Org Mgmt Growth Performance Verified Test Bank Ch.10 - Complete Test Bank Developing Human Service Leaders 1e with Answers by Deborah Harley McClaskey. DOCX document preview.
Test Bank
Chapter 10: Organizational Management: Processes, Growth Measures, and Performance Excellence
Multiple Choice
1. Define process.
a. An activity that produces one outcome.
b. An interrelated set of activities when combined produces an outcome.
c. A step-by-step activity that has no real order to produce a handful of outcomes.
d. An unrelated set of activities that produce different outcomes.
Learning Objective: 10-1
Cognitive Domain: Knowledge
Answer Location: Processes
Question Type: MC
2. Pick the incorrect answer. Designing a well-thought-out process:
a. Can make any job easier.
b. Can make services less prone to errors.
c. Will decrease productivity in programs and services.
d. The resulting outputs (programs and services) will be more appealing to the customer.
Learning Objective: 10-1
Cognitive Domain: Comprehension
Answer Location: Diagnosis: Identifying the Activities in a Process
Question Type: MC
3. Leaders who introduce process thinking to their organization create great value for:
a. their employees
b. their board members
c. their competitors
d. their country
Learning Objective: 10-1
Cognitive Domain: Knowledge
Answer Location: Prescription: Monitoring the Impact of Processes
Question Type: MC
4. Japanese products and personal technology have had a enjoyed a high demand in America thanks to their _________________ and ___________________ over the last quarter of the 20th century.
a. usability and popularity
b. price and efficiency
c. low quality and low price
d. reliability and high quality
Learning Objective: 10-1
Cognitive Domain: Comprehension
Answer Location: Prescription: Monitoring the Impact of Processes
Question Type: MC
5. What does one call the work of monitoring a process?
a. Checks and balances
b. Quality control
c. Process control
d. Process measurement
Learning Objective: 10-1
Cognitive Domain: Knowledge
Answer Location: Prescription: Monitoring the Impact of Processes
Question Type: MC
6. Human service organizations measure growth in five areas. What is not a growth area in this sector?
a. Human resources
b. Programs and services
c. Customer/client satisfaction
d. Shareholder value
Learning Objective: 10-2
Cognitive Domain: Comprehension
Answer Location: Diagnosis: Key Growth Areas of Human Service Organizations
Question Type: MC
7. Of the four questions to ask when linking measures of organizational growth to strategy, which question is the most important.
a. What is my vision of the organization’s future?
b. If my vision succeeds, how will the organization be different?
c. What are the critical success factors?
d. What are the critical measures?
Learning Objective: 10-2
Cognitive Domain: Comprehension
Answer Location: Prescription: The Leadership Role in Organizational Growth
Question Type: MC
8. Predictive indicators are easy to ________ and _______ of goal achievement.
a. estimate, doubtful
b. count, predictive
c. predict, benchmarks
d. analyze, unreliable markers
Learning Objective: 10-2
Cognitive Domain: Comprehension
Answer Location: Prescription: The Leadership Role in Organizational Growth
Question Type: MC
9. When is it uncommon for leaders of human services organizations to think about quantifying the growth characteristics of their organization?
a. Training new employees
b. Analyzing categories of clients served
c. Reviewing budgets
d. Assessing outcomes of programs
Learning Objective: 10-2
Cognitive Domain: Comprehension
Answer Location: Diagnosis: Key growth Areas of Human Services Organizations
Question Type: MC
10. In nonprofits, the sixth growth area is ___________________________.
a. the organization’s ability to raise funds
b. the organization’s ability to recruit board members
c. the organization’s ability to deliver on its mission
d. the organization’s ability to recruit volunteers
Learning Objective: 10-2
Cognitive Domain: Comprehension
Answer Location: Diagnosis: Key growth Areas of Human Services Organizations
Question Type: MC
11. ___________________ are key relationships and commitments among organizations that provide value-added products, programs, and services no one organization can provide alone.
a. Processes
b. Partnerships
c. Measurements
d. Controls
Learning Objective: 10-2
Cognitive Domain: Knowledge
Answer Location: Diagnosis: Key growth Areas of Human Services Organizations
Question Type: MC
12. __________________, ______________________, and ____________________ lead to long-term success and is what differentiates your organization from your service competitors.
a. Operational excellence, attention to growth, organizational distinction
b. Processes, measurements, controls
c. Checks and balances, fundraising, processes
d. Client satisfaction, measurements, operational excellence
Learning Objective: 10-2
Cognitive Domain: Knowledge
Answer Location: Prescription: The Leadership Role in Organizational Growth
Question Type: MC
13. What is the National Performance Excellence Award in the USA better known as?
a. National Business Achievement Award
b. USA Quality Management Award
c. Martin Bailey Award
d. Malcolm Baldrige Award
Learning Objective: 10-5
Cognitive Domain: Knowledge
Answer Location: Diagnosis: Creating a Profile of Key Organization Information
Question Type: MC
14. Using the Baldrige Organizational Profile, leaders can assess and clarify their organization’s systems in regard to everything but
a. customers
b. strategies
c. data points
d. processes
Learning Objective: 10-5
Cognitive Domain: Comprehension
Answer Location: Diagnosis: Creating a Profile of Key Organization Information
Question Type: MC
15. Define “lean.”
a. A process in which the organization cuts costs in making its products or services.
b. A popular business management approach for eliminating waste in the workplace
c. When an organization thins out the number of employees it has.
d. When a company reduces the amount of paper used in the workplace.
Learning Objective: 10-5
Cognitive Domain: Knowledge
Answer Location: Prescription: Using the Profile to Achieve Excellence
Question Type: MC
16. Which is not a key to implementation of new standards?
a. Recognize the efforts of the people who worked on the process.
b. Put them in writing.
c. Train all people who need to use the process.
d. Share them with the whole organization.
Learning Objective: 10-6
Cognitive Domain: Comprehension
Answer Location: Prescription: Using the Profile to Achieve Excellence
Question Type: MC
17. Which of these is the most desired?
a. Operations characterized by processes that vary and are evaluated for improvement in collaboration with some units.
b. Operations characterized by repeatable processes that are evaluated for improvement in collaboration with all units.
c. Operations characterized by a finite number of processes that are evaluated for improvement by the leadership.
d. Operations are characterized by a great many processes that are never evaluated for improvement by anyone.
Learning Objective: 10-5
Cognitive Domain: Comprehension
Answer Location: Prescription: Using the Profile to Achieve Excellence
Question Type: MC
True/False
1. You have a process for everything you do in your personal and professional life.
a. True
b. False
Learning Objective: 10-1
Cognitive Domain: Knowledge
Answer Location: Diagnosis: Identifying the Activities in a Process
Question Type: TF
2. Processes are all linear.
a. True
b. False
Learning Objective: 10-1
Cognitive Domain: Comprehension
Answer Location: Diagnosis: Identifying the Activities in a Process
Question Type: TF
3. A process is usually developed by several employees who have a role in the process.
a. True
b. False
Learning Objective: 10-1
Cognitive Domain: Knowledge
Answer Location: Prescription: Monitoring the Impact of Processes
Question Type: TF
4. Moving from a service provider to a leader of a human service organization, your focus must now include organizational growth.
a. True
b. False
Learning Objective: 10-2
Cognitive Domain: Knowledge
Answer Location: Growth Measures
Question Type: TF
5. In a nonprofit organization, a sixth measure of growth is always social entrepreneurism.
a. True
b. False
Learning Objective: 10-2
Cognitive Domain: Comprehension
Answer Location: Diagnosis: Key Growth Areas of Human Service Organizations
Question Type: TF
6. Critical measures give feedback on progress toward goals in a block of time so course corrections can be made.
a. True
b. False
Learning Objective: 10-2
Cognitive Domain: Knowledge
Answer Location: Prescription: The Leadership Role in Organizational Growth
Question Type: TF
7. Performance excellence is the overall improvement of an organization’s capabilities and effectiveness.
a. True
b. False
Learning Objective: 10-5
Cognitive Domain: Knowledge
Answer Location: Performance Excellence
Question Type: TF
8. Performance excellence ends with the organization’s mission, vision, and values.
a. True
b. False
Learning Objective: 10-5
Cognitive Domain: Knowledge
Answer Location: Diagnosis: Creating a Profile of Key Organization Information
Question Type: TF
9. Plan-do-check-act, a four-step interactive process created by Dr. Edwards Deming, the modern father of quality control, best manages continuous improvement in organizations.
a. True
b. False
Learning Objective: 10-4
Cognitive Domain: Comprehension
Answer Location: Prescription: Using the Profile to Achieve Excellence
Question Type: TF
10. The organization must define and describe the key customers, the customers’ requirements, the organization’s market segment, and competitors as part of process monitoring.
a. True
b. False
Learning Objective: 10.3
Cognitive Domain: Comprehension
Answer Location: Diagnosis: Creating a Profile of Key Organization Information
Question Type: TF
11. Some organizational improvement is the result of the endorsement and increase of duplicative, unnecessary, or outdated tasks.
a. True
b. False
Learning Objective: 10-5
Cognitive Domain: Comprehension
Answer Location: Prescription: Using the Profile to Achieve Excellence
Question Type: TF
12. Only Baldrige winners can use the Baldrige criteria to improve their organization.
a. True
b. False
Learning Objective: 10-5
Cognitive Domain: Knowledge
Answer Location: Prescription: Using the Profile to Achieve Excellence
Question Type: TF
13. When implementing changes to an organization, leaders should work on at least ten changes at a time per year.
a. True
b. False
Learning Objective: 10-6
Cognitive Domain: Knowledge
Answer Location: Prescription: Using the Profile to Achieve Excellence
Question Type: TF
Short Answer
Type: S
1. Describe a process you employ in your daily life, either personal or professional that contains at least eight activities. Make one recommendation to improve the process.
a. The answer should describe a multi-activity (at least eight activities) process from beginning to end with how the student completes a specific task. Make one recommendation to improve the process.
Learning Objective: 10-1
Cognitive Domain: Analysis
Answer Location: Diagnosis: Identifying the Activities in a Process
Question Type: SA
Type: S
2. 17. Describe three actions organizations should take if the quality of a program or service diminishes or is inconsistent.
a. Student’s answer can include: review data points, monitor the process, review or take client surveys, engage employees to review the process.
Learning Objective: 10-1
Cognitive Domain: Analysis
Answer Location: Prescription: Monitoring the Impact of Processes
Question Type: SA
Type: S
3. Describe the three types of organizations who can apply for the Malcolm Baldrige Award?
a. Students can respond with these (in any order) for-profit organizations, nonprofit organizations, and government organizations.
Learning Objective: 10-5
Cognitive Domain: Knowledge
Answer Location: Diagnosis: Creating a Profile of Key Organization Information
Question Type: SA
Type: S
4. In the step called “Act” of plan-do-check-act, explain the importance of standardization.
a. The student will describe how standardization will maintain the new actions needed for improvement for a long-term solution. The organization will be informed, trained, and evaluated on the new actions.
Learning Objective: 10-4
Cognitive Domain: Analyze
Answer Location: Prescription: Monitoring the Impact of Processes
Question Type: SA
Type: S
5. List all seven of the assessment criteria for the Malcolm Baldrige Award.
a. The student will respond by listing in any order: Leadership; Strategy; Customers; Measurement, Analysis, and Knowledge Management; Workforce; Operations; Results
Learning Objective: 10-5
Cognitive Domain: Knowledge
Answer Location: Prescription: Monitoring the Impact of Processes
Question Type: SA
Essay
Type: E
1. Analyze a human service organization with which you are familiar for the human resources category of growth. Specifically describe four ways you might measure growth in the recruitment, management, and retention of volunteers in that organization.
a. Students can choose from: Volunteer recruitment campaign, volunteer satisfaction survey, volunteer demographics study, volunteer recognition, volunteer training, volunteer leadership training, volunteer handbook, volunteer social media sites, designated staff person with responsibilities for organization volunteers, shared volunteers with partnering agencies.
Learning Objective: 10-2
Cognitive Domain: Application
Answer Location: Diagnosis: Key Growth Areas of Human Service Organizations
Question Type: ESS
Type: E
2. Using either the textbook organization of A+ Tutors or another children’s services human services organization you are familiar with, describe the information requested as if you were preparing an organizational profile.
A. Key customers
B. Market Segment
C. Stakeholders
D. Competitors
a. Responses are for A+ Tutors. Other child services organizations will be similar in scope.
A. Key customers – Elementary school children and their parents, local schools whose children need academic improvement.
B. Market Segment – Elementary school children and parents who are in driving range of the tutor service
C. Stakeholders – Business owner, tutors, parents, children being tutored, children’s teachers
D. Competitors – Other local tutoring services, online tutoring services, individual tutors from local colleges
Learning Objective: 10.3
Cognitive Domain: Analyze
Answer Location: Diagnosis: Creating a Profile of Key Organization Information
Question Type: ESS
Type: E
3. Explain a plan-do-check-act process.
a.
- Plan – State what you are doing and how you will accomplish it.
- Do – Carry out the plan.
- Check – See if the desired results were achieved.
- Act – Analyze reason for achieving or not achieving results. If not achieved, make the necessary changes to achieve the desired results. Standardize the process after the desired results have been achieved.
Learning Objective: 10-4
Cognitive Domain: Comprehension
Answer Location: Prescription: Using the Profile to Achieve Excellence
Question Type: ESS
Type: E
4. How are results important for the organization’s measurements of effectiveness?
a. Students can reply with an answer similar to any of the four options below.
1. Results are important because it defines an organization’s reach, how many clients/customers/community members are served, as well as what programs are succeeding and which are struggling.
2. This information can be used to garner donors, grants, and partnerships.
3. These results can be used to grow a program, end a program, or even start a new program.
4. The information can provide the leadership guidance on how to create an organizational strategy.
Learning Objective: 10-5
Cognitive Domain: Analysis
Answer Location: Prescription: Using the Profile to Achieve Excellence
Question Type: ESS
Type: E
5. List and describe five of Kotter’s eight steps to implement change in an organization.
a. Student must list and describe five of the eight listed.
- Establish a sense of urgency (continued) – Kotter (1995) believes 75% of the organization’s leadership must believe change is urgently needed for the process to succeed.
- Form a powerful guiding coalition – Organizations require a critical mass of key leaders, including the executive director/CEO to actively support the change initiative.
- Create the vision – It must also be simple and clear enough to communicate in 5 minutes or less.
- Communicating the vision – Frequently communicating the new vision sets the rhythm and pace of the transformation. Transformation is about changing hearts and minds.
- Empowering others to act on the vision – Change impacts more than leaders anticipate. Even as we say to others, “come join the new effort,” we must be prepared to embrace employees who respond in different ways.
- Planning for, creating, and celebrating short-term wins – No one can sustain the effort for a marathon race without training for shorter distances first. It is those moments that keep employee motivation soaring and pressing toward the marathon goal.
- Consolidating improvements and not declaring victory too soon – Because change takes years, leadership may change, outside influences may evolve, client needs may shift, and employees become tired and bored. As a leader it is tempting to declare victory as soon as the first improvement measure is noted. When there are several years of improvement victories, then the leadership can evaluate for step 8, and possibly declare a victory.
- Institutionalizing change – Anchoring change is like establishing a new habit. Time, practice, feedback, measurement, and commitment are all key to the process. Establishing a new habit becomes a “normal” habit when it is a behavior that does not require intention and thought.
Learning Objective: 10-6
Cognitive Domain: Analysis
Answer Location: Prescription: Using the Profile to Achieve Excellence
Question Type: ESS
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Complete Test Bank Developing Human Service Leaders 1e with Answers
By Deborah Harley McClaskey