Competition is driving many companies to implement performance improve

Question

Competition is driving many companies to implement performance improvement programs, but there are different approaches to improving a company’s performance. Activity-centered programs, often advocated by consulting firms, define goals in a long-term, global manner and typically involve formulation of new managerial philosophies as well as extensive motivational and problem-solving training for employees. Companies assume that if they introduce enough improvement activities, operational performance will improve. In 1988, for example, a large financial institution implemented a “total quality” program to improve operational performance and win customer loyalty. After two years of costly effort, however, the program’s consultants summarized their progress by citing improved employee communication and morale but no improvement in profits.

Studies show that activity-centered programs offer meager payoffs compared with results-driven programs. Results-driven programs, which require relatively little initial investment, set specific, measurable short-term goals—such as increased yields, reduced delivery time, or reduced product development time—and implement procedural changes only when they lead directly to improved results. Whereas the activity-driven approach invests time and money in preparatory efforts that rarely yield desired outcomes, the results-driven approach identifies specific goals and the resources, tools, and action plans needed for meeting them.

1. The author of the passage would most probably agree with which of the following statements about the "total quality” program mentioned in the highlighted text?

A. Its effectiveness could not be adequately measured.
B. It had considerable weaknesses, but they were ultimately outweighed by its strengths.
C. Its success in improving employee morale was achieved primarily because of the attention the employees received.
D. It should have concentrated more on winning customer loyalty.
E. It failed to reach a major goal despite having achieved some successes.

2. The primary purpose of the passage is to

A. explain why many companies have been attracted to activity-centered improvement programs
B. explain why activity-centered improvement programs are usually more expensive than results-driven programs
C. describe the kinds of companies most likely to benefit from a results-driven rather than an activity-centered improvement program
D. assess the relative strengths and weaknesses of activity-centered improvement programs and results-driven programs
E. argue that activity-centered improvement programs are less likely to produce desired outcomes than are results-driven programs

3. Which of the following best describes the organization of the passage?

A. Two related problems are described and a solution is proposed.
B. Two different solutions to a problem are examined and a third is proposed.
C. The primary reasons for a major problem are enumerated and explained.
D. One approach to a problem is rejected as ineffective and an alternative is presented.
E. Two arguments about a problem are described and their shared assumptions identified.

4. The author of the passage asserts which of the following about activity-centered improvement programs?

A. They are based on a mistaken assumption about the benefits of broad-based improvement efforts.
B. They cannot be implemented without the aid of consultants.
C. They produce better results for some kinds of businesses than for others.
D. They produce long-term advantages but create short-term problems.
E. They focus primarily on ensuring that employee morale will improve.

5. The author of the passage suggests that in comparison with results-driven programs, activity-centered programs are

A. occasionally more cost effective
B. less practical
C. less expensive
D. less popular with managers
E. more effective in small businesses

6 The author of the passage mentions the "total quality" program in the highlighted text primarily in order to

A. suggest an alternative to conventional activity-centered programs
B. explain why improved employee communication does not improve profits
C. illustrate the inadequacy of activity-centered programs
D. illustrate the kinds of activities encountered in activity-centered programs
E. attest to the kinds of advantages companies gain when they implement activity-centered programs

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Show Answer Question #1

Official Answer

E

Show Answer Question #2

Official Answer

E

Show Answer Question #3

Official Answer

D

Show Answer Question #4

Official Answer

A

Show Answer Question #5

Official Answer

B

Show Answer Question #6

Official Answer

C

GMATchAttack · Answer

Could you explain why the answer to 1) is e) and not a)

Sajjad1994 · Answer

(A)  is indirectly opposite, in fact. Although it is mentioned that the  total quality  program's consultants summarizing their progress by citing improved employee communication and morale, it also explicitly states that there was "no improvement in profits." This indicates that the effectiveness of the program could indeed be measured, at least in terms of its impact on profits, which was a major goal of the program.

okabe · Answer

explain question no 2,please

Sajjad1994 · Answer

Explanation

2. The primary purpose of the passage is to

Difficulty Level:   555

Explanation The prime debate here is  D  vs  E.

A.   Incorrect:  The author did not focuses on explaining why companies are attracted to activity-centered programs. Instead, it evaluates the effectiveness of both activity-centered and results-driven programs in improving a company's performance.

B. Incorrect:  Although the author mentioned that activity-centered programs can be costly, its primary focus is not on explaining the cost difference between the two types of programs. Rather, it compares their effectiveness and efficiency in achieving desired outcomes.

C. Incorrect:  Similar to  (B)  above.

D. Incorrect:  While it may seem correct, it does not fully capture the primary purpose of the passage. The passage does evaluate the strengths and weaknesses of both types of programs but with the ultimate aim of highlighting why results-driven programs are more effective in producing desired outcomes compared to activity-centered programs.

E. Correct!   It accurately captures the main idea of the passage. The passage discusses how activity-centered programs, despite their significant investments in long-term goals and employee training, often fail to produce the desired outcomes, as exemplified by the case study of the financial institution's  "total quality"  program.

Answer: E

sayan640 · Answer

Regarding Question no. 2 , In which sentence of the passage is it mentioned that the author is arguing in favor of a result driven program and providing his own opinion ?
He is merely presenting merits and demerits of the two programs.
 MartyMurray   KarishmaB   chetan2u

SergejK · Answer

Bunuel : Here 2 more questions.

Bunuel · Answer

___________________________
Added the questions. Thank you!

satavishamitra · Answer

Can anyone please explain Q5?

Samé · Answer

Could anyone explain Q4 and Q5 please ?

MyNameisFritz · Answer

https://i.gyazo.com/1da4bca7d99da898c6417d7063ceb052.png 
Hello  Bunuel ,

Here is another question to add.

Bunuel · Answer

Added to the question. Thank you very much!

napolean92728 · Answer

Key Information in the Passage 
 
 Two contrasting approaches: activity-centered vs. results-driven programs 
 Activity-centered programs: long-term goals, new philosophies, extensive training 
 Example: financial institution implemented "total quality" program with poor results 
 Results-driven programs: specific measurable short-term goals, minimal initial investment 
 The passage clearly favors results-driven approaches over activity-centered ones

Pre-writing Process 
 
 The author states that companies using these programs "assume that if they introduce enough improvement activities, operational performance will improve." 
 The example shows that after "two years of costly effort," there was "no improvement in profits." 
 The author explicitly states that "activity-centered programs offer meager payoffs compared with results-driven programs." 
 The author notes that the "activity-driven approach invests time and money in preparatory efforts that rarely yield desired outcomes."

Evaluating Options 
A. "They are based on a mistaken assumption about the benefits of broad-based improvement efforts."
 
 The passage states these programs assume "if they introduce enough improvement activities, operational performance will improve" but then shows this doesn't work well. The author clearly thinks this assumption is incorrect. 
 CORRECT

B. "They cannot be implemented without the aid of consultants."
 
 The example mentions consultants, but nothing suggests they're always required. 
 INCORRECT

C. "They produce better results for some kinds of businesses than for others."
 
 The passage makes no distinction between types of businesses. 
 INCORRECT

D. "They produce long-term advantages but create short-term problems."
 
 The passage indicates they don't produce advantages at all (they offer "meager payoffs"). 
 INCORRECT

E. "They focus primarily on ensuring that employee morale will improve."
 
 While the example mentions improved morale, this is presented as an incidental outcome, not the primary focus. 
 INCORRECT