Success in making corrective actions does not depend on ________.
A) a thorough analysis of the situation, the exercise of good business judgment in deciding what actions to take., and good implementation of the corrective actions that are initiated.
B) good implementation of the corrective actions that are initiated.
C) getting an organization back on track rather quickly.
D) the exercise of good business judgment in deciding what actions to take.
E) a failure to show measurable progress in implementing corrective actions in a timely fashion.
E) a failure to show measurable progress in implementing corrective actions in a timely fashion.
Sometimes it must be recognized that an unsatisfactory performance may be due as much or more to a flawed strategy as to a weak strategy execution. That is where initiating corrective actions comes in to play. Success in making corrective actions hinges on (1) a thorough analysis of the situation, (2) the exercise of good business judgment in deciding what actions to take, and (3) good implementation of the corrective actions that are initiated. Successful managers are skilled in getting an organization back on track rather quickly. They (and their staffs) are good at discerning what actions to take and in bringing them to a successful conclusion. Managers who struggle to show measurable progress in implementing corrective actions in a timely fashion are candidates for being replaced.
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When creating a BPMN activity model, which of the following is most accurate?
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Firms that focus on ______ often locate their facilities in reasonable proximity to the new market that they are planning.
A. accessing materials and resources B. lowering the firm’s cost C. growing the firm’s business D. developing innovative products
Lateral communication typically involves persuading others who report to us
Indicate whether the statement is true or false