Which of the following suggestions would NOT help you gain rapport with your
audience?
a. Be in the room first to greet each person
b. Make eye contact
c. Be extra enthusiastic to draw in resistant groups
d. Be positive and supportive
e. All of these should help gain rapport
Which of the following is true about the Johari Window?
a. Choosing to withhold your personal information from others increases the unknown
quadrant.
b. When you get to know someone better, your blind quadrant gets larger.
c. Learning more about yourself reduces your hidden quadrant.
d. When you tell other people about yourself, your hidden area gets smaller.
e. All of these are true about the Johari Window.
Highly mechanistic organizations tend to have:
a. Broadly defined jobs and highly detailed rules
b. Narrowly defined jobs and wide spans of control
c. Centralized decision making and few layers in the hierarchy
d. High levels of formalization and decentralized decision making
e. A tall hierarchy and narrow spans of control
The most critical and challenging aspect of communicating a vision is
a. Touching the hearts and personal values of followers
b. Explaining new policies and procedures to followers
c. Providing a clear philosophy that is centered on specific elements of the vision
d. Creating reporting mechanisms that reflect accurate data about the achievement of
the vision
e. None of these
Which dimension of the Myers-Briggs Type Inventory describes us in terms of our
approaches to life and thinking style?
a. Introversion-extraversion
b. Thinking-feeling
c. Sensing-intuition
d. Judging-perceiving
e. Trusting-untrusting
All of the following are modes of increasing your power and ability to influence
supervisors EXCEPT?
a. Looking for ways to solve problems that superiors are facing
b. Encouraging superiors to discuss their problems
c. Making certain supervisors know what is expected of them in their role
d. Providing constructive feedback on things supervisors do.
e. Taking initiative
When using the Time Management Matrix for prioritizing tasks, which types of tasks
should be assigned the important but not urgent category?
a. Tasks focused on pressing problems, deadline-driven tasks, and crises
b. Tasks focused on preventing future problems, recognizing new opportunities,
building relationships, and improving production capability
c. Tasks that require reading such as checking email, analyzing reports, and preparing
for presentations
d. Tasks that require writing, such as preparing reports and responding to written
requests
e. Tasks that require working with others such as meetings, telephone calls, and
presentations
Which characteristics below describe performance management systems that are based
on organizational values reflecting involvement, communication and trust?
a. They are used as a time to clarify the employee’s career needs
b. They are conducted on an annual basis
c. They focus solely on employee performance
d. The performance review is seen as a time to clarify standards
e. All of these
The Myers-Briggs Type Inventory (MBTI) is one of several personality assessments
based on the work of :
a. Freud
b. Keirsey
c. Jung
d. McCrae
e. Goleman
Strategic unity and alignment is important because
a. It ensures that the organizational strategy is aligned with the external environment
b. It reduces the amount of work that managers must do to develop employees because
their tasks are more clearly defined for them
c. It encourages discussion of new methods for measuring performance among
lower-level employees
d. It increases motivation by helping employees see a direct connection between their
daily tasks and the organizations vision
e. It signals to the stock market that the company is moving in the right direction
In writing about execution, Charan and Bossidy (2009) identified seven leader
behaviors that they consider essential for effective execution. Which of the following is
NOT one of the behaviors that they identified?
a. Insisting on realism
b. Follow through
c. Know yourself
d. None of these were identified by Charan and Bossidy as essential leader behaviors
e. Insisting on realism, follow through and know yourself
Meaningful objectives are:
a. TRAF
b. PERT
c. SMART
d. EASY
e. CPM
Which of the following is a barrier to creative thinking?
a. Putting a negative value on fantasy and reflection as a waste of time or a sign of
laziness
b. Believing that only children should play and that adults should be serious
c. Believing that intuition is illogical and impractical
d. All of these are barriers to creative thinking
e. None of these are barriers to creative thinking
In Galbraith’s ‘star model,” processes refer:
a. Methods of manufacturing products
b. Sets of steps created to help service workers improve the quality of their customer
interactions
c. Information and decision processes that span the breadth and depth of the
organization’s
d. All of these
e. Methods of manufacturing products and sets of steps created to help service workers
improve the quality of their customer interactions, but not information and decision
processes that span the breadth and depth of the organization’s.
Which of the following psychological states related to empowerment is described as the
innate worthiness of the task or pursuit?
a. Meaning
b. Impact
c. Self-determination
d. Self-motivation
e. Competence
The management model that appears diagonally opposite of the open systems model
quadrant in the competing values framework is
a. The rational goal model
b. The internal process model
c. The open systems model
d. The human relations model
e. The Theory X model
Organizations that have a culture characterized as a “frozen bureaucracy” are most
likely to
a. Fail to comply with government regulations
b. Make rapid decisions
c. Encourage employees to contribute suggestions for new rules and procedures
d. Fail to earn a profit
e. Stifle employee creativity and innovation
Having malleable traits and a willingness to learn reflects which of the four key
psychological states required for lift to occur?
a. Being other focused
b. Being guided by popular norms
c. Being internally directed
d. Being externally open
e. Being purpose centered
All of the following are excuses for NOT making changes except ?
a. I am going to work on developing my weak areas
b. I am simply not creative
c. I hate details
d. Different people have different talents
e. Working with people is not my thing
In contrast to R&D style, presentations that use Managerial Style
a. Begin with conclusions
b. Begin with data
c. Omit data
d. Begin with recommendations
e. Omit analyses
Which of the following is NOT a common individual barrier to creative thinking?
a. Being afraid of looking foolish
b. Having a high tolerance for ambiguity
c. Lacking information
d. Stereotyping things according to common types
e. Being resistant to change
Which dimension of the Myers-Briggs Type Inventory describes us in terms of what we
pay attention to when we gather data?
a. Introversion-extraversion
b. Thinking-feeling
c. Sensing-intuition
d. Trusting-untrusting
e. Judging-perceiving
Which type of set is defined as the assurance you provide the audience that you are an
informed and legitimate speaker, and that you know what you are talking about because
of your experience, credentials, interest, or special expertise
a. Climate set
b. Credibility set
c. Content set
d. Course set
e. Context set
Your friend Terry has asked you to explain the time management matrix to him. After
showing him the tool, he asks you where he should spend most of his time. What advice
should you give him?
a. The easy and urgent quadrant
b. The important and not urgent quadrant
c. The difficult and unimportant quadrant
d. The urgent and unimportant quadrant
e. The important and urgent quadrant
Goal setting focused on implementing decisions made as part of strategic visioning
begins with:
a. Formulating specific objectives
b. Developing an action plan
c. Creating a schedule
d. Developing a budget
e. Establishing deadlines
When management researchers talk about developing a management “model,” what do
they mean by a model?
a. A representation of a more complex reality
b. A set of beliefs about what a manager should do
c. A way to communicate ideas about and better understand phenomena in the real
world
d. All of these explanations are consistent with what management researches mean by a
model
e. None of these explanations is consistent with what management researches mean by
a model
What is the key message of the Abilene Paradox?
a. People should value challenges over unquestioning acceptance of a group decision
b. People should choose the location for their vacation carefully
c. Vacations with close family or friends can result in disagreements
d. All of these describe the key message of the Abilene Paradox
e. None of these describe the key message of the Abilene Paradox
When leaving a voice mail, why is it helpful to give your name at the beginning of the
message rather than at the end (as is more common with written messages)?
a. Because you may forget to leave your name at the end of your message
b. Because a letter is a less formal communication medium
c. Because it quickly puts your message in context for your listener
d. Because it helps the listener prioritize your call.
e. Because it lets your listener know that an important person is calling
In 2004, the U.S. federal sentencing guidelines for organizations were revised in an
effort to
a. Reduce the costs of creating and maintaining compliance programs
b. Increase the accountability of boards of directors and top executives
c. Reduce punishments for companies with compliance programs
d. Provide subsidies for organizations to create compliance programs
e. Carve out special protections for banking and financial institutions
Consistent with the principles of Adam Smith and Henri Fayol, differentiation has
traditionally been accomplished by
a. Paying individuals different amounts based on their expertise
b. Creating specialized jobs and work units that are then organized hierarchically
c. Hiring individuals who have a variety of different backgrounds
d. Increasing the efficiency of work processes
e. Subordinating individual interests to the interests of the organization
Which of the following activities should be part of a performance review meeting?
a. Making sure the employee is in the right frame of mind to receive feedback
b. Focusing first on positive behaviors
c. Asking the employee about for ideas about key areas for improvement
d. Asking the employee for a self-evaluation
e. All of these activities should be included in a performance review meeting
All of the following are guidelines for managing cross”functional teams EXCEPT?
a. Seek to create a critical mass of leadership.
b. Train members in teamwork and process management.
c. Encourage team members to stay within their functional roles.
d. Clarify expectations within and between teams.
e. Get early involvement from all functional areas.
Discuss the concept of having “cascading goals” in an organization. What does this
mean at the tactical level of the organization? (See page 185)
When thinking about a change you would like to see in your organization that you
expect would be resisted, how would you go about designing and implementing that
change based upon the force field analysis model? Be sure to explain why you would
use the approach that you described.
What competencies does the human relations model emphasize? Why are these
competencies especially relevant to the human relations model? What type of skills are
emphasized in the human relations model? (Page 20)
Note: This question can be asked for any of the four management models. You may also
wish to specify a number of competencies; as written, this question assumes students
will list all five competencies identified in the introductory chapter.
Set an effective goal that you can use to your motivate yourself. Identify four lessons
for effective goal setting and evaluate your goal on each lesson.
Describe a meeting you recently attended. Evaluate its effectiveness in terms of the
suggestions for preparing a meeting, running a meeting, and following up on the
meeting.
Describe a situation where you asked for feedback and one where you gave feedback.
Using the communication model presented in this module and what you have learned
about effective communication, evaluate the communication in both situations. Which
of the guidelines for effective communication were used in these situations?
Use force field analysis to analyze a change you would like to see in your organization.
Based on your analysis, how likely is it that your change could be successfully
implemented?
Evaluate whether you suffer from information overload by examining five (or specify a
smaller number) symptoms discussed in the text and giving specific examples from
your life.
Compare and contrast the six (or some smaller number) basic compliance strategies that
managers can use. Which of these strategies would you be most likely to use? Least
likely? Why?
Note: As with the previous question, our concern is less with the particular language
students use than with their understanding of the basic concepts. Therefore, we would
award a student who identifies one strategy as “offering rewards” the same number of
points for that part of the answer as another student who uses the label “remunerative”
or “offering carrots.” Similarly, for the second part of the question, the focus should be
on the reasoning provided by the student, rather than the specific choices made. Points
can also be awarded for recognizing that using a combination of strategies is often more
effective than using a single strategy.
Compare and contrast the five conflict management styles.
What is mean by systems thinking? What is meant by paradoxical thinking? How do
these two types of thinking help individuals become more successful on their journey
toward master? (Pages 318-321)
Discuss the four conditions that need to be in place for strategic unity and alignment to
exist in an organization. (See pages 186)
What is meant by the phrase “making an argument” with respect to the competency of
thinking critically? What are the three elements of an argument? (Pages 22-24)
Describe Covey’s Time Management Matrix and what it is used for.
Compare and contrast critical and creative thinking.
Describe an issue that is important to you. Develop a strategy to influence supervisors,
peers, and direct reports to support the issue.
Describe a recent negotiation. How effective were you as a negotiator? Develop a
strategy using the four principles for “getting to yes” to improve on this negotiation.
Explain the five characteristics that a goal should have to be most effective. Write a
goal related to your career aspirations that incorporates these five characteristics. (See
pages 189-191)
Explain the expectancy theory and use it to explain your current level of motivation at
your job.
Describe and evaluate the effectiveness of the reward system in place at your employer.
How might this system be changed to increase employee motivation?