Which of the following would be likely used as an outcome measure rather than a performance driver?

Which of the following would be likely used as an outcome measure rather than a performance driver?

a. Emergency response times (work order generation time and time to site [or repair])

b. Number of CFM certifications (number of new approved certifications)

c. Staff turnover (number of employees out of division/total employees)

d. Labor costs charged to work orders (time charges and employee labor rates)

Which of the following is true of facility management organization processes or outputs early in the strategy life cycle?

a. FM vision statements combine what customers feel is the FM organization's purpose with organizational requirements.

b. The final mission and vision statement is far more important than the process of producing them, so facility managers have the final say.

c. An organization's comprehensive data is verified, meaning that no estimated data is allowed.

d. FM mission statements combine what the FM staff feel are the FM organization's principles with the opportunities or strengths of the FM organization.

The results from a feasibility study showed that constructing a new plant would have the best economic feasibility for an organization. However, construction plus relocation time will prevent the organization from meeting its time-to-market strategic objective. Assuming viable leasing and building spaces are available, which of the following should the facility manager recommend?

a. Lease and modify an existing facility (even if it costs more but is still economically feasible), as long as it gets production capacity available soon enough to meet the organization's time-to-market objectives.

b. Cancel the strategic plans and re-perform strategic facility studies until a solution is found that can feasibly address all strategic objectives.

c. Build the new facility but rush construction and relocation in order to meet time-to-market objectives even if it significantly increases risks of project failure. d. Build the new facility on the original schedule because it is more important to meet long-term cost goals than a time-to-market objective.

Which of the following is true of facility management organization approval of strategic objectives for a tactical plan?

a. Strategic objective approval is always at the discretion of the facility manager regardless of cost or planning complexity.

b. Strategic objectives above a certain value or planning complexity may require executive/client approval.

c. Strategic objectives and tactical plans never need approval.

d. Strategic objective approval is at the sole discretion of executives/clients, never the facility manager.

Which of the following ensures that an organization's new balanced scorecard system is being used and reflects current strategy?

a. Change employee review and reward systems to reflect balanced scorecard measures.

b. Use balanced scorecard success criteria to enforce existing service level agreements and avoid renegotiating the agreements.

c. Change mission and vision statements to reflect the four perspectives of the balanced scorecard system.

d. Use leadership to inspire staff to develop their own balanced scorecard measures.

Facility staff treat a facility manager with more respect because of his attendance at corporate strategy sessions. Which of the following is the type of personal influence this facility manager has?

a. Referent power

b. Reward power

c. Representative power

d. Information power

According to Hershey-Blanchard's situational leadership theory, which of the following styles of leadership should a facility manager take when a subordinate has high technical skills for a task but expresses unwillingness to take responsibility for the task?

a. Selling

b. Telling

c. Participation

d. Delegation

A facility management organization has a backlog of tasks that require staff to work a great deal of overtime. Staff are clearly under duress. To offset the duress, the manager uses job enrichment to add some high content tasks. According to Maslow's Needs Hierarchy which of the following is true of this scenario?

a. Job enrichment will fail unless it is accompanied by strategic planning.

b. The job enrichment changes will provide the second highest degree of motivation possible.

c. The job enrichment changes will not provide motivation.

d. The job enrichment changes will provide the highest degree of motivation possible.

When developing goals for the facility management organization, facility managers start with

a. an external focus on laws, standards, and regulations.

b. an internal focus on FM mission and vision.

c. an external focus on the entire organization.

d. an internal focus on FM employee and contractor needs.

A facility manager tells staff exactly what to do and how to do it, but feels overworked because often the only person he can trust to do a job is himself. Which of the following does this facility manager lack? (Select 2)

a. Technical facility management expertise

b. Confidence in subordinates

c. Security in his position power

d. Subordinates with the ability to follow through

Which of the following is true when developing rules for organizational codes of conduct?

a. Rules that reinforce organizational culture should be included even when not enforceable.

b. Rules generally need to be more detailed than principles.

c. Rules intended only for facility management staff need not be compatible with the organization's rules.

d. Rules are intended to replace reason with position power.

Which of the following is a valid type of team reward that will promote teambuilding?

a. Provide extrinsic team rewards such as setting less challenging team goals.

b. Provide individual competitive rewards to team members who excel at individual tasks.

c. Provide intrinsic team rewards such as public executive praise for the group.

d. Provide individual rewards to team members who promote team task focusing.

According to the Belbin Team Role Inventory, a completer finisher would benefit most from a job design that emphasized which of the following job characteristics models?

a. Skill variety

b. Feedback

c. Task identity

d. Task significance

Facility management policies, procedures, and practices

a. frequently affect choices that entire organization staff and managers make.

b. specify minimum standards for work but allow workers to define the maximum amount of work.

c. cannot take required skill levels for services into account when assigning expected time or cost.

d. for contractors vary because they must specify the processes for the required tasks.

Win/Lose and Lose/Win negotiations

a. do not maintain or increase a positive relationship between parties.

b. do not involve either party using positional-based tactics.

c. are also called confrontation and compromising respectively.

d. are similar in that neither discloses their true bottom line.