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Q:
(p. 384) Which of the following types of strategic control has a low degree of focusing?
A. Special alert control
B. Implementation control
C. Strategic surveillance
D. Premise control
Q:
(p. 383) Which of the following is NOT one of the basic types of strategic control?
A. Premise control
B. Performance control
C. Special alert control
D. Implementation control
Q:
(p. 383) The control of strategy can be characterized as a form of:
A. "Performance control"
B. "Mission control"
C. "Vision control"
D. "Steering control"
Q:
(p. 382) The rapid, accelerating change of the global marketplace has made the need for ____________ key in managing a company.
A. strategic control
B. Mission clarification
C. Long-term performance
D. Alternative structures
Q:
(p. 382) Which of the following is typically not a question asked by managers who are responsible for the success of their strategy?
A. Are we moving in the proper direction?
B. Are key things falling in place?
C. Is our portfolio balanced?
D. How are we performing?
Q:
(p. 382) _______________ is concerned with tracking a strategy as it is being implemented, detecting problems or changes in its underlying premises and making necessary adjustments.
A. Strategy evaluation
B. Strategic implementation
C. Strategic control
D. Strategic decision-making
Q:
How do organizational stories and legends contribute to organizational culture?
Q:
What factors affect how a leader can manage organizational culture in a global context?
Q:
Discuss the framework for managing the strategy-culture relationship that leaders face.
Q:
What does it mean to "build time" into an organization. How does length of tenure affect the leader's relationship with the organization?
Q:
Briefly define organizational culture and explain the importance of assumptions.
Q:
Describe the sources of personal influence available to a leader.
Q:
Describe the four main sources of power available to an organizational leader.
Q:
What four characteristics of "emotional intelligence" play a key role in bringing the competencies needed from today's desirable manager?
Q:
Discuss the idea that leaders shape organizational culture through their passion for the enterprise and the selection/development of talented managers to be future leaders.
Q:
Describe briefly the organization's leadership needs today. What competencies should managers possess?
Q:
Describe three ways good leaders go about building the organization they want and deal with problems that arise.
Q:
How do good leaders use leadership development to build an organization?
Q:
Why is clarifying performance expectations key to articulate strategic intent?
Q:
What is strategic intent? How is articulating vision an important aspect of clarifying strategic intent?
Q:
Define and describe organizational leadership in the context of a leader's action.
Q:
(p. 375) Using a time of relative stability to remove organizational roadblocks to the desired culture is one broad theme in attempting to:
A. Manage around culture
B. Maximize synergy
C. Link to mission
D. Reformulate the strategy or culture
Q:
(p. 374) When there is a low potential compatibility of changes with the existing culture and few changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should link changes to the basic mission and fundamental organizational norms
B. Managers should focus on reinforcing the culture and achieving synergies
C. Managers should manage around the culture
D. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
Q:
(p. 374) When there is a high potential compatibility of changes with the existing culture and few changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should focus on reinforcing the culture and achieving synergies
B. Managers should link changes to the basic mission and fundamental organizational norms
C. Managers should manage around the culture
D. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
Q:
(p. 374) When there is a low potential compatibility of changes with the existing culture and many changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should link changes to the basic mission and fundamental organizational norms
B. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
C. Managers should focus on reinforcing the culture and achieving synergies
D. Managers should manage around the culture
Q:
(p. 374) When there is a high potential compatibility of changes with the existing culture and many changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should manage around the culture
B. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
C. Managers should link changes to the basic mission and fundamental organizational norms
D. Managers should focus on reinforcing the culture and achieving synergies
Q:
(p. 374) __________ differs across national borders.
A. Vision
B. Mission
C. Education
D. Intent
Q:
(p. 374) __________ differs across national borders in the various ways people are accustomed to learning.
A. Social norms
B. Social awareness
C. Education
D. Religion
Q:
(p. 374) __________, manifest in holidays, practices and belief structures, differ in fundamental ways that must be taken into account as one attempts to shape organizational culture in a global setting.
A. Values and attitudes
B. Social norms
C. Religion
D. Education
Q:
(p. 373) __________ about similar circumstances varies from country to country. In North America, individualism is central, but in Japan, the needs of the group dominate.
A. Values and attitudes
B. Religions
C. Educations
D. Social norms
Q:
(p. 373) Which one of the following is NOT a typical belief that shapes organizational culture
A. A belief in being the best
B. A belief in superior quality and service
C. A belief that suppliers should reign supreme
D. A belief in the importance of informal communication
Q:
(p. 373) _________ create differences across national boundaries that influence how people interact, read personal cues and otherwise interrelate socially.
A. Values
B. Religions
C. Social norms
D. Educations
Q:
(p. 372) Foto Show, an online full-service photo processing site, institutionalizes its storytelling among old and new employees alike--they even give awards to reinforce the given theme. This demonstrates:
A. Emphasizing dominant values
B. Encouraging dissemination of legends about core values
C. Building time in the organization
D. Managing organizational culture in a global organization
Q:
(p. 372) Power Fund is a long-standing brokerage firm with a great history of high returns and well-managed growth. The managers at Power Fund repeatedly refer to terms like "quality," "growth," and "reliability" in the firm's advertisements. This demonstrates managers':
A. Dissemination of stories and legends about core values
B. Emphasis on key themes or dominant values
C. Building time into the organization
D. Managing the firm globally
Q:
(p. 370) ________ are a person's basis for differentiating right from wrong.
A. Principles
B. Ethical standards
C. Morals
D. Laws
Q:
(p. 369) An organization is much like a(n) __________, in which new members must be initiated and earn trust and credibility among fellow members.
A. Institution
B. Tribe
C. Army
D. Elite club
Q:
(p. 369) Joe Germane, CEO of Brady Healthcare, has made sure to visit each of the international business units biannually since he was brought on in the firm. This demonstrates Joe's:
A. Building time in the organization
B. Emphasizing key themes
C. Adapting common themes in a unique way
D. Institutionalizing practices that reinforce desired beliefs
Q:
(p. 368) An organizations culture is
A stated
B. Very obvious to outsiders
intangible
D. Formalized
Q:
(p. 368) Assumptions become shared assumptions through __________ among an organization's individual members.
A. Internalization
B. Externalization
C. Reiteration
D. Reflection
Q:
(p. 368) When a member internalizes the beliefs and values of the firm, the corresponding behavior is:
A. A shared assumption
B. Extrinsically rewarding
C. Enforced using referent power
D. Intrinsically rewarding
Q:
(p. 368) An organizations ______ is similar to an individuals personality.
A. strategy
B. leadership
C. culture
D. vision
Q:
(p. 368) The important assumptions shared by members of an organization are often:
A. Very similar to all other organizations in that industry
B. Very obvious to outsiders
C. Unstated
D. Formalized
Q:
(p. 368) ________ is the set of important assumptions that members of an organization share in common.
A. Organizational culture
B. Organizational leadership
C. Organizational strategy
D. Organizational change
Q:
(p. 367) Attracting resources and capabilities and developing the business at the front-line management level exemplifies the:
A. Renewal process
B. Integration process
C. Innovation process
D. Entrepreneurial process
Q:
(p. 367) Linking skills, knowledge and resources across units in the middle-management level demonstrates the:
A. Renewal process
B. Integration process
C. Entrepreneurial process
D. Innovation process
Q:
(p. 367) Providing institutional leadership through shaping and embedding corporate purpose and challenging embedded assumptions at the top management level is reflective of the:
A. Innovation process
B. Integration process
C. Renewal process
D. Entrepreneurial process
Q:
(p. 367) In front-line management, creating and pursuing opportunities and managing contiguous performance improvement is an example of the:
A. Integration process
B. Entrepreneurial process
C. Renewal process
D. Innovation process
Q:
(p. 367) Developing operating managers and supporting their activities occurs in middle management as part of the:
A. Integration process
B. Renewal process
C. Innovation process
D. Entrepreneurial process
Q:
(p. 367) The research of Bartlett and Ghoshal suggests that the critical management functions:
A. Must be present in the organization, but not necessarily in all three levels of management
B. Is strictly the domain of top management?
C. Should be confined, typically, to the top two management levels
D. Need to be shared and distributed across three management levels
Q:
(p. 367) The ___________ according to Bartlett and Ghoshal involves shaping organizational purpose and enabling change.
A. Entrepreneurial process
B. Renewal process
C. Integration process
D. Innovation process
Q:
(p. 367) The ___________ according to Bartlett and Ghoshal involves building and deploying organizational capabilities.
A. Integration process
B. Innovation process
C. Entrepreneurial process
D. Renewal process
Q:
(p. 367) The ___________ according to Bartlett and Ghoshal involves decisions about opportunities to pursue and resource deployment.
A. Entrepreneurial process
B. Integration process
C. Innovation process
D. Renewal process
Q:
(p. 367) Bartlett and Ghoshal studied several of the most successful global companies in the last decade. Their research suggests that combining flexible responsiveness with integration and innovation:
A. Requires consistency in the management role in a twenty-first century company
B. Is based on an institution, not a process in a twenty-first century company
C. Determines the value of the management role in a twenty-first century company
D. Requires rethinking the management role and the distribution of management roles within a twenty-first century company
Q:
(p. 367) Effective leaders:
A. Choose just one key source of power and influence
B. Tend to limit these types of influence and use more legitimate means
C. Usually do not have reason to use more than one of these types of power at a time
D. Make use of all seven sources of power, often in combination
Q:
(p. 367) ___________ can be a very effective way for leaders to influence the behaviors of others. This is used when leaders use the assignment of team members and the charge to the team to influence the outcomes produced.
A. Punitive power
B. Peer influence
C. Information power
D. Referent influence
Q:
(p. 367) Asif was one of the most charismatic managers at Titan Systems. He had a great personality and was always very empathetic to employee needs. Asif can be characterized as having strong:
A. Referent influence
B. Peer influence
C. Expert influence
D. Information power
Q:
(p. 367) __________ comes from having others want to identify with the leader.
A. Expert influence
B. Peer influence
C. Referent influence
D. Coercive power
Q:
(p. 366) _________ is derived from a leader's knowledge in a particular area or situation.
A. Expert influence
B. Information power
C. Punitive power
D. Peer influence
Q:
(p. 366) ________, a form of power, comes mainly from three sources: expert, referent and peer influences.
A. External influence
B. Personal influence
C. Punitive influence
D. Organizational influence
Q:
(p. 366) Personal influence is a form of
A. strategy
B. power
C. motivation
D. reward
Q:
(p. 366) Leaders today _________ rely on their personal ability to influence others.
A. Decreasingly
B. Try not to
C. Increasingly
D. Should never
Q:
(p. 366) The assembly line workers had already received cutbacks in bonus compensation when profits fell last quarter. Rogeco's managers made it clear that unless productivity and profits were brought back up to the industry benchmarks within two quarters, further cuts would be made to base pay. This demonstrates:
A. Expert influence
B. Referent influence
C. Information power
D. Punitive power
Q:
(p. 366) ___________ is the power exercised via coercion or fear of punishment for mistakes by a manager's subordinates.
A. Expert influence
B. Information power
C. Position power
D. Punitive power
Q:
(p. 366) Jerry was using __________ when he asked his workers to reorganize the department. They did not yet know why they were doing this, but knew that Jerry had a good reason that he had not yet shared.
A. Referent power
B. Punitive power
C. Information power
D. Peer influence
Q:
(p. 366) ___________ can be particularly effective and is derived from a manager's access to and control over the dissemination of information that is important to subordinates yet not easily available in the organization.
A. Information power
B. Organization power
C. Expert influence
D. Referent power
Q:
(p. 366) Often a power source, _________ is the type used when Jomar, a business unit manager, gave Elisa, his subordinate, the option to have a flexible work schedule or to work from home in return for her finishing several projects on-deadline.
A. Referent power
B. Reward power
C. Information power
D. Peer influence
Q:
(p. 366) __________ is available when the manager confers something in return for desired actions and outcomes.
A. Punitive power
B. Referent influence
C. Reward power
D. Information power
Q:
(p. 366) ___________ is the source of power many new managers expect to be able to rely on, but often the least useful.
A. Referent power
B. Reward power
C. Punitive power
D. Position power
Q:
(p. 366) By virtue of Sam's vice presidency in the organization, certain decision-making authorities and responsibilities are conferred that he is entitled to use to get things done. This is an example of:
A. Peer influence
B. Expert influence
C. Punitive power
D. Position power
Q:
(p. 366) _________ is formally established based on the manager's position in the organization.
A. Organization power
B. Reward power
C. Position power
D. Information power
Q:
(p. 366) Organizational sources of power are derived from:
A. The manager's tenure at the firm
B. The manager's role in the organization
C. The manager's style of working individually
D. The manager's functional tactics
Q:
(p. 366) A key way the characteristics of the desirable manager manifest themselves in a manager's routine activities is found in the way they:
A. Seek to get favorable decisions from corporate management
B. Collaborate with others
C. Choose individual workers
D. Seek to get the work of their unit done over time
Q:
(p. 366) ____________ occur(s) in relation to influencing and inspiring others; communicating, collaborating and building relationships with others; and managing change and conflict.
A. Competitive management
B. Social skills
C. Self-management
D. Self-awareness
Q:
(p. 366) ___________ comes from recognizing customers' needs.
A. Service orientation
B. Position power
C. Self-awareness
D. Organizational management
Q:
(p. 366) One can define _________ as being able to "read" the organization.
A. Social integrity
B. Empathy
C. Organizational awareness
D. Social-management
Q:
(p. 366) One may define _________ as sensing others' emotions.
A. Sympathy
B. Empathy
C. Relationship
D. Sensitivity
Q:
(p. 366) ___________ occurs in relation to sensing others' emotions, reading the organization and recognizing customers' needs.
A. Self-awareness
B. Social skills
C. Social awareness
D. Self-management
Q:
(p. 366) __________ exists in terms of control, integrity, conscientiousness, initiative and achievement orientation.
A. Social awareness
B. Self-awareness
C. Social skills
D. Self-management
Q:
(p. 366) _________ exists in terms of the ability to read and understand one's emotions and assess one's strengths and weaknesses, underlain by the confidence that stems from positive self-worth.
A. Self-management
B. Self-awareness
C. Social awareness
D. Social skills
Q:
(p. 366) David Golemans research suggested that a set of four characteristics commonly referred to as ________ play a key role in bringing the competencies needed from todays desirable manager.
A. artificial intelligence
B. emotional intelligence
C. emotional leadership
D. managerial leadership