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11/4/2025
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Course 311003- Management and Execution
  Final Exam
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311003v - Management and Execution

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Management
12 CPE Credit Hours
11/4/2025
Final Exam
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Read 'Chapter 1: The Gap Nobody Knows' & answer the following question(s):
1. In the year 2001 alone, forty CEOs of the top two hundred companies on Fortune’s 500 list:
2. Strategies most often fail because they aren’t executed well.
3. Velocity is:
4. Building to order means producing a unit after the customers order is transmitted to the factory.
5. Higher velocity reduces productivity and increases working capital.
6. Execution is synonymous with tactics.
7. Execution is the missing link between aspirations and results.
Read 'Chapter 2: The Execution Difference' & answer the following question(s):
8. Every great leader has had an instinct for execution.
9. An execution-savvy leader focuses on the cause of a problem not the outcome of a problem.
10. A leader skilled in execution probes his organization to get a realistic assessment of its market risks.
11. When a business is making major changes, the right people have to be in the critical jobs, and the core processes must be:
Read 'Chapter 3: Building Block One: The Leader’s Seven Essential Behaviors' & answer the following question(s):
12. Which of the following is not considered essential behavior for a leader:
13. In companies that don’t execute, the leaders are usually out of touch with the day to day realities.
14. Embracing realism means always taking a realistic view of your company and disregarding other companies.
15. People in contemporary organizations need a smaller number of clear priorities to execute than those in an old-fashioned organization because:
16. A leader who says "I've got 10 priorities.":
17. Along with having clear goals, a leader should strive for simplicity in general.
18. The failure to follow through is widespread in business, and is a major cause of poor execution.
19. A good leader ensures that the organization makes distinctions between those who achieve results and those who don’t, in terms of base pay, bonuses and stock options.
20. The most effective way to coach is to:
21. Your aim in coaching an individual should be:
22. Emotional fortitude allows you to avoid points of view which differ from your own.
23. Strength of character has no basis in great execution.
Read 'Chapter 4: Building Block Two: Creating the Framework for Cultural Change' & answer the following question(s):
24. Most efforts at cultural change fail because:
25. Cultural change gets real when your aim is execution.
26. The foundation of changing behavior is linking rewards to performance and making the linkages transparent.
27. Culture is:
28. Structure divides an organization into units designed to perform certain jobs, but it is social software that integrates the organization into a unified, synchronized whole.
29. Leaders create a culture of indecisiveness and leaders can break it.
30. You change the culture of a company by changing the behavior of its leaders.
31. Robust dialogue:
Read 'Chapter 5: Building Block Three: The Job No Leader Should Delegate – Having the Right People in the Right Place' & answer the following question(s):
32. In the hiring process, it’s critical to hire people with whom you’re comfortable.
33. An organization’s human beings are its most reliable resource for generating excellent results year after year.
34. Consistently successful business leaders focus intensely and relentlessly on people selection.
35. The following is not a valid reason for why the right people are not always in the right jobs:
36. Some leaders drain energy from people, other create it.
37. It’s always better to hire the most highly conceptual strategic thinking candidate.
38. Traditional interviews are extremely useful in spotting qualities of leaders who execute.
39. Decisiveness is the ability to make difficult decisions swiftly and well, and act on them.
40. How leaders meet their commitments is at least as important (or more important) as whether they meet them.
41. Getting things done through others is a fundamental leadership skill.
Read 'Chapter 6: The People Process: Making the Link with Strategy and Operations' & answer the following question(s):
42. The strategy process is more important then the people or operations processes.
43. Meeting medium and long term milestones greatly depends on having a pipeline of promising and promotable leaders.
44. The last building block of the people process is its linkage to strategic milestones.
45. Linking people, strategy, and operations helps distill organizational challenges for the coming year.
46. HR has to be integrated into business processes.
Read 'Chapter 7: The Strategy Process: Making the Link with People and operations' & answer the following question(s):
47. A contemporary strategic plan must be an action plan that business leaders can rely on to reach their business objectives.
48. A robust strategy is a compilation of numbers somewhat like an astrological forecast.
49. When a business unit creates its strategy, it clearly lays out in specific terms the direction of the unit.
50. An astonishing number of strategies fail because leaders don't make a realistic assessment of whether the organization can execute the plan.
Read 'Chapter 8: How to Conduct a Strategy Review' & answer the following question(s):
51. The strategy review is not a good time for a leader to develop people.
52. It’s critical that the strategy process be linked to the people and operations processes.
53. A strategy review should be a creative exercise.
54. It’s good form at the end of a strategy review to write a letter to each of the leaders to solidify and confirm the agreements you made.
Read 'Chapter 9: The Operations Process: Making the Link with Strategy and People' & answer the following question(s):
55. The operating plan provides the path for the people who will get the business where it wants to go.
56. In the operating plan, the leader is primarily responsible for overseeing the seamless transition from strategy to operations.
57. A sound budget takes weeks or months to develop.
58. The starting point of any budget is:
59. Synchronization is essential for excellence in execution and for energizing the corporation.
60. Debate on assumptions is one of the most critical parts of any operating review.
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