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- Question 3 Organizational behavior is essential in for-profit firms but not necessarily in not-for-profit firms or the government. True FalseWhich of the following is NOT part of a strategic plan? Actions Timescales Impact Measures Status QuoBalanced Scorecard Maloney Corporation manufactures plastic water bottles. It plans to grow by producing high-quality water bottles at a low cost that are delivered in a timely manner. There are a number of other manufacturers who produce similar water bottles. Maloney believes that continuously improving its manufacturing processes and having satisfied employees are critical to implementing its strategy. Required: a. Please create a vision and mission for Maloneys that makes sense for them . b. Please identify, clearly and in your own words, what the Balanced Scorecard measures and its four perspectives . c. Please identify 3 key performance measure (applicable to Maloney Corporation), as well as their corresponding measures and targets, for each balanced scorecard perspective.
- SUBJECT: MANAGEMENT SCIENCE LESSON: DECISION TREE36 Customer satisfaction depends on the customer expectations. Select one: a. False. b. True.PLEASE ANSWER ALL TRUE OR FALSE 16. Employee satisfaction is a measure of the internal business perspective of the Balanced Scorecard.17. Success in the customer perspective of the Balances Scorecard should lead to improvement in the financial perspective.18. Key performance indicator scorecards that don’t reflect a company’s strategy can be just aseffective as the Balanced Scorecard.
- What are the characteristics of successful balanced scorecards?An analyst predicts that an 80 percent experience curve should be an accurate predictor of the cost of producing a new product. Suppose that the cost of the first unitis $1,000. What would the analyst predict is the cost of producing thea. 100th unit?b. 10,000th unit?Company ZYX is a small consulting organization with 40 employees. The manager who is responsible for employee performance appraisal has a particular way of conducting it. He has a firm belief that formal performance evaluations (with developed criteria, ratings, formal discussions etc.) are an absolute waste of time and should never be done. Instead, he thinks that he is well familiar with each employeeâs work and achievements, and he can easily tell âwhat they are worthâ by interacting with them and observing their performance on a daily basis. As a result, the manager periodically stops at employeesâ desks, talks to them, asks about their progress on projects and discusses other work-related issues. Employees have a lot of daily feedback and seem to like it. However, no written performance appraisal forms are ever filled in. When it comes to pay raises and promotion, the manager makes his decisions and announces them…
- 29 - Which of the following is an example of performance criteria based on outputs? a) using initiative B) Sales quantity NS) Reliability D) decision making TO) Team work35 - Which of the following is a string used to measure efficiency? a) decision efficiency B) individual activity NS) Terms effectiveness D) Competitor activity TO) System activity1. Which managers and departments in an organization are responsible for the following: Execution risk Strategic risk Technology risk Reputation risk Process risk Systems risk Privacy risk 2. What is a Control Strategy for the following risks: Execution risk Strategic risk Technology risk Reputation risk Process risk Systems risk Privacy risk