Final Org. T. questions
C
1) During an important business meeting, Bob viewed the meeting as a chance to share feelings and develop relationships w/ others, while Martha felt it was a chance to gain power. Bob and Martha are seeing the meeting through two different frames. Bob sees it through the ____ frame and Martha is using the ___ frame. a) Structural; Human Resource b) Political; Symbolic c) Human Resource; Political d) Structural; Symbolic
C
10) Which of the following are human resource challenges for managers? I. Using their own personality to the best of their advantage. II. Motivating, coordinating, and controlling large, diverse groups of subordinates. III. Setting goals and policies under conditions of uncertainty. a) I only b) II only c) I and II d) I, II, and III
D
100) WHS Corp. opened businesses in the major cities of India. It estimated the middle-class consumer market consisted of 250 million people, however it failed to realize that much of that population is located in rural areas that cannot be reached through their traditional channels. WHS Corp. failed to understand: a) The culture of India b) Content c) India's infrastructure d) Both B and C
C
11) A manger is having a problem with his subordinates; though his employees are highly motivated, they lack the skill to perform the job adequately. According to Hersey and Blanchard's contingency theory based on the level of subordinate "readiness", the manager should: a) Participate b) Delegate c) Sell/Coach d) Tell
D
12) Chapter 17 begins with a story about how 9/11 transformed New York's former mayor, Rudy Giuliani, from a has-been to a hero based on how he handled the tragedy. His transformation showcases which of the 5 propositions of the idea of leadership? a) Leadership is Different from Management b) Leadership is Multilateral, Not Unilateral c) Leadership is Distributed Rather Than Concentrated at the Top d) Leadership is Contextual and Situated in the Exchange Between Leader and Constituents
C
13) According to Kottner (1982), Which of the following are structural challenges for managers? i. Keeping on top of large, complex set of activities. ii. Setting goals and policies under conditions of uncertainty. iii. Developing credible strategic premises. a) I only b) II only c) I and II d) I, II, and III
D
14) Which of the following are characteristics of excellent or visionary companies for the human resource frame according to Peters and Waterman? i. Being close to the customer ii. Being hands-on and value-driven iii. Productivity through people a) I only b) II only c) I and II d) I and III
D
15) Jenna, a manager at ComputerNet Company, is having a hard time working with her subordinates on a computer design team. The members of the team seem confused on the task at hand and have little motivation to figure it out. According to Hersey and Blanchard's Situational Leadership Model, Jenna should: a) Participate b) Sell (or Coach) c) Delegate d) Tell
C
16) According to The GLOBE researchers, a leader that sets high standards, seeks to inspire people around a vision, and emphasizes core values is: I. Team- Oriented II. Participative III. Charismatic/ values based a) I only b) I and II c) III only d) I, II, and III
A
17) Within a structural scenario, what is the result of an unworkable structure? a) Confusion, Frustration, and Conflict b) Disorder, Collaboration, and Plan Making c) Resolution, Decision Making, and Frustration d) Conflict, Top-Down Order, and Collaboration
B
18) An important skill for a Human Resource leader is: a) The intuitive skill to defuse office arguments b) The ability to combine advocacy with inquiry c) The quick access to contact other department leaders d) Policies to initiate employee idea discussion boards
D
19) What is the effective image of the Human Resource Frame? a) Resolutionist and Changemaker b) Prophet and Initiator c) Dictator and Resolver d) Catalyst and Servant
B
2) USD administrators have decided to add a new film studies major in the art department. There is some hesitation by the department professors because they don't want to minimize the funding to other pre-existing areas of study. By implementing self-managing money-allocating teams and by linking the courses to the interests of the professors, USD plans to strengthen the support for the new program. What frames are they using to gain support? a) Structural; Human Resource b) Human Resource; Symbolic c) Political; Symbolic d) Structural; Political
C
20) Which isn't a Political Leadership attribute? a) Political leaders clarify what they want and what they can get. b) Political leaders access the distribution of power and interests. c) Political leaders interrupt the flow of crucial information. d) Political leaders build linkages to key shareholders.
A
21) Which form of direct, personal confrontation would exercise a manager's use of authority by choosing intimidation and manipulation as a way to achieve a particular outcome? a) Political b) Symbolic c) Human Resource d) Structural
D
22) Which proposition aligns with the Evolution of the Idea of Leadership that states: "It is possible to be a leader without a position of formal authority. The turbulent world of the twenty-first century pushes organizations to be fast, flexible, and decentralized, which requires leadership from many quarters." a) Leadership is an Activity, Not a Position b) Leadership is Multilateral, Not Unilateral c) Leadership is Contextual and Situated Not in the Leader but in the Exchange Between Leader and Constituents d) Leadership is Distributed Rather than Concentrated at the Top
C
23) Gifted human resource leaders typically apply a consistent set of people-friendly leadership principles. Which of the following principles states that people-orientated leaders often refer to their employees as "partners," "owners," or "associates"? a) Human resource leaders communicate a strong belief in people b) Human resource leaders are visible and accessible c) Human resource leaders empower others d) Human resource leaders make their authority known throughout the team
B
24) Symbolically, leaders lead through both actions and words as they interpret and reinterpret experience. Effective symbolic leaders follow a consistent set of practices and scripts. Which symbolic practice utilizes the powerful way in which a leader can interpret experience through a persuasive and hopeful image of the future? a) They use symbols to capture attention b) Symbolic leaders communicate a vision c) Symbolic leaders frame experience d) Symbolic leaders tell stories of their past
C
25) The Human Resource frame allows leaders to establish authority without appearing harsh or dictatorial. This frame is focused on people being the center of the organization and implementing effective communication. Which of the following is the main job of a leader within this frame? a) Focusing on task, facts, and logic b) Recognizing major constituencies c) Providing support and empowerment d) Being sensitive to an organization's history and culture
D
26) The multiple outcomes of the Howard-Marshall hypothetical situation illustrate both the power and the risks of reframing. The frames are powerful because of their ability to spur imagination and generate new insights and options. Which of the following is not part of the job of these frames? a) To generate scripts to guide action b) To make managers feel less powerless and trapped c) To identify alternative approaches to challenging circumstances d) To allow managers to dictate every move of their organization
C
27) The Great Depression produced a drop of 72 percent in sales at GM between 1929 to 1932, but the company adapted adroitly to hard times. Sloan briefly centralized operations to survive the Depression, but decentralized again once business began to recover. The following scenario is an example of which effective characteristic of a structural leader? a) Structural leaders rethink the relationship of structure, strategy, and environment b) Structural leaders do their homework c) Effective structural leaders experiment d) Structural leaders focus on implementation
A
28) Martin Varsavsky founded seven companies and picked up Entrepreneur of the Year awards in both America and Europe. He partnered with venture capitalists and Google to found FON, which soon became the world's largest WiFi network. Gifted human resource leaders such as Varsavsky typically apply a consistent set of people friendly leadership principles which include all of the following EXCEPT: a) Assessing the distribution of power and interests b) Being visible and accessible c) Communicating a strong belief in people d) Empowering others
C
29) Chapter 16 describes a classic example of a manager's worst nightmare: an unexpected situation that threatens to blow up in your face, and four different scenarios for how a manager can handle it. One of the scenarios includes this response, "In your next job, maybe you should train your secretary better. Anyway, I can't waste time sitting around in the hallways. Everyone in this room knows why I'm here. You've got a choice Bill, you can cooperate with me, or you can lose all credibility you still have in this company." Under which scenario would this response fit? a) Structural b) Human Resource c) Political d) Symbolic
D
3) A leader who uses inspiration, idealized influence, and who likes to create a trusting, respectful environment where followers are willing to go above and beyond falls into the category of: a) Contingency Theory of Leadership b) Leader style Theory of Leadership c) Leader-member Exchange Theory of Leadership d) Transformational Theory of Leadership
B
30) Chapter 16 describes a classic example of a manager's worst nightmare: an unexpected situation that threatens to blow up in your face, and four different scenarios for how a manager can handle it. One of the scenarios includes this response "Oh, gosh, no she didn't. I just feel terrible about interrupting your meeting. I hope I didn't offend anyone because of me, it's really important to establish a good working relationship right from the outset. While I'm waiting, is there anything I can do to help?" Under which scenario would this response fit? a) Structural b) Human Resource c) Political d) Symbolic
C
31) The symbolic frame represents a fourth turn of leadership kaleidoscope. Symbolically, leaders lead through both actions and words as they interpret and reinterpret experience. Franklin D Roosevelt reassured a nation in the midst of its deepest economic depression, and Adolf Hitler assured Germans that their severe economic and social problems were the result of betrayal by Jews and communists. Symbolic leaders follow a consistent set of practices and scripts, which of the following is NOT one of them? a) Symbolic leaders lead by example b) Symbolic leaders communicate a vision c) Symbolic leaders use punishment to show their power d) They use symbols to capture attention
A
32) Exhibit 17.4 in chapter 17 summarizes the 4 images of leadership. The exhibit describes when a leader is effective and ineffective, under the 4 different frames. One of the frames describes an effective leader when they are an advocate or negotiator, and their process is advocacy and coalition building. Which of the 4 frames best describes this leader? a) Political b) Human Resource c) Symbolic d) Structural
C
33) John is a recently hired employee at CMP, a small, but reputable accounting firm known for its competitiveness and proud of its inclusive community. It is also made known to potential recruits that CMP emphasizes supportiveness in training and support for its new employees. As part of the orientation presentation, the speaker, Jane, spoke about the importance of fostering growth amongst new employees because they are the future of the company. However, after the presentation Jane, John's manager, is nowhere to be found for two days following the start of his employment. He approaches Jane about a customer's account and she quickly attempts to shun him off, and does so multiple times throughout the day, continuously claiming she is busy with her own work. John says, "If I was a customer walking in would you respond the same way? After all, I joined this company to work with men and women who prided themselves on inclusivity because, as you said, they are the future of the company. Could you please give me some of your time?" John is using what reframing category? a) Structural Frame b) Human Resource Frame c) Symbolic Frame d) Political Frame
B
34) Adam is the leader of a recently formed group for a graphic design company, Diverse Designs, where the team of 8 must create several banners, logos, and designs for an art studio and its website. Never having coordinated a team before, he assumed everyone on the team wanted to collaborate and desired to further themselves and the company. He neglected focus on looking at the employees as unique individuals with diverse goals and motivations, or work on team-building and relationships. Regardless, he expected the work would be completed without conflict or scheduling issues. What he found was a much different reality. In his romanticized view of human nature, Adam was misusing which frame? a) Structural Frame b) Human Resources Frame c) Symbolic Frame d) D)Political Frame
D
35) Bella is known for making inspiring speeches about the vision of the company. That the company she leads is not just an art store, but a place where artists come to make our world a more beautiful and creative place. She often gives meaningful titles to employees that give them more meaning in their work and sometimes she even brings in pieces of art and asks employees to talk about it. What frame of leadership is Bella engaging in? a) Structural b) Human Resource c) Political d) Symbolic
C
36) Jennifer, the CEO of Paragon Computers, wants to convince the board of directors to increase funding for the R&D division. The high-end computer company known to many as being the best of the best for high-performance computers has had a reputation of being chipped away at by the competition in recent months. She knows that Richard is the head of R&D, so she will need him to vouch for the idea and compile data the board will understand. She knows that Kelly is a board member who owes her a favor for her support in installing Kevin Jones as the head of the marketing division, which has performed at record levels in recent months. With the support of Richard and Kelly, Jennifer knows she can get what she wants. Jennifer is using what frame of leadership? a) Structural Frame b) Human Resource Frame c) Political Frame d) Symbolic Frame
A
37) Which of the following characteristics best describes the leader in a hierarchy leadership model: I. The leader will be held accountable for implementing whatever decision is made and, more important, communicating to their direct reports why they are doing this. II. The leader is committed his vision and he makes it happen because he has always chosen directions that resulted in great things for the company. III. The leader is prepared to handle senior-level questions when role vacancies occur. a) I only b) II only c) I and II d) I and II
A
38) You are on a business trip to a foreign country and are in a meeting negotiating a new contract. A woman sitting across from you has been staring at you enough to make you feel uncomfortable. What is the best response for cross cultural communication? a) Understand that they are from a different culture so they have different views on maintaining eye contact. b) You assume that the person shouldn't stare at you and tell them to stop c) You tell them that their behavior is inappropriate d) You stereotype and denigrate the person's cultural group
D
39) Which of the following are an organization's barriers to change in a symbolic frame: a) Loss of direction, clarity, and stability b) Anxiety, uncertainty,people feel incompetent and needy c) Disempowerment; conflict between winners and losers d) Loss of meaning and purpose; clinging to the past
D
4) With participation in a global organization, it is important to realize that ideal leadership characteristics vary greatly between cultures. Which leadership style is the style least liked by Anglo managers, but most liked by Middle-Eastern Managers? a) Charismatic/values based b) Team-oriented c) Humane d) Protective
B
40) In his eight stages for successful change initiatives, Kotter describes the change that occurs after employing which of the following: a) Having a sense of trivialness b) Creating an uplifting vision and strategy c) Only sticking with the process when things seem to work out d) Have a sense of symbols only after long-term accomplishments.
C
41) Rocky was implementing a new software system in his company and wanted to ensure its success. He spoke with the Human Resource VP, Nick, to set up a training series. This extensive process gave employees exposure to differences in their work process. They were able to give feedback on the process. Rocky and Nick found that because of the feedback: a) Skills and confidence improved b) Relationships formed because of extensive involvement c) The feedback gave the employees a better sense of involvement and empowerment d) They were able to work out all of the kinks.
D
42) Henry is the new CEO of a sock manufacturing company in charge of tightening the company's financial belt. To reduce costs, Henry found machines that would save employee costs while also ensuring the manufacturing process run more efficiently. He also proceeded to review performance scores and fire those who were under performing. In addition, he cut down meeting times to make room for more production. Because of his new initiatives, employee interactions decreased. What will occur based on these initiatives? a) Henry will win in the short run, but limit creativity for the long-run. b) Henry will win in the short run, but the long term results will end with a controversial conclusion. c) Henry's "hardwiring" will hurt innovation d) All of the above.
B
43) Henry's tactic in managing his sock manufacturing company's innovation process is derived from a quantitative method discussed in Chapter 18 of our book, Reframing Organizations. This term evolved from a statistical concept to a range of metrics and methods combined with management approaches that overall contribute to fewer defects and a better product. This term is: a) Catalyst or Wimp b) Six Sigma c) Structural Analysis d) Quantitative-Analytic
B
44) Nicole is having a hard time motivating her employees as CEO and the decline in morale has become reflective in the company's stock price. She is trying to decide if she should hold a team meeting to invigorate the company's goals and mission, while also sharing organizational stories in order to promote unity. Conversely, she is considering promoting Debbie, a beloved and unconventional employee, to make changes around the office in order to increase morale. Nicole's best option is to: a) Hold the meeting, it is the most effective way to bring people together and discuss concerns. b) Promote Debbie, this bottom-up approach will get to the heart of the problem and be the most successful c) Hold the meeting, but make sure to listen to every person's input and try to implement the most urgent changes. d) Consult with Debbie, Nicole should be the one inspiring change and implementing ideas to be a strong leader of the organization.
A
45) What is identified as one of Machiavelli's key observations in The Prince as a conflict in managing the framework in situations as a leader? a) Managing the establishment of a new order b) Conducting formal meetings c) Creating employee incentives d) Hiring and firing employees
B
46) In Coca-Cola company's classic introduction of "New Coke", which important factor did they overlook in attempting to win market share against Pepsi? a) Increasing conflict between the two companies b) Symbolic significance of "Classic Coke" c) Taste tests to ensure likeability d) The amount of restocking necessary for a new product
B
47) A new tech startup company in San Diego is having conflicting problems about resource allocation across multiple departments. All managers of the various departments look directly to the CEO to solve these particular problems without attempting any other solutions. According to the article, "Getting to the Source: Four Perspectives on Leadership", which leadership perspective does this company operate under? a) The Hierarchy b) The Strong Individual c) The Pipeline d) Collective Practices
C
48) In the article "Getting the Message: How to Feel Your Way with Other Cultures", self-reflection is identified as a powerful tool for understanding one's own non-verbal communication. What is one example of a unique and different body language cue that could be problematic for communicating with another culture addressed in the article? a) Rolling of the eyes b) Casual v. Formal attire c) Personal Space encroachment d) Recognizing and accepting business cards
A
49) America is one of three countries that have not yet officially converted to the metric system, despite having the system added to legal provisions in 1866, 1958, and again in 1996. This led to measurement confusion in the collaborative design of the Hubble space telescope, costing taxpayers millions of dollars. The little progress the United States has shown in converting to this system through the issues with the telescope illustrates: a) Pervasive and predictable challenges to change scuttling innovation b) Communication failing, showing a lack of innovation in technology c) How refusing change leads to innovation d) That official laws of the land always supersede the status quo
B
5) When Superstorm Sandy roared out of the Atlantic Ocean, Obama convey an image of being concerned, helping the affected areas, coordinated with governors and majors, travelled to scenes of destruction to offer comfort and reassurance. What were the most important actions that he did those days? I) He developed personal relationship to help the affected people. II) He was a great example of the structural frame. III) He recognized both political and symbolic frames. IV) He was a good leader and management. a) II and IV b) I, III, IV c) II d) III and IV
B
50) The architects of the US invasion of Iraq saw it as a relatively quick and painless transition to democratic stability. However, eliminating Saddam Hussein's reign opened a Pandora's box of political and symbolic issues. This move, scaled down to the context of decision makers exemplifies decision makers: a) Acting quickly to navigate ambiguous situations b) Not understanding circumstances well enough to anticipate the consequences of their actions c) Using all cognitive lenses to make well informed decisions d) Following a protocol too closely and squashing new ideas that could have led to a better solution
A
51) Jack is the general manager of a branch of a company in his hometown. Corporate, in an attempt to find new ways to make sales and increase his involvement in day-to-day operations, trains Jack on how to observe and counsel people in the sales department without consulting the branch. Eager to put his training into action, Jack is surprised when the salesmen begin to complain that Jack's new role infringed on previously existing agreements about authority. Morale decreases, which negatively affects sales. The company did not realize that: a) Involvement and training will not ensure success unless existing roles and relationships are realigned to fit the new initiative b) People like to work autonomously c) They could only be successful if Jack was more involved with all of the departments in his branch d) If they realigned roles first, they would not have any ambiguity
B
52) In an attempt to beat out Pepsi in the Cola Wars, Coca-Cola swore to get rid of "Old Coke" in favor for "New," or Diet Coke. In this strategic move, many Coke drinkers and even Coca-Cola employees were aghast. Their demands and outrage quickly led to the reintroduction of Classic Coke. In this example, Coca-Cola executives: a) Took a risk on innovation and had to deal with the consequences b) Did not consider the symbolic frame's tenant of the meaning of an object being more powerful than reality c) Did not think people would be so resistant to the change of taste d) Intentionally sacrificed their loyal client base in an attempt to gain new, larger markets
A
53) A dictionary definition of this term describes it as an "animating force", "immaterial essence", and "spiritual nature". For an organization, group or family, it can also be viewed as a resolute sense of character, a deep confidence about who we are, what we care about and what we deeply believe in. It is something that for many business leaders around the globe, it has no place in business, where ethics comes down to the slippery concept of "the morals of the marketplace" meaning "anything for a buck". What term are we describing? a) Soul b) Personality c) Religion d) Ethics
D
54) Most people are attuned to cues and expectations from our work and colleagues of what to do and not to do. Many organizations have lost their soul because they want to innovate and grow, and strive for a rising share price. Unfortunately, what happens when they lose track of any redeeming moral purpose? a) They don't provide credible ethical guardrails for its employees. b) The result is often spiritual and financial disaster. c) Employees give up, they stop feeling a connection with the organization. d) A and B
B
55) What two things are essential for living a good life as well as managing a fulfilling organization according to Salomon (1993)? a) Soul and Religion b) Ethics and Soul c) Purpose and Ethics d) Vision and Purpose
A
56) Google is a company that values expression and talent development. Google staff is among the most productive on the planet and that is partly owed to the 70/20/10 allocation model. 70% of an employee's time goes towards productive work, 10% of an engineer's time is allocated for "innovation, creativity, and freedom to think," and 20% is for "personal development that will ultimately benefit the company." This type of contribution from leadership is considered: a) Authorship b) Love c) Power d) Significance
B
57) At Southwest Airlines, they talk openly about love, something that is absent from most modern corporations. This union between employees and passengers is the primary purpose and the ethical glue that holds Southwest together. What is the organizational ethic that permeates a company with these standards? a) Excellence b) Caring c) Justice d) Faith
A
58) An example of a company that values excellence and authorship is a company that believes that like a musician, employees must develop individual parts within the larger organization. They hand control over to the employees. Which motto is an example of authorship? a) "Personal development with ultimately benefit the company" b) "Love is a word that isn't used too often in corporate America, but we used it at Southwest from the beginning" c) "One person, one cup and one neighborhood at a time." d) "The American flag represents individualism, the feeling of riding free, and the pride of owning product that has become a legend."
D
59) The factory is a metaphor for the ________ frame, for which the ethical imperative is _______: ensuring work is done effectively and efficiently. a) Political; excellence b) Political; authorship c) Structural; authorship d) Structural; excellence
D
6) Bensimon (1980, 1990) studied college presidents and found that multiframe presidents were viewed as more effective than presidents with a single frame. What was the most important result that Bensimon found from this research? a) Presidents thought they used more frames than their colleagues observed. b) Presidents were likely to overrate themselves on the use of political and structural frames. c) Only one half of the presidents that saw themselves as symbolic leaders were perceived that way by others. d) A and B
C
60) Berger Inc. recently established a new set of rules governing the direct work environment of its employees. The employees are upset and feel they have no control over their direct work environment and are unhappy. They believe many of the rules to be unfair and believe they should have had a say in the decision making. The manager of Berger Inc. should share with its employees the gift of: a) Authorship b) Love c) Power d) Significance
A
61) In our global environment, a new challenge has arisen due to ethnic, racial, and gender diversity. Due to this increase in diversity, leaders must systematically enhance the power of non-dominant groups by creating internal advocacy groups, giving them access to decision making, building diversity into information and incentive systems, and strengthening their career opportunities. This encompasses which organizational ethic? a) Justice b) Excellence c) Caring d) Belief
C
62) According to our book, Reframing Organizations, what word is absent from most modern corporations where most managers would never use the word in any context more profound than their feelings about "food, family, films, or games"? a) Power b) Justice c) Love d) Religion
B
63) A company has strong diversity with most of the employees coming from different ethnicities and backgrounds. John, one of the managers, has been performing a certain task in order for all employees to gain a strong bond with each other and be tied together by some sort of shared faith. John's task exemplifies his role as: a) The CEO of the company b) The company's spiritual leader c) Human resource manager d) Administrator
C
64) According to the section, The Jungle: Justice and Power in the book Reframing Organizations, what does justice require? i) That leaders systematically enhance the power of subordinate groups ii) Justice has important implications for the increasingly urgent question of sustainability iii) Autonomy, space, and freedom b) I only c) I and II d) I, II, and III
B
65) What are the two cornerstones of the Structural Frame? a) Integration and Impersonation b) Differentiation and Integration c) Negotiation and People-Blaming d) Conflict and Differentiation
D
66) What is the downside of the matrix structure? a) There are too many coordinators b) The matrix structure is organized from the bottom-up c) It is difficult to manage d) It's built for conflict
A
67) What is the core assumption of Model 1? a) That an organization is a dangerous place where you have to look out for yourself or someone else will do you in. b) That negotiation is used to combat disorder c) That people are manipulating d) That an organization is a perfect opportunity to coordinate ideas
A
68) David King, as the new principal of Kennedy High School, spent most of his first week individually interviewing key administrators and department heads. What was King's purpose in these meetings? a) To familiarize himself with the school, its problems, and its key people b) To ensure that all heads of staff were aware of who he was c) To ease the transition from one principal to another d) To assert dominance and ensure all staff that he is a strong leader
B
69) Often times within an organization, staff members who are unhappy with the way things are tend to keep their frustrations to themselves until they are approached one-on-one to discuss their thoughts. Something surprising happened during a Friday afternoon meeting held by principal King at Kennedy High after conducting individual interviews with all of the staff. What behavior did these same individuals exhibit during the meeting that was in stark contrast to their individual interviews? a) They acted as if they didn't know each other, which seemed odd to principal King considering they frequently hung out outside of work b) They were quiet and conflict-free, which perplexed principal King as most of them had vented negative opinions of one-another during individual interviews c) While many of the staff members had embraced principal King during individual interviews, during the meeting they began to gang up on him d) Staff members slowly began to speak out about their opinions which allowed for a much easier discussion than principal King had anticipated
C
7) John has been working at XYZ Company for over 10 years, and has made his way up to an executive position. Throughout his career, he has always been close with his co-workers, even spending time outside work to get to know his employees and their families. He believes that building personal relationships is the key to effective leadership to gain support and trust amongst employees. What type of leadership is John following? a) Transformational Leadership b) Situational Leadership c) Leader-member Exchange d) Qualitative-holistic
D
70) As principal King begins to review structural issues at Kennedy High, he recalls an approach in which individuals are blamed for everything that goes wrong. He realizes that at Kennedy High, everyone is blaming everyone else for their frustrations. What is the term used to describe this particular issue? a) Rationalizer b) Defense Mechanism c) Scapegoat d) People-Blaming
B
71) Kennedy High School has an overall structural problem of blaming other individuals when the problem is systemic. While reflecting on the two cornerstones of structure (differentiation and integration), King sees that Kennedy High School has an ample division of labor but weak coordination. King realizes that Kennedy High School has which of the following structures: a) Functional Structure b) Matrix c) Top Down d) Divisional
C
72) King realizes that a main issue at Kennedy High School is the overlap between the housemasters and the department chairs. To fix this problem King begins to brainstorm options. One solution King comes up with is to bring people together to clearly define tasks and responsibilities. This process is defined as: a) System Scanning b) Controlling c) Responsibility Charting d) Clarification
B
73) David King inherited a job that had broken his predecessor and could destroy him as well. His new staff greeted him with a jumble of problems, demands, maneuvers, and threats. Sooner or later, almost every manager will encounter situations this bad. The results are often devastating, leaving the manager feeling confused, overwhelmed, and helpless. What is the best first course of action that King decides to use to fix Kennedy High School? i. Reflecting ii. Reframing iii. Ignore a) I b) I and II c) I, II, and III d) II and III
A
74) David King inherited a job at John F. Kennedy High School that had broken his predecessor and could destroy him as well. Coming into the ill-structured school, principal King faced a host of issues. One particular problem was the lack of a workable structural protocol to diagnose and resolve various problems. This temporary structural entity is called: a) Task Force b) Team c) Organization d) Responsibility Charting
D
75) Principal King wrote, "Everyone's marooned on the bottom of Maslow's needs hierarchy: no one even feels safe. Until they do, they'll never focus on caring. The problem isn't personalities. Everyone's frustrated because no one is getting personal or professional needs met... We don't realize everyone else is in the same boat." This is an example of what frame of thought? a) Symbolic b) Structural c) Political d) Human Resources
C
76) In order to address issues at John F Kennedy High School, principal King switched his thinking from individual needs to interpersonal needs. By switching his thinking over to the human resource frame, he determined the issue to be: a) A lack of job security b) Poor quality of people c) Empowerment d) Low wages
C
77) Jim Bob is the new manager at the sports store downtown. After interviewing all of his employees, Jim learns his subordinates view on how the company has handled human resource aspects of the company. Many employees felt they didn't have any power, they felt their basic needs were not being met, and that there was poor conflict management within the company. Which of the following are available options for Jim to handle these issues? i) Improve safety, security ii) Training in communication, conflict management iii) Create more participation opportunities iv) Create arenas for negotiation b) I c) I, II, III d) II, III e) I, II, IV
A
78) Josh Johnson is the new owner of a burger restaurant. The former owner describes the structural problems to Josh. Josh concludes that the biggest problem the company has is an unclear, and weak integration regarding goals, roles, responsibilities, and linkages. Which of the following is Josh's best available option to fix this problem? a) Responsibility Charting b) Build coalitions, negotiate c) Leadership Gifts d) Task Force on Structure
D
79) David King mentions an acronym called, "Cairo", which stands for Consulted, approves, informed, responsible, and omitted. This helps David review the language of responsibility charting, a technique for clarifying roles and relationships. All of the following are questions that stem from CAIRO except: a) Who has to approve? b) Who needs to be consulted? c) Who should be informed? d) Who has the most authority?
B
8) According to Leadership in Organizations: A Brief History, there are two distinct approaches to understanding leadership in organizations that have coexisted for more than a century. What is the best description for "qualitative-holistic"? a) Qualitative-holistic relies on study of the different frames each area uses more, to analyze and make interviews in order to develop ideas and theories. b) Qualitative-holistic relies on case studies+interviews with practitioners to develop ideas and theories. c) Qualitative-holistic is the way you manage the relationship with practitioners to analyze and develop ideas and theories. d) None of Above
D
80) What are some of the political frame elements that King had to keep in mind when addressing the Robert F. Kennedy High School issues? a) Enduring differences b) Scarce resources c) Conflict and power d) All of the above
C
81) Before the launch of the Challenger, engineers warned NASA of potential issues with the design of the spaceship. Aside from the warnings NASA committed to the launch of the spaceship due to financial pressures, and pressures to provide a successful launch. The contracting company did not want to lose the contract with NASA so they permitted the launch although it showed a potential for revenue loss. This is example resembles elements of which of the following four frames: a) Structural Frame b) Human Resources Frame c) Political Frame d) Symbolic Frame
C
82) Which of the following is not a characteristic of a good manager and leader: a) They are viewed as chameleons who can adapt to anything b) They provide a sense of purpose and direction c) They have narrow and focused views d) They are rooted in core values
B
83) King contemplates on the division of labor at Kennedy High School as well as its overall coordination, focusing on the school's organization chart. What frame is King working through while attempting to differentiate and integrate the task force and information flow? a) Human Resources b) Structural c) Political d) Symbolic
C
84) In any organization, resources are allocated to group and individuals according to their specific needs and the availability of necessary resources, and whoever has the ability to control the distribution of these resources holds power in the company. At Kennedy High, King identifies the constituents he's dealing with into 3 categories, (allies, fence-sitters, and opponents) in order to pinpoint possible sources of power to be rearranged and managed. What frame is King working through here? a) Symbolic b) Human Resources c) Political d) Symbolic
A
85) In the symbolic frame, organizations and their employees need a sense of "why" for showing up and completing their work, feeling like their work means something and having trust in the company to hold success and continuity together. What is King attempting to develop at Kennedy High when trying to bring excellence and caring to promote a common goal? a) Faith b) Well-defined roles and responsibilities c) Higher exam scores d) Adversary Policies
B
86) Addison was promoted from the inside to be the new CEO of his company. He was recognized for his leadership skills, specifically his history handling past issues on the floor. In order to reach his full potential as a wise leader, which two will Addison need in order to find new patterns and solutions to new problems? a) Structure and a firm belief system b) A sense of choice and personal freedom c) A bottom-up system and constructive feedback d) A top-down approach and open communication
D
87) Choice is a freedom and freedom is essential to achieving two specific "twin goals" for any company. What are these two goals? a) Creativity and Commitment b) Skill and Flexibility c) Commitment and Influence d) Commitment and Flexibility
A
88) Hunter is the CEO of his company and is trying to bridge the gap between excellence and caring. To do so, he needs to devise a way to inspire his employees to recommit their "vows" to the purpose and meaning of their company. Hunter is viewing his organization as a... a) Temple b) Church c) Sanctuary d) School
A
89) Kate is the new manager of a company. She has been recognized for her agility and her ability to analyze, but working in her position she worries it is not enough. She wants to show more of a commitment to the company's core beliefs, and provide a more durable sense of direction and purpose. What other frame could she embody to make this commitment and give her employees purpose? a) She can use the symbolic frame to give purpose and direction rooted in values and the human spirit. b) She can use the political frame to bolster the characteristics she has been praised for, which demonstrates her commitment to what upper management values in their employees c) She can use the human resource play to establish more relationships with her staff, giving them a sense of family to guide them. d) She can use the structural frame to ask those above her as a model what of their interpretation of the company values, and give herself a sense of direction off them.
A
9) You are an employee of FloorMart Corporation, working under poor conditions and receiving very little benefits. You gather fellow employees to try to get the company to improve its treatment of employees. Which is the best frame to use in this situation? a) Political b) Symbolic c) Structural d) Human Resource
A
90) Mao had a reputation for being a tiger and a monkey, Roosevelt held the image of a lion and a fox. Mary Kay Ash depicted herself as a fairy godmother and a pink panther. All of their images appear to be paradoxical, or contradictory, however, all of these figures were influential and successful. What did their embrace of contradictory images demonstrate about their leadership? a) They were able to recognize the multiple dimensions of society, and use multi-frame thinking to adapt and act flexibly to implement their vision. b) They were really focused, intentionally or not, on the symbolic framework. They used as many symbols as they could manipulate a larger audience, even if they contradicted themselves. c) They were flexible with their values. Being political figures, they said what they thought would bring them closer to the opinion of the larger network, which changed over time, causing them to flip-flop. d) They did not have a clear sense of direction, so their message and therefore their image was not clear either.
B
91) According to Keller, great leaders "do not control the flow of history, but by having the food sense not to stand in its way, they seems to. To Keller, great leaders are, in reality: a) Master image manipulator b) Skillful followers c) Amazing visionaries d) Intuitive direction-givers
B
92) A key business leader knows that you are a management master and have a comprehensive knowledge of what the three C's are. You would tell her that in order to fill the needs of various targeted populations (and in accordance to our literature) they must use three of the following EXCEPT: a) Context b) Collaboration c) Content d) Creativity
C
93) Many fast food chains face competitive markets when they spread through foreign countries. Some of their problems include competing against local, traditional foods. In order to stand up to these markets, and succeed, the company must excel in: a) Context- knowing the background, environment, framework, setting, or situation surrounding an event or occurrence. b) Content-knowing the country's infrastructure and value chain from production to client c) Creativity- innovative ways to reach the customers d) None of the above
C
94) One of the most pressing challenges for enterprises in emerging markets is the lack of development and expertise. Which of the following statements regarding emerging markets is NOT true: a) One way to tackle the shortfall of managers is to partner with educational institutions to help design and provide training and education programs for their employees. b) The cost of not developing leaders in emerging markets is high c) Enterprises can assume they can mimic companies in developing markets by using the same distribution model. d) New managerial leadership needs to be willing to experiment, collaborate, empower locals, and create new source of competitive advantage and wealth.
B
95) Emerging markets are often defined by a series of indicators. They are also of great interest to other organizations with an international presence that have reached saturated growth in their traditional markets. These enterprises are looking for: I. New markets and market investment II. Recognition III. Market intelligence IV. Loyalty a) II b) I and III c) I, II and III d) All of above
B
96) Which of the following is NOT one of the big challenges of enterprises in emerging markets? a) They need to compress fifteen years of development into five years. b) Not be afraid to hire new people c) To develop trust and accountability at warp speed. d) Not be afraid to partner with major customers.
A
97) What three important actions are needed for all groups of an enterprise around the world who will be working with emerging markets? a) Learning, Training and Development b) Development, Experience and Loyalty c) Experience, Training and Organization d) Organization, Loyalty and Development.
D
98) Which of the following are activities companies in emerging markets can use to develop their talent? I. Increasing levels of responsibility early in careers II. Engaging in action-learning projects like case studies and simulation III. Providing trained mentors and coaches IV. Ensuring language proficiency a) I & II b) I, II, & III c) II & IV d) I, II, III, & IV
B
99) When developing leadership in emerging markets, managers should anticipate which of the following issues? I. Needing to hire solely on the basis of managerial and functional competency II. Keeping people in their jobs long enough to learn III. Setting career-track expectations IV. Only training through procedural books and online courses a) I & III b) II & III c) I, III, IV d) I, II, III
