Reference no: EM131098917

Promoting Change and Encouraging Adaptability

1. The action imperative that appears diagonally opposite of the open systems model quadrant in the competing values framework is

• Compete
• Control
• Create
• Collaborate
• Conform

2.  The management model that appears diagonally opposite of the open systems model quadrant in the competing values framework is

• The rational goal model
• The internal process model
• The open systems model
• The human relations model
• The Theory X model

3. What do individuals who manage primarily based on the open systems model tend focus on?

• establishing rules and procedures that can help ensure consistency and conformity with laws and regulations.
• maintaining a/an emphasis on effort and productivity to ensure that customer demands are met in a timely fashion
• making sure that work flows smoothly and that activities are carried out according to their relative importance with a minimum amount of friction among individuals, work groups, and work units.
• coming up with new ideas and testing them for feasibility to ensure that the organization is able to adapt when the external environment changes
• identifying the needs of employees and ensuring that they are being met

4. The effectiveness criteria associated with the open systems quadrant is

• profit and productivity
• commitment and engagement
• stability and continuity
• market share and profit margins
• adaptability, external support, and change

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

• Power is required to maintain control in organizations
• Receiving political favors can help employees feel more committed
• Convincing people to try new ideas and make changes often requires political skills
• All of the above
• None of the above, political adaptation is NOT important to the Create action imperative

6. Which source of power is attached to formal roles and authority in an organization?

• Position
• Opportunity
• Wealth
• Expertise
• Relationship

7. Which source of power comes from the proficiency you may have in a special field or knowledge area?

• Position
• Opportunity
• Wealth
• Expertise
• Relationship

8. Which of the competing values action imperatives is associated with creating "lift" by focusing on

how you can achieve extraordinary results?

• Collaborate
• Control
• Compete
• Create
• Conform

9. The Create action imperative is associated with which psychological state that is associated with "lift"?

• being purpose-centered
• being internally-directed
• being externally open
• being other focused
• none of the above

10. With respect to "lifting" your network, the questions you would ask that are associated with the Create action imperative would include:

• Which of my previous experiences help remind me that I have overcome challenges in the past?
• How deeply do I understand the needs of these people?
• What questions should I be asking to help me as I am pursuing my mission?
• All of the above
• A and C but not B

11. What influence tactic is mostly likely to be effective when a subordinate is attempting to influence her boss?

• Rational persuasion
• Legitimate authority
• Cooptation
• Pressure
• Personal appeal

12. All of the following are modes of increasing your power and ability to influence supervisors EXCEPT:

• Looking for ways to solve problems that superiors are facing
• Encouraging superiors to discuss their problems
• Making certain supervisors know what is expected of them in their role
• Providing constructive feedback on things supervisors do.
• Taking initiative

13. Which of the following is a way to increase your power and influence with respect to your subordinates?

• Give them credit for their ideas when talking to supervisors.
• Provide training.
• Do not be afraid to talk about the ways you depend upon each other.
• All of the above are ways to influence subordinates.
• None of the above are ways to influence subordinates

14. The purpose of relational messages is to

• Introduce people
• Build trust
• Provide facts
• Stimulate change
• Direct action

15. To build trust, messages should be

• Focused, logical, and organized
• Interesting, stimulating, and engaging
• Emphatic, forceful, and powerful
• Rigorous, precise, and controlled
• Credible, believable, and plausible

16. The text discusses the SSSAP framework for effective communication. SSSAP encompasses all of the following EXCEPT:

• Set
• Authority
• Sequence
• Polish
• Support

17. Which type of set is defined as the effort you make to establish rapport with the audience and cue them to a mood or style appropriate to the presentation?

• Climate
• Credibility
• Content
• Course
• Context

18. In contrast to R&D style, presentations that use Managerial Style

• Begin with conclusions
• Begin with data
• Omit data
• Begin with recommendations
• Omit analyses

19. All of the following are guidelines for using visuals in a presentation EXCEPT:

• Visuals should have a clear headline
• Visuals should be organized into digestible bites
• Visuals are primarily for the speaker, not the audience
• Visuals should not be overloaded with text
• Visuals should supplement what the speaker is saying, not repeat it

20. The major difference between people who exhibit creative tendencies and those who don't is that people who exhibit creative tendencies

• Have innate creative ability
• Believe in their own creativity
• Are motivated to be created
• Work in creative environments
• Have creative parents

21. Which of the following is TRUE with respect to brainstorming and nominal group technique?

• Brainstorming is intended to create constructive conflict as people argue about the merits of
• different ideas.
• Nominal group technique encourages people to focus on their own unique definition of the
• problem.
• Effective brainstorming depends upon the designation of an active devil's advocate
• Nominal group technique is a quick way to generate new ideas.
• Nominal group technique includes a brainstorming phase.

22. The first step in the nominal group technique is to

• Have participants vote on their preferred alternative solution
• Have participants share their ideas out loud
• Make sure participants have enough time to write their ideas down
• Make sure everyone agrees on the problem definition
• Make sure all ideas are recorded before any voting takes place

23. Which of the following is one of the four principles for Getting to Yes?

• Focus on the people, not the problem
• Focus on positions, not interests
• Generate a variety of possibilities before deciding what to do
• Insist that the result be based on subjective measure
• Set a deadline for coming to an agreement

24. Achieving a win-win solution in a negotiation often requires that a manager

• Win by taking a firm position and refusing to give in
• Keep her interests secret to avoid giving away too much
• Be good at bluffing to prevent losing control of the negotiation
• Use ingratiation to put the other party in a positive mood
• Find ways to make expand the issues being negotiated

25. As proposed by Kurt Lewin, the force field analysis model

• Can be used to help managers understand whether a change is needed
• Can be used to help managers understand whether a change is likely to be successful
• Can be used to help managers determine whether a change will be resisted
• All of the above
• A and C but not B

26. In a force field analysis, when is the desired change most likely to occur?

• When resisting forces are stronger than driving forces
• When driving forces are stronger than resisting forces
• When the driving forces are equal to the resisting forces
• Change will occur in all of the above situations
• Change will not occur in any of the above situations

27. One of the disadvantages of a strong organizational culture is that

• Strong organizational cultures may inhibit necessary organizational change
• Strong organizational cultures cannot survive in stable environments
• Strong organizational cultures are limited by the lifespan of the charismatic leaders who established them
• Strong organizational cultures inhibit innovation
• All of the above are disadvantages of strong organizational cultures

28. Which of the following changes would be likely to encounter employee resistance?

• Changes that involve disruption of social relationships
• Changes suggested by others
• Changes that could lead to making mistakes in an organization that does not value risk-taking
• All of the above changes would be likely to resisted by employees
• B and C but not A

28. In contrast to transformational change, transactional change

• Combines the hopes and talents of people with a focus on a common goal
• Encourages people to strive to achieve challenging goals based upon their commitment to a
• common set of values
• Is rooted in an exchange relationship and thus is likely to be long-lived
• Engages followers by tapping into their aspirations and goals for a common enterprise
• Encourages surface-level changes that are likely to be short lived

29. Which approach to change is described as making logical arguments for change?

• Telling
• Transforming
• Forcing
• Participating
• Compromising

30. Which approach to change is described as using forms of leverage such as the threat of being fired or ostracized?

• Telling
• Transforming
• Forcing
• Participating
• Selling

31. What is the transformational approach to change?

• Telling others to change
• Using leverage to get others to change
• Engaging others in conceptualizing change
• Modeling change for others
• Asking others to change

32. Which of the following is true about master managers?

• They are equally skilled at all the competencies that we have studied throughout this text
• They are equally skilled at all four action imperatives associated with the competing values framework
• They are never willing to make tradeoffs
• They are able to integrate and blend apparently competing competencies in innovative ways that meet the needs of the situation at hand
• They frequently make tradeoffs to speed up the decision making process

33. What is meant by behavioral complexity?

• The ability to act out a cognitively complex strategy by playing multiple, even competing, roles in a highly integrated and complementary way
• The ability to act in different ways under different circumstances
• The number of different competencies that and individual is aware of and can apply in different situations. The number of different ways that an individual is able to "see" a situation and come up with alternative approaches for responding to that situation
• None of the above is the meaning of behavioral complexity

34. The concept of the "negative zone" in the competing values framework refers to:

• Poor individual-level performance due to lack of behavioral complexity
• Poor individual level performance due to lack of awareness or ability to perform different management skills
• Poor organizational-level performance due to unclear or counteractive values that result in loss of direction
• All of the above
• A and C, but not B

35. Early research on the competing values framework found that the profiles of many effective managers were...

• Smaller than ineffective managers and perfectly symmetrical
• Larger than ineffective managers and perfectly symmetrical
• Smaller than ineffective managers and somewhat out of balance
• Larger than ineffective managers and somewhat out of balance
• Badly out of balance, regardless of their size

36. What does the term "systems thinking" mean as explained by Peter Senge?

• A discipline for seeing wholes
• A framework for seeing interrelationships
• A way of seeing patterns of change rather than static snapshots
• All of the above are consistent with Peter Senge's explanation of systems thinking
• None of the above are consistent with Peter Senge's explanation of systems thinking

37. All of the following are organization paradoxes EXCEPT?

• The need for adaptability and stability
• The need for flexibility and control
• The need for internal focus and external focus
• All of the above are organizational paradoxes.
• B and C are organizational paradoxes, but not A

38. What kinds of activities can help you move beyond you comfort zone?

• Looking at things from different points of view
• Focusing on perfecting your current job performance
• Emphasizing interdependencies that are consistent with your current beliefs
• All of the above will help you beyond your comfort zone
• A and C will help you move beyond your comfort zone, but not B

39. The theoretical roots of the concept of "lift" as described in your text go back to positive psychology and positive organizational studies, two approaches that have only recently emerged in these academic disciplines. What distinguishes these newer approaches from older approaches in psychology and organizational studies?

• These newer approaches are focused on studying problematic behavior and negative outcomes and finding their causes
• These newer approaches are normative, rather than descriptive
• These newer approaches are focused on studying positive outcomes and behaviors and finding their causes
• These newer approaches are descriptive, rather than normative
• These newer approaches rely more on anecdotes than on empirical studies

40. Research on psychological states has found that...

• One person's psychological state can influence another person's decisions and actions
• One person's psychological state can influence another person's emotions, but not their decisions and actions
• Positive emotions are contagious, but negative emotions are not contagious
• Negative emotions are contagious, but positive emotions are not contagious
• Nonverbal cues are not important when studying the contagiousness of psychological states

41. Which of the following is NOT one of the four psychological states required for "lift" to occur?

• Being other focused
• Being guided by popular norms
• Being internally directed
• Being externally open
• Being purpose centered

42. How do individuals become master managers?

• They have a lot of experience
• They tend to focus on personal development
• They welcome transitions that are the most challenging
• All of the above help individuals become master managers
• A and C help individuals become master managers, but not B

43. All of the following are part of an agenda for self-improvement EXCEPT?

• Keep a journal
• Avoid thinking about the cost of improvement
• Identify specific areas in need of improvement.
• Implement the change strategy.
• Develop a social support system.

44. The video clip of Brad Bird (director of Pixar's Ratatouille) and Thomas Keller (founder/chef of French Laundry) showed these common principles that underlie their effective leadership EXCEPT:

• seeking and learning from expert mentors, then in turn mentoring and creating a legacy.
• dedication to uncovering the emotional connection between work and work-related effects.
• not forcing ideas, but encouraging the right environment for associative creativity.
• seeking perfection by way of verbal praise, coaching, and demanding new standards.
• leveraging political connections with powerful people as more important than commitment.

45. We viewed and discussed a video case about John Abbott, owner and CEO of Yoga Journal from 1998-2006. In the beginning, Mr. Abbott held a meeting with the magazine's editor-in-chief, which:

• initiated an effective partnership for the new leadership team of the organization.
• led to a new strategic plan based on the editor's extensive knowledge of the organization's
• culture.
• clarified the specific financial goals and benchmarks of the new CEO.
• resulted in the editor being fired without opportunity to change, despite his terminal cancer.
• All of the above are true.

46. Mr. Abbott held another meeting with the second in command, the managing editor who:

• was extremely well-qualified with critical professional knowledge and skills for her position.
• threatened to quit if not promoted to the chief editor position.
• threatened to cause other key employees to quit.
• was fired because she challenged his authority and efforts to build a completely new team.
• All of the above are true.