Question 1 Positively influence employees and inspire them to engage in extra work and define the di

Question 1 Positively influence employees and inspire themto engage in extra work and define the direction for the organization by usingpowerful imagery, but do not provide a sense of mission or purpose thatsupports the status quo.b.Define the direction for the organization by using powerfulimageryc.Provide a sense of mission or purpose that supports thestatus quod.All of the above (a,b,c)e.Positively influence employees and inspire them to engage inextra work and define the direction for the organization by using powerfulimagery, but do not provide a sense of mission or purpose that supports thestatus quo.
Question 2 Individualgoal setting that follows the classic MBO approach outlined by Peter Druckerincludes which of the following?Answers: a.
Employees being empowered to set their own goals based onthe strategic goals of the organizationb.Managers setting goals for employees based on the strategicgoals of the organizationc.Managers establishing “Make or Break Opportunities†foremployees to determine who will be promotedd.Employees meeting with managers to jointly set theemployee’s goalse.None of these
Question 3 GypsyIndustries has created numerous organizational subsystems to help it stayresponsive to its environment. While this flexibility has helped the companymeet its customers’ needs, it has also created a need for ____________ withinthe organization.Answers: a.
Additional levels in the hierarchyb.Additional employeesc.Centralized decision makingd.Integrating mechanismse.Differentiation
Question 4 Justin is a new manager with 27 directreports. He has been feeling overwhelmedat work and just learned that the last three managers who held his positionquit after only a few months. Which design principle appears to have beenviolated in this organization?Answers: a.
Unity-of-commandb.Scalar principlec.Span of controld.Management by objectivee.Tall organizations
Question 5 Oneof the paradoxes of emphasizing goal setting to motivate performance is thatAnswers: a.
Goals only work in a relaxed, collaborate environment.b.Goals tend to de-motivate employeesc.Establishing and monitoring goals and performance takes timeaway from the actual tasks of the organization.d.Goals inhibit creativitye.Goals do not change, but the business environment doeschange.
Question 6 TheGallup employee engagement survey asks which of the following questions ofemployees?Answers: a.
Do you have the chance to do what you do best every day atwork?b.Does your supervisor seem to care about you as a person?c.Does the organization’s mission make you feel your job isimportant?d.All of the above (a,b,c)e.Do you have the chance to do what you do best every day atwork and does the organization’s mission make you feel your job is important?
Question 7 Accordingto the Corporate Leadership Council, ____________ relates to and employeescommitment to financial and developmental opportunities provided by theirorganization and __________ refers toemployees’ trust in their managers and how much they enjoy belong to theirorganizations.Answers: a.
social engagement; professional engagementb.professional engagement; emotional commitmentc.emotional commitment; rational commitmentd.rational commitment; emotional commitmente.professional engagement; social engagement
Question 8 Tosustain the passion you need to persevere as a leader in challenging times, ithelps if you have addressed which of the following fundamental questions?
Answers: a.Where am I going? and Why am I going there?b.What do my shareholders want? How can I help them obtainwhat they want?c.Who am I? and Who do other people think that I am?d.What is my vision for the company? and Who else in theorganization agrees with my vision?e.What do my employees want? How can I help them obtain whatthey want?
Question 9 GeoCorp. has departments for each of its territories. They are considering adding a new servicearea that would be focused on developing business in sub-Saharan Africa. Whattype of departmentalization does Geo Corp use?Answers: a.
Functionalb.Divisionalc.Matrixd.All of the above (a,b,c)e.None of the above (a,b,c)
Question 10 Strategic unity and alignment is importantbecauseAnswers: a.
It signals to the stock market that the company is moving inthe right directionb.It reduces the amount of work that managers must do todevelop employees because their tasks are more clearly defined for themc.It ensures that the organizational strategy is aligned withthe external environmentd.It increases motivation by helping employees see a directconnection between their daily tasks and the organizations visione.It encourages discussion of new methods for measuringperformance among lower-level employees
Question 11 Whyis the measurement of productivity more controversial today than it was in thedays when the rational goal model was initially developed?Answers: a.Because it is more complex to measure the productivity ofintellectual capital than other forms of capital such as natural resourcesb.Because we already know as much about productivity as weneed to know, so spending time and money on additional measurement is wastefulc.Because it is more important to measure an organizationscarbon footprint than its productivityd.Because productivity is no longer important toorganizational effectivenesse.Because employees today are less likely to stay with anemployer for many years
Question 12 Inwhat type of goal setting do senior levels of management engage?
Answers: a.
Strategicb.Directionalc.Tacticald.Both strategic and directionale.Both strategic and tactical
Response Feedback: Seepage 185
Question 13 Howmight a manager link performance to outcomes?Answers: a.
Be a positive Pygmalion.b.Make sure to follow through with promised outcomes based onperformance.c.Make certain that they know what outcomes are important toemployees.d.Encourage employee effort.e.Identify the performance outcome without the participationof the employee.
Response Feedback: Seepages 201-202
Question 14 CrossStationary has grown from a small organization with a functional structure to alarge multi-product, international company. They have been using ad hoccross-functional teams extensively and are considering altering their structureto make these types of teams permanent.Which type of departmentalization is Cross Stationary consideringadopting?
Answers: a.
Functionalb.Divisionalc.Matrixd.Virtuale.None of these
Response Feedback: Seepage 217
Question 15 Thedesigning and organizing competencyAnswers: a.Focuses on organizational structure and cultureb.Focuses on the same type of activities that are included inthe competency for planning and coordinating projectsc.Focuses on having a flexible structure to meet the needs ofemployeesd.Focuses on the aesthetics of the physical space whereemployees worke.Focuses on deciding how to organize information flows to bemore efficient
Question 16 Toimprove productivity and increase profitability, the rational goal modelassumes that
Answers: a.
Rational analysis can be replaced with more subjectivemeasuresb.Clear direction critical to effectivenessc.Clear direction leads to de-motivated employeesd.Goal clarification is unnecessary when workers are empowerede.Goal clarification only works when workers are fully engaged
Question 17 Incontrast to the Collaborate action imperative, the Compete action imperativetake a more _________ focusAnswers: a.Externalb.Long-termc.Internald.Individualistice.Collaborative
Question 18 Whichtype of individual is likely to be the most comfortable in a position thatfocuses on managing execution and driving for results?Answers: a.
An individual who is interested in controlling processes toensure that they are as efficient as possibleb.An individual who likes to engage in extensive collaborationto ensure that everyone is on board with new initiativesc.An individual who is task-oriented and likes to ensure thatall necessary activities are completed effectivelyd.An individual who focuses on creativity and coming up withnew idease.None of these
Question 19 Whatis organizing?Answers: a.
Hiring the right people for the organizationb.Monitoring performance and comparing to the planc.Acquiring resources and allocating them based on performanced.Deciding where you want to go and how best to get theree.Dividing work into manageable components and assigningactivities
Question 20 Themanagement model that appears diagonally opposite the rational goal modelquadrant of the competing values framework is:Answers: a.The human relations modelb.The theory Y modelc.The open systems modeld.The global values modele.The rational goal model
Response Feedback: Seepage 170 (shown in module graphic)
Question 21 Whichof Peter Drucker’s recommendations for improving time management is the MOSTDIFFICULT for managers to actually achieve in the workplace today?Answers: a.
Recording their timeb.Managing their timec.Consolidating their timed.Prioritizing their timee.None of the activities listed is difficult for managers toachieve in the workplace today
Question 22 Caseyhas been trying to use the time management matrix approach to help improve hisperformance at work. He is primarily evaluated on the number of hits that hegets relative to the number of times that he comes up to bat. He is alsoevaluated on whether or not he arrives on time for practice and how neat hislocker is kept. Given this situation, how should Casey classify the time thathe spends cleaning his locker?Answers: a.
Not important but urgentb.Important and urgentc.Important but not relevantd.Important but not urgente.Not important and not urgent
Response Feedback: Seepage 234
Question 23 Whatis a vision?Answers: a.
What customers want from a companyb.A destination and a desired futurec.A plan for reaching a specific goald.An idea from the top management teame.A specific objective a firm wants to meet
Question 24 Which element of expectancy theory isdescribed as the probability that achieving performance target will lead tovarious work-related outcomes?
Answers: a.
Expectancy, the E to P conditionb.Instrumentality, the P to O conditionc.Valence, the Value of the Outcome to the individuald.Motivation, the level of Effort predicted to be exertede.Work–related outcomes, the O element in the model
Question 25 Leaders such as Steve Jobs (Apple Computerand Pixar) and Jeff Bezos (Amazon.com and Blue Origin), are visionary becausethey are able toAnswers: a.
Don’t let their personal passions influence their businessdecisionsb.Recognize the value of new technology before anyone else intheir industriesc.Engage in arrogant behavior and still be considered charmingd.Out negotiate other business leaders to gain a competitiveadvantagee.Embrace competing values and transcend paradox
Question 26 When evaluating an employee’s performancemanagers should take into accountAnswers: a.
Any organizational barriers that might have inhibitedemployees from achieving their goalsb.Any enablers that might have made it easier than anticipatedfor the employees to achieve their goalsc.The overall performance of the business unit in which theemployee was employed during the period under reviewd.All of the above (a,b,c)e.Any organizational barriers that might have inhibitedemployees from achieving their goals and any enablers that might have made iteasier than anticipated for the employees to achieve their goals, but not theoverall performance of the business unit in which the employee was employedduring the period under review.
Question 27 Janiceis starting a new custom clothing business.She has decided to hire workers to focus on different tasks such astaking measurements, cutting out fabric, and sewing garments. Which designprinciple is Janice applying in this situation?Answers: a.
Scalar principleb.Management by objectivec.Unity-of-commandd.Span of controle.Division of labor
Question 28 Which of the questions below LEASTreflects the emphasis of the COMPETE quadrant?
Answers: a.What talent will we need to reach our desired destination asan organization?b.Who are we as an organization?c.Where are headed as an organization?d.Why should our people want to go where we are headed?e.Why are we headed where we are as an organization?
Question 29 The management model associated with theCompete action imperative isAnswers: a.
The global values modelb.The rational goal modelc.The theory Y modeld.The open systems modele.The human relations model
Question 30 Whichof the following key components of visions often proves to be the mostdifficult task?Answers: a.Making the case for changeb.Making the vision short and to the pointc.Making the methods to achieve the vision explicitd.All of these are equally difficulte.None of these are particularly difficult
Response Feedback: Seepages 174-175
Question 31 Which element of expectancy theory isdescribed as the probability that effort will lead to achievement ofperformance target?
Answers: a.
Instrumentality, the P to O conditionb.Expectancy, the E to P conditionc.Work related outcomes, the O element in the modeld.Valence, the Value of the Outcome to the individuale.Motivation, the level of Effort predicted to be exerted
Question 32 Whichof the following would research predict would be the most effective goal?Answers: a.
I will learn Spanish for my trip to my new customer inMexico.b.I will try really hard to get my sales report done on time.c.I will increase my sales calls by 10% next month.d.I will increase my earnings from commission sales by 10%next month.e.I will do my best to improve my ranking in the salesdepartment.
Question 33 Howdo “content†theories of motivation help managers?
Answers: a.Content theories of motivation give managers usefulinformation about broad categories of needs that individuals seek to fulfill.b.Content theories of motivation give managers usefulinformation about specific things that individuals want to get out of theirjobs.c.Content theories of motivation help managers understand thesteps involved in motivating employeesd.Content theories of motivation help managers understand whyemployees are likely to be dissatisfied if they are passed over for promotion.e.Content theories of motivation are useful to psychologistsand academics but are not helpful to managers
Response Feedback: Seepage 197
Question 34 Themost critical and challenging aspect of communicating a vision isAnswers: a.Touching the hearts and personal values of followersb.Explaining new policies and procedures to followersc.Providing a clear philosophy that is centered on specificelements of the visiond.Creating reporting mechanisms that reflect accurate dataabout the achievement of the visione.None of these
Question 35 Oneof the five competencies discussed in relationship to the rational goalquadrant, the one that is the MOST DIRECTLY focused on generating energy in theorganization isAnswers: a.
Planning and coordinating projects.b.Motivating self and others.c.Setting goals and objectivesd.Managing execution and driving for resultse.Developing and communicating a vision
Response Feedback: Seepage 171
Question 36 Highly mechanistic organizations tend tohave:Answers: a.A tall hierarchy and narrow spans of controlb.Narrowly defined jobs and wide spans of controlc.Broadly defined jobs and highly detailed rulesd.Centralized decision making and few layers in the hierarchye.High levels of formalization and decentralized decisionmaking
Response Feedback: Seepage 214-215
Question 37 Head Gear Generation manufactures andmarkets cutting edge products that are designed for young adults. Becausepreferences in this age group change rapidly, Head Gear Generation spends agreat deal of time and energy trying to understand its customers and puttingproducts into stores before any of its competitors. What type of organizational culture would bemost appropriate for Head Gear Generation?Answers: a.
Hierarchyb.Adhocracyc.Cland.Communitye.Market
Question 38 InGalbraith’s “star model,†processes refer:Answers: a.
Methods of manufacturing productsb.Sets of steps created to help service workers improve thequality of their customer interactionsc.Information and decision processes that span the breadth anddepth of the organization’sd.All of the above (a,b,c)e.Methods of manufacturing products and sets of steps createdto help service workers improve the quality of their customer interactions, butnot information and decision processes that span the breadth and depth of theorganization’s.
Question 39 GinnyMills is a new vice president of operations at Wheelwright Appliances. Inreviewing her area, she discovered that employees were having difficultyeffectively executing the strategy of being number one or number two in theirindustry. It seems that they did not have a clear idea of what exactly thatmeant. To help clarify this for her unit, Ginny should:Answers: a.
Set ambitious goalsb.Conduct a benchmarking study of the competitionc.Encourage a strong customer focusd.Challenge others to achieve high levels of performancee.Set up an off-site retreat to encourage employees to workharder
Response Feedback: Seepage 228-232
Question 40 Allof the following strategies are consistent with Peter Drucker’s advice formanaging your time EXCEPT?Answers: a.
Clarifying your valuesb.Scheduling appointments back to back to avoid any wastedtime.c.Planning and prioritize on a regular basisd.Regularly reviewing how you are spending your timee.All of these are consistent with Drucker’s advice formanaging your time