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(Solved by Expert Tutors) Module-3: Improving Productivity and Increasing Profitability


Module-3: Improving Productivity and Increasing Profitability
1.

The ?Competing Values Framework? is composed of a horizontal axis which ranges from
__________ to External, and a vertical axis which ranges from Flexibility to __________ .
a. Control, Internal
b. Maintenance, Adaptation
c. Internal, Control
d. People, Process
e. Outside, Adaptation
2. Which two models in the competing values framework focus more attention on the external
environment?
a. Human relations and open systems
b. Human relations and internal process
c. Internal process and rational goal
d. Rational goal and open systems
e. Emotional intelligence and human relations
3. Which two models in the competing values framework focus on flexibility?
a. Human relations and open systems
b. Human relations and internal process
c. Internal process and rational goal
d. Rational goal and open systems
e. Emotional intelligence and human relations
4. Which of the questions below LEAST reflects the emphasis of the COMPETE quadrant?
a. Who are we as an organization?
b. Where are headed as an organization?
c. What talent will we need to reach our desired destination as an organization?
d. Why are we headed where we are as an organization?
e. Why should our people want to go where we are headed?
5. The management model associated with the Compete action imperative is
a. The open systems model
b. The human relations model
c. The theory Y model
d. The global values model
e. The rational goal model

BUS 788 Management Principles & Organizational Behavior
MBA Program, Fall 2015
Exam #2
_____________________________
(Name)
2
6. The management model that appears diagonally opposite the rational goal model quadrant of the
competing values framework is:
a. The human relations model
b. The open systems model
c. The theory Y model
d. The global values model
e. The rational goal model
7. The action imperative that is LEAST like the Compete action imperative is
a. Control
b. Co-opt
c. Collaborate
d. Create
e. Constrain
8. 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
9. 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
a. Planning and coordinating projects.
b. Managing execution and driving for results
c. Developing and communicating a vision
d. Motivating self and others.
e. Setting goals and objectives
10. Which of the following are critical elements of the vision process?
a. The definition of the vision
b. The framing of the vision
c. Empowerment of followers through articulation and communication of the vision
d. Having the right components and content.
e. All of the above are critical elements of the vision process.
11. Which of the following key components of visions often proves to be the most difficult task?
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 the above are equally difficult
e. None of the above are particularly difficult
3
12. Kouzes and Posner (1995) asked thousands of people on many continents what the most important
thing was they wanted and needed from a leader. What was the most frequent FIRST choice?
a. Scenario tested strategy
b. Excellent speaking skills
c. Personal empathy
d. Vision
e. None of the above
13. 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 the above
14. 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 the above
15. Leaders such as Steve Jobs (Apple Computer and Pixar) and Jeff Bezos (Amazon.com and Blue
Origin), are visionary because they are able to
a. Recognize the value of new technology before anyone else in their industries
b. Out negotiate other business leaders to gain a competitive advantage
c. Embrace competing values and transcend paradox
d. Engage in arrogant behavior and still be considered charming
e. Don?t let their personal passions influence their business decisions
16. 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
17. Which of the following would research predict would be the most effective goal?
a. I will do my best to improve my ranking in the sales department.
b. I will increase my sales calls by 10% next month.
c. I will try really hard to get my sales report done on time.
d. I will learn Spanish for my trip to my new customer in Mexico.
e. I will increase my earnings from commission sales by 10% next month.
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18. 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
19. Most performance management systems in organizations contain all of the following except?
a. Formal evaluation of performance.
b. On-going coaching and feedback.
c. Forced-ranking of all of employees.
d. Joint establishment of individual goals (i.e. individual with manager).
e. Translation of vision to organizational unit goals
20. 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
21. Individual goal setting that follows the classic MBO approach outlined by Peter Drucker includes
which of the following?
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 the above
22. ?SMART? goals are:
a. Specific, measurable, attainable, relevant, time-bound
b. Specific, marketable, active, reasonable, time related
c. Specific, measurable, active, rewarded, targeted
d. Special, measurable, assignable, rewarded, targeted
e. Special, marketable, active, rewarded, temporary
23. 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
5
24. Which of the following is an example of an INTRINSIC motivator?
a. Money
b. Praise from another
c. Autonomy
d. Job title
e. Promotion
25. Which need is associated with an imperative to strive for success as defined by exceeding a goal or
standard?
a. Need for power
b. Need for affiliation
c. Need for achievement
d. Need for autonomy
e. Need for comfort
26. How do ?content? theories of motivation help managers?
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
27. 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 the above
28. Which of the following is NOT part of the job characteristics model?
a. Feedback
b. Efficacy
c. Autonomy
d. Task Significance
e. Skill variety
29. Which element of expectancy theory is described as the probability that effort will lead to
achievement of performance target?
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
6
30. Which element of expectancy theory is described as the probability that achieving performance
target will lead to various work-related 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
31. 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
32. 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?
a. Unity-of-command
b. Scalar principle
c. Span of control
d. Tall organizations
e. Management by objective
33. 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?
a. Unity-of-command
b. Scalar principle
c. Span of control
d. Division of labor
e. Management by objective
34. 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
35. Cross Stationary has grown from a small organization with a functional structure to a large multiproduct,
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?
a. Functional
b. Divisional
c. Matrix
d. Virtual
e. None of the above
7
36. 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 the above
e. A and B but not C
37. Which organizational culture mirrors the internal process model?
a. Enterprise
b. Hierarchy
c. Rational/Market
d. Adhocracy
e. Clan
38. Dynamo Designs is a seven year old organization. It has tried to establish an organizational
culture that emphasizes flexibility and change. What type of organizational culture is Dynamo
trying to create?
a. Clan
b. Community
c. Market
d. Adhocracy
e. Hierarchy
39. Which of the following activities is NOT essential for a healthy ?operations process? (Bossidy and
Charan, 2002)?
a. Linking the operations process to the people and strategy processes
b. Basing operations plans primarily on budgets
c. Identifying action programs that will make outcomes a reality
d. Attending to political realities and game playing within the organization
e. Assuring accountability at every stage
40. 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?
a. Not important but urgent
b. Important but not relevant
c. Not important and not urgent
d. Important and urgent
e. Important but not urgent
41. In their landmark work on results and execution, Bossidy and Charan (2002) conclude that
organizations are abysmal when it comes to execution because of:
a. They do not see it as critical
b. They rely too heavily on front line managers
c. Newer generations of talent rebel against too much structure
d. A lack of discipline
e. All of the above
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42. Which of the following is/are not a critical core process in the discipline of execution?
a. External scanning processes
b. Operations process
c. People process
d. Strategy process
e. A and C

 


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