Reference no: EM132200104

1. Which of the following is NOT a key paradox that managers often face when they try to maintain tight controls in the organization?

a. Leaders who exert tight controls are often more effective at higher levels of the organization than at lower levels.

b. Tight controls and rules to improve organizational effectiveness can become impediments to individual performance.

c. By stifling creativity, tight controls can result in lower profits which then reduces that ability of the organization to survive

d. Employees who are frustrated by tight controls may choose to leave the organization, reducing stability

e. Tight controls can make it difficult to serve customers efficiently because requests must be passed up the chain of command

2. What competencies are important for creating and sustaining commitment and cohesion?

a. Communicating honestly and effectively, working and managing across functions, setting goals and objectives

b. Understanding self and others, mentoring and developing others, managing and leading teams

c. Living with change, thinking creatively, managing change

d. Managing projects, designing work, managing across functions

e. Understanding self and others, communicating a vision for the organization, developing employees

3. Political adaptation is important to the Create action imperative because

a. Power is required to maintain control in organizations

b. Receiving political favors can help employees feel more committed

c. Convincing people to try new ideas and make changes often requires political skills

d. All of these

e. None of these, political adaptation is NOT important to the Create action imperative

4. What are three competencies typically associated with the internal process model?

a. Managing projects, managing across functions, mentoring and developing others

b. Monitoring individual performance, encouraging compliance, organizing information flows

c. Developing and communicating a vision, setting goals and objectives, designing and organizing

d. Developing new ideas for projects, managing supplier relationships, communicating effectively

e. Building and maintaining a power base, negotiating agreement and commitment, presenting ideas