QUESTION 1Ginny Mills is a new vice president of operations

QUESTION 1Ginny Mills is a new vice president of operations

QUESTION 1Ginny Mills is a new vice president of operations at Wheelwright Appliances. In reviewing her area, she discovered that employees were having difficulty effectively executing the strategy of being number one or number two in their industry. It seems that they did not have a clear idea of what exactly that meant. To help clarify this for her unit, Ginny should:a.Challenge others to achieve high levels of performanceb.Encourage a strong customer focusc.Conduct a benchmarking study of the competitiond.Set ambitious goalse.Set up an off-site retreat to encourage employees to work harder1 pointsQUESTION 2Highly mechanistic organizations tend to have:a.High levels of formalization and decentralized decision makingb.Broadly defined jobs and highly detailed rulesc.Centralized decision making and few layers in the hierarchyd.A tall hierarchy and narrow spans of controle.Narrowly defined jobs and wide spans of control1 pointsQUESTION 3The management model associated with the Compete action imperative isa.The global values modelb.The open systems modelc.The theory Y modeld.The rational goal modele.The human relations model1 pointsQUESTION 4According to the Corporate Leadership Council, ____________ relates to and employees commitment to financial and developmental opportunities provided by their organization and __________ refers to employees†trust in their managers and how much they enjoy belong to their organizations.a.professional engagement; social engagementb.emotional commitment; rational commitmentc.professional engagement; emotional commitmentd.rational commitment; emotional commitmente.social engagement; professional engagement1 pointsQUESTION 5Gypsy Industries has created numerous organizational subsystems to help it stay responsive to its environment. While this flexibility has helped the company meet its customers†needs, it has also created a need for ____________ within the organization.a.Differentiationb.Integrating mechanismsc.Centralized decision makingd.Additional employeese.Additional levels in the hierarchy1 pointsQUESTION 6Which of Peter Druckerâ€s recommendations for improving time management is the MOST DIFFICULT for managers to actually achieve in the workplace today?a.Recording their timeb.Managing their timec.Consolidating their timed.Prioritizing their timee.None of the activities listed is difficult for managers to achieve in the workplace today1 pointsQUESTION 7What is organizing?a.Acquiring resources and allocating them based on performanceb.Dividing work into manageable components and assigning activitiesc.Deciding where you want to go and how best to get thered.Hiring the right people for the organizatione.Monitoring performance and comparing to the plan1 pointsQUESTION 8Which of the questions below LEAST reflects the emphasis of the COMPETE quadrant?a.Why should our people want to go where we are headed?b.Where are headed as an organization?c.Who are we as an organization?d.What talent will we need to reach our desired destination as an organization?e.Why are we headed where we are as an organization?1 pointsQUESTION 9The most critical and challenging aspect of communicating a vision isa.Touching the hearts and personal values of followersb.Explaining new policies and procedures to followersc.Providing a clear philosophy that is centered on specific elements of the visiond.Creating reporting mechanisms that reflect accurate data about the achievement of the visione.None of these1 pointsQUESTION 10Head Gear Generation manufactures and markets cutting edge products that are designed for young adults. Because preferences in this age group change rapidly, Head Gear Generation spends a great deal of time and energy trying to understand its customers and putting products into stores before any of its competitors. What type of organizational culture would be most appropriate for Head Gear Generation?a.Communityb.Hierarchyc.Adhocracyd.Clane.Market1 pointsQUESTION 11To sustain the passion you need to persevere as a leader in challenging times, it helps if you have addressed which of the following fundamental questions?a.Where am I going? and Why am I going there?b.What do my shareholders want? How can I help them obtain what they want?c.What is my vision for the company? and Who else in the organization agrees with my vision?d.What do my employees want? How can I help them obtain what they want?e.Who am I? and Who do other people think that I am?1 pointsQUESTION 12Justin is a new manager with 27 direct reports. He has been feeling overwhelmed at work and just learned that the last three managers who held his position quit after only a few months. Which design principle appears to have been violated in this organization?a.Span of controlb.Management by objectivec.Unity-of-commandd.Tall organizationse.Scalar principle1 pointsQUESTION 13Janice is starting a new custom clothing business. She has decided to hire workers to focus on different tasks such as taking measurements, cutting out fabric, and sewing garments. Which design principle is Janice applying in this situation?a.Scalar principleb.Span of controlc.Division of labord.Management by objectivee.Unity-of-command1 pointsQUESTION 14The management model that appears diagonally opposite the rational goal model quadrant of the competing values framework is:a.The human relations modelb.The global values modelc.The open systems modeld.The theory Y modele.The rational goal model1 pointsQUESTION 15One of the paradoxes of emphasizing goal setting to motivate performance is thata.Establishing and monitoring goals and performance takes time away from the actual tasks of the organization.b.Goals do not change, but the business environment does change.c.Goals inhibit creativityd.Goals only work in a relaxed, collaborate environment.e.Goals tend to de-motivate employees1 pointsQUESTION 16One of the five competencies discussed in relationship to the rational goal quadrant, the one that is the MOST DIRECTLY focused on generating energy in the organization isa.Setting goals and objectivesb.Developing and communicating a visionc.Planning and coordinating projects.d.Motivating self and others.e.Managing execution and driving for results1 pointsQUESTION 17Leaders such as Steve Jobs (Apple Computer and Pixar) and Jeff Bezos (Amazon.com and Blue Origin), are visionary because they are able toa.Donâ€t let their personal passions influence their business decisionsb.Recognize the value of new technology before anyone else in their industriesc.Engage in arrogant behavior and still be considered charmingd.Out negotiate other business leaders to gain a competitive advantagee.Embrace competing values and transcend paradox1 pointsQUESTION 18Which of the following key components of visions often proves to be the most difficult task?a.Making the case for changeb.Making the vision short and to the pointc.Making the methods to achieve the vision explicitd.All of these are equally difficulte.None of these are particularly difficult1 pointsQUESTION 19In contrast to the Collaborate action imperative, the Compete action imperative take a more _________ focusa.Externalb.Collaborativec.Long-termd.Individualistice.Internal1 pointsQUESTION 20Individual goal setting that follows the classic MBO approach outlined by Peter Drucker includes which of the following?a.Employees being empowered to set their own goals based on the strategic goals of the organizationb.Managers setting goals for employees based on the strategic goals of the organizationc.Managers establishing “Make or Break Opportunities†for employees to determine who will be promotedd.Employees meeting with managers to jointly set the employeeâ€s goalse.None of these1 pointsQUESTION 21Cross Stationary has grown from a small organization with a functional structure to a large multi-product, international company. They have been using ad hoc cross-functional teams extensively and are considering altering their structure to make these types of teams permanent. Which type of departmentalization is Cross Stationary considering adopting?a.Functionalb.Divisionalc.Matrixd.Virtuale.None of these1 pointsQUESTION 22To improve productivity and increase profitability, the rational goal model assumes thata.Clear direction critical to effectivenessb.Rational analysis can be replaced with more subjective measuresc.Clear direction leads to de-motivated employeesd.Goal clarification is unnecessary when workers are empowerede.Goal clarification only works when workers are fully engaged1 pointsQUESTION 23Which element of expectancy theory is described as the probability that achieving performance target will lead to various work-related outcomes?a.Expectancy, the E to P conditionb.Instrumentality, the P to O conditionc.Valence, the Value of the Outcome to the individuald.Motivation, the level of Effort predicted to be exertede.Work–related outcomes, the O element in the model1 pointsQUESTION 24All of the following strategies are consistent with Peter Druckerâ€s advice for managing your time EXCEPT?a.Clarifying your valuesb.Scheduling appointments back to back to avoid any wasted time.c.Planning and prioritize on a regular basisd.Regularly reviewing how you are spending your timee.All of these are consistent with Druckerâ€s advice for managing your time1 pointsQUESTION 25What is a vision?a.An idea from the top management teamb.A specific objective a firm wants to meetc.A destination and a desired futured.A plan for reaching a specific goale.What customers want from a company1 pointsQUESTION 26According to research on visionary leaders, theya.Positively influence employees and inspire them to engage in extra workb.Define the direction for the organization by using powerful imageryc.Provide a sense of mission or purpose that supports the status quod.All of the above (a,b,c)e.Positively influence employees and inspire them to engage in extra work and define the direction for the organization by using powerful imagery, but do not provide a sense of mission or purpose that supports the status quo.1 pointsQUESTION 27Geo Corp. has departments for each of its territories. They are considering adding a new service area that would be focused on developing business in sub-Saharan Africa. What type of departmentalization does Geo Corp use?a.Functionalb.Divisionalc.Matrixd.All of the above (a,b,c)e.None of the above (a,b,c)1 pointsQUESTION 28When evaluating an employeeâ€s performance managers should take into accounta.Any organizational barriers that might have inhibited employees from achieving their goalsb.Any enablers that might have made it easier than anticipated for the employees to achieve their goalsc.The overall performance of the business unit in which the employee was employed during the period under reviewd.All of the above (a,b,c)e.Any organizational barriers that might have inhibited employees from achieving their goals and any enablers that might have made it easier than anticipated for the employees to achieve their goals, but not the overall performance of the business unit in which the employee was employed during the period under review.1 pointsQUESTION 29Which element of expectancy theory is described as the probability that effort will lead to achievement of performance target?a.Instrumentality, the P to O conditionb.Motivation, the level of Effort predicted to be exertedc.Expectancy, the E to P conditiond.Work related outcomes, the O element in the modele.Valence, the Value of the Outcome to the individual1 pointsQUESTION 30The Gallup employee engagement survey asks which of the following questions of employees?a.Do you have the chance to do what you do best every day at work?b.Does your supervisor seem to care about you as a person?c.Does the organizationâ€s mission make you feel your job is important?d.All of the above (a,b,c)e.Do you have the chance to do what you do best every day at work and does the organizationâ€s mission make you feel your job is important?1 pointsQUESTION 31Which type of individual is likely to be the most comfortable in a position that focuses on managing execution and driving for results?a.An individual who is interested in controlling processes to ensure that they are as efficient as possibleb.An individual who likes to engage in extensive collaboration to ensure that everyone is on board with new initiativesc.An individual who is task-oriented and likes to ensure that all necessary activities are completed effectivelyd.An individual who focuses on creativity and coming up with new idease.None of these1 pointsQUESTION 32Which of the following would research predict would be the most effective goal?a.I will try really hard to get my sales report done on time.b.I will increase my earnings from commission sales by 10% next month.c.I will increase my sales calls by 10% next month.d.I will do my best to improve my ranking in the sales department.e.I will learn Spanish for my trip to my new customer in Mexico.1 pointsQUESTION 33Casey has been trying to use the time management matrix approach to help improve his performance at work. He is primarily evaluated on the number of hits that he gets relative to the number of times that he comes up to bat. He is also evaluated on whether or not he arrives on time for practice and how neat his locker is kept. Given this situation, how should Casey classify the time that he spends cleaning his locker?a.Important and urgentb.Not important but urgentc.Not important and not urgentd.Important but not urgente.Important but not relevant1 pointsQUESTION 34How might a manager link performance to outcomes?a.Encourage employee effort.b.Make certain that they know what outcomes are important to employees.c.Make sure to follow through with promised outcomes based on performance.d.Be a positive Pygmalion.e.Identify the performance outcome without the participation of the employee.1 pointsQUESTION 35In what type of goal setting do senior levels of management engage?a.Strategicb.Directionalc.Tacticald.Both strategic and directionale.Both strategic and tactical1 pointsQUESTION 36Why is the measurement of productivity more controversial today than it was in the days when the rational goal model was initially developed?a.Because it is more complex to measure the productivity of intellectual capital than other forms of capital such as natural resourcesb.Because productivity is no longer important to organizational effectivenessc.Because it is more important to measure an organizations carbon footprint than its productivityd.Because employees today are less likely to stay with an employer for many yearse.Because we already know as much about productivity as we need to know, so spending time and money on additional measurement is wasteful1 pointsQUESTION 37In Galbraithâ€s “star model,†processes refer:a.Methods of manufacturing productsb.Sets of steps created to help service workers improve the quality of their customer interactionsc.Information and decision processes that span the breadth and depth of the organizationâ€sd.All of the above (a,b,c)e.Methods of manufacturing products and sets of steps created to help service workers improve the quality of their customer interactions, but not information and decision processes that span the breadth and depth of the organizationâ€s.1 pointsQUESTION 38The designing and organizing competencya.Focuses on having a flexible structure to meet the needs of employeesb.Focuses on organizational structure and culturec.Focuses on the same type of activities that are included in the competency for planning and coordinating projectsd.Focuses on the aesthetics of the physical space where employees worke.Focuses on deciding how to organize information flows to be more efficient1 pointsQUESTION 39Strategic unity and alignment is important becausea.It reduces the amount of work that managers must do to develop employees because their tasks are more clearly defined for themb.It encourages discussion of new methods for measuring performance among lower-level employeesc.It ensures that the organizational strategy is aligned with the external environmentd.It signals to the stock market that the company is moving in the right directione.It increases motivation by helping employees see a direct connection between their daily tasks and the organizations vision1 pointsQUESTION 40How do “content†theories of motivation help managers?a.Content theories of motivation give managers useful information about broad categories of needs that individuals seek to fulfill.b.Content theories of motivation give managers useful information about specific things that individuals want to get out of their jobs.c.Content theories of motivation help managers understand the steps involved in motivating employeesd.Content theories of motivation help managers understand why employees are likely to be dissatisfied if they are passed over for promotion.e.Content theories of motivation are useful to psychologists and academics but are not helpful to managers1 pointsClick Save and Submit to save and submit. 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