Throughout the company as risk-taker and innovator

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1. Jill Acosta’s manager retired recently, so now she has a new manager to report to, April Snow. Jill notices that April tries to ensure that all of her subordinates get along and feel comfortable approaching her with questions or concerns. Jill concludes that April has a(n)

A. high need for affiliation.

B. strong desire to control situations.

C. high need for achievement.

D. introverted personality.

2. As a manager of a creative services agency, Brooke Burns is known throughout the company as a risk-taker and an innovator. Brooke is high on the trait continuum of:

A. Introversion

B. Agreeableness

C. Openness to experience

D. Negative affectivity

E. Conscientiousness

3. All of the following are gaps that represent problems EXCEPT _____.

actual business performance is less than possible business performance

actual business performance is greater than expected business performance

actual business performance is worse than expected business performance

expected business performance is greater than possible business performance

4. Many different computer software programs are available to help with project management. As a result…

a. It is no longer necessary to learn the fundamental concepts upon which those programs are based and work through examples by hand.

b. Anyone who can use the software can be a successful project manager.

c. Project management is no longer an important aspect of managers’ jobs.

d. Managers can be confident that the reports they generate from these software programs will meet all of their needs.

e. Managers who understand the fundamental concepts upon which these programs are based are able to be more efficient and effective at project management.

5. Several paradoxes result when using cross-functional teams. One key paradox that is likely to have a major impact on employee motivation is that organizations need to

a. Ensure that employees are creative and are still working within organizational guidelines.

b. Evaluate and reward individual performance when much of the work of the organization is being done in teams

c. Achieve multiple focuses (on product, market, customer, geography, etc.) without segmenting the organization in a dysfunctional way.

d. All of these are paradoxes that relate to the use of cross-functional teams.

e. None of these are paradoxes that relate to the use of cross-functional teams.

Reference no: EM132211859

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