Which two models in the competing values framework focus on flexibility?
a. Human relations and open systems
b. Emotional intelligence and human relations
c. Human relations and internal process
d. Internal process and rational goal
e. Rational Goal and open systems
Which of Fayol’s principles required that employees must receive a fair wage for
services rendered?
a. Remuneration of personnel
b. Subordination of individual interest to general interest
c. Scalar chain
d. Stability of tenure of personnel
e. Authority and responsibility
Which of the following is NOT a core principle of organizational structure?
a. Division of labor and specialization
b. Culture
c. Hierarchy and lines of authority
d. Standardization and formalization
e. Decision-making authority
In contrast to the Collaborate action imperative, the Compete action imperative take a
more _________ focus
a. Internal
b. External
c. Individualistic
d. Collaborative
e. Long-term
Which guideline should be followed in developing an effective performance
management system?
a. Feedback should be given only once a year.
b. Feedback should be oral only.
c. The employee should be encouraged to complete a self-evaluation.
d. Employees should not participate in designing the program that will be used to
evaluate them.
e. Only general feedback on employee behavior over the past year should be provided.
Which conflict management approach is most assertive and least cooperative?
a. Collaboration
b. Competition
c. Accommodation
d. Compromise
e. Avoidance
Which of the following is included in the polish category of effective presentations?
a. Practicing
b. Making sure your appearance is appropriate
c. Having your notes in order
d. All of these are in the polish category
e. Practicing and having your notes in order, but not making sure your appearance is
appropriate
Which of the following describes critical thinking?
a. It moves logically to arrive at the correct answer
b. It is imaginative
c. It generates a wide variety of ideas
d. It can be described as lateral
e. It is provocative
As discussed in the text, what is an argument?
a. A disagreement between two people
b. A train of reasoning
c. An enacted conflict situation
d. A quarrel between two issues of law
e. A pair of opposing perspectives
Gene Cattabiani, a vice president of the Steam Turbine Division of Westinghouse,
spoke at a town meeting with employees to explain the need for change. Employees
heckled him, shouted abuse, and made threats. After the presentation, Gene talked to
people on the plant floor about their comments and explained his side of the issue. This
experience served as a basis for which of the following conditions for dialogue?
a. Mutual purpose
b. Mutual goals
c. Mutual respect
d. Mutual meaning
e. Mutual benefit
How can you increase your empathy?
a. First move away from your own problems and concerns.
b. Look to see whether the other person’s words are congruent with their nonverbal
signals.
c. Focus on understanding the other person’s reactions, without feeling that you need to
agree with the other person.
d. Use reflective listening to see if there are things the other person is not saying.
e. All of these are ways you can increase your empathy.
Which of the following is NOT part of a shortcut to remembering the critical elements
of articulating and communicating a vision?
a. Heart
b. Hope
c. Hands
d. Head
e. All of these
All of the following are psychological states of empowerment except?
a. Meaning
b. Competence
c. Self-motivation
d. Impact
e. Self-determination
Within the context of goal and objective setting, strategic unity and alignment is
a. Primarily a top-down process
b. Primarily a bottom-up process
c. Primarily a middle management prerogative
d. Primarily needed by small organizations
e. Useless unless the organization operates internationally
Which element of an argument is described as the bridge between the claim and the
grounds?
a. Claim
b. Grounds
c. Warrant
d. Evidence
e. None of these
Which conflict management approach allows both parties to fully meet their needs?
a. Collaboration
b. Competition
c. Avoidance
d. Compromise
e. Accommodation
To improve productivity and increase profitability, the rational goal model assumes that
a. Clear direction leads to de-motivated employees
b. Goal clarification is unnecessary when workers are empowered
c. Goal clarification only works when workers are fully engaged
d. Clear direction critical to effectiveness
e. Rational analysis can be replaced with more subjective measures
All of the following are core activities in networking except?
a. Sharing information
b. Asking for favors
c. Making introductions, referrals, and references
d. Offering ideas and advice
e. Listening to others
According to Gallup’s categorization of employee engagement, employees who do their
work as required, but nothing more fall into which category?
a. Actively disengaged
b. Not-engaged
c. Uncertain
d. Engaged
e. Empowered
In planning a presentation, be prepared to deal with which of the following?
a. Responding to objections
b. Dismissing criticisms
c. Defining things adequately
d. Both A and B
e. Both A and C
Which of the following is true about creativity?
a. It is an inborn trait
b. It is a way of thinking that involves eliminating multiple ideas to come up with a
single alternative.
c. It is the process of associating known things or ideas into new combinations or
relationships.
d. All of these are true about creativity.
e. None of these are true about creativity
Which element of an argument is described as evidence that supports the conclusion?
a. Claim
b. Grounds
c. Warrant
d. Bridge
e. None of these
The concept of “lift” as proposed by Quinn and Quinn (2009) includes four key
thoughts and feelings that cause people to be uplifted and to lift up people around them.
Which of the following is NOT one of the four key elements of lift?
a. Being purpose-centered
b. Being other-focused
c. Being internally directed
d. Being highly creative
e. Being externally open
Which of the following elements should be considered in designing an organization
according to the ‘star model”?
a. Strategy
b. Structure
c. Rewards
d. All of these
e. Strategy and structure, but not rewards
Which model is symbolized by a circle?
a. Rational Goal
b. Emotional Intelligence
c. Internal Process
d. Human Relations
e. Open Systems
In terms of the axes of the Competing Values Framework, which values are emphasized
in the human relations quadrant?
a. Flexibility and stability
b. Flexibility and external focus
c. Internal focus and flexibility
d. External focus and stability
e. Stability and internal focus
What does TRAF stand for in reference to managing information overload?
a. Toss, refer, act, file
b. Touch, react, answer, finish
c. Toss, refer, answer, finish
d. Touch, reference, act, file
e. Teach, repeat, answer, and file
Which component of the SSSAP framework deals with making information visually
and psychologically vivid to the listener or reader?
a. Sequence
b. Presentation
c. Access
d. Support
e. Authority
The book is organized around a five step learning process called the ALAPA model.
Which of the following is NOT one of the steps in the ALAPA model?
a. Assessment
b. Learning
c. Analysis
d. Argumentation
e. All of the following are part of the model
Which type of set is defined as the roadmap you provide your audience?
a. Climate set
b. Credibility set
c. Content set
d. Course set
e. Context set
Discuss the three processes that Bossidy and Charan (2002) argue are at the core of
execution. Thinking about your own organization, how would you evaluate its
performance in terms of these three processes?
Identify the two competencies with which you are most comfortable as well as the two
competencies with which you are least comfortable. Describe specific situations to
support your response. What do these four competencies have in common? On what
dimensions do they differ? (Calls for integration of Assessment on pages 313-315 with
material covered throughout the course.)
Explain the concept of “lift.” Identify the four conditions required to create lift and the
action imperatives that relate to those characteristics. Why is it important to try to create
“lift” when managing cross-functional teams?
Assume that you have been asked to justify your request for an increase in the research
and development budget for your organization. Explain how you would use the three
elements of an argument to develop your justification. (Pages 24-25, application of
concepts)
Explain the concept of resource leveling and why it is helpful to project managers.
Identify your preferred conflict management style. Describe a conflict episode when this style was
appropriate and one where it was inappropriate.
Describe the activities and tools used in project planning and monitoring. [Provide
examples of the activities and tools used to plan and monitor a project based on a
project you have worked on recently at work or school. If there were some activities or
tools that you did not use, explain why they were not used. Based on your experience,
do you think the project outcome would have been better if you had used those tools?
Why or why not?]
The Practice exercise for creative-relevant skills included an activity using analogies.
Describe a problem that you have faced in the past and give an example of an analogy
that you could use to think about that problem. Why are analogies helpful for inspiring
creative thinking?
Compare and contrast brainstorming and the nominal group technique.
Identify and explain the three characteristics of measures that are important for
understanding how useful a measure is? For each characteristic, provide an example
based on how you are evaluated at work or at school. Which characteristic is most
important from the manager’s perspective?
List the five components of the ALAPA process in order. (Pages 20-21)
Describe your personal vision statement. Are you a visionary leader? How could you
improve on this competency?
Discuss the purpose, history, and impact of the U.S. Federal Sentencing Guidelines for
Organizations (the guidelines or USFSGO).
Note:Although many students might respond to the question “Discuss the U.S. Federal
Sentencing Guidelines for Organizations” by including the purpose, history, and impact,
not all students will. Specifying what to include in the question can reduce questions
about grading after the exam. A simpler question could focus on just the purpose of the
Guidelines.
What competencies does the COMPETE quadrant emphasize? Why are these
competencies especially relevant to the COMPETE quadrant.
Describe your current organization in terms of departmentalization. Comment on the
effectiveness of this design given the environment in which your organization operates.
Discuss the basic idea behind “content” theories of motivation. How do these types of
theories help managers more effectively motivate their employees?
Explain the six (or a smaller number) key criteria for effective compliance and ethics
programs according to the Overview of the Organizational Guidelines.
In contrast to many personal productivity experts who advocate cleaning up clutter, Eric
Abrahamson and David Freemen suggest that there are benefits to being moderately
disorganized. What are the benefits of some degree of clutter, according to these
authors? Are their findings consistent or inconsistent with the competing values
framework?