1. Why is the measurement of productivity more controversial today than it was in the days when the rational goal model was initially developed?

   a.	Because productivity is no longer important to organizational effectiveness
   b.	Because it is more important to measure an organizations carbon footprint than its productivity
   c.	Because it is more complex to measure the productivity of intellectual capital than other forms of capital such as natural resources
   d.	Because employees today are less likely to stay with an employer for many years
   e.	Because we already know as much about productivity as we need to know, so spending time and money on additional measurement is wasteful

1 points

QUESTION 14

1. 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.	Important but not urgent
   b.	Important and urgent
   c.	Not important and not urgent
   d.	Important but not relevant
   e.	Not important but urgent

1 points

QUESTION 15

1. 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?

   a.	Functional
   b.	Divisional
   c.	Matrix
   d.	Virtual
   e.	None of these

1 points

QUESTION 16

1. One of the paradoxes of emphasizing goal setting to motivate performance is that

   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 do not change, but the business environment does change.
   e.	Goals inhibit creativity

1 points

QUESTION 17

1. Which of the questions below LEAST reflects the emphasis of the COMPETE quadrant?

   a.	Why are we headed where we are as an organization?
   b.	Why should our people want to go where we are headed?
   c.	What talent will we need to reach our desired destination as an organization?
   d.	Who are we as an organization?
   e.	Where are headed as an organization?

1 points

QUESTION 18

1. What is a vision?

   a.	An idea from the top management team
   b.	A destination and a desired future
   c.	A plan for reaching a specific goal
   d.	What customers want from a company
   e.	A specific objective a firm wants to meet

1 points

QUESTION 19

1. Highly mechanistic organizations tend to have:

   a.	Centralized decision making and few layers in the hierarchy
   b.	A tall hierarchy and narrow spans of control
   c.	Broadly defined jobs and highly detailed rules
   d.	Narrowly defined jobs and wide spans of control
   e.	High levels of formalization and decentralized decision making

1 points

QUESTION 20

1. 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.	Developing and communicating a vision
   b.	Planning and coordinating projects.
   c.	Motivating self and others.
   d.	Managing execution and driving for results
   e.	Setting goals and objectives

1 points

QUESTION 21

1. When evaluating an employees performance managers should take into account

   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.

1 points

QUESTION 22

1. 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

1 points

QUESTION 23

1. 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 these

1 points

QUESTION 24

1. 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.	Division of labor
   b.	Management by objective
   c.	Scalar principle
   d.	Unity-of-command
   e.	Span of control

1 points

QUESTION 25

1. 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?

   a.	Adhocracy
   b.	Market
   c.	Hierarchy
   d.	Community
   e.	Clan

1 points

QUESTION 26

1. 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 the above (a,b,c)
   e.	None of the above (a,b,c)

1 points

QUESTION 27

1. The Gallup employee engagement survey asks which of the following questions of employees?

   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 organizations 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 organizations mission make you feel your job is important?

1 points

QUESTION 28

1. 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.

   a.	rational commitment; emotional commitment
   b.	social engagement; professional engagement
   c.	professional engagement; social engagement
   d.	professional engagement; emotional commitment
   e.	emotional commitment; rational commitment

1 points

QUESTION 29

1. In what type of goal setting do senior levels of management engage?

   a.	Strategic
   b.	Directional
   c.	Tactical
   d.	Both strategic and directional
   e.	Both strategic and tactical

1 points

QUESTION 30

1. 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 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.

1 points

QUESTION 31

1. 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.	Workrelated outcomes, the O element in the model

1 points

QUESTION 32

1. 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.	Who am I? and Who do other people think that I am?
   c.	What do my shareholders want? How can I help them obtain what they want?
   d.	What do my employees want? How can I help them obtain what they want?
   e.	Where am I going? and Why am I going there?

1 points

QUESTION 33

1. Strategic unity and alignment is important because

   a.	It increases motivation by helping employees see a direct connection between their daily tasks and the organizations vision
   b.	It ensures that the organizational strategy is aligned with the external environment
   c.	It encourages discussion of new methods for measuring performance among lower-level employees
   d.	It signals to the stock market that the company is moving in the right direction
   e.	It reduces the amount of work that managers must do to develop employees because their tasks are more clearly defined for them

1 points

QUESTION 34

1. 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.	Engage in arrogant behavior and still be considered charming
   b.	Embrace competing values and transcend paradox
   c.	Recognize the value of new technology before anyone else in their industries
   d.	Out negotiate other business leaders to gain a competitive advantage
   e.	Dont let their personal passions influence their business decisions

1 points

QUESTION 35

1. In Galbraiths star model, processes refer:

   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 organizations
   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 organizations.

1 points

QUESTION 36

1. The management model associated with the Compete action imperative is

   a.	The human relations model
   b.	The rational goal model
   c.	The global values model
   d.	The theory Y model
   e.	The open systems model

1 points

QUESTION 37

1. Which type of individual is likely to be the most comfortable in a position that focuses on managing execution and driving for results?

   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

1 points

QUESTION 38

1. 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.	Tall organizations
   b.	Span of control
   c.	Unity-of-command
   d.	Scalar principle
   e.	Management by objective

1 points

QUESTION 39

1. The management model that appears diagonally opposite the rational goal model quadrant of the competing values framework is:

   a.	The open systems model
   b.	The theory Y model
   c.	The global values model
   d.	The human relations model
   e.	The rational goal model

1 points

QUESTION 40

1. 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 employees goals
   e.	None of these