profitability
Competitiveness doesn't include
strategic
Product design and choice of location are examples of _______ decisions.
operational decision
Scheduling personnel is an example of an operations management:
output divided by input
Productivity is expressed as
marketing and financial strategies
In the 1970's and 1980's in the USA, organizations concentrated on
agricultural productivity
A significant reason why U.S. productivity is the highest in the world is high
wireless cellular phones
Which of the following is not a factor that affects productivity
all of the above
Which of these factors affects productivity
converting bond debt to stock ownership
Which of the following is not a key step toward improving productivity?
meet minimum standards of acceptability for its products or services
For an organization to grow its market share, it must
process yields
The ratio of good output to quantity of raw material input is called
mission statement
The fundamental purpose for the existence of any organization is described by its:
worthwile
A productivity increase in one operation that doesn't improve overall productivity of the business isn't
outputs minus inputs
Value added can be calculated by
Functional strategies are shaped by corporate strategy
Which of the following is true?
all of the above
Core competencies in organizations generally relate to:
all of the above
Which of the following is considered to be a cause of poor U.S. global competitiveness?
minimize attention to the operations function
Which of the following is not typically considered a cure for poor competitiveness?
internal audits
Time-based approaches of business organizations focus on reducing the time to accomplish certain necessary activities. Time reductions seldom apply to:
opportunities and threats
The external elements of SWOT analysis are:
15 chairs/worker/day
In an assembly operation at a furniture factory, six employees assembled an average of 450 standard dining chairs per 5-day week. What is the labor productivity of this operation?
taking advantage of strengths/opportunities, and recognizing competitive threats
Which of the following is not a reason for poor performance of our organization in the marketplace?
size of organization
Which of the following is not a key factor of competitiveness?
Customers; Financial; Internal Business Processes; Learning and Growth
The Balanced Scorecard is a useful tool for helping managers translate their strategy into action in the following areas:
Variation
A firm pursuing a strategy based on customization and variety will tend to structure and manager its supply chain to accommodate more _____________ than a firm pursuing a strategy based on low-cost and high-volume.
Core competencies
Unique attributes of firms that give them a competitive edge are called ________________
Order winners; order qualifiers
Years ago in the overnight delivery business, providing package tracking capability gave some firms a competitive advantage. Now, all firms must offer this capability simply to be in this line of business. This is an example of ______________ becoming ___
Environmental analysis
For firms competing in worldwide markets, conducting __________________ is more complex, since what works in one country or region might not work in another.