AIS 25 Chapter 8 practice quiz

Goals and objectives are Select one: A. A matter of leadership. B. A statement of acceptable ways of doing business. C. A matter of management style. D. A statement of values for organizational growth.

A. A matter of leadership.

One person's vision may be another person's nightmare. When an organization's mission statement, value statement, values, goals and objectives are written and posted by senior management they Select one: A. Are usually poorly accepted throughout the organization. B. Have a very positive impact on the customers served. C. Are generally understood and accepted as the future plan. D. Cause the organization to improve its competitive position.

A. Are usually poorly accepted throughout the organization.

Jake Passer recently accepted a supervisory position in an insurance organization. He quickly realized that his employees were involved in inefficient processes and did not comprehend the scopes of their own positions. The only exception was John Peachtree who was eager and wanted to understand processes and make things happen. He went above and beyond his job responsibilities to help the department succeed. Which one of the following best describes the characteristic that John Peachtree displayed? Select one: A. Commitment B. Enrollment C. Formal compliance D. Genuine compliance

A. Commitment

The required roles of leadership include all of the following, EXCEPT: Select one: A. Coordinating B. Empowering C. Aligning D. Envisioning

A. Coordinating

The formation of a team is often a way for an executive, a manager, or a supervisor to Select one: A. Delegate authority. B. Share responsibility. C. Delay the work process. D. Force employee participation.

A. Delegate authority.

An organization's vision is simply a broad statement that describes how the organization Select one: A. Intends to look in the future. B. Perceives its purpose. C. Plans to achieve results. D. Is seen by its customers.

A. Intends to look in the future.

The aim of leadership in the workplace is to improve Select one: A. Systems. B. Performance. C. The overall organization. D. Product quality

A. Systems.

Of primary concern to an organization's management is how the organization's mission, vision, values, goals, and objectives connect with customers. A broad statement that describes how the organization intends to look in the future is which one of these public statements? Select one: A. Vision B. Objectives C. Mission D. Goals

A. Vision

Empowered employees are Select one: A. Well-managed, industrious, and confident. B. Aligned, capable, and trusted. C. Committed, compliant, and enrolled. D. Trusted, compliant, and aligned.

B. Aligned, capable, and trusted.

Jake Passer recently accepted a supervisory position in an insurance organization. He quickly realized that his employees were involved in inefficient processes and did not comprehend the scopes of their own positions. Jake noticed that one employee, Sandra Cooper, seemed to do only what was expected of her and didn't appear to be "onboard" or cooperative. John Peachtree, on the other hand, was eager and wanted to understand processes and make things happen. Three other employees Peter, Joe, and Pat appeared to have no opinions and all displayed no interest or energy on the job. They were clock-watchers, just passing their time to collect a paycheck. The only other employee in Jake's unit, Ken Short, was what Jake called, a "pretty good soldier" because Ken did what was expected but nothing extra. Jake immediately decided to institute a plan that would ensure that his employees understood what to do, how to do it, and why they were doing it. Which one of the following processes did Jake immediately initiate? Select one: A. Empowering B. Aligning C. Envisioning D. Coaching

B. Aligning

The concentric rings organizational structure better reflects Select one: A. An emphasis on the customer as the center of the organization. B. An emphasis on the relationship between internal and external customers. C. An emphasis on small, autonomous units within the organization. D. An emphasis on the customer's inclusion in the organizational structure.

B. An emphasis on the relationship between internal and external customers.

Jake Passer recently accepted a supervisory position in an insurance organization. He quickly realized that his employees were involved in inefficient processes and did not comprehend the scopes of their own positions. For example, Peter, Joe, and Pat appeared to have no opinions and all displayed no interest or energy on the job. They were clock-watchers, just passing their time to collect a paycheck. Which one of the following best describes the characteristic that Peter, Joe, and Pat displayed? Select one: A. Noncompliance B. Apathy C. Commitment D. Grudging compliance

B. Apathy

An inverted pyramid as an organizational structure places Select one: A. Customers at the top of the pyramid followed by support services and management. B. Customers at the top of the pyramid followed by sales and customer service representatives. C. Management at the top of the pyramid with customers at the bottom. D. Management at the top of the pyramid followed by sales and support services.

B. Customers at the top of the pyramid followed by sales and customer service representatives.

Jake Passer recently accepted a supervisory position in an insurance organization. He quickly realized that his employees were involved in inefficient processes and did not comprehend the scopes of their own positions. Jake noticed that one employee, Sandra Cooper, seemed to do only what was expected of her and didn't appear to be "onboard" or cooperative. She carried out her tasks with a negative attitude. Which one of the following best describes the characteristic that Sandra Cooper displayed? Select one: A. Apathy B. Grudging compliance C. Commitment D. Noncompliance

B. Grudging compliance

Organizational networks are distinguished from concentric rings because Select one: A. Networks emphasize the relationship between internal and external customers, but concentric rings emphasize small, autonomous units. B. Networks involve the division of an organization into small, autonomous units, but concentric rings emphasize the relationship between internal and external customers. C. Networks underscore the need for continuous feedback within an organization, but concentric rings allow for small, autonomous units within a large organization. D. Networks represent customers on top of the organization, but concentric rings emphasize the relationship between internal and external customers.

B. Networks involve the division of an organization into small, autonomous units, but concentric rings emphasize the relationship between internal and external customers.

A vision statement is a dynamic statement that Select one: A. Illustrates the short-term intentions of the organization. B. Recognizes that organizations change over time. C. Reflects the organization's sense of prudent business practices. D. Lists the growth strategies of the organization.

B. Recognizes that organizations change over time.

At which stage of team development could brainstorming and establishing ground rules occur? Select one: A. Norming B. Storming C. Forming D. Performing

B. Storming

Organizations are best positioned to meet their goals if Select one: A. The organizational structure is tightly controlled by management. B. The organizational structure complements the employees' efforts to operate efficiently. C. The organizational structure eliminates any questioning of management goals. D. The organizational structure allows for a monopoly within the sales functions.

B. The organizational structure complements the employees' efforts to operate efficiently.

The performing stage is characterized by Select one: A. The team integrating as a whole and working together. B. The team becoming self-directed and making steady progress toward goals. C. The team reaching its goals and being able to disband. D. The team developing ground rules for brainstorming.

B. The team becoming self-directed and making steady progress toward goals.

Leadership by example emphasizes deeds and decisions rather than Select one: A. Plans. B. Words. C. Awards. D. Vision.

B. Words.

"Here at Mercy Hospital, we are a healing community whose purpose is to provide high-quality, professional, and compassionate care to the greater community we serve." This is an example of Select one: A. A values statement. B. A vision statement. C. A mission statement. D. An objectives/goals statement.

C. A mission statement.

Some organizations are finding that the division of the organization into small, autonomous units that are loosely joined provides the most effective structure. What type of organization does this describe? Select one: A. An inverted pyramid B. A traditional organization C. A network or matrix structure D. A concentric rings organization

C. A network or matrix structure

Which of the following is (are) true regarding an organization's vision? Select one: A. A vision refers to an organization's purpose for being in existence. B. A vision is not necessarily related to an organization's mission. C. A vision, if shared, is a focal point for uniting the individuals who make up an organization. D. A vision clarifies the nature of the organization.

C. A vision, if shared, is a focal point for uniting the individuals who make up an organization.

Which of the following is (are) true regarding an organization's vision? Select one: A. A vision refers to an organization's purpose. B. A vision is not necessarily related to an organization's mission. C. A vision, if shared, is a focal point for uniting the individuals who make up an organization. D. All of the above

C. A vision, if shared, is a focal point for uniting the individuals who make up an organization.

The traditionally defined functions of management include all of the following, EXCEPT: Select one: A. Planning B. Organizing C. Coaching D. Controlling

C. Coaching

Jake Passer recently accepted a supervisory position in an insurance organization. He quickly realized that his employees were involved in inefficient processes and did not comprehend the scopes of their own positions. For example, Ken Short had a general idea of the company's mission. Ken was what Jake called a "pretty good soldier" because Ken did what was expected but nothing extra. Which one of the following best describes the characteristic that Ken Short displayed? Select one: A. Grudging compliance B. Apathy C. Formal compliance D. Commitment

C. Formal compliance

In team development, the manager who requested the team is usually most heavily involved at which one of the following stages? Select one: A. Norming B. Storming C. Forming D. Performing

C. Forming

How does discussing the organization's mission, agreeing on it, and reducing the mission to writing benefit an organization? Select one: A. It identifies the acceptable ways of doing business. B. It provides short-term measures by which to judge how the organization is doing. C. It consciously gives employees the ability to identify with the mission. D. It translates the organization's goals into the steps it must accomplish.

C. It consciously gives employees the ability to identify with the mission.

A strong mission statement is characterized by Select one: A. Language that reflects the organization's values and builds consensus. B. Language that reflects the organization's acceptable ways of doing business and gives employees the ability to identify with the mission. C. Language that clarifies the nature of the organization and provides guidance for decision making. D. Language that presents an idea of what the organization's purpose is and what it wants to become.

C. Language that clarifies the nature of the organization and provides guidance for decision making.

The depiction of an organization's structure is Select one: A. Best when it allows employees to voice their opinions about management. B. Dependent on the leadership and management style of the organization. C. Less important than whether the structure reflects the governing ideas of the organization. D. Most important for advertising and developing a customer base.

C. Less important than whether the structure reflects the governing ideas of the organization.

At which stage of development does the team become an integrated whole, working together? Select one: A. Forming B. Storming C. Norming D. Performing

C. Norming

When the team becomes self-directed and steadily progresses toward its goal, it is at which one of the following stages of team development? Select one: A. Storming B. Forming C. Performing D. Norming

C. Performing

What is the aim of management in the workplace? Select one: A. To attain peak performance B. To improve systems C. To achieve results D. To enhance efficiency and effectiveness

C. To achieve results

At the Harper Insurance Agency, CEO Cassie Harper has formed an organizational structure with herself in the center as the leader. She ensures accurate processing, while internal support services link directly to her sales staff and ultimately work outward to the customers. Cassie believes that this type of structure emphasizes the relationship between internal and external customers. She believes that this structure also emphasizes the need for satisfaction to grow outward from her leadership, through her employees, to the agency's customers. What kind of organizational structure is Cassie using at Harper Insurance Agency? Select one: A. An inverted pyramid B. A traditional organization C. A network or matrix structure D. A concentric rings organization

D. A concentric rings organization

How does discussing the organization's mission, agreeing on it, and reducing the mission to writing benefit an organization? Select one: A. It clarifies the nature of the organization. B. It provides guidance for decision-making. C. It consciously gives employees the ability to identify with the mission. D. All of the above

D. All of the above

Warren Bennis, the author of the book Why Leaders Can't Lead, has summed up the difference between leadership and management this way: Leaders are people who do the right things; managers are people who Select one: A. Are right when they do things. B. Do the right things continuously. C. Right the wrong things. D. Do things right.

D. Do things right.

Empowering employees and encouraging them to work in teams are two ways for organizations to achieve the third element of continuous improvement, which is Select one: A. Management participation. B. Customer satisfaction. C. Peak performance. D. Employee involvement.

D. Employee involvement.

The storming stage of team development can be made productive if Select one: A. Personality issues are resolved and the manager remains neutral. B. The manager who formed the team becomes a team member. C. The manager who formed the team remains involved. D. Ground rules that focus on issues, not personality, are developed.

D. Ground rules that focus on issues, not personality, are developed.