第2章 运作管理试题.docx

第2章 运作管理试题.docx

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第2章运作管理试题

CHAPTER2:

OPERATIONSSTRATEGYINAGLOBALENVIRONMENT

TRUE/FALSE

1.TheBoeing787DreamlinerhascontentfromoveradozencountriesinadditiontotheU.S.

True（Globalcompanyprofile,easy）

2.BoeingusedinternationalpartnersinbuildingtheBoeing787Dreamlinerpartlytoattractdemandfromitscompetitor.

True（Globalcompanyprofile,easy）

3.Productionprocessesarebeingdispersedtotakeadvantageofnationaldifferencesinlaborcosts.

True（Aglobalviewofoperations,moderate）

4.NAFTAseekstophaseoutalltradeandtariffbarriersbetweentheUnitedStatesandAsia.

False（Aglobalviewofoperations,moderate）

5.Onereasonforglobaloperationsistogainimprovementsinthesupplychain.

True（Aglobalviewofoperations,moderate）

6.Onereasontoglobalizeistolearntoimproveoperations.

True（Aglobalviewofoperations,easy）

7.Toattractandretainglobaltalent,andtoexpandaproduct'slifecycle,arebothreasonstoglobalize.

True（Aglobalviewofoperations,moderate）

8.Aproductwillalwaysbeinthesamestageofitsproductlifecycleregardlessofthecountry.

False（Aglobalviewofoperations,moderate）

9.TheWorldTradeOrganizationhelpsprovidegovernmentsandindustriesaroundtheworldwithprotectionfromfirmsthatengageinunethicalconduct.

True（Aglobalviewofoperations,moderate）

10.TheWorldTradeOrganizationhaseliminatedunequalprotectionofintellectualpropertyamongnations.

False（Globalviewofoperations,moderate）

11.Anorganization'sstrategyisitspurposeorrationaleforanorganization'sexistence.

False（Developingmissionsandstrategies,easy）

12.Operationsstrategiesareimplementedinthesamewayinalltypesoforganizations.

False（Developingmissionsandstrategies,moderate）

13.Anorganization'sbehaviorwillbeoptimizedifeachofitsdepartmentsoptimizestheirbehaviorsindependently.

False（Developingmissionsandstrategies,easy）

14.Experiencedifferentiationisanextensionofproductdifferentiation,accomplishedbyusingpeople'sfivesensestocreateanexperienceratherthansimplyprovidingaservice.

True（Achievingcompetitiveadvantagethroughoperations,moderate）

15.Anorganization'sabilitytogenerateuniqueadvantagesovercompetitorsiscentraltoasuccessfulstrategyimplementation.

True（Achievingcompetitiveadvantagethroughoperations,moderate）

16.Low-costleadershipistheabilitytodistinguishtheofferingsoftheorganizationinanywaythatthecustomerperceivesasaddingvalue.

False（TenstrategicdecisionofOM,moderate）

17.Mostservicesaretangible;thisfactordetermineshowthetendecisionsofoperationsmanagementarehandleddifferentlyforgoodsthanforservices.

False（TenstrategicdecisionsofOM,moderate）

18.Therelativeimportanceofeachofthetenoperationsdecisionsdependsontheratioofgoodsandservicesinanorganization.

True（TenstrategicdecisionsofOM,moderate）

19.Decisionsthatinvolvewhatistobemadeandwhatistobepurchasedfallundertheheadingofsupply-chainmanagement.

True（TenstrategicdecisionofOM,moderate）

20.ManufacturingorganizationshavetenstrategicOMdecisions,whileserviceorganizationshaveonlyeight.

False（TenstrategicdecisionsofOM,easy）

21.Errorsmadewithinthelocationdecisionareamayoverwhelmefficienciesinotherareas.

True（TenstrategicdecisionsofOM,moderate）

22.ThePIMSstudyindicatedthathighROIfirmstendtohavehighproductquality.

True（Issuesinoperationsstrategy,easy）

23.Amongthecategoriesofstrategicoptions,marketinganddistributionofferaneasierroutetosustainablecompetitiveadvantagethanoperationsmanagement.

False（Issuesinoperationsstrategy,moderate）

24.Strategieschangebecauseanorganization'sinternalstrengthsandweaknessesmaychange.

True（Strategydevelopmentandimplementation,moderate）

25.SWOTanalysisidentifiesthoseactivitiesthatmakeadifferencebetweenhavingandnothavingacompetitiveadvantage.

False（Strategydevelopmentandimplementation,moderate）

26.Forthegreatestchanceofsuccess,anorganization'soperationsmanagementstrategymustsupportthecompany'sstrategy.

True（Strategydevelopmentandimplementation,moderate）

27.CriticalSuccessFactorsarethoserelativelyfewactivitiesthatmakeadifferencebetweenhavingandnothavingacompetitiveadvantage.

True（Strategydevelopmentandimplementation,moderate）

28.Amultinationalcorporationhasextensiveinternationalbusinessinvolvements.

True（Globaloperationsstrategyoptions,easy）

29.ThemultidomesticOMstrategymaximizeslocalresponsivenesswhileachievingasignificantcostadvantage.

False（Globaloperationsstrategyoptions,moderate）

30.Firmsusingtheglobalstrategycanbethoughtofas"worldcompanies."

False（Globaloperationsstrategyoptions,moderate）

MULTIPLECHOICE

31.WhichofthefollowingstatementsregardingtheDreamliner787istrue?

a.Boeinghasfoundpartnersinoveradozencountries.

b.Thenewaircraftincorporatesawiderangeofaerospacetechnologies.

c.Thenewaircraftusesenginesfromnotone,buttwomanufacturers.

d.Boeingwilladdonly20to30percentoftheaircraft'svalue.

e.Alloftheabovearetrue.

e（Globalcompanyprofile,moderate）

32.Boeing'snew787Dreamliner

a.isassembledinWashington,D.C.

b.usesenginesfromJapan

c.hasitsfuselagesectionsbuiltinAustralia

d.hasincreasedefficiencyfromnewenginetechnology

e.resultsfromapartnershipofaboutadozencompanies

d（Globalcompanyprofile,moderate）

33.Examplesofresponsetotheglobalenvironmentinclude

a.Boeing'sworldwidesalesandproduction

b.Benneton'sflexibilityindesign,production,anddistribution

c.AChinesemanufacturer,Haier,openingplantsintheUnitedStates

d.Ford'spartnershipswithVolvoandMazda

e.Alloftheaboveareexamples.

e（Introduction,easy）

34.Whichofthefollowingisanexampleofglobalizationofoperationsstrategy?

a.Boeing'sDreamlinerhasengineswithhigherfuel/payloadefficiency.

b.Ford'snewautomodelshavedent-resistantpanels.

c.AChinesemanufacturer,Haier,nowoperatesplantsintheUnitedStates.

d.HardRockCaféprovidesan"experiencedifferentiation"atitsrestaurants.

e.Alloftheaboveareexamples.

c（Introduction,moderate）

35.Costcuttingininternationaloperationscantakeplacebecauseof

a.lowertaxesandtariffs

b.lowerwagescales

c.lowerindirectlaborcosts

d.lessstringentregulations

e.alloftheabove

e（Aglobalviewofoperations,moderate）

36.Whichofthefollowingdidtheauthorsnotsuggestasareasonforglobalizingoperations?

a.reducecosts

b.improvethesupplychain

c.stockholderapprovalratings

d.attractnewmarkets

e.Alloftheaboveweresuggested.

c（Aglobalviewofoperations,moderate）

37.Multinationalorganizationscanshopfromcountrytocountryandcutcoststhrough

a.lowerwagescales

b.lowerindirectlaborcosts

c.lessstringentregulations

d.lowertaxesandtariffs

e.alloftheabove

e（Aglobalviewofoperations,moderate）

38.Thetermmaquiladoraismostsynonymouswith

a.freetradezones

b.Chineseforcedlaborcamps

c.home-basedorcottageindustry

d.areasthatdonotmeetU.S.standardsforworkplacesafetyandpollution

e.noneoftheabove

a（Aglobalviewofoperations,moderate）

39.Whichofthefollowingrepresentreasonsforglobalizingoperations?

a.togainimprovementsinthesupplychain

b.toimproveoperations

c.toexpandaproduct'slifecycle

d.toattractandretainglobaltalent

e.Alloftheabovearevalid.

e（Aglobalviewofoperations,moderate）

40.Whichofthefollowingdoesnotrepresentreasonsforglobalizingoperations?

a.reducecosts

b.improvesupplychain

c.reduceresponsiveness

d.attractandretainglobaltalent

e.Alloftheabovearevalidreasonsforglobalizingoperations.

c（Aglobalviewofoperations,moderate）

41.NAFTAseeksto

a.substitutecheaplaborinMexicoforexpensivelaborintheUnitedStates

b.curbillegalimmigrationfromMexicototheUnitedStates

c.phaseoutalltradeandtariffbarriersbetweentheUnitedStatesandMexico

d.phaseoutalltradeandtariffbarriersbetweentheUnitedStates,Canada,andMexico

e.AlloftheaboveareNAFTAgoals.

d（Aglobalviewofoperations,moderate）

42.Withreferencetoculturalandethicalissues,theWorldTradeOrganizationhas

a.succeededinprovidingequalprotectionofintellectualpropertyamongnations

b.madeprogressinprovidingequalprotectionofintellectualpropertyamongnations

c.phasedoutalltradeandtariffbarriersbetweentheUnitedStatesandMexico

d.eliminatedslavelaborandchildlabor

e.playedlittleroleinaddressingculturalandethicalissuesamongnations

b（Aglobalviewofoperations,difficult）

43.Whichofthefollowingistrueaboutbusinessstrategies?

a.Anorganizationshouldstickwithitsstrategyforthelifeofthebusiness.

b.Allfirmswithinanindustrywilladoptthesamestrategy.

c.Welldefinedmissionsmakestrategydevelopmentmucheasier.

d.StrategiesareformulatedindependentlyofSWOTanalysis.

e.Organizationalstrategiesdependonoperationsstrategies.

c（Developingmissionsandstrategies,moderate）

44.Whichofthefollowingactivitiestakesplaceoncethemissionhasbeendeveloped?

a.Thefirmdevelopsalternativeorback-upmissionsincasetheoriginalmissionfails.

b.Thefunctionalareasdeveloptheirfunctionalareastrategies.

c.Thefunctionalareasdeveloptheirsupportingmissions.

d.ThetenOMdecisionareasareprioritized.

e.Operationaltacticsaredev