Service Quality Management
Study Guide Questions
Course Introduction
Service Quality Management explores the principles and practices essential to delivering high-quality services in various industries. The course covers key concepts such as customer expectations, service design, measurement and analysis of service performance, and strategies for continuous improvement. Students will learn how to assess service quality using tools like SERVQUAL, manage service failures and recovery, and foster a customer-focused culture. Case studies and practical examples illustrate how organizations can enhance satisfaction, loyalty, and competitive advantage through effective service quality management.
Recommended Textbook
Quality and Performance Excellence 7th Edition by
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11 Chapters
877 Verified Questions
877 Flashcards
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Page 2
James R. Evans
Chapter 1: Introduction to Quality and Performance Excellence
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79 Verified Questions
79 Flashcards
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Sample Questions
Q1) Agency theory makes the assumption that individuals in agency relationships are _____ and will always take actions to enhance their self-interests.
A) utility-maximizers
B) negotiators
C) satisficers
D) adopters
Answer: A
Q2) In quality control, tolerances are acceptable deviations from the values assigned to the targets.
A)True
B)False
Answer: True
Q3) Partnerships with suppliers and customers are called ______ partnerships.
A) horizontal
B) cross-functional
C) vertical
D) interorganizational
Answer: D
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Chapter 2: Frameworks for Quality and Performance Excellence
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Sample Questions
Q1) Deming summarized his philosophy of quality and management in what he called
A) steps to total quality.
B) a system of profound knowledge.
C) absolutes of quality management.
D) basic elements of improvement.
Answer: B
Q2) The Baldrige Criteria for performance excellence consist of a non-hierarchical set of categories, items, and areas to address.
A)True
B)False
Answer: False
Q3) Which of the following is an example of a common cause of variation in a manufacturing process?
A) Miscalibration of measuring instruments
B) A poorly trained operator
C) Variations in the raw material used
D) Normal wear and tear of machine parts
Answer: D
4
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Chapter 3: Tools and Techniques for Quality Design and Control
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Sample Questions
Q1) With respect to the four principal activities of Design for Six Sigma, _____ seeks to minimize the impact of variation in production and use, creating a "robust" design.
A) design optimization
B) design development
C) design verification
D) concept development
Answer: A
Q2) With respect to the four principal activities of Design for Six Sigma, in the _____ activity, product functionality is determined based upon customer requirements, technological capabilities, and economic realities.
A) design verification
B) design optimization
C) design development
D) concept development
Answer: D
Q3) Control charts can be easily applied to service organizations.
A)True
B)False
Answer: True
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Chapter 4: Tools and Techniques for Quality Improvement
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Sample Questions
Q1) The most useful tool for identifying the causes of problems is an Ishikawa diagram.
A)True
B)False
Q2) Breakthrough improvement refers to _____.
A) process variance
B) discontinuous change
C) programmed innovation
D) a lack of variation
Q3) How is an Ishikawa diagram generated?
Q4) What is the relevance of creativity and innovation in total quality?
Q5) Check sheets are tools that aid in data collection.
A)True
B)False
Q6) Flowcharts are also known as:
A) Pareto diagrams.
B) fishbone charts.
C) process maps.
D) step charts.
Q7) Explain the differences between lean approaches and Six Sigma.
Page 6
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Chapter 5: Competitive Advantage and Strategic Management for Performance Excellence
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Sample Questions
Q1) _____ are "spreadsheets" that graphically display relationships between ideas, activities, or other dimensions in such a way as to provide logical connecting points between each item.
A) Matrix diagrams
B) Scatter diagrams
C) Pareto diagrams
D) Process decision program charts
Q2) The time it takes to accomplish one portion of a process is known as the _____.
A) lead time
B) turnaround time
C) time signature
D) cycle time
Q3) Minimizing the number of parts, eliminating fasteners, making parts symmetric whenever possible, avoiding rigid and stiff parts, and using one-sided assembly designs are some of the approaches companies use to achieve cost leadership for high-volume products.
A)True
B)False
Q4) List the performance measures under the Malcolm Baldrige Criteria.
Q5) What is the significance of cycle time to quality?
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Chapter 6: Quality in Customer Supplier Relationships
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Sample Questions
Q1) One common form that cooperation takes is the early involvement of suppliers in the design of new products.
A)True
B)False
Q2) Customer relationship management helps firms gain and maintain competitive advantage by:
A) integrating markets irrespective of demography or behavioral characteristics.
B) streamlining processes around traditional functions rather than customers.
C) continuing making products that better meet customers' needs and provide increased value.
D) forecasting customer retention and defection rates.
Q3) One of the key principles of integrative bargaining says that fair solutions result from the personalities of the negotiators rather than deciding on the criteria on which to evaluate the result.
A)True
B)False
Q4) Describe the role of customer engagement in performance excellence.
Q5) How does CRM help firms gain and maintain competitive advantage?
Q6) What is the benefit of the teamwork approach in customer-supplier relationships?
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Chapter 7: Designing Organizations for Performance Excellence
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Sample Questions
Q1) Describe the process of "coordinating mapping."
Q2) An advantage of flatter organizations is that they:
A) tencourage non-value-added activities.
B) promote the micromanagement of frontline workers.
C) create more supervisory tasks and responsibilities for managers.
D) improve communication between top managers and frontline employees.
Q3) In an organization, _____ processes are driven by internal customer needs.
A) value-creation
B) support
C) primary
D) principal
Q4) Job _____ entails "vertical job loading" in which workers are given more authority, responsibility, and autonomy rather than simply more or different work to do.
A) rotation
B) enlargement
C) enrichment
D) sampling
Q5) What is the difference between an institutional and a structural contingency theory?
Page 9
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Chapter 8: Quality Teamwork
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Sample Questions
Q1) List and describe the roles of the members of a Six Sigma team.
Q2) With respect to the several types of individuals in Six Sigma projects, _____ typically own the process that the project is focused on improving.
A) champions
B) master black belts
C) green belts
D) black belts
Q3) Natural work teams are those teams with a specific mission to develop something new or to accomplish a complex task.
A)True
B)False
Q4) Team responsibilities and processes are often summarized in a team charter.
A)True
B)False
Q5) Teams used in TQ efforts generally should be homogenous due to the heavy emphasis on creativity and fresh thinking in the tasks they face.
A)True
B)False
Q6) List the common types of teams.
Page 10
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Chapter 9: Engagement, Empowerment, and Motivation
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Sample Questions
Q1) _____ refers to any activity by which employees participate in work-related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation.
A) Employee involvement
B) Employee clarity
C) Employee attrition
D) Employee orientation
Q2) Compensation is not related to employee motivation.
A)True
B)False
Q3) The principle of breakthrough improvement leads to fairly easy goals.
A)True
B)False
Q4) _____ refers to the extent of employee commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization.
A) Intellectual labor
B) Aesthetic labor
C) Workforce engagement
D) Workforce adaptation
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Chapter 10: Leadership for Performance Excellence
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Sample Questions
Q1) _____ is defined in terms of looking for mistakes and enforcing rules to avoid mistakes.
A) Active management by exception
B) Management by forced-feedback
C) Management by alternatives
D) Passive management by exception
Q2) An important element of organizational sustainability is ensuring future leadership; thus the development of future leaders and a formal succession plan are vital.
A)True
B)False
Q3) The difference between the classic view of leadership and the TQ view is that the former deals with major subunits, whereas the latter emphasizes leadership at the workgroup level.
A)True
B)False
Q4) Describe a vision and its significance to leadership.
Q5) The leadership system discourages initiative and risk taking.
A)True
B)False
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Chapter 11: Performance Excellence and Organizational Change
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Sample Questions
Q1) At the Status Quo stage of the Baldrige journey, organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance.
A)True
B)False
Q2) _____ is defined as a sustained collective inquiry into the processes, assumptions, and certainties that compose everyday experience.
A) Cluster analysis
B) Dialog
C) Focus group analysis
D) Deployment
Q3) Strategic changes are the ones that impact culture the most.
A)True
B)False
Q4) Stage 3 of the Baldrige roadmap to performance excellence is called the _____ stage.
A) integration
B) sustaining
C) status quo
D) false starts
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