OTQM Midterm Quiz  TBR

 TRAIT APPROACH
1. LEADERSHIP
 BEHAVIORAL APPROACH
ability to positively influence people and systems under  ROLE APPROACH
one's authority to have a meaningful impact and achieve
important results. classic theories

2. STRATEGIC PLANNING 12.

process of envisioning an organization's future and  SITUATIONAL LEADERSHIP

developing the necessary goals, objectives, and action  TRANSACTIONAL LEADERSHIP
plans to achieve that future THEORY
 TRANSFORMATIONAL LEADERSHIP
3. THEORY
 LEADERSHIP  SUBSTITUTES FOR LEADERSHIP
THEORY
 STRATEGIC PLANNING
 EMOTIONAL INTELLIGENCE THEORY
 CUSTOMER AND MARKET FOCUS
contemporary and emerging theories
baldrige leadership triad
13. TRAIT APPROACH
4.
involves discovering how to be a leader by examining
 NCMLBM
the characteristics and methods of recognized leaders
 NAVIGATOR
 COMMUNICATOR 14. ROLE APPROAH
 MENTOR
suggests that leaders perform certain roles and behavior
 LEARNER depending on the situation
 BUILDER
 MOTIVATOR 15.
six key leadership competencies  DSCD
 DELEGATING
5. NAVIGATOR
 SUPPORTING
creates shared meaning and provides direction toward a  COACHING
vision, mission, goal, or end-result  DIRECTING
6. COMMUNICATOR four leadership styles
effectively listens and articulates messages to provide 16. DELEGATING
share meaning
low supportive and low directive behavior
7. MENTOR
17. SUPPORTING
provides others with a role to guide their actions
high supportive and low directive behavior
8. LEARNER
18. COACHING
continuously develops personal knowledge, skills, and
abilities through formal study experience, reflection, and high directive and high supportive
recreation 19. DIRECTING
9. BUILDER high directive and low supportive
shapes processes and structures to allow for the 20. LEADERSHIP SYSTEM
achievement of goals and outcomes
how decisions are made, communicated, and carried out
10. MOTIVATOR at all levels; mechanisms for leadership development,
influences others to take action in a desirable manner self-examination and improvement

11.
21. TRUE 35. VISION
true or false where the organization is headed and what it intends to
be
effectiveness of the leadership system depends in part on
its organizational structure 36. VALUES (GUIDING PRINCIPLES)
22. GOVERNANCE define attitudes and policies for all employees, which are
reinforced through conscious and subconscious behavior
system of management and controls exercised in the at all levels of the organization
stewardship of an organization
37. STRATEGIES
23.
broad statements that set the direction for the
 ETHICS organization to take in realizing its mission and vision
 HEALTH, SAFETY, AND ENVIRONMENT
 COMMUNITY SUPPORT 38. STRATEGIC OBJECTIVES

leadership and social responsibilities what an organization must change or improve to remain
or become competitive
24. LEADERSHIP AND SUPPORT
practicing good citizenship refers to
25. STRATEGY
39. ACTION PLANS
pattern or plan that integrates an organization's major
goals, policies, and action sequences into a cohesive things that are an organization must do to achieve its
whole strategic objective

26. GOALS, POLICIES, ACTION SEQUENCE 40. STRATEGY DEVELOPMENT

formal strategy includes developing detailed action plans, defining resource

requirements and performance measures
27. MISSION
41. HOSHIN KANRI
reason for existence
proponent of policy deployment
28. VISION
42. POLICY DEVELOPMENT
future intent
top management vision leading to long-term objectives
29. GUIDING PRINCIPLES
deployment through annual objectives and action plans
attitudes and policies
43. CATCHBALL
30. ENVIRONMENTAL ASSESSMENT
negotiation for short-term objectives and resoures
capabilities and risks
44.
31. STRATEGIES
 ATIMPAM
broad statements of direction  AFFINITY DIAGRAMS
32. STRATEGIC OBJECTIVES  INTERRELATIONSHIP DIAGRAMS
 TREE DIAGRAMS
things to change or improve  MATRIX DIAGRAMS
33. ACTION PLANS  PROCESS DECISION PROGRAM
CHARTS
implementation  ARROW DIAGRAMS
 MATRIX DATA ANALYSIS
34. MISSION
seven management and planning tools
definition of products and services, markets, customer
needs, and distinctive competencies 45.
  LINE ORGANIZATION
 LINE AND STAFF ORGANIZATION
 MATRIX ORGANIZATION
basic types of organizational structures
46. LEADERSHIP CATEGORY
examines how an organization's senior leaders address
values, directions, and performance expectations
55. PROBLEM SOLVING TEAMS
key line managers together to solve real-time project
problems with the help of a facilitator
56. PROJECT TEAMS
team whose members usually belong to different groups,
functions and are assigned to activities for the same
project

47. STRATEGIC PLANNING CATEGORY 57. ISA

examines how an organization develops strategic  IDENTIFY

objectives and action plans  SOLVE
 ANALYZE
48. TEAM
three basic functions of quality circles
a small number of people with complementary skills
who are committed to a common purpose, set of 58. FSNPA
performance goals, and approach for which they hold
themselves mutually accountable  FORMING
 STORMING
49.  NORMING
 MNSVQPP  PERFORMING
 MANAGEMENT TEAMS  ADJOURNING
 NATURAL WORK TEAMS key stages of a team's life cycle
 SELF MANAGED TEAMS
 VIRTUAL TEAMS 59. FORMING
 QUALITY CIRCLES getting to know each other, first stage in team's life cycle
 PROBLEM SOLVING TEAMS
 PROJECT TEAMS 60. STORMING

7 types of teams dealing with tensions and defining group tasks, second
stage of team's life cycle
50. MANAGEMENT TEAMS
61. NORMING
group of individuals that operate at the higher levels of
an organization building relationships and working together, third stage
in team's life cycle
51. NATURAL WORK TEAMS
62. PERFORMING
group of people who work together everyday on a
common purpose, product or function to improve maturing in relationships and task performance, fourth
performance and individual skills through collective stage in team's life cycle
skills and experience 63. ADJOURNING
52. SELF MANAGED TEAMS disbanding and celebrating accomplishments, last stage
self-organized, semiautonomous small group of 64. CHAMPIONS
employees whose members determine, plan, and manage
senior managers who promote six sigma
53. VIRTUAL TEAMS
group of individuals who work together relying on
communication technology
54. QUALITY CIRCLES 65. MASTER BLACK BELTS
group of employees that meets regularly to consider highly trained experts responsible for strategy, training,
ways of resolving problems and improve production in mentoring, deployment, and results
their organization
66. BLACK BELTS merit versus capability/performance based plans
gainsharing
experts who perform technical analyses
80. RECOGNITION
67. GREEN BELTS
monetary or non-monetary
functional employees trained in introductory six sigma
tools formal or informal
68. TEAM MEMBERS individual or group
employees who support specific projects 81. RECOGNITION
69. HIGH-PERFORMANCE WORK provides a visible means of promoting quality efforts
and telling employees that the organization values their
refers to work approaches used to systematically pursue efforts
ever higher levels
70. WORK DESIGN
how employees are organized in formal and informal
units 82. MOTIVATION
71. JOB DESIGN an individual's response to a felt need
responsibilities and tasks assigned to individuals 83.
72. HACKMAN/OLDHAM MODEL  CONTENT THEORIES
 PROCESS THEORIES
experienced meaningfulness of work > high motivation
 ENVIRONMENTALLY-BASED THEORIES
experienced responsibility > high satisfaction
three theories of motivation
knowledge of actual results > high work effectiveness
84. CONTENT THEORIES
73. JOB ENLARGEMENT
Maslow
expanding workers' jobs
MacGregor
Herzberg
74. JOB ROTATION
85. PROCESS THEORIES
having workers learn several tasks and rotate among
Vroom
them
75. JOB ENRICHMENT Porter and Lawler
86. ENVIRONMENTALLY-BASED THEORIES
granting more authority, responsibility and autonomy
76. EMPLOYEE INVOLVEMENT Skinner
Adams
any activity by which employee participate in work-
related decisions and improvement activities Bandura
77. EMPOWERMENT Snyder
giving people authority to make decisions based on what Williams
they feel is right, to have control over their work to take
risks 87. UNMOTIVATED

78. HIRING THE RIGHT PEOPLE there is no such thing as an _______ employee, but the
system within which people work can either seriously
meeting and exceeding customer expectations begins impede motivation or enhance it
with ______
79. COMPENSATION
88. PERFORMANCE APPRAISAL
how you are measured is how you perform
89. CONVENTIONAL APPRAISAL SYSTEMS
focus on short-term results and individual behavior
90. NEW APPROACHES
focus on company goals such as quality and behaviors
like teamwork
91. PERFORMANCE APPRAISALS
are most effective when they are based on the objectives
that support the strategic directions of the organization,
best practices
92. SATISFACTION
quality of worklife, teamwork, communications, training
93. EFFECTIVENESS
team and individual behaviors, cost quality, and
productivity improvements
94. LEADERSHIP
The ability to positively influence people and systems
under one's authority to have a meaningful impact and
achieve important results