Positively influence employees and inspire

Subject: General Questions / General General Questions

Questions

1 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.
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 the above (a,b,c)
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.
Question 2 Individual goal setting that follows the classic MBO approach outlined by Peter Drucker includes which of the following?
Answers: a.
Employees being empowered to set their own goals based on the strategic goals of the organization
b.
Managers setting goals for employees based on the strategic goals of the organization
c.
Managers establishing “Make or Break Opportunities” for employees to determine who will be promoted
d.
Employees meeting with managers to jointly set the employee’s goals
e.
None of these
Question 3 Gypsy Industries has created numerous organizational subsystems to help it stay responsive to its environment. While this flexibility has helped the company meet its customers’ needs, it has also created a need for ____________ within the organization.
Answers: a.
Additional levels in the hierarchy
b.
Additional employees
c.
Centralized decision making
d.
Integrating mechanisms
e.
Differentiation
Question 4 Justin is a new manager with 27 direct reports. He has been feeling overwhelmed at work and just learned that the last three managers who held his position quit after only a few months. Which design principle appears to have been violated in this organization?
Answers: a.
Unity-of-command
b.
Scalar principle
c.
Span of control
d.
Management by objective
e.
Tall organizations
Question 5 One of the paradoxes of emphasizing goal setting to motivate performance is that
Answers: a.
Goals only work in a relaxed, collaborate environment.
b.
Goals tend to de-motivate employees
c.
Establishing and monitoring goals and performance takes time away from the actual tasks of the organization.
d.
Goals inhibit creativity
e.
Goals do not change, but the business environment does change.
Question 6 The Gallup employee engagement survey asks which of the following questions of employees?
Answers: a.
Do you have the chance to do what you do best every day at work?
b.
Does your supervisor seem to care about you as a person?
c.
Does the organization’s mission make you feel your job is important?
d.
All of the above (a,b,c)
e.
Do you have the chance to do what you do best every day at work and does the organization’s mission make you feel your job is important?
Question 7 According to the Corporate Leadership Council, ____________ relates to and employees commitment to financial and developmental opportunities provided by their organization and __________ refers to employees’ trust in their managers and how much they enjoy belong to their organizations.
Answers: a.
social engagement; professional engagement
b.
professional engagement; emotional commitment
c.
emotional commitment; rational commitment
d.
rational commitment; emotional commitment
e.
professional engagement; social engagement
Question 8 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?
Answers: a.
Where am I going? and Why am I going there?
b.
What do my shareholders 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 is my vision for the company? and Who else in the organization agrees with my vision?
e.
What do my employees want? How can I help them obtain what they want?
Question 9 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?
Answers: a.
Functional
b.
Divisional
c.
Matrix
d.
All of the above (a,b,c)
e.
None of the above (a,b,c)
Question 10 Strategic unity and alignment is important because
Answers: a.
It signals to the stock market that the company is moving in the right direction
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 ensures that the organizational strategy is aligned with the external environment
d.
It increases motivation by helping employees see a direct connection between their daily tasks and the organizations vision
e.
It encourages discussion of new methods for measuring performance among lower-level employees
Question 11 Why is the measurement of productivity more controversial today than it was in the days when the rational goal model was initially developed?
Answers: a.
Because it is more complex to measure the productivity of intellectual capital than other forms of capital such as natural resources
b.
Because we already know as much about productivity as we need to know, so spending time and money on additional measurement is wasteful
c.
Because it is more important to measure an organizations carbon footprint than its productivity
d.
Because productivity is no longer important to organizational effectiveness
e.
Because employees today are less likely to stay with an employer for many years
Question 12 In what type of goal setting do senior levels of management engage?
Answers: a.
Strategic
b.
Directional
c.
Tactical
d.
Both strategic and directional
e.
Both strategic and tactical
Response Feedback: See page 185
Question 13 How might a manager link performance to outcomes?
Answers: a.
Be a positive Pygmalion.
b.
Make sure to follow through with promised outcomes based on performance.
c.
Make certain that they know what outcomes are important to employees.
d.
Encourage employee effort.
e.
Identify the performance outcome without the participation of the employee.
Response Feedback: See pages 201-202
Question 14 Cross Stationary has grown from a small organization with a functional structure to a large multi-product, international company. They have been using ad hoc cross-functional teams extensively and are considering altering their structure to make these types of teams permanent. Which type of departmentalization is Cross Stationary considering adopting?
Answers: a.
Functional
b.
Divisional
c.
Matrix
d.
Virtual
e.
None of these
Response Feedback: See page 217
Question 15 The designing and organizing competency
Answers: a.
Focuses on organizational structure and culture
b.
Focuses on the same type of activities that are included in the competency for planning and coordinating projects
c.
Focuses on having a flexible structure to meet the needs of employees
d.
Focuses on the aesthetics of the physical space where employees work
e.
Focuses on deciding how to organize information flows to be more efficient
Question 16 To improve productivity and increase profitability, the rational goal model assumes that
Answers: a.
Rational analysis can be replaced with more subjective measures
b.
Clear direction critical to effectiveness
c.
Clear direction leads to de-motivated employees
d.
Goal clarification is unnecessary when workers are empowered
e.
Goal clarification only works when workers are fully engaged
Question 17 In contrast to the Collaborate action imperative, the Compete action imperative take a more _________ focus
Answers: a.
External
b.
Long-term
c.
Internal
d.
Individualistic
e.
Collaborative
Question 18 Which type of individual is likely to be the most comfortable in a position that focuses on managing execution and driving for results?
Answers: a.
An individual who is interested in controlling processes to ensure that they are as efficient as possible
b.
An individual who likes to engage in extensive collaboration to ensure that everyone is on board with new initiatives
c.
An individual who is task-oriented and likes to ensure that all necessary activities are completed effectively
d.
An individual who focuses on creativity and coming up with new ideas
e.
None of these
Question 19 What is organizing?
Answers: a.
Hiring the right people for the organization
b.
Monitoring performance and comparing to the plan
c.
Acquiring resources and allocating them based on performance
d.
Deciding where you want to go and how best to get there
e.
Dividing work into manageable components and assigning activities
Question 20 The management model that appears diagonally opposite the rational goal model quadrant of the competing values framework is:
Answers: a.
The human relations model
b.
The theory Y model
c.
The open systems model
d.
The global values model
e.
The rational goal model
Response Feedback: See page 170 (shown in module graphic)
Question 21 Which of Peter Drucker’s recommendations for improving time management is the MOST DIFFICULT for managers to actually achieve in the workplace today?
Answers: a.
Recording their time
b.
Managing their time
c.
Consolidating their time
d.
Prioritizing their time
e.
None of the activities listed is difficult for managers to achieve in the workplace today
Question 22 Casey has been trying to use the time management matrix approach to help improve his performance at work. He is primarily evaluated on the number of hits that he gets relative to the number of times that he comes up to bat. He is also evaluated on whether or not he arrives on time for practice and how neat his locker is kept. Given this situation, how should Casey classify the time that he spends cleaning his locker?
Answers: a.
Not important but urgent
b.
Important and urgent
c.
Important but not relevant
d.
Important but not urgent
e.
Not important and not urgent
Response Feedback: See page 234
Question 23 What is a vision?
Answers: a.
What customers want from a company
b.
A destination and a desired future
c.
A plan for reaching a specific goal
d.
An idea from the top management team
e.
A specific objective a firm wants to meet
Question 24 Which element of expectancy theory is described as the probability that achieving performance target will lead to various work-related outcomes?
Answers: 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
Question 25 Leaders such as Steve Jobs (Apple Computer and Pixar) and Jeff Bezos (Amazon.com and Blue Origin), are visionary because they are able to
Answers: a.
Don’t let their personal passions influence their business decisions
b.
Recognize the value of new technology before anyone else in their industries
c.
Engage in arrogant behavior and still be considered charming
d.
Out negotiate other business leaders to gain a competitive advantage
e.
Embrace competing values and transcend paradox
Question 26 When evaluating an employee’s performance managers should take into account
Answers: a.
Any organizational barriers that might have inhibited employees from achieving their goals
b.
Any enablers that might have made it easier than anticipated for the employees to achieve their goals
c.
The overall performance of the business unit in which the employee was employed during the period under review
d.
All of the above (a,b,c)
e.
Any organizational barriers that might have inhibited employees from achieving their goals and any enablers that might have made it easier than anticipated for the employees to achieve their goals, but not the overall performance of the business unit in which the employee was employed during the period under review.
Question 27 Janice is starting a new custom clothing business. She has decided to hire workers to focus on different tasks such as taking measurements, cutting out fabric, and sewing garments. Which design principle is Janice applying in this situation?
Answers: a.
Scalar principle
b.
Management by objective
c.
Unity-of-command
d.
Span of control
e.
Division of labor
Question 28 Which of the questions below LEAST reflects the emphasis of the COMPETE quadrant?
Answers: a.
What talent will we need to reach our desired destination as an 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 the Compete action imperative is
Answers: a.
The global values model
b.
The rational goal model
c.
The theory Y model
d.
The open systems model
e.
The human relations model
Question 30 Which of the following key components of visions often proves to be the most difficult task?
Answers: a.
Making the case for change
b.
Making the vision short and to the point
c.
Making the methods to achieve the vision explicit
d.
All of these are equally difficult
e.
None of these are particularly difficult
Response Feedback: See pages 174-175
Question 31 Which element of expectancy theory is described as the probability that effort will lead to achievement of performance target?
Answers: a.
Instrumentality, the P to O condition
b.
Expectancy, the E to P condition
c.
Work related outcomes, the O element in the model
d.
Valence, the Value of the Outcome to the individual
e.
Motivation, the level of Effort predicted to be exerted
Question 32 Which of the following would research predict would be the most effective goal?
Answers: a.
I will learn Spanish for my trip to my new customer in Mexico.
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 sales department.
Question 33 How do “content” theories of motivation help managers?
Answers: a.
Content theories of motivation give managers useful information about broad categories of needs that individuals seek to fulfill.
b.
Content theories of motivation give managers useful information about specific things that individuals want to get out of their jobs.
c.
Content theories of motivation help managers understand the steps involved in motivating employees
d.
Content theories of motivation help managers understand why employees are likely to be dissatisfied if they are passed over for promotion.
e.
Content theories of motivation are useful to psychologists and academics but are not helpful to managers
Response Feedback: See page 197
Question 34 The most critical and challenging aspect of communicating a vision is
Answers: 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
Question 35 One of the five competencies discussed in relationship to the rational goal quadrant, the one that is the MOST DIRECTLY focused on generating energy in the organization is
Answers: a.
Planning and coordinating projects.
b.
Motivating self and others.
c.
Setting goals and objectives
d.
Managing execution and driving for results
e.
Developing and communicating a vision
Response Feedback: See page 171
Question 36 Highly mechanistic organizations tend to have:
Answers: a.
A tall hierarchy and narrow spans of control
b.
Narrowly defined jobs and wide spans of control
c.
Broadly defined jobs and highly detailed rules
d.
Centralized decision making and few layers in the hierarchy
e.
High levels of formalization and decentralized decision making
Response Feedback: See page 214-215
Question 37 Head Gear Generation manufactures and markets cutting edge products that are designed for young adults. Because preferences in this age group change rapidly, Head Gear Generation spends a great deal of time and energy trying to understand its customers and putting products into stores before any of its competitors. What type of organizational culture would be most appropriate for Head Gear Generation?
Answers: a.
Hierarchy
b.
Adhocracy
c.
Clan
d.
Community
e.
Market
Question 38 In Galbraith’s “star model,” processes refer:
Answers: 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 the above (a,b,c)
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.
Question 39 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:
Answers: a.
Set ambitious goals
b.
Conduct a benchmarking study of the competition
c.
Encourage a strong customer focus
d.
Challenge others to achieve high levels of performance
e.
Set up an off-site retreat to encourage employees to work harder
Response Feedback: See page 228-232
Question 40 All of the following strategies are consistent with Peter Drucker’s advice for managing your time EXCEPT?
Answers: a.
Clarifying your values
b.
Scheduling appointments back to back to avoid any wasted time.
c.
Planning and prioritize on a regular basis
d.
Regularly reviewing how you are spending your time
e.
All of these are consistent with Drucker’s advice for managing your time

 

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