test 4

A spiritual leader addresses followers' higher-order needs for membership and self-actualization.

True

If widespread consensus exists among employees of an organization about the importance of specific values and ways of doing things, the culture is said to be: a. autocratic. b. prejudiced. c. fragmented. d. strong.

strong.

Axim Inc. pins the photographs of employees on the notice board to recognize the work of their front-line employees. This is an example of a: a. paradigm. b. story. c. symbol. d. model.

symbol

The final stage of appreciative inquiry process is by translating the ideas identified in the previous stages into concrete action steps. a. creating a destiny b. creating a vision c. redesigning an organization d. discovering organizational strengths

creating a destiny

The basis of action for the purpose of altruism is to: a. win almost every competition. b. increase personal happiness. c. be the best always. d. find or create something new.

increase personal happiness.

Appreciative inquiry engages individuals, teams, or the entire organization in creating change by: a. reinforcing positive messages and focusing on learning from success. b. implementing new systems and procedure to facilitate the change. c. focusing on short-term accomplishments that people recognize. d. creating a results-oriented and aggressive organizational culture.

reinforcing positive messages and focusing on learning from success.

is the generation of ideas that are both novel and useful for improving efficiency or effectiveness of an organization. a. Investigation b. Analysis c. Experimentation d. Creativity

Creativity

A is an organization's core broad purpose and reason for existence.

Mission

Rapidly changing technologies, globalization, and changing markets are some of the envirornnental forces creating a greater need for change leadership within organizations.

True

Strategy execution is the most important as well as the most difficult part of strategic management.

True

In the involvement corporate culture, leaders tend to value reliability and emphasize order and discipline.

False

Creativity itself is an outcome rather than a process, a destination rather than a journey.

False

In the adaptability corporate culture, all decisions are made by the top management of an organization.

False

is a technique to encourage creativity that uses a face-to-face interactive group to spontaneously suggest a broad range of creative ideas to solve a problem.

Brainstorming

is the set of key values, assumptions, understandings, and norms that is shared by members of an organization and taught to new members as correct.

Culture

A leader who is all action and little vision is actually uninvolved.

False

A vision is is what the organization "stands for" in a larger sense, whereas a mission is ambitious desire for the future.

False

According to the eight-stage model of planned organizational change, leaders communicate the urgency for change in a way that provides people with facts and figures about such a change.

False

An organization concerned with serving specific customers in the external environment along with the need for flexibility and rapid change is suited to the achievement corporate culture.

False

Culture gaps are usually minimal in the case of mergers.

False

One approach to brainstorming is to focus on the internal aspects of a situation or problem.

False

When leaders rely solely on formal strategic planning, competitor analysis, or market research, they create new opportunities.

False

are the reciprocal obligations and commitments that define the relationship between employees and organizations.

Personal compacts

start by creating a vision through which organization participants experience a sense of calling that gives meaning to their work.

Spiritual leaders

Focusing on core competencies and attaining synergy help companies create value for their customers.

True

At HiTech Corp.,the leaders' efforts to build a collaborative relationship were met with resistance from union leaders until bankruptcy forced them to work together. This example shows that leaders must: a. make changes stick together. b. communicate the urgency for change. c. empower employees to act on the vision. d. communicate the vision and strategy.

communicate the urgency for change.

During the stage of appreciative inquiry, the unique qualities of a group that have contributed to an organization's success are identified.

discovery

The stage of appreciative inquiry is about imagining "what could be" and creating a shared vision of the best possible future, grounded in the reality of what already exists.

dream

To be a(n) ,one dreams big and transforms those dreams into significant strategic action, either through one's own activities or by hiring other leaders who can effectively execute the vision and strategy. a. dreamer b. uninvolved leader c. doer d. effective leader

effective leader

Companies with strong, healthy cultures: a. often exhibit prejudice. b. have rigorous hiring practices. c. advocate bureaucracy. d. discourage socialization of new employees.

have rigorous hiring practices.

A good vision brings out the best in people by: a. giving them an opportunity to go where they have gone before. b. letting them be part of something bigger than themselves. c. being the property of the leader. d. persisting in the face of changing technologies or economic conditions.

letting them be part of something

Lateral thinking: a. solves a problem by orthodox and logical methods. b. stagnates creativity. c. is concerned with certainties and "what ought to be." d. moves people "sideways" to try different perceptions.

moves people "sideways" to try different perceptions.

Electronic brainstorming generates more ideas than regular brainstorming groups because: a. people can evaluate ideas of other group members. b. the size of the group is generally large. c. more talented people can participate. d. people participate anonymously.

people participate anonymously.

A(n) is something that awakens an individual's hopes and dreams about the future, about possibilities of what could be, rather than focusing on trying to "fix" weaknesses or shortcomings. a. intuitive thinking process b. personal compact c. after-action review d. positive emotional attractor

positive emotional attractor

An effective vision: a. is the property of the leader. b. serves to energize employees and focus their attention. c. is always about the present, but it begins with the future. d. happens naturally.

serves to energize employees and focus their attention.

Values and practices considered as include integrity, humility, respect, appreciation for the contributions of others, fair treatment, and personal reflection.

spiritual ideas

Leaders of an organization can repeatedly use based on true events to illustrate the company's primary values to the employees. a. slogans b. symbols c. catchwords d. stories

stories

Organizations that want to encourage change and innovation: a. communicate a sense of urgency to employees. b. avoid the use oflateral thinking. c. introduce workplace spirituality programs. d. strive to hire people who display creative characteristics.

strive to hire people who display creative characteristics.

Forces driving the need for organizational change leadership include: a. nationalization. b. reduced regulations. c. political affiliations. d. technological advances.

technological advances.

Which of the following statements is true of mission? a. It is an ambitious desire for the future. b. It tends to grow and change in the face of environmental shifts. c. It defines the company's core values and reason for being. d. It cannot work together with a company's vision.

It defines the company's core values and reason for being.

occurs when organizational parts interact to produce a joint effect that is greater than the sum of the parts acting alone.

Synergy

means the company's purpose is based on being strong, aggressive, and effective. a. Altruism b. Heroism c. Excellence d. Discovery

Heroism

means to go deeply into a single area or topic to spark personal creativity, which has been called thinking "inside the box."

Immersion

Most organizations that remain successful over the long term have leaders who do not include ethical values as part of the formal policies and informal cultures of their companies.

False

Spiritual leadership behaviors enable employees to have that provides deeper life meaning through work. a. a high level of agreeableness b. a competitive spirit c. a sense of calling d. social responsibility

a sense of calling

A powerful vision: a. is the organization's core broad purpose and reason for existence. b. persists in the face of changing technologies, economic conditions, or other envirornnental shifts. c. serves as an opportunity to people to go where they have gone before. d. provides a measure by which employees can gauge their contributions to the organization.

provides a measure by which employees can gauge their contributions to the organization.

The underlying reason why employees resist change is that it violates the personal compact between workers and an organization.

True

is the process by which a person learns the values, norms, perspectives, and expected behaviors to participate in an organization. a. Negotiation b. Adaptation c. Selection d. Socialization

Socialization

An organization's is something that the organization does extremely well in comparison to competitors

core competence

During the stage of the appreciative inquiry (AI) process, people are asked to narrate stories that identify the best of their experiences with an organization. a. discovery b. dream c. design d. destiny

discovery

At its most basic, culture is a pattern of shared assumptions and beliefs about how things are done in an organization.

True

One of the keys to effective brainstorming is: a. evaluating ideas during spontaneous idea generation. b. expressing any idea that comes to mind. c. generating a set number of ideas. d. dividing ideas into smaller units.

expressing any idea that comes to mind.

One approach to immersion is to: a. think outside the box. b. focus on the internal aspects of a situation or problem. c. hold a single perspective toward a product or process. d. prohibit unusual manipulation of product or process components.

focus on the internal aspects of a situation or problem.

A safe harbor where ideas from employees can be developed without interference from company bureaucracy or politics is called an: a. idea champion. b. idea incubator. c. open culture. d. change agent.

idea incubator.

Companies with heroism as the basis of noble purpose often: a. reflect almost an obsession with winning. b. emphasize serving others. c. experience the joy of an entrepreneurial spirit. d. inspire others to fmd or create something new.

reflect almost an obsession with winning.

Employees learn what is valued most in a company by watching what attitudes and behaviors their leaders pay attention to and reward.

True

is a set of systematic techniques for breaking away from customary mental concepts and generating new ones.

Lateral thinking

means that each element in a system will serve the goals of the whole system when the elements are imprinted with an understanding of the whole.

Self-reference

Which of the following statements is true of strategic thinkers? a. They avoid signs of change that could hurt their organization. b. They examine problems or opportunities from many perspectives. c. They retain their own and others' assumptions and mental models. d. They accept an answer rather than looking for patterns in what they see and hear.

They examine problems or opportunities from many perspectives.

Some values that seem to be important to many companies today, whatever the industry or type of culture, include open communication, teamwork, and quality.

True

The complexity of the environment and the uncertainty of the future can overwhelm a leader.

True

Vision is based in the current reality but is concerned with a future that is substantially different from the status quo

True

The visible level of corporate culture refers to: a. artifacts such as dress, office layout, and organizational ceremonies. b. expressed values, underlying assumptions, and beliefs. c. deeper values and shared understandings held by organizational members. d. creativity and risk-taking.

artifacts such as dress, office layout, and organizational ceremonies.

Samuel heads a company that manufactures cell phones. He lays emphasis on innovation and creation of new products and features rather than imitation of competitors' products. This instance shows that Samuel uses the approach to frame the purpose of his organization. a. excellence b. discovery c. altruism d. heroism

discovery

Appreciative inquiry can be applied: a. only to large organizations. b. either on a large or small scale. c. to individual leaders on a small scale. d. only to for-profit organizations.

either on a large or small scale.

Victoria heads an electronics corporation. She expects each employee to perform to his or her best and be successful in whatever he or she does. She aims to achieve production with zero quality control. This example indicates that Victoria uses the approach to frame a noble purpose for her organization. a. discovery b. excellence c. altruism d. heroism

excellence

To improve strategic leadership, leaders can: a. accept an answer rather than looking for patterns in what they see and hear. b. ignore buy-in among employees and other stakeholders who may have conflicting views and interests. c. identify weak points in the necessary skills required for thinking strategically and work toward correcting them. d. stick to their own and others' mental models and assumptions as challenging them can cause a sense of disorientation.

identify weak points in the necessary skills required for thinking strategically and work toward correcting them.

Employees resist change because: a. it violates creative intuition. b. it violates the relationship between employees and an organization. c. it involves a lengthy process which can takes years to implement. d. it provides full information about future events.

it violates the relationship between employees and an organization.

In companies with excellence as a guiding purpose, . a. managers and employees are treated as valuable resources. b. excellence is defined by the customers itself rather than by work. c. strength and aggressiveness determine the purpose of the organization. d. discovery for its own sake can serve as a noble purpose.

managers and employees are treated as valuable resources.

Some values become so deeply embedded in a culture that organizational members: a. can see, hear, and observe them by watching other members of the organization. b. may not take them for granted. c. may not be consciously aware of them. d. can see patterns of behavior, symbols, and ceremonies.

may not be consciously aware of them.

One of the characteristics of leaders who can accomplish successful change projects is that: a. they recognize and learn from their own mistakes. b. they engage themselves in philanthropic activities. c. they maintain the status quo. d. they advocate workplace spirituality programs.

they recognize and learn from their own mistakes.

The manager at Seasons Hotel wanted to change the incentive system to offer bonuses tied to the hotel's fmancial performance, but the employees refused to comply. This example shows that the manager: a. violated employees' personal compact. b. used ethical leadership. c. applied the appreciative inquiry approach. d. used expert power to implement changes.

violated employees' personal compact.

Identify the correct statement regarding a mission. a. It is an ambitious desire for the future. b. It serves as the glue that holds the organization together in times of change. c. It cannot work together with the vision of a company. d. It tends to grow and change in the face of changing technologies and environmental shifts.

It serves as the glue that holds the organization together in times of change.

Which of the following statements is true of vision? a. It needs to be the property of the leader alone. b. It needs to transcend the bottom line to provide employees with a sense of meaning and purpose. c. It needs to serve as an opportunity to allow people to penetrate places where they have gone before. d. It needs to allow people to remain in their comfort zones.

It needs to transcend the bottom line to provide employees with a sense of meaning and purpose.

Leaders at Baxter International Inc. removed a product from the market when several people died after undergoing dialysis using a Baxter filter. This is an example of: a. a company emphasizing ethics. b. a company providing spiritual leadership. c. a company guilty of a moral lapse. d. a company with a weak organizational culture.

a company emphasizing ethics.

A change that both produces a high strategic impact and is easy to execute would be: a. a particular choice that has a slow strategic impact in the initial stage. b. an actual behavior within the organization that reflects the desired direction. c. an execution of a strategy which is the easiest part of strategic management. d. a leader's first choice for putting strategy into action.

a leader's first choice for putting strategy into action.

In the adaptability organizational culture, . a. an internal focus and a dependability orientation for a stable environment is appreciated b. an internal focus on the involvement and participation of employees to meet changing expectations from the external environment exists c. employees who have competitiveness, aggressiveness, personal initiative, and the willingness to work long and hard to achieve resuhs are valued d. employees have autonomy to make decisions and act freely to meet new needs, and responsiveness to customers is highly valued

employees have autonomy to make decisions and act freely to meet new needs, and responsiveness to customers is highly valued

One shortcoming of appreciative inquiry is that it does not engage people from outside an organization, such as customers or clients, partners, and other stakeholders, in a change process.

False

Which of the following is an example of activities that have a low strategic impact but which are relatively easy to execute? a. Mergers and acquisitions of business b. Difficult changes with little or no potential for payoff c. Major changes with potential for payoff d. Incremental improvements in products

Incremental improvements in products

As part of the brainstorming process, freewheeling involves: a. evaluating ideas of group members freely during spontaneous idea generation. b. expressing any idea that comes to mind, no matter how weird or fanciful. c. providing freedom to generate as many ideas as possible. d. bringing people together in an interactive group over a computer network.

expressing any idea that comes to mind, no matter how weird or fanciful.

Diane heads an event management company called Venus Inc. The company encourages an innovative and creative approach to work. Diane plans to co create a vision. Which of the following steps should she apply to implement her plan? a. Diane should make a vision that can be the property of the leader. b. Diane should create the final vision statement without several drafts. c. Diane should target a vision for a desired future. d. Diane should communicate the vision using a single channel.

Diane should target a vision for a desired future.

Identify the correct statement regarding strategic leadership. a. It is responsible for the relationship of the external environment to choices about vision, mission, strategy, and their execution. b. It is a form of leadership that comes naturally to individuals. c. It reacts to envirornnental changes, rather than studying the events that have already taken place and acting based on their anticipation of what the future might be like. d. It is the most important as well as the difficult part of strategy execution.

It is responsible for the relationship of the external environment to choices about vision, mission, strategy, and their execution.

is the display of values, attitudes, and behaviors necessary to intrinsically motivate oneself and others toward a sense of calling and membership. a. Transformational leadership b. Transactional leadership c. Spiritual leadership d. Charismatic leadership

Spiritual leadership

Which of the following is a value that leaders consider important for an organization? a. The external environment b. Changes in the nature of work c. Increasing diversity in the workforce d. Globalization

The external environment

A powerful vision frees people from the mundane by providing them with a challenge that requires them to give their best.

True

In the context of mechanisms used by leaders to enact cultural values, a story is an object, act, or event that conveys meaning to others.

True

Small changes can symbolize improvement and success to people within an organization.

True

can be defined as the combination of benefits received and costs paid by the customer

Value

Competitiveness, aggressiveness, and personal initiative are values associated with the: a. adaptability corporate culture. b. achievement corporate culture. c. involvement corporate culture. d. consistency corporate culture.

achievement corporate culture.

Managers at MediaCloud Inc. lay great emphasis on winning. The culture at the company is highly result- oriented with a focus on sales growth, profitability, and market share. In the given scenario, MediaCloud is said to have the: a. involvement cotporale culture. b. consistency cotporale culture. c. adaptability cotporale culture. d. achievement cotporale culture.

achievement cotporale culture.

An organization's culture may not always be in aligrnnent with the needs of the external envirornnent. This phenomenon is known as: a. cultural diversity. b. culture gap. c. visible behavior. d. clan culture.

culture gap.

If the competitive environment requires speed and flexibility, an organizational culture should embody values that support adaptability and collaboration across departments. This is an example of: a. external adaptation. b. vertical integration. c. internal integration. d. diversification.

external adaptation.

Values-based leaders: a. solely focus on impersonal values. b. are very different from spiritual leaders. c. generate a high level of trust from employees. d. focus on profitability of organizations.

generate a high level of trust from

Leaders in the emphasize cooperation, consideration of both employees and customers, and avoiding status differences. a. achievement cotpora!eculture b. involvement cotpomleculture c. consistency cotpotaleculture d. adaptability cotpora!eculture

involvement cotpomleculture

The final stage of appreciative inquiry is creating a design by translating the ideas identified in the previous stages into concrete action steps.

False

To help someone change means first denying emotions associated with endings and losses and trying to talk people out of feeling them.

False

refers to the degree of agreement among employees about the importance of specific values and ways of doing things.

Culture strength

Brainstorming sessions allow group members to evaluate each other's ideas during the spontaneous generation of ideas so that dumb ideas can be eliminated.

False

People's thinking and behavior can be changed using a positive emotional attractor that focuses on trying to "fix" weaknesses or shortcomings.

False

Studies show that electronic brainstorming generates fewer ideas than individuals brainstorming.

False

The dream stage of the appreciative inquiry process involves: a. translating the ideas identified in the previous stages into concrete action steps. b. formulating action plans for transforming dreams into reality. c. interviewing people and asking them to tell stories that identify the best of their experiences with an organization. d. creating a shared vision of the best possible future, grounded in the reality of what already exists.

creating a shared vision of the best possible future, grounded in the reality of what already exists.

A defines and uses signals and symbols to influence corporate culture.

cultural leaders

A leader who is a action.

dreamer

A leader using the approach of excellence focuses on emphasizing discovery rather than focusing people on being the best.

False

can encourage employee commitment to the core purpose of an organization, its specific goals, and the basic means used to accomplish goals. It candetennine how the organization meets goals and deals with outsiders. a. Ccrnpetitiveness b. Culture c. Passiveness d. SenJirnents

Culture

Which of the following statements is true of strategic leadership? a. It involves the strength to be based in the future that is substantially different from the status quo but is concerned with the current reality. b. It intends to establish an envirornnent where leaders see things the same way or make the same choices. c. It involves the ability to work with others to initiate changes that will create a competitive advantage for the organization in the future. d. It involves the ability to maintain the status quo rather than bringing change.

It involves the ability to work with others to initiate changes that will create a competitive advantage for the organization in the future.

Which of the following statements is true of an organization's vision? a. It is the property of a leader. b. It cannot be realistically achieved. c. It is a phenomenon that is readily attainable. d. It is a view that everyone involved can believe in.

It is a view that everyone involved can believe in.

An effective mission statement: a. does not describe products or services. b. is an ambitious desire for the future. c. does not persist in the face of changing technologies and economic conditions. d. captures people's idealistic motivations for why the organization exists.

captures people's idealistic motivations for why the organization exists.

Zupiter Corp. follows a culture that requires strict adherence to rules and regulations with fixed time schedules for daily activities. The finn is highly efficient and lays emphasis on being economical. It conducts its business in a methodical manner. In the given scenario, Zupiter Corp. is said to have the: a. consistency corporate culture. b. involvement corporate culture. c. adaptability corporate culture. d. resistant corporate culture.

consistency corporate culture.

Culture helps employees develop a collective identity and know how to work together effectively. This is called: a. external adaptation. b. internal integration. c. cultural identity. d. cultural harmony.

internal integration.

A is an attractive, ideal future that is credible yet not readily attainable.

Vision

is a technique for leading change that engages individuals, teams, or an entire organization by reinforcing positive messages and focusing on learning from success.

Appreciative inquiry

are the enduring beliefs that have worth, merit, and importance for an organization.

Organizational values

. can be defined as the general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals and achieve the vision. a. A noble purpose b. Mission c. Strategy d. A core value

Strategy

A strong culture that does not encourage adaptation can be more damaging to an organization than a weak culture.

True

Lateral thinking appears to solve a problem by an unorthodox or apparently illogical method.

True

To build a culture that encourages , leaders encourage the creative spirit of all employees by promoting cultural values of curiosity, operrness, exploration, and informed risk-taking. a. organizationaljustice b. appreciative inquiry c. technological innovation d. corporate entrepreneurship

corporate entrepreneurship

Effective leaders persist in making decisions which are related to changes that are difficult to execute and have low strategic impact.

False

Changing how future leaders are trained could: a. eliminate monopolistic competition. b. increase training expenses of organizations. c. make organizations more profit-oriented. d. solve the ethics deficit in organizations.

solve the ethics deficit in organizations.

In an organization, when every person understands and embraces a vision . a. everyone works in different directions b. the organization becomes self-adapting c. the vision can persist in the face of changing environmental shifts d. everyone is given an opportunity to go where they have gone before

the organization becomes self-adapting

To implement a strategy, leaders make sure they provide followers with line of sight to the organization's strategic objectives.

true

Freddie is the head of operations of Ambassador Inc. He aims to cocreate a vision for his organization. Identify the appropriate step that should be applied by Freddie to fulfill his aim. a. Ensure that the vision is the property of the leader. b. Get something down in writing, but make sure people know it is a draft that needs feedback. c. Restrain writing from the heart, remembering that vision is not an emotional appeal to human needs. d. Communicate using a single channel to emphasize that the vision is focused on a single purpose.

Get something down in writing, but make sure people know it is a draft that needs feedback.

Identify the true statement regarding visions. a. Visions are always communicated using a single channel. b. Many visions tend to be the properties of leaders alone. c. Visions fail to be emotional appeals to fundamental human needs. d. Many visions fail to adequately involve employees.

Many visions fail to adequately involve employees.

According to the model of spiritual leadership, spiritual leaders start by: a. creating a vision through which participants experience a sense of calling. b. establishing a corporate culture based on altruistic love to experience a sense of membership. c. engaging hope and faith to achieve desired organizational outcomes. d. improving organizational commitment and productivity.

creating a vision through which participants experience a sense of calling.

Spiritual leaders establish a corporate culture based on: a. self-rnotivaticn b. self-appraisal c. altruistic love. d. competitiveness.

altruistic love.

The purpose of inspires people to see the adventure in their work and experience the joy of a pioneering or entrepreneurial spirit. a. altruism b. heroism c. excellence d. discovery

discovery

A leader should explain what a new strategic direction means to each person because: a. employees should often be reminded about company strengths. b. followers are often thinking about the big picture. c. people are often fearful of change. d. leaders cannot anticipate people's fears and questions.

people are often fearful of change.

Leaders can enact cultural values in an organization through: a. relationship marketing. b. specialized language. c. diversification. d. the rule of reciprocity.

specialized language.

Values and practices such as integrity, humility, respect, and personal reflection are considered as: a. slogans. b. cultural strengths. c. spiritual ideals. d. symbols.

spiritual ideals.

is the code of moral principles and values that governs the behavior of a person or group with respect to what is right and wrong.

Ethics

Strategic leaders react to environmental changes rather than studying the events that have already taken place and acting based on their anticipation of what the future might be like.

False

The destiny stage of appreciative inquiry is about imagining "what could be" and creating a shared vision of the best possible future, grounded in the reality of what already exists.

False

are people who passionately believe in a new idea and fight to overcome natural resistance and convince others of its value.

Idea champions

is a set of systematic techniques for changing mental concepts and perceptions and generating new ones. a. Lateral thinking b. Idea incubation c. Brainstorming d. Idea championship

Lateral thinking

Which of the following statements is true of strategy? a. Strategy cannot be shifted by leaders. b. Strategy defines the company's core values and reason for being, and it provides a basis for creating the VlSlOll. c. Strategy involves making decisions every day based on what the organization wants to do and be. d. Strategy is developed by leaders by reacting to environmental changes.

Strategy involves making decisions every day based on what the organization wants to do and be.

The is a corporate culture characterized by a clear vision of an organization's goals and leaders focus on the achievement of specific targets such as sales growth, profitability, or market share.

achievement culture

The is a corporate culture characterized by strategic leaders encouraging values that support an organization's ability to interpret and translate signals from the enviromnentinto new behavior responses.

adaptability culture

In the , leaders actively create change by encouraging and rewarding creativity, experimentation, and mk 1llking. a. achievement cotpora!eculture b. adaptability cotpora!eculture c. consistency cotporaleculture d. involvement corpomte culture

b adaptability cotpora!eculture

According to the eight-stage model of planned organizational change, a change process includes: a. creating a stable envirornnent. b. focusing on long-term goals rather than short-term accomplishments. c. communicating financial statements to an organization's stakeholders. d. building a strong coalition of people with a shared commitment.

building a strong coalition of people with a shared commitment.

Iota Inc. has a freewheeling culture, whereas Axiom Inc. has a culture based on structure and discipline. The merger of these two companies will be difficult due to the presence of a: a. corporate culture. b. culture gap. c. culture shock. d. clan culture.

culture gap.

During the stage of appreciative inquiry, action plans for transforming dreams into reality are formulated.

design

In the stage of appreciative inquiry process, people identify "the best of what exists"-an organization's key strengths and best practices. a. dream b. discovery c. destiny d. design

discovery

Changing people's thinking and behavior is possible by: a. establishing organizational hierarchies. b. furnishing people with necessary facts and fignres about a change project. c. focusing on trying to fix people's weaknesses and shortcomings. d. helping people establish new, emotional relationships that provide hope.

helping people establish new, emotional relationships that provide hope.

Personal compacts: a. are the reciprocal obligations and commitments that defme the relationship between organizations and their customers. b. represent the second stage of creativity. c. incorporate elements such as mutual trust and dependence, as well as shared values. d. occur during a mental pause, a period of mixed tension and relaxation.

incorporate elements such as mutual trust and dependence, as well as shared values.

According to the eight-stage model of planned organizational change, . a. a single leader can implement a major change alone b. a leader can communicate the urgency for change by providing people with required facts and figures c. short-term accomplishments hold trivial importance while considering a major change project d. unless people see positive results of their efforts, motivation can wane during a major change project

unless people see positive results of their efforts, motivation can wane during a major change project

are quick sessions during which leaders evaluate the outcome of change activities to see what worked, what didn't, and what can be learned from it.

After-action reviews

The management at GreatBiz Inc. wants to reduce the separation between management and the workers. As part of the change initiative, it eliminates the rule about clocking in at a particular time every day. However, it is met with great resistance from the workers. In this case, which of the following steps should the management take? a. The management should declare bonuses for workers who agree to accept the change so that other workers who are resistant about the change may also be lured to accept it. b. The management should take legal actions against the workers who oppose the change or who instigate other workers to resist the change. c. The management should find ways to enable the workers to see the value in changes that are needed for the organization to succeed. d. The management should promise to fulfill all the demands of the workers and empower them to make important business decisions.

The management should find ways to enable the workers to see the value in changes that are needed for the organization to succeed.

Crescent Corp., a company manufacturing electronic appliances, sends teams of six people to live together for eight weeks and use the company's products for household chores such as cooking, washing, laundry, and cleaning. This enables the team members to test their products in realistic settings and generate ideas on how to improve them. This is an example of: a. downsizing. b. appreciative inquiry. c. brainstorming. d. referent power.

brainstorming.

Spiritual leadership can decrease or eliminate emotions such as: a. altmistic love. b. a sense of coherence. c. a sense of failure. d. integrity.

a sense of failure.

External adaptation, a function of culture in organizations, means that culture helps organizational members develop a collective identity and know how to work together effectively.

False

Leaders accept the easy answer rather than looking for patterns in what they see and hear.

False

Leaders sometimes use slogans to express key corporate values but avoid using written public statements.

False

Mission statements tend to grow and change in the face of changing technologies, economic conditions, or other environmental shifts.

False

Which of the following statements is true of a high-performance culture? a. It discourages individual employee ownership of bottom-line results. b. It embodies shared responsive values that guide business practices. c. It fails to uphold cultural values. d. It heavily relies on the rule of reciprocity.

It embodies shared responsive values that guide business practices.

Which of the following is a difference between strategies and execution? a. Strategies specifY "What do we do right now?", whereas execution provides direction for translating a vision into action. b. Strategies do not come naturally, whereas execution comes naturally. c. Strategies are more important than execution in strategic leadership. d. Strategies are intentions, whereas execution is through the basic organizational architecture that makes things happen.

Strategies are intentions, whereas execution is through the basic organizational architecture that makes things happen.

Axis Inc.'s mission statement is "Excellence through people." This is an example of a symbol.

False

Idea incubators are people who passionately believe in an idea and fight to overcome natural resistance and convince others of its value.

False

In the consistency corporate culture, an emphasis on winning is the glue that holds an organization together.

False

Leaders who accomplish successful change projects define themselves as people who want to maintain the status quo in organizations.

False

uses a round-robin format to get people from different areas of an organization talking together, generating creative ideas, and identifying areas for potential collaboration. a. Speed storming b. Brainstorming c. Idea incubation d. Idea championship

Speed storming

means that leaders use specific mechanisms, techniques, or tools for directing organizational resources to accomplish strategic goals.

Strategy execution

integrates knowledge of the environment, vision, and mission with the company's core competence in such a way as to attain synergy and create value for customers.

Strategy formulation

A is a planned activity that makes up a special event and is generally conducted for the benefit of an audience.

ceremony

The mission is made up of two critical parts: the core values and the .

core purpose

Idea champions: a. are the facilitators of brainstorming sessions held in organizations. b. provide a safe harbor where ideas from people throughout an organization can be developed. c. use electronic brainstorming. d. fight to overcome natural resistance and convince others of the value of an idea.

fight to overcome natural resistance and convince others of the value of an idea.