Which source of power is a kind of influence also known as social capital?
a. Expertise
b. Wealth
c. Opportunity
d. Relationship
e. Position
One of the key concepts of systems thinking is the idea of “reciprocal flow of
influence.” Which of the following is an example of that concept?
a. If A influences B, and B influences C, then C will ultimately influence A
b. If A influences B, and B influences C, then C will have no impact on A
c. If A and B both influence C and D, then A must also influence B
d. If neither A or B influences C, then C cannot influence A
e. None of these is an example of the reciprocal flow of influence
What is dialogue?
a. A process of working things out through a thoughtful sharing of viewpoints
b. The free flow of meaning in an atmosphere of mutual trust and respect
c. A process working things out when there is a lack of mutual purpose
d. Both a process of working things out through a thoughtful sharing of viewpoints and
the free flow of meaning in an atmosphere of mutual trust and respect describe dialogue
e. Both a process of working things out through a thoughtful sharing of viewpoints and
a process working things out when there is a lack of mutual purpose describe dialogue
Which of the following is true about conflict?
a. The consequences of conflict depend upon the type of conflict
b. The consequences of conflict are often negative, so it should be discouraged
c. Conflict is inevitable, so it should be managed, rather than avoided.
d. All of these are true about conflict
e. The consequences of conflict depend upon the type of conflict and conflict is
inevitable, so it should be managed, rather than avoided, but the consequences of
conflict should not be discouraged.
To sustain the passion you need to persevere as a leader in challenging times, it helps if
you have addressed which of the following fundamental questions?
a. What is my vision for the company? and Who else in the organization agrees with my
vision?
b. What do my employees want? How can I help them obtain what they want?
c. Who am I? and Who do other people think that I am?
d. What do my shareholders want? How can I help them obtain what they want?
e. Where am I going? and Why am I going there?
Ginny Mills is a new vice president of operations at Wheelwright Appliances. In
reviewing her area, she discovered that employees were having difficulty effectively
executing the strategy of being number one or number two in their industry. It seems
that they did not have a clear idea of what exactly that meant. To help clarify this for
her unit, Ginny should:
a. Set ambitious goals
b. Challenge others to achieve high levels of performance
c. Conduct a benchmarking study of the competition
d. Encourage a strong customer focus
e. Set up an off-site retreat to encourage employees to work harder
Leaders such as Paul Levy at Beth-Israel Deaconess Medical Center and Herb Kelleher
at Southwest Airlines have been successful in getting employees to commit to the
visions for those organizations because they
a. Use the most current technologies such as Facebook and Twitter to communicate the
vision to employees
b. Are consistent in communicating the vision in ways that address the head, hands, and
hearts of employees
c. Communicate different visions to different groups of employees, depending on the
particular interests of those groups
d. Provide incentives to employees who embrace the vision of the organization
e. Communicate the vision at an abstract level so employees don”t get bogged down in
the details of how the vision will be realized
When analyzing an argument, the conclusion of the argument is labeled the ______.
a. Grounds
b. Claim
c. Evidence
d. Warrant
e. Bridge
Teams go through four stages of development that include all of the following except?
a. Storming
b. Forming
c. Performing
d. Conforming
e. Norming
The effectiveness criteria associated with the open systems quadrant is
a. profit and productivity
b. commitment and engagement
c. stability and continuity
d. market share and profit margins
e. adaptability, external support, and change
In deciding on performance measures, organizations need to consider which of the
following?
a. The objectivity of the measure
b. The completeness of the measure
c. The responsiveness of the measure
d. All of these
e. None of these
The competing values framework is composed of a horizontal axis which ranges from
_____ to External, an a vertical axis which ranges from Flexibility to _____>
a. Control, Internal
b. Maintenance, Adaptation
c. Internal, Control
d. People, Process
e. Outside, Adaptation
The action imperative that appears diagonally opposite of the open systems model
quadrant in the competing values framework is
a. Compete
b. Control
c. Create
d. Collaborate
e. Conform
Which of the four management models is characterized by an emphasis on political
adaptation, creative problem-solving, and change management with a climate that is
innovative and flexible?
a. Rational Goal
b. Emotional Intelligence
c. Internal Process
d. Human Relations
e. Open Systems
How do individuals become master managers?
a. They have a lot of experience
b. They tend to focus on personal development
c. They welcome transitions that are the most challenging
d. All of these help individuals become master managers
e. They have a lot of experience and they welcome transitions that are the most
challenging, but they do not tend to focus on personal development
An organization sends mixed messages about compliance when
a. A rule exists but there are no consequences for failing to comply with that rule
b. A rule exists and there are negative consequences for noncompliance, but there are
policies in place that make it difficult for employees to follow the rule
c. A rule exists and noncompliance sometimes results in negative consequences
d. All of these are examples of mixed messages
e. None of these are examples of mixed messages
Which of the following is an example of an EXTRINSIC motivator?
a. Sense of responsibility
b. Sense of challenge
c. Praise from another person
d. Feeling of accomplishment
e. Pride in achievement
The guidelines for compliance and ethics programs were designed to provide
a. Flexibility and independence by organizations so their programs could be designed to
suit their particular circumstances
b. Rigid rules and procedures for organizations so programs would be designed
consistently and could be reviewed more easily
c. Precise details for implementation to save organizations time and money when
implementing compliance and ethics programs
d. Opportunities for individuals seeking careers in compliance and ethics to become
certified by the federal government
e. A clear set of steps organizations can follow to ensure that they will not be the victim
of criminal behavior by employees
In the communication process, what is the step where we translate a set of ideas into a
system of symbols such as words or numbers?
a. Encoding
b. Noise
c. Decoding
d. Selecting a medium
e. Feedback
Which of the following changes would be likely to encounter employee resistance?
a. Changes that involve disruption of social relationships
b. Changes suggested by others
c. Changes that could lead to making mistakes in an organization that does not value
risk-taking
d. All of these changes would be likely to resisted by employees
e. Changes suggested by others and changes that could lead to making mistakes in an
organization that does not value risk-taking, but not changes that involve disruption of
social relationships
79. One of the key paradoxes of control in organizations is that
a. Effective compliance programs include multiple types of strategies
b. Organizations that do not use any controls often outperform organizations that
implement controls
c. Tight control leads to higher profitability because of lower costs typically result when
tight controls are in place
d. Tight control helps employees feel comfortable by reducing ambiguity which in turn
reduces noncompliance with organizational rules
e. Trying to control employees too tightly can increase the likelihood that employees
will look for ways to avoid compliance
According to research on visionary leaders, they
a. Positively influence employees and inspire them to engage in extra work
b. Define the direction for the organization by using powerful imagery
c. Provide a sense of mission or purpose that supports the status quo
d. All of these
e. Positively influence employees and inspire them to engage in extra work and define
the direction for the organization by using powerful imagery, but do not provide a sense
of mission or purpose that supports the status quo
Which of the following describes cross-functional teams?
a. They are made up of specialists from different functional areas.
b. They have responsibility for managing the work process, purchasing, handling
quality issues, and hiring and firing members.
c. They are made up of specialists from across a single functional area.
d. All of these describe cross-functional teams.
e. None of these describe cross-functional teams.
What project management tool is most popular for visually displaying scheduled
activities and showing the dates on which the various project activities are expected to
begin and end?
a. Work breakdown structure
b. PERT/CPM
c. Gantt chart
d. Human resource matrix
e. Costed statement of work
Which of the following behaviors reflect the execution and results competency?
a. Setting ambitious goals
b. Challenging others to achieve high levels of performance
c. Benchmarking the other competition
d. Having a strong customer focus
e. All of these
Which element of expectancy theory is described as the individual’s positive or negative
assessment of work outcomes?
a. Expectancy, the E to P condition
b. Instrumentality, the P to O condition
c. Valence, the Value of the Outcome to the individual
d. Motivation, the level of Effort predicted to be exerted
e. Work “related outcomes, the O element in the model
Directing action is the purpose of
a. Relational messages
b. Transformational messages
c. Transactional messages
d. Promotional messages
e. Informational messages
Which of the following are “process” theories of motivation?
a. Equity Theory
b. Expectancy Theory
c. Goal setting model
d. Job Characteristics model
e. All of these
What are three competencies typically associated with the internal process model?
a. Managing projects, managing across functions, mentoring and developing others
b. Monitoring individual performance, encouraging compliance, organizing information
flows
c. Developing and communicating a vision, setting goals and objectives, designing and
organizing
d. Developing new ideas for projects, managing supplier relationships, communicating
effectively
e. Building and maintaining a power base, negotiating agreement and commitment,
presenting ideas
Strategic unity and alignment requires that organizations have all of the following
except?
a. Knowledge, skills and mindset required to achieve the vision
b. Goals that are much higher than current performance
c. Goals and actions that are aligned across individuals, teams and units
d. Deep understanding, ownership and commitment to the vision
e. A motivating and compelling vision and inspiring values
The designing and organizing competency
a. Focuses on having a flexible structure to meet the needs of employees
b. Focuses on deciding how to organize information flows to be more efficient
c. Focuses on the aesthetics of the physical space where employees work
d. Focuses on the same type of activities that are included in the competency for
planning and coordinating projects
e. Focuses on organizational structure and culture
All of the following are advantages of involving employees in the decision-making
process EXCEPT?
a. There is greater knowledge or expertise brought to bear on the problem.
b. Employees have a greater commitment to implementing a decision in which they
were involved.
c. Increasing the number of people involved in the decision reduces the time it takes to
reach a decision.
d. Involving employees enhances their skills and abilities and helps them grow and
develop as organizational members.
e. Employee participation allows for a wider range of values and perspectives to be
discussed in the decision-making process.
Geo Corp. has departments for each of its territories. They are considering adding a new
service area that would be focused on developing business in sub-Saharan Africa. What
type of departmentalization does Geo Corp use?
a. Functional
b. Divisional
c. Matrix
d. All of these
e. None of these
Which project management tool shows the flow of tasks associated with a complex
project by showing the interrelationships between activities?
a. Work breakdown structure
b. PERT/CPM
c. Gantt Chart
d. All of these
e. None of these