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A 1997 study of 511 leaders found that 70 per cent were considered 'loners'. How did the instructor explain why this might be the case? Check only one option 1 point A. They lacked interdependent and socially connected professional relationships B. They lacked the technical skills to lead C. They were often frustrated and impatient with others. D The weren't highly intellectual

A study of over 10,000 young people found what characteristic as being the most important in looking for a good job? Check only one option A. Interesting work B. Job security C. Part-time work opportunities D. Superannuation

According to Jeffrey Pfeffer, what are the negative behavioural knock-ons of inspirational modes of leadership and the fables and stories that accompany them? Check only one option A. Change resistence and change fatigue when it becomes clear inspiration isn't enough B. Cynicism for some and the development of an unrealistic expectations of ourselves for others C. The stories are little more than catnip for people suffering in soul-crushing jobs D. The stories told about leaders are mythical, exaggerated or misreported, deliberately or accidentally, by the leaders themselves and those who write about and research them

According to the article,'Organizational Distrust Is Rampant: Why Leaders Should Be Worried'by Christine Comaford, "trust of CEOs is at an all-time low". Which of these options is not an example of one of the three pitfalls that CEOs should try to avoid to regain the trust of their employees? Check only one option A. Lying and cheating their employees B. Asking for feedback yet not acting on it C. Unemotional or not compelling mission values D. Ineffective delegation

As outlined by the instructor which of these options best describes the term 'framing'? Check only one option A. Framing is the process of defining a purpose or a set of goals in a particular, meaningful way B. Framing is a term you can use to describe when a computer's mainframe doesn't work C. Framing is a current moment of experience D. Framing is the process of putting a window up at your house

Based on the article 'The cult of compulsory happiness ruining our workplaces', employee happiness is important for which of the following work situations? Check only one option A. A receptionist at a hotel B. An oil rig worker C. A financial analyst D. An accountant

By applying the information in the case to Lepak and Snell's strategic workforce segmentation framework, the role of Head of Gym Equipment should be categorized as a: A. "Specialist", because the role is strategically not that central, but likely to be relatively difficult to source in the labour market B. "Critical", because this role is strategically central, and likely to be relatively difficult to source in the labour market C. "Professional", because the role is strategically central, but should be relatively easy to source in the labour market D. "Doer", because the role is strategically not that central, and should be relatively easy to source in the labour market

By applying the information in the case to Lepak and Snell's strategic workforce segmentation framework, the role of personal trainers that will be reporting into the new Director of Training should be categorized as: A. "Professional", because the role is strategically central, but should be relatively easy to source in the labour market B. "Critical", because this role is strategically central, and likely to be relatively difficult to source in the labour market C. "Doer", because the role is strategically not that central, and should be relatively easy to source in the labour market D. "Specialist", because the role is strategically not that central, but likely to be relatively difficult to source in the labour market

By applying the information in the case to Lepak and Snell's strategic workforce segmentation framework, the role of teaching assistant should be categorized as: A. "Doer", because the role is strategically not that central, and should be relatively easy to source in the labour market B. "Critical", because this role is strategically central, and likely to be relatively difficult to source in the labour market C. "Specialist", because the role is strategically not that central, but likely to be relatively difficult to source in the labour market D. "Professional", because the role is strategically central, but should be relatively easy to source in the labour market

Henry Mintzberg was the first person to empirically research the day-to-day activities undertaken by a CEO. What best defines his findings? A. CEOs have to perform a multiplicity of interdependent roles in fast-paced, fragmented, regularly interrupted environments B. Although there were many CEOS, very few actually displayed the styles and qualities of leadership identified in academic literature C. High cognitive ability and deep integrity D. CEOs were the source of the organisational vision, entrusted with the provision of purpose, values and motivation in the workers E. CEOs were special people who are able to strategically plan years into the future and deal with long-term time horizons despite short-term pressures

How could you use boundary systems to help address the plane maintenance issues? A.Specify strict maintenance procedures that are also explicit about what is not acceptable practice, and create a safety and compliance function at a senior level in the organisation that carries out regular safety and compliance checks. B. Incorporate safety as a central theme in the training that is offered to your maintenance staff C. Develop a system for systematically capturing and reporting near misses in order to be able to learn from them D. Incorporate "safety" in the company's value statement

If you had a colleague exhibiting counter-productive emotionality in the workplace, what could you do in response? A. Use EQ skills to understand and manage my own reactions to the emotionality and help the person better manage it him or herself B. Nothing - I have a task-orientated leadership style and such emotionality is indicative of somebody who is the wrong fit C. Tell the person to take an extended break from work to recover D. Confront them and tell them such emotional behaviours are letting the team down and failing to support my leadership

Question 5 Which of the following is an assumption of the adaptive leadership model? Check only one option A. Problems are embedded in complex and interactive systems B. Organisational life may include silence and restlessness C. Dissonance is required for reaching a harmonious state D. Leaders have authority if they are assigned authority by people

Question 5 Which of these best describes the term 'social identity'? Check only one option A. How a person defines themselves in terms of a social group and our emotional attachment to that group B. How a person decides what clothes they should wear when they are with their friends C. How a person communicates in social settings such as going to a football game or out clubbing D. How a person talks differently is social situations when they are with their friends than with their family

Question 8 Lan is an experienced pilot in the Air Force. Lan was asked to fly a fighter jet towards a dangerous situation by her leader and she agreed to take on the mission. Often meaninglessness can happen at work when you put people at risk of physical or emotional harm. Why is Lan's situation not an example of meaninglessness at work? Check only one option A. Lan has made an informed choice and understands the risks associated with being a pilot in the Air Force B. Lan doesn't think that this is unfair treatment by her leader and therefore thinks her work is meaningful C. Lan may have the opportunity for part-time work if this mission is successful D. Lan is an experienced pilot and probably won't get hurt while she is on her mission

Refer to Scenario 1. What would be a good, valid reason to stick to the existing structure? A. Upon further research you find that customer needs are actually highly localised, because customers really appreciate the feeling that they are dealing with a local business that is run by a person they know, instead of some large, branded corporate B. You could try to increase coordination in training methods and procurement by introducing some dotted line support functions in these two areas that can advise and support the gym directors C. Localised profit and loss (P&L) responsibility is important D. Changing the structure will necessarily cause increased complexity

Refer to Scenario 2 for quiz question 7. If you wanted to increase control over operations, what type of control system would be most important to upgrade in order to obtain the information you need to get a more detailed view of what is going on in each of your gyms? A. Diagnostic system B. Interactive system C. Boundary system D. Belief system

Refer to Scenario 2 for quiz question 9. What would be a good example of a useful interactive system measure for this company? A. Systematically keeping track of the latest trends, methods, and equipment in the industry to try and predict what clients will need or expect in the near future B. Revenue per m2 per month for each gym C. Customer satisfaction % D. An explicit limit on the maximum number of clients that can be accepted per gym, adjusted for gym size

Refer to Scenario 4 Under what conditions would you reasonably consider a divisional structure by product line, with each product-based Business Unit responsible for its own profit and loss (P&L)? A. The different product lines are so distinct that they require their own specific development teams, manufacturing processes, and sales channels B. The different product lines require their own specific sales channels because they are treated very differently by hospital procurement, but development and manufacturing of the different product lines is similar C. Not all product lines are sold in every country D. Never, a divisional structure by product line is simply not going to be suitable for this type of business

The instructor claims that when people have an affective or emotional response to one object or event, they tend to assign the same meaning and response to a surrounding or related theme. So if people are positive about a symbol, they will tend to be positive about the associated theme. Consider this statement. Rebecca is a leader with a proven record of accomplishments and she often uses symbols at work to effectively create meaning. What might best explain Rebecca's success? Check only one option A. Rebecca has an accomplished leadership reputation and this helps her to use symbols effectively B. Rebecca can draw symbols really well and this helps them to be more effective C. Rebecca knows that she can use symbols to manipulate and trick people D. Rebecca has been known to get really lucky with her choice of symbols and that's why people like them

The new organisation structure does not leave any room for your former gym directors. Instead, you are going to employ receptionists who are there to open and close the gym, deal with new gym enrolments, client enquiries, and personal trainer bookings insofar as these are not arranged online. These receptionists need to be professional, service-minded, and organised. And finally, you have decided to hire a specialist in gym equipment, who will be in charge of procurement and maintenance of all gym equipment, making sure that your company is always in step with the latest trends, and that all equipment is safe and always in top working order. By applying the information in the case to Lepak and Snell's strategic workforce segmentation framework, the receptionist role should be categorized as a: A. "Doer" or "Professional", depending on how strategically central you assess their role to be, which is difficult to determine given the case information B. "Critical" C. "Critical" or "Specialist", depending on how strategically central you assess their role to be, which is difficult to determine given the case information D. "Specialist"

This statement is true, but it is NOT the reason why culture can be an important source of competitive advantage A. The trade-off between efficiency and effectiveness B. The trade-off between coordination and efficiency C. The trade-off between responsiveness and coordination D. The trade-off between efficiency and responsiveness

What are the four types of control systems that Professor Robert Simons has defined? Belief, Boundary, Diagnostics, and Interactive systems The Balanced Scorecard, Boundary systems, Belief systems, and Information systems Enacted values, Organisational structure, Diagnostics systems, and Interactive systems Tracking measures from four perspectives: shareholders, customers, internal, and innovation and learning

What best defines people with a high Need for Achievement? A. They are goal oriented, take moderate risks, desire concrete feedback and work hard B. They seek close relationships, desire to be like others, enjoy social activities and seek to belong C. They like influencing others and seek positions of authority D. They are reluctant to play the bad-guy role

What is "cognitive flexibility"? Check only one option A. The ability to see a single problem from multiple perspectives B. A presentation of self meant to match audience expectations and preferences C. Combining ideas/data from different domains to generate a novel concept/direction D. The objective analysis and evaluation of an issue in order to form a judgement.

What is the Dark Triad? A. Three extremes of personality (psychopathy, narcissism and Machiavellianism) B. Derailing traits of a leader (hostility, tension, rigidity) C. Derailing traits of a leader (tension, need for control, competitiveness D. Something 20% of corporate leaders have

What is the main criticism of contingency leadership theories? A. While they seem good in theory or in the lab, they are complex or unworkable in practice B. They rely on an overly subjective judgment on employee or follower behaviours C. They are outdated and old-fashioned D. They try to force fit incompatible ideas together

Which best defines the bureaucratic cultural form? Check only one option A. A leadership mind-set that values order, stability, status, and efficiency. B. A leadership belief in active monitoring of the external environment for emerging opportunities and threats and adapting to them. C. A leadership mind-set that encourages and values a highly competitive work environment. D. A leadership belief in strong, mutually reinforcing exchanges and linkages between employees and departments.

Which of the following best reflect 'openness to experience', which is a key dimension under the OCEAN model of personality? A. How imaginative, curious, flexible, and sensitive we are B. How tall, attractive, good at sport and intelligent we are C. How caring, cooperative and trusting we are D. How careful, artistic, angry and anxious we are

Which of the following best relates to the main conclusion drawn by the instructor about the prevalence of psychopathic behaviours? Check only one option 1 point A. Everyone is capable of exhibiting some of the pyschopathic behaviours in some contexts B. We can look at the bad behavior of a leader through the lens of the dark triad C. Only a small number people exhibit some psychopathic behaviours in some contexts D. Psychopathic behaviour is only observed in serial killers.

Which of the following is NOT a reason why key capabilities are important? A: Key capabilities are the things the organisation needs to be really good at to deliver on its business strategy B: Key capabilities are key to realising sustainable competitive advantage because they can be difficult to copy C: Key capabilities can help focus the whole organisation by clearly indicating what the organisation needs to be really good at to succeed D: Key capabilities help focus the leadership team

Which of the following is the motivation of going beyond functional benefits in building meaningful brands? A. Consumer choice of a brand is based on emotional associations B. Customer want quality products at low prices. C. Customers are rational in their product decisions. D. Creating meaning based on functional benefits is often ineffective

Which of the following statements is false? A. "Specialists" need to be retained because of their high strategic centrality B. "Criticals" are characterized by high strategic centrality and a significant amount of firm-specific knowledge that is difficult to source in the labour market C. "Doers" may be outsourced because the strategic centrality of these roles is relatively low, and they are relatively easy to source in the labour market D. "Professionals" are strategically critical but their jobs are characterized by knowledge that is relatively easy to source in the labour market

Which of the following statements is generally true? A. Prioritization and focus takes leadership courage because it requires making difficult trade-off decisions that involve risk B. It is a good idea not to make the risks associated with your organisational recommendations explicit, because this could weaken the strength of your recommendations C. Once you have defined your most critical organisational problems and have developed solutions for them, implementation should be relatively straightforward D. Once you have zoomed in on a particular organisational element as the most important source of a critical misalignment issue, you don't need to bother with recommending changes to any of the other elements

Why can organisational culture be an important source of competitive advantage? A. Because it is difficult to copy which makes it more sustainable as a potential source of advantage B. Because culture can make an organisation less agile C. Because organisational culture can be difficult to change D. Because organisational culture is difficult to identify

Why was it good strategy by NASA to provide its employees with the 'concrete objective' of "putting a man on the moon and returning him safely to earth"? Check only one option A. Concrete objectives are easier for employees to connect with rather than abstract goals B. Concrete objectives can stop an organisation from reaching its ultimate vision C. Concrete objectives are useful in the building and construction industry only D. Putting a man on the moon is an impossible objective

How might a Theory Z style leader respond the behaviour of an employee at the D2 or M2 level? A. With a degree of confusion. As such a manager assumes the employee values a working environment in which such things as family, cultures and traditions (which have not changed), why is there a drop in motivation and commitment B. By reclarifying that his or her interpretation of employees bing inherenty lazy and demotivated is correct C. To strive to increase the level of challenge for the employee as they recognise drops in motivation as a sign the employee is ready for more challenge or responsibility D. By questioning the employee's long-term employment. Is this evidence that now the employee has moved beyond the initial enthusiasm stage, they are actually the wrong fit for the company?

A - D

Question 3 Research shows that incomplete letter and word marks can be resulted in a different perception and meaning compared to a complete mark. Check all options that apply A. Incomplete marks can be resulted in perceptions of more innovativeness meaning B. Incomplete marks can be resulted in perceptions of less trustworthy meaning C. Incomplete marks can be resulted in perceptions of energetic meaning D. Incomplete marks can be resulted in perceptions of boring meaning

A B

From the list of answers select three examples related to the term 'job crafting'. Check options that apply A. Changing the content of work B. Changing the quality and amount of interaction with others while working C. Changing the way we think about our work D. Changing the way we approach arts and crafts activities

A B C

Hamdi Ulukaya, the founder of Chobani yogurt brand, has implemented different strategies focusing on purposeful branding. Which of the following are among the strategies implemented at Chobani? Check all that apply. A. Pursue purpose-focused collaborations B. Shape culture around purpose C. Encourage employee ownership D. Extending product line range

A B C

Question 2 In developing a brand vision framework, which of the following are important considerations? Check all options that apply A. Identify a higher purpose as the overall theme for your brand vision B. Defining core brand vision elements C. Keep the brand vision aspirational and motivational D. Select common and broad brand vision dimensions

A B C

Question 4 Which of the following are the key contributions of building brand personality and meaning? Check all that apply A. Brand personality provides energy B. Brand personality represents and communicates benefits C. Brand personality guides brand-building programs D. Brand personality dilutes brand meaning

A B C

The instructor refers to a speech by President Obama and claims that there are a number of key elements present in his storytelling. What are they? Check all options that apply. A. The set-up B. The obstacle C. The solution D. The villain

A B C

What three personality profiles constitute the 'Dark Triad'? Check all that apply 1 point A. Narcissist B. Machiavellian C. Psychopath D. Toxicity

A B C

Which of the following are among the considerations in crafting brand tagline/slogan? Check all options that apply A. Provocative B. Competitive C. Imperative and Motivational D. Not stimulating

A B C

Which of the following are among the options to choose a brand name? Check all options that apply A. Fabricated B. Metaphor C. Creative Spelling D. Pictorial Mark

A B C

Which of the following are characteristics of organisational culture? A. It is difficult to change because people become identified with an organisational culture and can resist culture change as a result B. It is difficult to identify because most of culture resides underneath the surface level of behaviour C. It is difficult to change because it is difficult to identify D. It is only reflected in rituals and routines, stories, and symbols

A B C

Which of the following effects are associated with transformational leadership? Check all that apply 1 point A. Improved creativity and decision quality B. Improved follower organizational commitment. C. Improved organizational performance, culture, and learning. D. Improved critical thinking and cogntive flexibility

A B C

Which of the following are among the benefits of having higher purpose values? Check all that apply A. Over the long-term it also reduces costs. B. It will enable employees to show a greater level of commitment C. Employees will be proud of working for the organization D. Consumers also will be proud of supporting such organizations

A B C D

According to consumer psychology of brand model, the consumers are engaged with brands in three levels Check all that apply A. Social engagement B. Functionally-driven engagement C. Typical engagement D. Consumer's self-centered engagement

A B D

Question 4 Lan is an experienced brand manager, recently tasked to boost the organisation's brand meaning. Conducting market analysis, Lan has decided to form the organisation meaning around agility, activity, and being fast. Lan has several options in communicating such a meaning using brand elements, which of the following are among the most effective tactics that could be implemented: Check all options that apply A. Lan used an italic font B. Lan used a tagline: "born to run" C. Lan adopted a Crocodile as the new brand character to communicate agility and being fast D. Lan adopted a pictorial logo design, using a horse as the logo

A B D

When day-to-day activities are meaningful for organizational members, what are they able to better deal with at work? Check all options that apply A. Low wages B. Challenging tasks C. Finding the meaning of life D. Dirty and stigmatized work

A B D

According to the Job Characteristics model what three core job characteristics bring meaningfulness to work? Check options that apply A. Task significance B. Part-time work C. Task identity D. Skill variety

A C D

Hostile leadership can lead to what serious health outcomes in organisations? Check all that apply A. Higher rates of strokes B. Greater staff turnover C. Higher rates of heart attacks D. Premature death through stress

A C D

In the YouTube vide 'Dark Side of Japan: Karoshi (Death by Overwork)' what are some of the reasons given by Japanese workers for their extremely long work days? Check all that apply A. Holding back access to work that could be done B. Taking extra long lunch breaks C. Stringing out the work day D. Worrying about becoming pregnant

A C D

Nespresso coffee is a premium coffee brand (www.nespresso.com). A consumer buys Nespresso coffee from Nespresso boutique stores because the consumer feels that she belongs to a club that offers accessible luxury coffee experience. This is an example of which of the following types of brand meaning benefits? Check all that apply. A. Emotional benefits B. Functional benefits C. Social benefits D. Self-expressive benefits

A C D

Research finds that circular logos may convey different meanings compared to angular logos Check all options that apply A. Circular logo can convey softness B. Angular logo can convey comfortableness C. Circular logo can convey comfortableness D. Angular logo can signal durability

A C D

What problems are there with the concept of authentic leadership? Check all that apply A. There seems to be a gap in the self-description of authentic leaders and how those who worked with them recognise that description B. There is no method for measuring any aspect of authenticity C. There is deep confusion between the psychological and philosophical interpretations of authenticity D. The research paper that "statistically proves its efficacy" has been criticised for deliberately misrepresenting evidence and for being mathematically incoherent.

A C D

Which of these describes a charismatic leader? Check all that apply A. A leader who possesses a dominant, self-centered, self-aggrandizing and narcissistic personality who uses charisma for self-glorification. B. A leader who seeks to maintain stability within an organization through regular economic and social exchanges that achieve specific goals for both the leaders and their followers. C. A leader who offers a transformative vision or ideal which exceeds the status quo and then convinces followers to accept this course of action not because of its rational likelihood of success, but because of their implicit belief in the extraordinary qualities of the leader. D. A leader with an egalitarian, self-transcendent, and empowering personality who uses charisma for the benefit of others.

A C D

Why should we be sceptical about Simon Sinek's golden circle model of motivation? Check all that apply A. Many of stories that support it seem to be biased, cherry-picked observations of leadership activity B. Finding your purpose is not motivational C. Unlike his claims, the why-how-what model does not mimic the circuitry of the human brain D. His summary of the Apple story is a simplistic post-rationalisation, privileging marketing as the core reason for its success

A C D

Schweppes, the soft drink brand, which ran the campaign "Dress to Respect", is an example of a brand that focuses on which of the following options? Check all that apply. A. Motivational vision B. Extended features C. Functional benefits D. Higher purpose values

A D

Which dimension of authentic leadership is reflected in Bridgewater's methodology of critiquing ideas in a formalised and consistent manner? Check all that apply 1 point A. Balanced processing: it ensures the leader gets a cognitively diverse and often challenging set of ideas and interpretations before making a decision to act, meaning they are forced to reflect on personal biases B. Self-awareness; it helps the leader reflect on his or her own feelings and thoughts C. Internalized moral perspective: it ensures the leader's behaviours are consistent with his or her values D. Relational transparency: because the leader is being critiqued and asked questions, it helps him develop a better understanding of his or her authentic self

A D

Which of the following are negative consequences of meaningless work? Check options that apply A. Staff absenteeism B. Poor work performance C. High staff turnover D. Greater employee self-expression

A, B ,C

Which of these are variables to consider in the Path-Goal model? A. Extent of employees' ability to perform tasks and achieve goals. B. Extent employees defer to others. C. Extent employees believe they control goal achievement (internal) or it is controlled by others (external). D. The size of the organization is considered and the time needed for participation.

A-B-C

Why can it be difficult to pursue Evidence-Based Leadership? A. Research evidence is not the central focus of study for many business students, MBAs, or executive education programs B. It can threaten managers' personal freedom to run their organizations as they see fit. C. Businesses are characterized by the belief that the particulars of their organization are special and unique D. Leadership is the natural preserve of great people, not something that can be taught or developed

A-B-C

Why is it important for leaders to enable a broader social-connectedness between employees in the workplace? A. Psychological wellbeing is at risk, as is cognitive performance, if people can't socialise at work B. The act of socialising with other people on a regular basis is increasingly being seen as necessary for maintaining and increasing the information highways within the brain. It helps people think better. C. People with broad organisational knowledge that people like collaborating with seem to add the most value D. People with friends at work tend to be happier and more productive

A-B-C

Why is leadership "more than commonsense' ? Check all that apply A. It often leads to a distorted picture of reality, in which leaders are heroes guiding lesser mortals through the travails of organisational strategy and execution B. It can result in passivity in followers - an interpretation of a world in which some are born to lead and others born to follow C. The common sense view of leadership tends over-emphasise charisma, willpower and a clear and rational thought process D. Most of the long-term ideas about leadership have scientifically been proven to be wrong

A-B-C

Why is social-connectedness important to a leader? A. It is the desired outcome of three core political behaviours: Networking, Reciprocity and Coalition Building B. Research suggests that highly connected people are also high performing people C. It reduces the need for coercive power D. A lack of social-connectedness correlates with poorer psychological wellbeing and cognitive ability

A-B-D

What types of leadership does behavioural research ultimately support? A. Co-leadership, in which one leader is production-oriented and one is people-oriented B. Autocratic, job-centred, initiating structures and concern for production C. It doesn't support any single leadership style, suggesting there is no one best leadership style in all situations D. Democratic, people-centered, consideration and concern for people

A-C

Why do so many extroverts seem to get into leadership positions? A. It's a trait culturally celebrated in the USA and American theorists have long dominated the leadership field B. They are scientifically proven to be good leaders C. It's associated with assertiveness, self-confidence and high energy, all of which seem "obvious" leadership traits at lay levels. D. Because extroversion was the trait that most seemed to correlate with leadership (i.e.many leaders studied possessed it) in the first scientific studies of the subject

A-C-D

What conceptual and practical challenges are there in employing the situational leadership model? A. Given the rapidly changing nature and increasing complexity of work, how well can any leader actually perform the leadership styles as they might not have the tehcnical knowhow to judge their employee's level or coach them to improve B. A possible loss of trust: can we read who the leader really is if his or her behaviours are constantly changing in reaction to the situation C. It's far to clumsy and complex to be used effectively in practice D. Reframing leadership from a hard and natural skillset to a soft and performative skillset

A-D

A best practice approach to HRM based on theory Y that emphasizes job security and empowerment is not necessarily best in this case because.... A. It won't be effective for the Head of Gym Equipment due to the relative strategic centrality and uniqueness of this role B. We can't be sure whether this approach will be effective in Singapore, given that it is based on a theory that is North America-centric C. The best practice approach to HRM is not based on theory Y D. It won't be effective for the personal trainers due to the relative strategic centrality and uniqueness of this role

A brand's tagline/slogan is "lowest prices, every day". This is an example of Check only one option A. Motivational Tagline B. Descriptive Tagline C. Competitive Tagline D. Provocative tagline

According to the instructor,we believe that people are similar within a group and that there are differences between groups. Which of the following concepts best captures this point? A. Group therapy B. Homogenisation C. Self-fulfilling prophecy D. Extroversion

Beer companies systematically monitoring what the government is thinking and doing in relation to alcohol regulation as an important strategic contingency is an example of: A diagnostics system An interactive system A belief system A boundary system

Billy was given a work task by his manager. In this task Billy was asked to sit at the front desk and wait to see if a visitor might come through the door. Billy didn't like to do this job and he thought the job was meaningless. From the options below why do you think Billy thought this job was meaningless? Check only one option A. Meaninglessness brought on by disconnecting someone from their parents' values B. Meaninglessness brought on by pointless work C. Meaninglessness brought on by putting a person at risk of physical or emotional task D. Meaninglessness brought on by treating someone unfairly

By applying the information in the case to Lepak and Snell's strategic workforce segmentation framework, the Global Teaching Area Heads should be categorized as a: A. "Doer", because the role is strategically not that central, and should be relatively easy to source in the labour market B. "Critical", because this role is strategically central, and likely to be relatively difficult to source in the labour market C. "Professional", because the role is strategically central, but should be relatively easy to source in the labour market D. "Specialist", because the role is strategically not that central, but likely to be relatively difficult to source in the labour market

Consumers who use brands to improve their personality are? Check only one option A. Implicit self theorist B. Entity theorist C. Explicit self theorist D. Incremental theorist

How might you gain in legitimate power? A. Using punishment and withholding rewards B. Increasing my management experience and building political relationships C. Appealing to people's values and aspirations D. Gaining access to vital information and knowledge and control over its distribution

Imagine you are a brand manager for a fast-food business with an unhealthy image. You've decided to launch a new brand positioning it as an organic and healthy option. You name the new brand "Healganic". Which brand name strategy has the manager applied? Check only one option A. Acronym B. Fabricated C. Metaphor D. Founder

Jennifer Aaker conceptualised brand personality proposed 5 categories of personalities. Which of the following represents those 5 categories? A. Joker, Dreamer, Mother, Sexy, and Adventurous B. Sincerity, Excitement, Competence, Sophistication and Ruggedness C. Sincerity, Excitement, Joker, Dreamer, and ruggedness D. Adventurous, Rebellious, Desirable, Playful, and Creative

Question 1 A start-up business owner is considering different options for choosing the brand name, and eventually comes up with the idea of using an animal name, calling the business "Cheetah". Which of the following applies to this statement? Check only one option A. This is an example of a "Fabricated" brand name B. The business owner has adopted the 'Metaphor" option for the brand name C. Such brand name strategy is called "Descriptive" and explicitly conveys the purpose of Business D. This is an example of "Creative spelling"

Question 2 Phil is a brand manager in a medium size organisation in the FMCG sector. In launching a new brand of a soft drink, Phil has been focusing on promoting the features such as the ingredients, flavours, and the amount of caffeine. Which of the following benefits Phil has been focusing on? A. Self-expressive benefits B. Functional benefits C. Higher purpose values D. Social benefits

Question 6 Values like affordability, customer service, quality and innovation belong to which level of brand vision? A. Such values are extended values B. Such values are core values C. Such values are emotional values D. Such values are higher-purpose values

Refer to Scenario 1 If the training school owned all of the training planes, what would be the best formula for monitoring and managing the cost effectiveness of your planes, assuming that maintenance costs and fuel costs cover all of your plane operating costs, and maintenance costs per plane are fixed? A. Total operating costs per plane B. Average flight hours per plane per month x (monthly fuel costs per flight hour + monthly maintenance costs per flight hour) = Total operating costs per plane C. Total fuel costs per plane + Total maintenance costs per plane = Total operating costs per plane D. Total fuel costs + Total maintenance costs = Total operating costs

Refer to Scenario 1 to answer quiz questions 1-5. Which of the following types of control systems would be most relevant for controlling the plane maintenance issues? A. Belief and Boundary systems B. Belief systems, Boundary systems, and Diagnostic systems C. Diagnostics systems and Belief systems D. Diagnostics systems and Interactive systems

Refer to Scenario 1. What is the key trade-off that is in play in the above example? A. The trade-off between local responsiveness and coordination that a decentralised divisional structure gives you on the one hand, and the increased efficiency that a more centralised structure could give you on the other B. The trade-off between the local responsiveness that a decentralised divisional structure gives you on the one hand, and the increased efficiency and coordination that a more centralised structure could give you on the other C. The trade-off between the local coordination and efficiency that a decentralised divisional structure gives you on the one hand, and the increased responsiveness that a more centralised structure could give you on the other D. The trade-off between local responsiveness and efficiency that a decentralised divisional structure gives you on the one hand, and the increased coordination that a more centralised structure could give you on the other

Refer to Scenario 2 Which of the following organisation structures is most unlikely to be suitable for your organisation? A. A divisional structure by country with a centralized, global training center for training new teachers in the specific teaching method of their subject area B. A global functional structure by teaching area, with local principals there for regulatory purposes, local coordination and adaptation, and directing local support functions, but with no direct hiring or supervisory responsibilities over the teaching staff who report into their global function C. A matrix structure in which teachers report both to their local principal, as well as the global head of their particular subject area D. A divisional structure by country with an overlay of dotted line teaching method support functions for each of the main subject areas that coordinate training and continued teaching method development

Refer to Scenario 2. What is the key trade-off that is in play in the above example? A. The trade-off between local responsiveness and global efficiency B.The trade-off between local responsiveness and global coordination C. The trade-off between local efficiency and global coordination D. The trade-off between local coordination and global coordination

Refer to Scenario 3 With global expansion and additional product lines in mind, what is NOT a convincing reason for considering a functional structure in which sales and marketing is country and product specific, but everything else is centralised globally? A. This enhances your ability to coordinate centrally B. This is the most responsive solution C. This is the least complex solution D. This is the most efficient solution

The "substance" of leadership, as opposed to leading by vision and style, is all about: A: Analysing the degree of organisational alignment B: Enabling the organisation to execute the business strategy through the effective configuration of culture, structure, systems, and people practices C: Defining your differentiating key capabilities D: Becoming a reactive firefighter who can solve whatever problem is in front of them

The conceptualisation of culture is typically divided into the "right culture" for the organisational type, and strong cultures and weak cultures. Which of the following are behaviours most associated with the concept of strong culture? Check only one option A. Strong, mutually reinforcing exchanges and linkages between employees and departments. B. Passion for achievement, results oriented and goal-driven, and learning from mistakes C. Order, stability, status, and efficiency D. Active monitoring of the external environment for emerging opportunities and threats and adapting to them. 10.

The harmonica effect of recurring cycles from centralisation to decentralisation and back again is an effect of which key trade-off? A. Agreeableness vs Responsiveness B. Responsiveness vs Coordination C. Efficiency vs Coordination D. None of the above

What best defines adaptive leadership? Check only one option A. Leadership means influencing the community to follow the leader's vision B. Leadership means influencing the community to face its problems. C. Leadership means taking the responsibility for direction, protection and order D. The skill, temperament, and motives that some people have and some people don't.

What is "power to"? A. The practice of creating an alliance between those with apparent formal power, and those with less or no formal power B. The capacity, ability and willingness to act C. A traditional relationship in the sense that dominance and coercion are used time and again before other alternatives are sought. D. A relationship in which one person has power over another person

Which of the following best relates to a solution to the diversity problem identified in the Tedtalk on diversity by Arwa Mahdawi under the topic 'explore cultural intelligence'? Check only one option A. Change in city demographics do not match employee diversity B. Discrimination is often at a subconscious level C. Superficial focus on diversity is harmful to those who are discriminated against D. Companies hire ethnically diverse people because of tokenism

Which of the following options include the four dimensions of authentic leadership? Check only one option A. External locus of control, heroism, relational transparency, self awareness B. Internalised moral perspective, balanced processing, relational transparency, self awareness C. Internalised moral perspective, balanced processing, heroism, commitment D. Vision, charisma, external locus of control, heroism, commitment

Which of the following statements is false? A. An adhocracy culture is the diagonal opposite of a hierarchy culture B. A hierarchy culture is generally inferior to the other culture types because it is closely associated with bureaucracy C. A market culture is externally oriented and focused on stability and control D. A clan culture is the diagonal opposite of a market culture

Which of the following statements is true: A. According to McGregor's Theory Y, employees are not intrinsically motivated to work, and have a tendency to avoid their responsibilities if given the chance. B. When you subscribe to Theory Y, your management style is likely to be more participative and focused on empowering your employees to unlock their creative potential and stimulate their commitment to work. C. When you subscribe to Theory X, your management style is likely to be more participative and focused on empowering your employees to unlock their creative potential and stimulate their commitment to work. D. According to McGregor's Theory X, employees are intrinsically motivated to do a good job because they're looking for a sense of self-fulfillment or self-actualisation through their work.

Which of the following statements is true? All IT systems are control systems in the sense that IT systems are a sub-set of control systems The managerial relevance of IT systems usually comes down to just one thing: "control", either performance control or risk control All control related issues can be resolved most effectively through the use of IT All control systems are IT systems in the sense that control systems are a sub-set of IT systems

While working on a project, a manager encourages one of their employees to utilize multiple skills to complete a task. What job characteristic has the manager used to create meaningful work for their employee? Check only one option A. Part-time work B. Skill variety C. Autonomy D. Conflict avoidance

Why is a divisional structure by country unlikely to be appropriate for this organisation? A. Because the different country Business Units would be difficult to coordinate B. Because local product needs across different countries don't require any product adaptation, and efficiency is important to the business strategy C. Because each country requires its own customised sales approach D. Because a matrix structure would be better

Question 3 In designing a brand logo, which of the following are among the four typology of logo design? Check all options that apply A. Founder B. Abstract Marks C. Word Marks D. Letter Marks

B C D

We discussed several meanings that can be communicated via italic fonts, among them were: A. Not serious and funny B. Active C. Fast, Agile D. Luxury and Exclusive

B C D

Which of the following are among the key strategies Lyft (the ride sharing brand) implemented to distinguish itself from competitors? Check all that apply. A. Positioning itself as a red car service B. Positioning the itself based on mission-based values C. Building consumer goodwill through being a brand activist D. Focusing on building a more environmentally and socially responsible business

B C D

The instructor claims that symbols are important due to two main reasons. What are the reasons she outlines? Check all options that apply A. Symbols are important because they will always improve our ability to give presentations at work B. Symbols are important because they have an effect on our cognition (our thinking) C. Symbols are important because they will definitely help us to become better cooks at home D.Symbols are important because they have an effect on our affect (our feelings)

B D

Question 6 Fred Luthans talks about successful and effective leaders/managers. Which of these behaviours would successful managers excel at? A. Inspiring loyalty, hard work and enthusiasm in those they lead B. Developing good working relationships with people in positional power C. Learning the written and unwritten rules of the organisational culture and where the power actually lies D. Building political coalitions

B-C-D

Research into performance predictability suggests that testing General Mental Ability and integrity are the best way to predict future performance. How might this be applied to predictions of leadership ability? A. It doesn't test for extraversion, which is proven to be the best indicator of leadership. Therefore, it cannot predict who will be good leaders. B. It should be applicable as they were testing for white collar management positions which is covalent with leadership in the contemporary sense, so should thus have the same efficacy C. While it might make sense, there is little established research linking GMA and integrity to effective leadership performance D. While it seems to have predictive validity, the concept of GMA is arguably too narrow to be applied to the demands of contemporary interdependent work practice and integrity often predicts compliance, which might not be a useful trait for a leader to have.

B-C-D

A brand has adopted a simple abstract mark for its logo, in which the logo can be interpreted in several ways, the sun, a wheel, or a ball. Such an abstract logo may suffer from... Check only one option A. Visual Complexity B. Both Conceptual and Visual Complexity C. Conceptual Complexity D. Neither of Visual or Conceptual Complexity

A lot of of Shakespeare's work was written based on the iambic pentameter, using five strong beats and five weak beats. Why did he use this technique? Check only one option A. Because holding your breath for five seconds makes you better at geometry B. Because playing an instrument is easier if you use five strong beats and five weak beats C. Because five seconds was considered the average length of a human breath D. Because five was Shakespeare's favorite number

A number of studies suggest that a sense of meaning is increased when there is a 'close fit' between an individual's self-concept and their work role. Why might this be the case? Please select the most correct option. Check only one option A. A 'close fit' is when a manager allows their employees to go to the gym during work hours so that they can remain fit and healthy B. A 'close fit' allows employees to reduce an organisation's waste, pollution and environmental impact C. A 'close fit' allows employees to express themselves, their values, their beliefs and their perspectives through work D. A 'close fit' allows employees to fit into their work clothes more easily

A prescriptive leadership model: A. Identifies contingency variables and leadership styles without specifying which style to use in a given situation. B. Substitutes or neutralizes leadership through a set of specific situational characteristics C. Tells the user exactly which style to use in a given situation. D. Provides a sequential set of questions that are rules that help determine the best leadership style for the situation

According to Jordan B Peterson, what is leadership? Check only one option A. It can be predicted through measuring a person's emotional or social intelligence B. It is often an illegitimate use of power that establishes needless hierarchies C. It is a manifestation of hierarchical order as a biological imperative, in which superior specimens naturally rise to the top D. It is the expression of diverse ideas and perspectives, none of which should have inherent privilege, in a participative and safe environment

According to Professor Albert Mehrabian what element is most crucial in building rapport? Check only one option A. Average height B. Words C. Body language D. Parental similarity

According to a UK research study quoted by the instructor in the video on 'values and attitudes', which of the following is considered to have the smallest correlation with job satisfaction? A. The nature of work B. Relationship with co-workers C. Financial rewards D. Quality of supervision

According to the MARS model, which of the following captures the three most important factors that work together to influence what we do and how well we do it? A. Realistic attitude, investigative mindset, artistic flourish B. Extroversion, sound eyesight, strong familial relationships C. Motivation, ability, role perceptions D. Ability to hold down a job, emotional stability, height

According to the instructor what is the most common feature found in the most viral TED Talks? Check only one option A. The speaker's resume and qualifications B. The speaker's accent C. Personal stories C. The speaker's height

Amer likes to work with other people. Amer's manager encourages him to talk to his colleagues about new ideas and innovations. Amer feels as though his colleagues respect his work contributions and he believes he is a valuable member of the team. What type of 'job crafting' has Amer's manager implemented in this example? Check only one option A. Task conflict B. Cognitive crafting C. Relational crafting D. Collegial bonding

If the Pygmalion Effect is accurate, which leadership attitude becomes problematic? A. Theory Y as they will become so content at being treated well they'll lose the motivation to work hard B. Self-efficacy as people will stop believing in their capacity to do the tasks C. Theory X, as treating people like they are lazy and dislike work will result in them becoming lazy, disliking work and performing less effectively D. Theory Z as people will become too attached to their teammates to focus on work

If you were to design a perfect leader, what qualities would they have? A. High extraversion, moderate agreeableness, openness to experience and conscientiousness B. A high need for power, a moderate need for achievement and a low need for affiliation C. There are too many contradictory models of leadership qualities to be able to pursue such a task D. High cognitive ability and deep integrity

In the reading 'Purposeful leaders' are winning hearts and minds in workplaces, study finds' , Which of the following is an important aspect of purposeful leadership? Check only one option A. Establish a clear link between rules and organisational vision B. Balancing financial goals and social responsibilities C. Have a strong commitment to stakeholders D. A perfect match between leaders' and organisational values

In the video 'the neuroscience of meaning making' the instructor discussed research from the aviation and advertising industry. What similar conclusions do both industries draw in regards to decision-making? Check only one option A. People always make decisions entirely based off facts and statistics B. People always make good decisions if there is a financial reward C. People make emotional decisions D. People make better decisions if they work in pairs

Question 1 Which of the following was highlighted as a derailer for the low level leadership stage of the opportunist? Check only one option A. Face-saving essential; loyalty to immediate group; feels shame if violates norm B. Aware of and tempted by the dark side of power C. views rules as loss of freedom; views luck as central; rejects critical feedback D. Perfectionist; chooses efficiency over effectiveness; dogmatic

Question 6 The instructor mentions Nelson Mandela in which of the following contexts? Check only one option A. Leadership needs to be seen in terms of the service role it performs in an organisation B. Leaders adapt to challenging situations when they are forced to confront pain. C. Leadership can emerge anywhere within a team D. During the times of organisational silence, leaders often reflect on their actions.

Refer to Scenario 1 What could help explain the tendency for instructors to rush students through to their exams, even when the student does not feel ready? A. Instructors are rewarded for the total number of graduations under their supervision each term B. Instructors are rewarded based on the percentage of their students that pass their exam, divided by the average number of teaching hours per student C. Instructors are rewarded based on the number of students they get through the curriculum, divided by their total teaching hours in a term, regardless of whether the students pass their exam. D. None of the above

Rosalinde Torres in her Tedx video 'What it takes to be a great leader' talks about the three things that are crucial for effective leadership. Which of the following is NOT one of those aspects? Check one option only A. Leaders do not become complacent about their success B. Leaders are not scared of disagreement and conflict C. Leaders quickly respond to important trends in their industry. D. Leaders are not narrowly focused but gaze far and wide for useful insights.

Studies from social psychology tell us that metaphors and analogies are meaningful and persuasive because they: Check only one option A. Make the works of William Shakespeare more interesting B. Remind us of our early childhood C. Trigger a state of active thinking as the listener puzzles over the meaning and makes sense of it D. Help build up a person's physical stamina

What are the core functional roles of culture? Check only one option A. To help employees feel value and become creative and innovative B. To moderate expected behaviour and recognize and celebrate accomplishments C. To create internal unity and to adapt to the external environment D. To ensure a quick response to change and a strategy-culture fit

What assumption underpins Vertical-Dyad Theory and LMX? Check only one option A. Followers will try to project a favorable image to gain an immediate benefit or improve a long-term relationship with the leader. B. It engenders discretionary behaviour and high levels of organisational citizenship. C. That relationships between the leader and followers better predicts follower outcomes than leadership traits of behaviours D. That there will always be in-groups and out-groups in teams and leaders must learn how to treat them differently

What best characterises the femininity dimension of culture? A. A concern for maintaining personal happiness and for living for the present. B. An emphasis on assertiveness and a competitive drive for money and material objects. C. An emphasis on developing and nurturing personal relationships and a high quality of life D. A state of mind wherein the values and goals of the group - whether extended family, ethnic group, company, or community - are primary.

What is it about authentic leadership that is most challenging to those trying to capture, theorise and predict good leadership? Check only one option A. The evidence suggest it is far more effective than all other theories, making them somewhat redundant B. It proves that leaders don't need to be formally trained or developed to become great leaders. Leadership thus has a natural quality that isn't something that can be learned. C. The authenticity that informs the leadership practice seems to come from highly personal and uniquely individual experiences, meaning there is no way it can be codified. D. It is more to do with highly biased storytelling from the leader themselves than evidence-based research

What is the perceived problem with the "pragmatic follower"? A. They often feel cheated when producing exemplary work B. They tend to be the "yes people" C. Their behavior can be viewed as "playing political games". D. They don't get involved.

What practices best define informal backstage leadership? A. Networking, reciprocity, coalition building B. Political awareness, power to, political savvy C. Thinking and acting differently from the norm, a breadth of social connections and knowledge, collaborative generosity D. Loyalty, honesty, getting recognition for achievements

What was the goal of contingency theories of leadership? A. To illustrate how effective leaders need multicultural backgrounds and experiences. B. To illustrate how effective leadership styles vary greatly from place to place. C. To "fit together" the components of all the pre-existing theories, including the capability and motivation of followers, the personality traits, behaviours and experience of leaders, and the task, structure and environment of the situation. D. To illustrate how messy and fragmented management and leadership was in practice

When is meaningful feedback most effective? Check only one option A. When it is delivered by an angry manager B. When it is generic and does not link directly to the employee's work C. When it comes directly from the work itself, such as a satisfied customer D. When it occurs a long time after the work is completed.

Which of the following is NOT a solution suggested by Arwa Mahdawi in her Tedx talk? Check only one option A. Take small actions to bring large scale changes B. Take steps to reduce unconscious bias C. Organise corporate trainings and awareness seminars D. Use humour to convey diversity messages

Which of the following is NOT one of the key problems that have emerged around HRM? A. The rhetorical promise of HRM tends to be quite different from the actual reality of HRM B. The general empowerment focus in HRM that is based on McGregor's theory Y tends to be North American-centric C. HRM has generally failed to secure a seat at the top management table D. A universal HRM approach that focuses on maximising the development potential of every employee can become disconnected from business strategy

Which of the following is not one of the main reasons why organisational culture is important: A. Organisational culture can help prevent unethical behaviour and corporate scandals B. Organisational culture can be an obstacle to organisational agility C. Organisational culture eats strategy for breakfast D. Organisational culture can be a source of competitive advantage

Which of the following represents our basic convictions about preferred ways of doing things or preferred outcomes? A. Apathy B. Anger C. Values D. Emotions

Which of the following statements is true? A. You should only consider culture change if the behaviours that your existing culture encourages are misaligned with the key capabilities your business strategy requires B. Your organisational culture can be identified as fitting exclusively in one of the four culture types: clan, adhocracy, market, and hierarchy C. You should always embark on culture change when you find that a different type of culture offers unique benefits D. It is impossible to combine the benefits of different culture types

Which of these best explains Fiedler's Contingency Leadership model? A. It has 4 styles (directive, supportive, participative, achievement-orientated) determined by 6 variables (Authoritarianism, Locus of Control, Ability, Task Structure, Formal Authority, Work Group) B. It has 7 styles (from autocratic to participative) determined by 3 variables (boss, subordinate and situation) C. It has 2 styles (task or relationship-oriented) determined by 3 variables (leader-member relationship, task structure, and position power) D. It has 4 styles (directing, coaching, supporting, delegating) determined by 4 variables (development level or degree of maturity)

Which structure should you seriously consider as an alternative to the current divisional structure by gym location? A. A divisional structure by customer segment. B. A matrix structure that leaves the current divisions intact and overlays it with centralised functions for procurement, training methods, finance, HR, and marketing. C. A functional structure - e.g. procurement, gym operations, training methods, HR, finance, marketing - that gets rid of the gym directors D. None of the above

Why does Jeffrey Pfeffer find authentic leadership to be problematic? Check all that apply A. CEO pay has skyrocket since the 1970s, meaning there is a major gap between their and worker compensation B. Lying is endemic and rarely sanctioned in many organisations C. There is good evidence that great leaders continually remake themselves and might thus be inauthentic D. The theory is prescriptive and has many call to actions rather than evidence-based

C D

A strategic approach to HRM... A. Identifies which roles are most critical for delivering on the required key capabilities B. Identifies which roles involve firm-specific knowledge that is difficult to source in the labour market C. Centrally involves an acceptance of the fact that the investments you can make in developing and retaining your workforce are finite, and you therefore need to focus these investments on your most critical roles D. All of the above

According to Ron Warren's research approximately how many American workers have reported being bullied at work? And how many American workers actually report that they have been bullied at work? Check only one option A. 65% and 20% B. 62% and 63% C. 90% and 20% D. 37% and 0.05%

By applying the information in the case to Lepak and Snell's strategic workforce segmentation framework, the new Director of Training should be categorized as a: A. "Professional", because the role is strategically central, but should be relatively easy to source in the labour market B. "Specialist", because the role is strategically not that central, but likely to be relatively difficult to source in the labour market C. "Doer", because the role is strategically not that central, and should be relatively easy to source in the labour market D. "Critical", because this role is strategically central, and likely to be relatively difficult to source in the labour market

Collaborative overload suggests that the highest value-adding people in the organisation are also the most: A. Ironic B. Likely to be promoted to leadership positions C. Giving D. Disengaged

Imagine you are a manager and you are developing a position description for a new role at your organisation. You want your new employee to be a 'close fit' that aligns with your organisation's principles and work. As you develop your new position description which of the options below is an important consideration? Check only one option A. Considering the congruence between work and the employee in terms of their ability to care for the environment B. Considering the congruence between work and the employee in terms of their ability to work late at night time C. Considering the congruence between work and the employee in terms of their ability to undertake part-time work D. Considering the congruence between work and the employee in terms of their attributes and values

In the article 'The cult of compulsory happiness ruining our workplaces', which of the following intervention is suggested by the author to make employees happy? Check only one option 1 point A. Pay attention to negative emotions and address their causes B. Create comfortable and creative office space C. Quickly respond to challenges through organisational change initiatives D. Allow workers uninterruptible time to focus on important tasks

In the example of Walmart, which of the following helped Walmart to repair its damaged reputation and regain consumers trust? A. Walmart's CEO, giving interviews to all the major TV channels, bringing investors back to the company B. Delivering on its core promise, delivering cheap variety products C. Full page ads in more than 100 newspapers, depicting happy employees and customers D. Using its supply chain distribution channels, providing aids to victims of Hurricane Katrina

In the lecture on team leadership, the instructor identifies which of the following as a key aspect of an industrial organisation? Check only one option A. Industrial organisations helped workers develop into leaders through mentoring and training B.. Employees with inherent leadership traits rise in the hierarchy to achieve leadership positions. C. Industrial organisations followed a participative decision making model where anyone could play a leadership role D. There were rigid hierarchies of command and control power systems in industrial organisations

In what way are the elements of an organisation comparable to the parts of a human body? A: They are an instrument for achieving a particular objective B: The whole is greater than the sum of its individual parts C: Leaders control the organisation just like the brain controls the body D: They need to be attuned to each other for the whole to work effectively

Question 1 Which of the following brand elements is/are not a visual element? Check only one option A. Character B. Logo C. Typeface D. Tagline/Slogan

Question 10 In order to boost the engagement and conversation, a car manufacturer has used a beauty influencer to endorse its brand. Which of the following is the main challenge of such an endorsement? Check only one option A. The integration of such partnership and endorsement B. The exclusivity of such partnership and endorsement C. The duration of such partnership and endorsement D. The level of fit between the brand and the endorser

Refer to Scenario 1 What would be an example of a useful interactive system for this company? A. Regular reporting on any forthcoming changes to regulatory compliance criteria B. Regular reporting on any forthcoming changes in visa procedures or criteria for flight school trainees C. Regular focus groups with prospective students to track whether there are change trends in their needs, expectations, and price sensitivity in relation to pilot training D. All of the above

Refer to Scenario 2 for quiz question 10. If the financial incentives of your gym directors were directly tied to net profit of their gym, what would be some of the ways they could artificially bump up their number at the end of the financial year, especially if they think they are not going to be around the following year anyway? A. They could ask customers to pre-pay membership fees that actually apply to the following year for a discount B. They could indefinitely postpone replacing old equipment and gym upgrade investments C. They could artificially sign up members towards the end of the year and have them pre-pay membership fees, with a promise of cancelling their memberships and refunding their fees as soon as the new financial year starts D. All of the above

Refer to Scenario 2 for quiz question 8. From a financial perspective, what would be the problem with just using net profit for each gym as a basis for comparing their performance? A. Net profit per gym may be significantly skewed by the relative size of each gym, making it look as if your larger gyms are performing better even though this may not be the case B. Net profit does not tell you what profitability is as a percentage of revenue, which would be a better indicator of the relative financial performance of each gym C. Net profit as a number does not give you any indication of the cost and revenue drivers that lie behind it, which makes it difficult to control and influence performance D. All of the above

Refer to Scenario 2 for quiz questions 6 - 10. How could you use control systems to help prevent client injury due to negligence, which could seriously damage your reputation? A. You could use the belief system to emphasize values like "client well-being" or "client safety", or "safety" more generally. B. You could use boundary systems to clearly specify the processes that every trainer needs to follow, including what practices are explicitly forbidden, and tie serious consequences to breaking these rules C. You can use diagnostics measures not only to keep track of client injuries after they have occurred, but also begin to record and report "near misses", so you can learn from these before accidents occur. D. All of the above

Refer to Scenario 2. What are the conditions under which you could reasonably consider a matrix structure for this organisation? A. Local responsiveness is actually most important but you would like to be able to coordinate the standardised teaching methods as well B. Both local responsiveness and global efficiency are really important for your strategy; and your teaching staff is capable of balancing the demands of reporting into two bosses C. Global standardisation is actually most important for your strategy, but you do need some local adaptation, mainly for regulatory purposes. D. Both local responsiveness and global standardisation of teaching methods are equally important for your strategy; efficiency is not a critical concern; and your teaching staff is capable of balancing the demands of reporting into two bosses

Refer to Scenario 3 Under what conditions would you reasonably consider a divisional structure by country with each country director responsible for their own Profit and Loss (P&L)? A. If efficiency is not of primary importance to your business strategy B. Never; a divisional structure by country simply is not suitable for this type of business C. If the sales and marketing approach that is required in each country is highly country specific D. If each country requires a significant amount of adaptation to specific local needs, not just in your sales and marketing approach, but also in software development

The main principle of the best practice approach to HRM is ... A. To make strategic distinctions between role types based on their strategic centrality and uniqueness B. To offer employees greater job security so that they offer their ideas, hard work, and commitment in return C. To develop and reward your best people D. To help create an organisational climate that fosters employee competence and commitment through training and empowerment

The main risk of linking KPIs to incentives is that: Your KPIs may not be linked to your business strategy Your KPIs may be inaccurate Your incentives may be ineffective People may manipulate the KPIs as an unintended consequence

What are the qualities of somebody who possesses "socialized charisma"? A. The ability to offer a transformative vision or ideal which exceeds the status quo and then convince followers to accept this course of action through their implicit belief in the extraordinary qualities of the person B. A dominant, self-centered, self-aggrandizing and narcissistic character who uses charisma for self-glorification C. The ability to imagine different and better conditions and the ways to achieve them. D. An egalitarian, self-transcendent, and empowering character who uses charisma for the benefit of others.

What do organisations constantly identify as being the number one communicative skill lacking in graduates? A. Inability to deal with criticism B. Writing C. Oral communication D. Listening

What is important to note about the M2 or D2 follower level in the Situational Leadership model? A. The challenge has become too difficult for the person's skillset, so the person experiences anxiety B. The challenge has become too easy for the person's skillset, meaning the person experiences boredom C. The challenge is at the right level for the person's skillset and is increasing their developmental capacity at the right pace D. An improvement in capability is matched by a decrease in motivation.

What is organisational alignment? A: Aligning your strategy with the external environment B: Aligning your key capabilities with your business strategy C: Aligning the organisational elements - people, structure, culture, systems - with the business strategy D: Aligning the organisational elements - people, structure, culture, systems - with the key capabilities required for the business strategy

What is the best way for identifying key capabilities? A: Using your business sense B:Using Michael Porter's conceptual framework C:The checklist method D: Triangulation of all of the above

What is work avoidance in the adaptive leadership model? Check only one option A. The inclination of naturally lazy workers to resist or escape from hard work B. Holding onto past assumptions, blaming authority, scapegoating, and externalizing the enemy C. The loss of critical thought produced by habitual deference to dominance D. When people resist the pain, anxiety, or conflict that accompanies a sustained interaction with a probelmatic situation and the changes it demands

When you want to structure a cost conscious organisation that offers a service that centrally involves specialists who are expensive to train, and who can't be trained across multiple specialisations, which of the following is the most logical structure to use? A. Divisional by customer segment B. Network with flexible organic reporting lines C. Matrix by specialisation and customer segment D. Functional by specialisation

Which behaviours are best associated with transformational leadership? Check only one option A. Making a case for change, presenting a shared vision, leading the transformation, institutionalising the change B. Great communication skills, self-confidence and moral conviction, ability to inspire trust, high risk orientation C. Service to others over self-interest, earning and keeping others' trust, effective listening, helping others discover their inner spirit D. Idealized influence, inspirational motivation, individual consideration, intellectual stimulation

Which of the following answers is incorrect? Prioritization and focus requires courage from a leader because ..... A. Focusing on the decisions that really matter involves the risk of getting it wrong; as a leader you need to be prepared to accept such calculated risk. B. Prioritization and focus regularly involve telling people "Perhaps, but not now", making it seem as if their problems aren't worth addressing. C. It's often easier to keep doing what you're doing, trying to solve all of the problems that come your way, instead of making the big, difficult choices D. Without it the leader and the organisation both lose strategic focus, making it more difficult to execute the strategy

Which of the following best describes the logo design of brands like Apple, Lacoste, and Twitter Check only one option A. Letter Marks B. Word Marks C. Abstract Design D. Pictorial Design

Which of the following best describes the logo design of brands like Unilever, Westinghouse, and Tesla Check only one option A. Abstract Design B. Pictorial Design C. Word Marks D. Letter Marks

Which of the following best describes the phrase 'vision trap'? Check only one option A. When an employee can't see what they are doing at work B. When a manager doesn't see a dangerous situation at work and an employee gets hurt C. When an employee does not complete the task given to them by their manager D. When there is a disconnect between the tasks that employees do and the bigger organizational purpose

Which of the following is NOT one of the four key steps for ensuring that your management reports are linked to your strategy? What is our vision and what are our strategic objectives in relation to this vision? If we succeed in our vision, how will we be differentiated from our competition from a number of different perspectives? What are the Critical Success Factors for strategic success from each of the perspectives? What are the critical measures that enable us to track and influence the Key Performance Indicators (KPIs)?

Which of the following is NOT one of the four steps involved in moving from a misalignment diagnosis of each of the organisational elements to deciding what organisational changes are required: A. Identify the key capability gap B. Cluster the most important misalignment issues into a small number of critical underlying problems C. Assess the degree of alignment between the different elements of the organisation and the required key capabilities D. Develop concrete solutions to all of the misalignment issues you have identified using your diagnostic tools

Which of the following is an example of a trade-off risk? A. Loss of responsiveness if you decide to move from a divisional to a functional structure B. Loss of employee loyalty and commitment if you decide to move from a clan culture to a market culture C. Staff complaints when you decide to focus your HR development budget exclusively on your most critical roles, instead of the current practice of offering training opportunities to everyone in the organisation D.All of the above

Which of the following is correct? Given the strategic centrality and uniqueness of your new Director of Training ..... A. This role is more important than some other roles, like the receptionist role for example B. You should try and find a best practice HR approach that helps motivate them, as well as the rest of the people in your organization C. You should treat this person better than some other people in your organisation to ensure that they will want to stay D. You should adjust your HR practices to the strategically critical nature of this role to ensure that you encourage commitment

Which of the following is false? When applying the information in the case to Lepak and Snell's strategic workforce segmentation framework ..... A. Global teaching area heads are more unique than local teaching area heads B. Local teaching area heads are more strategically central than Deputy Principals C. Both global and local teaching area heads should be classified as "criticals" D. School Principals are more unique than Global teaching area heads

Which of the following represent capabilities of an alchemist? Check only one option A. Places value on organisational adaptability, attentive to unique market niches, B. Interested in own and others' unique self-expression; seeks independent, creative work C. Focus on long-term goals. Future is envisioned as vivid and inspiring; D. Attentive to own action, and deeply concerned with multi-faceted perspectives on a given situation or problem

Which of the following statements about the matrix structure is true? A. The matrix structure is not necessarily more complex and costly than the divisional structure B. When you have a functional structure that is too silo-ed, it is a good idea to use a matrix structure to improve coordination across the functional silos C. The matrix structure is generally preferable over other structure types because it can help you coordinate the organisation along multiple dimensions at the same time D. Matrix structures are oriented at coordination along multiple dimensions, such as geography and product line, for example

Which of the following statements is true for the level of pay you should be considering across the different roles in your organisation? A. The roles that are classified as "critical" should be the highest paid B. The roles that are classified as highest on uniqueness (specialists and criticals) should be the highest paid C. The roles that are classified as "specialists" should be paid more than "professionals" D. None of the above; pay level should not be determined based on the role classifications in the Lepak and Snell workforce segmentation framework

Which of the following statements is true? A. Trade-off risks can generally be mitigated by finding ways to preserve some of the benefits of the option that you are moving away from B. Implementation risks can generally be mitigated by developing an effective change management approach C. Flexibility risks can generally be mitigated by building some flexibility into the organisation through encouraging a change-ready mindset throughout D. All of the above

Which statement is false? A. One of the key difficulties with deciding on an organisation structure is that it involves trade-off decisions that are inevitable B. Organisational structure decisions often become politicised, which makes it more difficult to implement the most effective one C. One of the key limitations of organisational structure is that just because you re-draw the boxes on an org chart does not necessarily mean that people's behaviours change to fit D. Organisation structure is the most effective lever for ensuring that the organisation is aligned with the required key capabilities

Why shouldn't a manager always override an employee's better judgement? Check only one option A. Because it will always lead to bullying B. This makes an employee's work feel meaningless because the employee always knows best C. Because it wastes valuable time D. This makes an employee's work feel meaningless because it removes their sense of autonomy

Read

http://ishare.mq.edu.au/prod/file/81851566-6436-4d54-8aea-9f00af4f5df0/1/Scenarios%20Week%203%20Graded%20Quiz%20Know%20Your%20Organisation.pdf

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