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
