Notesale: Turn your study into money

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Chapter 2: Business processes
Multiple-choice questions
1
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(ii) The external level
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(iv) The inter-organisation level
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(vi) The competitive level
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b
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d
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1 – identify and interpret the components of organisational strategy and
mission
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An example of a strategic level decision would be:
a
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c
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determining the quantity of raw materials to purchase
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reconfiguring the production line design to eliminate wasted time due to
bottlenecks
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Correct answer: d
Learning objective 2
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Chapter 2: Business processes

3
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These two options are:
a
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c
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economies of scale and entry barrier
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price competition and product abundance
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Correct answer: d
Learning objective 2
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4
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Which of the following is NOT one of the steps?
a
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c
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Fit
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Operational efficiency
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Correct answer: c
Learning objective 2
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5
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Which of the following is NOT one of the forces?
a
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c
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Threat of new entrants
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Rivalry among existing competitors
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Correct answer: b
Learning objective 2
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6
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b
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d
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internal and external
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scientific and practical
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2 – critique alternative organisational structures, reflecting on their
strengths and weaknesses and the implications for organisational operations
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3 – identify and describe a business process
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1

7
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b
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d
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developed highly interactive and flexible structures that could easily adapt to
changing environments
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streamlined the information flows across the organisation
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2 – critique alternative organisational structures, reflecting on their
strengths and weaknesses and the implications for organisational operations
...
3 – identify and describe a business process
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Scientific management is concerned with:
a
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c
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streamlined work flows across the organisation
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clearly defining individual employee’s responsibilities and tasks
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Correct answer: c
Learning objective 2
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Learning objective 2
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9
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b
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d
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Stability
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Shifting to a process-based organisation can mean significant
changes in the way people perform their duties
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This pushes the rights to
decision making further down in the organisation’s hierarchy
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A shift to a process perspective has the effect of breaking down functional barriers and
divisions that previously existed
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This can lead to
increased authority for those lower in the organisation, as well as a more stimulating work
environment
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This can create a degree of resistance among those threatened by the change
for two reasons
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Second, the manager may face a change in roles and responsibilities and, possibly, the loss of
some authority
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6 – interpret and communicate issues for organisations changing to a
process-based focus
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Chapter 2: Business processes

7
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Explain
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The assumption relating to quality is that the costs of poor quality, as represented through the
costs involved with rework and product returns, are greater than the costs associated with
developing and refining business processes to generate high-quality output
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People within the organisation need to be encouraged to provide feedback about
the design of a process – particularly at the lower levels of the organisation – since it is often
these people who have the best understanding of how the process really operates, because
they work as a part of it every day
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It emphasises that the organisation does not
operate as a series of independent departments but that functions interact to provide a good or
deliver a service
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Finally, TQM asserts that change and improvement can only occur if they have the support
and endorsement of top management
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So TQM requires
management to focus on processes, rather than individual functions, and provide strong
guidance and support for change efforts
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7 – summarise and evaluate approaches to changing business
processes, in particular business process re-engineering (BPR)
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8
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Explain
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The four key components of this
definition are fundamental, radical, dramatic and process
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It is aimed at looking at what takes place
in the current system and ques

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