1. The theoretical roots of the concept of \"lift\" as described in your text go back to positive psychology and positive organizational studies, two approaches that have only recently emerged in these academic disciplines. What distinguishes these newer approaches from older approaches in psychology and organizational studies? a. These newer approaches are normative, rather than descriptive b. These newer approaches are focused on studying problematic behavior and negative outcomes and finding their causes c. These newer approaches are focused on studying positive outcomes and behaviors and finding their causes d. These newer approaches are descriptive, rather than normative e. These newer approaches rely more on anecdotes than on empirical studies. 2. What is the transformational approach to change? a. Modeling change for others b. Engaging others in conceptualizing change c. Using leverage to get others to change d. Telling others to change e. Asking others to change 3. One of the major risks that companies focusing primarily on the compete action imperative face is that a. They will spend too much money on training employees b. They will fail to take advantage of employee skills c. They will burn out their employees d. They will be subject to antitrust regulations e. None of these is a risk associated with focusing primarily on the compete action imperative 4. Political adaption is important to the Create action imperative because a. Power is required to maintain control in organizations b. Receiving political favors can help employees feel more committed c. Convincing people to try new ideas and make changes often requires political skills d. All of the above (a, b, c) e. None of these, political adaptation is NOT important to the Create action imperative 5. Wanting to create extraordinary results relates to which of the four key psychological states required for lift to occur? a. Being internally directed b. Being guided by popular norms c. Being other focused d. Being externally open e. Being purpose centered 6. Which of the following is an organizational barrier to change? a. Resource limitations b. Existing routines c. Existing structure d. All of these are organizational barriers to change e. Resource limitations and existing structure, but not existing routines 7. 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. 8. In this state of the five steps to mastery, unconscious, fluid, and effortless performance begin to emerge and no one plan is held sacred. a. Expert Stage b. Novice stage c. Proficiency stage d. Advanced beginner stage e. Competent stage 9. 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 10. Which of the following is true about master managers? a. They are equally skilled at all four action imperatives associated with the competing values framework b. They are able to integrate and blend apparently competing competencies in innovative ways that meet the needs of the situation at hand. c. They frequently make tradeoffs to speed up the decision making process d. They are never willing to make tradeoffs e. They are equally skilled at all the competencies that we have 11. a. b. c. d. e. 12. studied throughout this text All of the following are core activities in networking except? Sharing information Offering ideas and advice Making introductions, referrals, and references Listening to others Asking for favors Which of the following influence tactics is NOT related to position power? a. Legitimate authority b. Pressure c. Bargaining d. Cooptation e. Coalition formation 13. The use of force field analysis is especially appropriate for the open systems quadrant of the competing values framework because the open systems model a. Assumes that when the external environment changes, the organization needs to ensure that its strategies are still aligned with the current environment b. Assumes that all organizational changes should be the result of internal initiatives focused of efficiency c. Assumes that when the external environment changes, it is critical to maintain stability inside the organization d. Assumes that when the external environment changes the internal environment should also change e. Assumes that all organizational changes should be the result of 14. changes in the external environment Managers who wish to lead change in their organizations need to a. Focus on developing the capacity of the people involved to perform at their best b. Take responsibility and ownership for achieving the envisioned change c. Communicate their vision for the future d. All of the above (a, b, c) e. Focus on developing the capacity of the people involved to perform at their best and communicate their vision for the future, but not take responsibility and ownership for achieving 15. the envisioned change. Reading Becoming a Master Manager and completing the assignments in the textbook can help you become a master manager because a. You have a framework to help you appreciate the importance of performing in areas that do not come naturally b. You have had the opportunity to practice using different competencies c. You should be able to continue to build on the competencies 16. identified and explored in this book d. All of the these are true e. None of these are true What is behavioral differentiation? a. The number of management competencies a manager can use effectively b. The ability to use competencies you have developed differently, depending on the situation c. The number of alternative ways of behaving that you have in a particular situation d. The ability to distinguish between appropriate and inappropriate behavior in a particular situation e. The ability to recognize different management styles that others 17. are using in different situations. The create action imperative is associated with which psychological state that is associated with \"lift\"? a. Being purpose-centered b. Being internally-directed c. Being externally open d. Being other focused e. None of these 18. 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 to impact 19. 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 All of the following are modes of increasing your power and ability to influence supervisors EXCEPT? a. Taking initiative b. Providing constructive feedback on things supervisors do c. Looking for ways to solve problems that superiors are facing d. Encouraging superiors to discuss their problems e. Making certain supervisors know what is expected of them in 20. their role. As proposed by Kurt Lewin, the force field analysis model a. Can be used to help managers understand whether a change is needed b. Can be used to help managers understand weather a change is likely to be successful c. Can be used to help managers determine whether a change will be resisted d. All of the above (a, b, c) e. Can be used to help managers understand whether a change is needed and whether a change will be resisted, but not whether 21. a change is likely to be successful. Why are the \"seven C's\" of business communication inadequate? a. They do not take into account the availability of new technologies such as Twitter b. They fail to address the need to communicate in different ways, depending on the context and purpose of the message. c. They assume that the communicator has only a single goal related to the message d. All of the above (a, b, c) e. They fail to address the need to communicate in different ways, depending on the context and purpose of the message and they assume that the communicator has only a single goal related to the message, but not they take into account the availability of 22. new technologies such as Twitter. Which of the competing values action imperatives is associated with creating \"lift\" by focusing on how you can achieve extraordinary results? a. Compete b. Collaborate c. Create d. Control e. Conform 23. To build trust, messages should be a. Emphatic, forceful, and powerful b. Credible, believable, and plausible c. Focused, logical, and organized d. Rigorous, precise, and controlled e. Interesting, stimulating, and engaging 24. Which of the following best describes a truth about the forces for or the forces against desired change? a. Pressures for change are internal to the organization b. Pressures for change are external to the organization c. People in a dysfunctional state will generally feel some motivation to change because they what to heal or get better d. Constant, sustained effort is required to achieve the changes 25. that lead to excellence e. All these are true Which of the following actions are useful when attempting to increase your power and ability to influence your peers? a. Create informal problem-solving groups across units b. Try to understand their problems and share useful information c. Hide the fact that you are being self-serving d. All of the above (a, b, c) e. Create informal problem-solving groups across units and try to understand their problems and share useful information, but not 26. hiding the fact that you are being self-serving. In a force field analysis, when is the desired change most likely to occur? a. When resisting forces are stronger than driving forces b. When forces for change are stronger than resisting forces c. When the driving forces are equal to the resisting forces d. Change will occur in all of these situations e. Change will not occur in any of these situations 27. The effectiveness of your communication can be improved if you: a. Find a role model and copy their communication style b. Try to tailor your communications for different audiences c. Find your own authentic voice and use it to establish a connection with your audience d. Try to tailor your communications for different audiences and find your own authentic voice and use it to establish a connection with your audience, but do not find a role model and copy their communication style. e. Find a role model and copy their communication style and try to tailor your communications for different audiences, but do not find your own authentic voice and use it to establish a 28. connection with your audience. Rather than seeking to ____________ like the internet process model, the open systems model accepts the need for flexibility. a. Buffer the organization from the external environment b. Push employees to be more and more productive c. Redefine the organizational context d. Coddle employees by giving hem secure jobs e. Adapt the organization to the external environment. 29. With respect to \"lifting\" your network, the questions you would ask that are associated with the create action imperative would include: a. Which of my previous experiences help remind me that I have overcome challenges in the past? b. How deeply do I understand the needs of these people? c. What questions should I be asking to help me as I am pursuing my mission? d. All of the above (a, b, c) e. Which of my previous experiences help remind me that I have overcome challenges in the past and what questions should I be asking to help me as I am pursuing my mission, but not how 30. deeply do I understand the needs of these people. Achieving a win-win solution in a negotiation often requires that a manager a. Keep her interests secret to avoid giving away too much b. c. d. e. 31. Win by taking a firm position and refusing to give in Be good at bluffing to prevent losing control of the negotiation Find ways to make expand the issues being negotiated Use ingratiation to put the other party in a positive mood. In organizational settings, the term \"power\" is most often defined as: a. The capacity to make whatever changes in the reward system required will result in better performance. b. Having enough personal influence to motivate people without resorting to financial incentives. c. The capacity to mobilize people and resources to get things done d. Having access to more resources than do other people with whom one is in a competitive position e. The ability to persuade people to do what is best for the 32. organization. When negotiation, the strategy of \"dovetailing\" refers to a. Offering to accommodate the other party so that a peaceful relationship can be maintained b. Including excessively large demands in your first position statement so that you can later appear to be giving up something, even though you never really expected to get it. c. Excluding as many issues as possible from the negotiation to simplify the discussions. d. Collaborating to find how the needs of both parties can be met. e. Offering the other party something small that they have an interest in obtaining in exchange for something larger that you 33. want to obtain. Gene Cattabiani, a vice president of the Steam Turbine Division of Westinghouse, spoke at a town meeting with employees to explain the need for change. Employees heckled him, shouted abuse, and made threats. After the presentation, Gene talked to people on the plant floor about their comments and explained his side of the issue. This experience served as a basis for which of the following conditions for dialogue? a. Mutual purpose b. Mutual respect 34. c. Mutual goals d. Mutual benefit e. Mutual meaning When a message is insightful, mind-stretching, and visionary, it is more likely to be intended to __________ than to __________ a. Build trust; direct change b. Direct action; stimulate change c. Stimulate change; provide facts d. Build trust; provide facts e. Provide facts; stimulate change 35. All of the following are misconceptions about power EXCEPT? a. Power exists when people are dependent on each other. b. All managers have power c. Power is something people in higher positions exercise on upon 36. people in lower positions. d. Middle managers are powerless e. All of these are myths about power In this state of the five steps to mastery, you gain a better appreciation of the complexity of the task and recognize a must larger set of cues. a. Competent stage b. Advanced beginner stage c. Expert stage d. Over-achieving stage e. Novice stage 37. In planning a presentation, be prepared to deal with which of the following? a. Responding to objections b. Dismissing criticisms c. Defining things adequately d. Both a and b e. Both a and c 38. Twyla Tharp advises people who what to develop their creative capacities to a. Deliberately change up our routines by doing the same basic things that we habitually do, but doing them in a different way b. Wait until we are inspired to begin working on a creative project c. Make creativity a habit by establishing the routines that foster creative work d. Avoid the ruts created by routines e. Find creative people and observe how they solve problems 39. The action imperative that appears diagonally opposite of the open a. b. c. d. e. 40. a. b. systems model quadrant in the competing values framework is Compete Collaborate Create Control Conform Managers who wish to build creative spaces for people should Enhance their own creative ability Catch mistakes early in the process do they can be corrected quickly c. Recognize the deep down, everyone is fundamentally the same d. Enhance their own creative ability and recognize that deep down, everyone is fundamentally the same, but not catch mistakes early in the process so they can e. None of these