reliability. D) delivery window.

 

19.          The ability to produce a wide range of products or services is:

a.            mix flexibility.

b.            changeover flexibility.

c.             volume flexibility.

d.            run flexibility.

 

20.          Which type of flexibility would be the most difficult to achieve for a two-chair barbershop?

a.            mix flexibility

b.            changeover flexibility C) volume flexibility

D) run flexibility

 

21.          Mutt's Amazing Dogs offers a hot dog with mustard and a hot dog with relish and mustard. The difference between the two (the relish) is achieved by flipping a single lever, which changes the dispenser from mustard, to a perfectly proportioned mix of relish and mustard. This lever responds instantly to the feathery touch of Mutt, who has achieved a high level of:

a.            mix flexibility.

b.            volume flexibility.

c.             delivery flexibility. D) changeover flexibility.

 

22.          Performance dimensions on which customers expect a minimum level of performance are

 

called:

a.            order winners.

b.            minimum performers.

c.             recommended daily allowances. D) order qualifiers.

 

 

23.          Four engineering firms completed the request for proposal to develop something called the Arpanet, but the firm of Bolt Beranek and Newman demonstrated a camaraderie and tighter team concept that proved to be the                that resulted in their selection to develop a four node network that became the Internet.

a.            order winners

b.            minimum performers

c.             recommended daily allowances

d.            order qualifiers

 

24.          The latex division of Vandelay Industries provided support after the sale that could not be matched by any of the other players in the latex industry. This unique attribute was responsible for perhaps 60% of their sales volume and could be described as:

a.            a trade-off.

b.            a core competency.

c.             an order winner.

d.            externally neutral.

 

25.          When the operations and supply chain areas are not linked with the overall business strategy, but instead follow industry practices, the firm is in this stage of alignment.

a.            internally neutral B) externally neutral

C)            internally supportive

D)           externally supportive

 

26.          Before firms can progress to the fourth stage of alignment, they must: A) exploit core competencies.

B)            develop a new mission statement.

C)            develop order winners.

D)           abandon order qualifiers.

 

 

 

 

27.          Closing the loop in the area of business strategy means that:

a.            core competencies at the functional level feed back into the business strategy.

 

b.            the mission statement is used to develop the business strategy.

c.             the business strategy is translated into operations and supply chain actions.

d.            other functional strategies, such as those of the marketing and finance functions are aligned with the operations and supply chain strategy.