chapter 3 & 4

Traditional organizational structures include

Matrix, divisional, functional

Task Structure

Measures the degree to which tasks, procedures, and goals are clear and unambiguous.

Situational Theory

Based on the premise that a leader should have the ability to adapt different leadership styles to different leadership styles.

The process by which an organization compares its performance against not only its competitors but also other high performing organizations is referred to as

Benchmarking

Effective planning will help an organization

Save time

_____ Define subordinate assignments and provide direction but they rely heavily training and seek to pass their knowledge and skill on to the subordinate.

Selling leaders

The first three stages of the formal planning process are

Situational analysis, generation of alternative goals and plans, evaluation of goals and plans

Procedure

Steps that employees take to ensure the the successful completion of a task.

Concentration, vertical integration, conglomerate diversification, and concentric diversification are all types of

Strategy Formulation

Which of the following does NOT describe a well written policy? Complete, Objective, Subjective, Coherent

Subjective

Strategic plans that are mad at mid-level of an organization are

Tactical plans

Position Power

The ability of a leader to dispense rewards and punishment.

Concentric Diversification

The adding of new products or business that produce similar products/services to the organization's current products or business.

Conglomerate Diversification

The adding of new products or business unrelated to any of the organization's products, markets, or business.

Scenario Planning

The awareness of potential risks and developing plans for possible future conditions.

Divisional Structure

An organizational structure where employees are grouped according to the product or service they produce.

Network Structure

A central organization that works together with assorted independent companies.

Mission Statement

A formal statement expressing the purpose of the organization

Vision Statement

A picture of an organization's future that works to build commitment of the organization's goals.

Team

A small number of people who have complementary skills committed to a common purpose, or performance goals.

Control Activities

Actions that are taken to address risk affecting an organization's ability to achieve its objectives

Which of the following characterizes a manager?

Administers

Goal of Planning

Anticipating as many future events as possible to formulate a course of action.

An organization's code of ethics should

Appoint a compliance officer

Trait Theories

Assume that individuals are born with traits that are suited to leadership.

Which type of leadership is most likely related to McGregor's Theory X?

Autocratic

Internal controls

Can be classified as preventative or detective; Are used to identify an error or irregularity

A common trait of the transformational leader is

Charisma

Telling Leaders

Closely supervise and direct subordinates.

Which of the following is one of the five concepts that organizations must consider and accept in order to achieve greatness?

Confront the Brutal Facts

When a company adds new products or business that are unrelated to any of the organization's products, markets, or business, the organization is employing

Conglomerate diversification

The key to _ leadership is to put the leader's style in situations where the style is the most effective.

Contingency

The components of the internal control process

Control environment, risk assessment, control activities, information monitoring, communication monitoring

Which of the following is NOT one of the five lessons managers should apply to better understand and control risk?

Create a culture that insists on facing uncertainty

Which of the following was one of John Kotter's eight steps leading to organizational change?

Create a guiding coalition

In a highly centralized organization

Decisions involving the utilization of all resources are made at the upper managerial levels

Selling Leaders

Define subordinate assignments and provide direction but reply heavily on training.

According to the Vroom-Jago Model of decision making, which of the following is NOT a decision-making option?

Democratic

Autocratic

Employs a domineering approach to leadership.

Situational Analysis

Evaluating the current condition of an organization and its capabilities to determine future plans.

Participating Leaders

Facilitating and establish overall direction, but allow subordinated to conduct daily operations.

According to Vroom-Jago's leadership theory, success is built upon the principles of character, competence, and trust.

False

Efficiency and effectiveness are incompatible goals that have a specified beginning and ending.

False

Task structure can be either strong or weak and measures the degree to which tasks, procedures and goals are clear and unambiguous.

False

The transactional leadership method proves to be the more dynamic approach to leadership with a focus on individuals within the organization

False

Concerning effective planning, it can be said that failing to organize is planning to fail.

False ???? organize should be plan

The _ studied the characteristics of a leader and the situation in which they were leading.

Fiedler's contingency model

People-oriented leaders

Focus on employee satisfaction

Which of the following is involved in inventory management?

Forecasting and replenishment activities

When an organization organizes employees by comparable duties, the organization is said to have a

Functional Structure

Directive Leadership

The establishment of specific objectives and clear rules including detailed job assignments, providing comprehensive training, and creating well-defined operational structure.

Control Process

Gives managers the tools needed to effectively monitor progress towards an objective

According to Path-Goal theory, substitutes for leadership include all of the following EXCEPT

Government relations

Which leadership model states that leadership style is affected on task behavior and relationship behavior?

Hersey-Blanchard Situational Leadership Model

Contingency Models of Leadership

How a leader's traits and behaviors within a given situation would impact leadership effectiveness

Organizational Characteristics

Include clear, concise plans and formal rules and procedures.

Task Characteristics

Include regulatory of tasks and the availability of feedback

Which of the following is NOT a step in the basic planning process?

Incorporating only known variables into the plan

The goal of planning is to

Increase revenues; Satisfy owner requirements; Successfully formulate course of action

Supportive Leadership

Involves the creation of pleasant working environment by forecasting the needs of subordinates.

Delegating Style of Leadership

Is most appropriately applied when subordinates are highly mature in task competence and commitment.

Which of the following is true of Scenario planning?

It is particularly useful for an organization attempting to mitigate risks in certain ventures.

Which type of leadership style results in subordinates exhibiting negative attitudes and lower performance because the leader has dissociated themselves from the subordinates?

Laissez-faire

Which of the following is NOT one of the three situational characteristics defined by Fiedler?

Leader-organization relations

Level 5 Leadership

Leaders who operate at the level of greatness and want their organization continue to be successful after they have gone

_____ power is found inherent to a position.

Legitimate power

Tactical Plans

Made at the mid-level of an organization as a foundation for operational plans.

Democratic

Makes decisions after having gathering input from subordinates.

All of the following are advantages of a Matrix structure except

Members bring different areas of expertise; The creation of synergy among members

The ____ is the reason that an organization exists.

Mission statements

A central organization that works together with assorted independent companies as if they were a single operation is a

Network structure

Which of the following characterizes a leader?

None of the above

Which of the following is the major disadvantage of a Functional structure?

None of the above

The second step of the Spendolini Benchmarking Model is

None of the above-Forming a team of knowledgeable individuals to work on the benchmarking project

The third step in the MBO process is

Objectively viewing the goals previously set

Which of the following is NOT included in an organizational chart?

Organizational goals and policies

Rules

Outline the steps that employees are to take in performing their job.

Policy

Outlines actions to be taken in certain events listing what is acceptable and not acceptable in the workplace.

According the Path-Goal theory, _____ leadership involved subordinates in the decision-making process where information is freely exchanged between the two.

Participative

The four levels of Principle-centered leadership are

Personal, interpersonal, managerial, oranizational

According to Covey, which of the following is NOT considered a characteristic of principle-centered leaders?

Process-oriented

Bring in outside assessors, evaluating the team, performing risk analysis and implementing an early warning system are all steps that a _manager would need to take.

Project

Steven Covey

Proposed the theory of Principle-Centered leadership.

Robert Greenleaf

Proposed the theory of Servant Leadership.

Formal discipline can include

Reprimand, suspension, termination

Which of the following is NOT a trait necessarily associated with successful leaders?

Resilience

_____ is the belief that an employee will comply in exchange for rewards controlled by the supervisor.

Reward power

Operations Managements

The efficient transformation of an organization's input in to the output of a product or service.

Span of Control

The number of workers who report directly to a supervisor or manager.

Strategic Vision

The overarching goal of an organization used to guide management.

Breakeven Analysis

The point at which total sales revenues equal total costs.

Benchmarking

The process where an organization compares its performance against its competitors and high performing organizations.

When does an organization favor the leader-centered methods of decision making?

There is little time to make a decision

Behavior theories only reflect the tendencies of a leader; they do not account for external influences.

True

The three steps in the change process decribed by Kurt Lewin are

Unfreezing, change, refreezing

Ratios

Utilized to analyze trends and determine an organization's financial numbers over a period of time.

Backward Integration

When a company acquires a company that supplies products used in production.

Task Behavior

When a leader engages in one-way communication by explaining what each follower is to do, and when, where, and how tasks are to be accomplished.

Relationship Behavior

When a leader engages in two-way communication by providing socio-emotional support.

Hedgehog Concept

When a leader focuses on what the organization does best instead of the organization.

The ability and willingness of a person to take responsibility for directing their own actions in relation to a specific task is known as

readiness

The three different aspects of leadership are

the person, the position, the process