8/18/2022


Correct Answers 0
Total Questions 60
Score 0 %
Course # 311003
Management and Execution
based on the book:

Execution: The Discipline of Getting Things Done
by: Larry Bossidy & Ram Charan ( 2002 )

12 CPE Credit Hours
Management

A P E X C P E . C O M  . . . . .  1.877.317.9047  . . . . .  support@apexcpe.com


Chapter 1 - The Gap Nobody Knows

1.    In the year 2001 alone, forty CEOs of the top two hundred companies on Fortune’s 500 list:   
Were removed
Had a party
Led by example
Executed masterfully
2.    Strategies most often fail because they aren’t executed well.   
TRUE
FALSE
3.    Velocity is:   
The speed at which receivables are converted into cash
The ratio of sales dollars to appropriated reserves
The ratio of sales dollars to net assets deployed in the business
The ratio of debt to revenue
4.    Building to order means producing a unit after the customers order is transmitted to the factory.   
TRUE
FALSE
5.    Higher velocity reduces productivity and increases working capital.   
TRUE
FALSE
6.    Execution is synonymous with tactics.   
TRUE
FALSE
7.    Execution is the missing link between aspirations and results.   
TRUE
FALSE


Chapter 2 - The Execution Difference

8.    Every great leader has had an instinct for execution.   
TRUE
FALSE
9.    An execution-savvy leader focuses on the cause of a problem not the outcome of a problem.   
TRUE
FALSE
10.    A leader skilled in execution probes his organization to get a realistic assessment of its market risks.   
TRUE
FALSE
11.    When a business is making major changes, the right people have to be in the critical jobs, and the core processes must be:   
Well documented
Flexible enough to change when resistance is high
Executed at the operating level
Strong enough to ensure that resistance is dissolved and plans get executed


Chapter 3 - Building Block One: The Leader’s Seven Essential Behaviors

12.    Which of the following is not considered essential behavior for a leader:   
Follow through
Know yourself
Think outside the box
Set clear goals and priorities
13.    In companies that don’t execute, the leaders are usually out of touch with the day to day realities.   
TRUE
FALSE
14.    Embracing realism means always taking a realistic view of your company and disregarding other companies.   
TRUE
FALSE
15.    People in contemporary organizations need a smaller number of clear priorities to execute than those in an old-fashioned organization because:   
People in contemporary organizations are better prepared than those in traditional organizations
Decision making is decentralized in the contemporary organization and people at many levels are making decisions and trade-offs.
People in old fashioned organizations tended to work harder
People in contemporary organizations have more stress placed upon them than those in traditional organizations
16.    A leader who says "I've got 10 priorities.":   
Needs an assistant
Needs a course in time management
Is an asset to the organization
Doesn't know what he's talking about
17.    Along with having clear goals, a leader should strive for simplicity in general.   
TRUE
FALSE
18.    The failure to follow through is widespread in business, and is a major cause of poor execution.   
TRUE
FALSE
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.   
TRUE
FALSE
20.    The most effective way to coach is to:   
Observe a person in action and then provide specific useful feedback
Offer as much training as possible
Drill in the realities of a specific negative behavior until it is changed.
Lead by example and withhold feedback to avoid creating a hostile situation
21.    Your aim in coaching an individual should be:   
To make it as painless as possible
To ask the questions that bring out the realities and give people the help they need to correct problems
To simulate group coaching styles
To reward good behaviors and punish bad ones
22.    Emotional fortitude allows you to avoid points of view which differ from your own.   
TRUE
FALSE
23.    Strength of character has no basis in great execution.   
TRUE
FALSE


Chapter 4 - Building Block Two: Creating the Framework for Cultural Change

24.    Most efforts at cultural change fail because:   
They don’t invoke commitment
They aren’t embraced at the top
They are not linked to improving the business’s outcomes
They are designed to fail
25.    Cultural change gets real when your aim is execution.   
TRUE
FALSE
26.    The foundation of changing behavior is linking rewards to performance and making the linkages transparent.   
TRUE
FALSE
27.    Culture is:   
How people act
A trend that leaders perpetuate
Unimportant in organizational success
The sum of its shared values, beliefs, and norms of behavior
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.   
TRUE
FALSE
29.    Leaders create a culture of indecisiveness and leaders can break it.   
TRUE
FALSE
30.    You change the culture of a company by changing the behavior of its leaders.   
TRUE
FALSE
31.    Robust dialogue:   
Creates havoc
Defeats teamwork
Fosters creativity
Fosters trust


Chapter 5 - Building Block Three: The Job No Leader Should Delegate – Having the Right People in the Right Place

32.    In the hiring process, it’s critical to hire people with whom you’re comfortable.   
TRUE
FALSE
33.    An organization’s human beings are its most reliable resource for generating excellent results year after year.   
TRUE
FALSE
34.    Consistently successful business leaders focus intensely and relentlessly on people selection.   
TRUE
FALSE
35.    The following is not a valid reason for why the right people are not always in the right jobs:   
Lack of knowledge
Lack of courage
An abundance of candidates
The psychological comfort factor
36.    Some leaders drain energy from people, other create it.   
TRUE
FALSE
37.    It’s always better to hire the most highly conceptual strategic thinking candidate.   
TRUE
FALSE
38.    Traditional interviews are extremely useful in spotting qualities of leaders who execute.   
TRUE
FALSE
39.    Decisiveness is the ability to make difficult decisions swiftly and well, and act on them.   
TRUE
FALSE
40.    How leaders meet their commitments is at least as important (or more important) as whether they meet them.   
TRUE
FALSE
41.    Getting things done through others is a fundamental leadership skill.   
TRUE
FALSE


Chapter 6 - The People Process: Making the Link with Strategy and Operations

42.    The strategy process is more important then the people or operations processes.   
TRUE
FALSE
43.    Meeting medium and long term milestones greatly depends on having a pipeline of promising and promotable leaders.   
TRUE
FALSE
44.    The last building block of the people process is its linkage to strategic milestones.   
TRUE
FALSE
45.    Linking people, strategy, and operations helps distill organizational challenges for the coming year.   
TRUE
FALSE
46.    HR has to be integrated into business processes.   
TRUE
FALSE


Chapter 7 - The Strategy Process: Making the Link with People and operations

47.    A contemporary strategic plan must be an action plan that business leaders can rely on to reach their business objectives.   
TRUE
FALSE
48.    A robust strategy is a compilation of numbers somewhat like an astrological forecast.   
TRUE
FALSE
49.    When a business unit creates its strategy, it clearly lays out in specific terms the direction of the unit.   
TRUE
FALSE
50.    An astonishing number of strategies fail because leaders don't make a realistic assessment of whether the organization can execute the plan.   
TRUE
FALSE


Chapter 8 - How to Conduct a Strategy Review

51.    The strategy review is not a good time for a leader to develop people.   
TRUE
FALSE
52.    It’s critical that the strategy process be linked to the people and operations processes.   
TRUE
FALSE
53.    A strategy review should be a creative exercise.   
TRUE
FALSE
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.   
TRUE
FALSE


Chapter 9 - The Operations Process: Making the Link with Strategy and People

55.    The operating plan provides the path for the people who will get the business where it wants to go.   
TRUE
FALSE
56.    In the operating plan, the leader is primarily responsible for overseeing the seamless transition from strategy to operations.   
TRUE
FALSE
57.    A sound budget takes weeks or months to develop.   
TRUE
FALSE
58.    The starting point of any budget is:   
An offsite meeting
A robust dialog among all the relevant business leaders
From the bottom up
From the top down
59.    Synchronization is essential for excellence in execution and for energizing the corporation.   
TRUE
FALSE
60.    Debate on assumptions is one of the most critical parts of any operating review.   
TRUE
FALSE

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