Question 1

Why do management innovations fail?

Accepted Answer

Some of the reasons why management innov

Question 2

TQM and other management innovations fail because:

Accepted Answer

A)  workers don't underestimate the costs of change. 
B)  management estimates the costs of change correctly but workers don't. 
C)  management overestimates the costs of change. 
D)  management underestimates the costs of change. 
A)  workers don't underestimate the costs of change. 
B)  management estimates the costs of change correctly but workers don't. 
C)  management overestimates the costs of change. 
D)  management underestimates the costs of change.

Question 3

In pushing decision rights down to the people with the knowledge about processes or customer preferences, it is important that companies:

Accepted Answer

A)  use their reward system to reinforce their performance/evaluation systems. 
B)  integrate production management with production control. 
C)  keep their reward system independent of other factors. 
D)  keep issues of organizational architecture out of the picture. 
A)  use their reward system to reinforce their performance/evaluation systems. 
B)  integrate production management with production control. 
C)  keep their reward system independent of other factors. 
D)  keep issues of organizational architecture out of the picture.

Question 4

When a management successfully implements innovations it usually makes more than one change in the corporation's organizational structure. It is important to remember that the changes are:

Accepted Answer

A)  mostly dysfunctional. 
B)  substitutes for one another. 
C)  complementary. 
D)  not important to the potential for success. 
A)  mostly dysfunctional. 
B)  substitutes for one another. 
C)  complementary. 
D)  not important to the potential for success.

Question 5

If costs rise more quickly than quality, then firm value will:

Accepted Answer

A)  be maximized before total quality is achieved. 
B)  be minimized before total quality is achieved. 
C)  be maximized after total quality is achieved. 
D)  always decline. 
A)  be maximized before total quality is achieved. 
B)  be minimized before total quality is achieved. 
C)  be maximized after total quality is achieved. 
D)  always decline.

Question 6

In the Humana Hospital case study, the hospital, before reorganization, devoted _____ of its resources to direct patient care.

Accepted Answer

A)  5 percent 
B)  16 percent 
C)  35 percent 
D)  63 percent 
A)  5 percent 
B)  16 percent 
C)  35 percent 
D)  63 percent

Question 7

Monetary and non-monetary incentives are:

Accepted Answer

A)  basically the same things. 
B)  perfect substitutes. 
C)  mutually exclusive. 
D)  not mutually exclusive. 
A)  basically the same things. 
B)  perfect substitutes. 
C)  mutually exclusive. 
D)  not mutually exclusive.

Question 8

Outsourcing is a management innovation that emphasizes:

Accepted Answer

A)  vertical integration of production and service. 
B)  assignment of management and production responsibilities to another firm. 
C)  reduction of purchases of resources to the bare essentials. 
D)  hiring only managers educated in another state. 
A)  vertical integration of production and service. 
B)  assignment of management and production responsibilities to another firm. 
C)  reduction of purchases of resources to the bare essentials. 
D)  hiring only managers educated in another state.

Question 9

A key factor in TQM is the:

Accepted Answer

A)  reduction of defects. 
B)  increase in management inspection stations. 
C)  reduction of the price of supplies. 
D)  movement away from technology advance and a reliance on simple production techniques. 
A)  reduction of defects. 
B)  increase in management inspection stations. 
C)  reduction of the price of supplies. 
D)  movement away from technology advance and a reliance on simple production techniques.

Question 10

Changes in an organizational architecture must be:

Accepted Answer

A)  coordinated and done randomly starting with the solvable problems. 
B)  coordinated and done sequentially starting with the minor problems. 
C)  coordinated and done all at once. 
D)  coordinated and done sequentially starting with the major problems. 
A)  coordinated and done randomly starting with the solvable problems. 
B)  coordinated and done sequentially starting with the minor problems. 
C)  coordinated and done all at once. 
D)  coordinated and done sequentially starting with the major problems.

Question 11

Why do innovations in management techniques fail so often?

Accepted Answer

They fail for a variety of reasons. Firs

Question 12

The text makes it clear that the management innovations of the 1980s and 1990s:

Accepted Answer

A)  were almost all instant successes. 
B)  waxed and waned in use and popularity. 
C)  were instantly mostly failures. 
D)  were creations of the press and were never implemented in business. 
A)  were almost all instant successes. 
B)  waxed and waned in use and popularity. 
C)  were instantly mostly failures. 
D)  were creations of the press and were never implemented in business.

Why do management innovations fail?

TQM and other management innovations fail because:

In pushing decision rights down to the people with the knowledge about processes or customer preferences, it is important that companies:

When a management successfully implements innovations it usually makes more than one change in the corporation's organizational structure. It is important to remember that the changes are:

If costs rise more quickly than quality, then firm value will:

In the Humana Hospital case study, the hospital, before reorganization, devoted _____ of its resources to direct patient care.

Monetary and non-monetary incentives are:

Outsourcing is a management innovation that emphasizes:

A key factor in TQM is the:

Changes in an organizational architecture must be:

Why do innovations in management techniques fail so often?

The text makes it clear that the management innovations of the 1980s and 1990s:

Introduction

Economists View of Behavior

Markets, Organizations, and the Role of Knowledge

Demand

Production and Cost

Market Structure

Pricing With Market Power

Economics of Strategy: Creating and Capturing Value

Economics of Strategy: Game Theory

Incentive Conflicts and Contracts

Organizational Architecture

Decision Rights: The Level of Empowerment

Decision Rights: Bundling Tasks Into Jobs and Subunits

Attracting and Retaining Qualified Employees

Incentive Compensation

Individual Performance Evaluation

Divisional Performance Evaluation

Corporate Governance

Vertical Integration and Outsourcing

Leadership: Motivating Change Within Organizations

Understanding the Business Environment: The Economics of Regulation

Ethics and Organizational Architecture

Filters

Exam 23: Organizational Architecture and the Process of Management Innovation

Why do management innovations fail?

TQM and other management innovations fail because:

In pushing decision rights down to the people with the knowledge about processes or customer preferences, it is important that companies:

When a management successfully implements innovations it usually makes more than one change in the corporation's organizational structure. It is important to remember that the changes are:

If costs rise more quickly than quality, then firm value will:

In the Humana Hospital case study, the hospital, before reorganization, devoted _____ of its resources to direct patient care.

Monetary and non-monetary incentives are:

Outsourcing is a management innovation that emphasizes:

A key factor in TQM is the:

Changes in an organizational architecture must be:

Why do innovations in management techniques fail so often?

The text makes it clear that the management innovations of the 1980s and 1990s:

Introduction

Economists View of Behavior

Markets, Organizations, and the Role of Knowledge

Demand

Production and Cost

Market Structure

Pricing With Market Power

Economics of Strategy: Creating and Capturing Value

Economics of Strategy: Game Theory

Incentive Conflicts and Contracts

Organizational Architecture

Decision Rights: The Level of Empowerment

Decision Rights: Bundling Tasks Into Jobs and Subunits

Attracting and Retaining Qualified Employees

Incentive Compensation

Individual Performance Evaluation

Divisional Performance Evaluation

Corporate Governance

Vertical Integration and Outsourcing

Leadership: Motivating Change Within Organizations

Understanding the Business Environment: The Economics of Regulation

Ethics and Organizational Architecture

Filters