Q&A Hero

Q: From a management viewpoint, ________ is the process of applying a new idea to the improvement of organizational processes, products, or services. A) creativity B) innovation C) brainstorming D) groupthink E) configuration

Q: Which of the following characteristics is typically attributed to a creative person? A) unemotional B) orthodox C) moderately concerned with failure D) extroverted E) intolerant of ambiguity

Q: Which of the following characteristics is attributed to employees who, according to the time-pressure/creativity matrix, feel as if they are on an expedition? A) showing creative thinking that is more oriented toward generating or exploring ideas than identifying problems B) tending to have more meetings and discussions with groups rather than with individuals C) receiving little encouragement from senior management to be creative D) experiencing highly fragmented workdays, with many different activities E) feeling more pressed for time than when they are "on a mission" even though they work the same number of hours

Q: According to the time-pressure/creativity matrix, employees who receive little encouragement from senior management to be creative and engage in less collaborative work overall are likely to feel as if they are on ________. A) autopilot B) a treadmill C) a tight leash D) an expedition E) a mission

Q: Creative thinking under extreme time pressure is unlikely when people feel as if they are on ________. A) a stroll in the park B) a mission C) autopilot D) an expedition E) a treadmill

Q: According to the time-pressure/creativity matrix, people who feel as if they are on autopilot ________. A) focus on one activity for a significant part of the day because they are undisturbed or protected B) believe that they are doing important work and report feeling positively challenged by and involved in the work C) show creative thinking that is equally oriented toward identifying problems and generating or exploring ideas D) receive little encouragement from senior management to be creative E) tend to collaborate with one person rather than with a group

Q: Which of the following is characteristic of a person who is more likely to think creatively under high time pressure? A) He or she receives little encouragement from senior management to be creative. B) He or she tends to have more meetings and discussions with groups rather than with individuals. C) He or she is less likely to engage in less collaborative work overall. D) He or she can focus on one activity for a significant part of the day as he or she is undisturbed or protected. E) He or she does not get the sense that the work he or she is doing is important.

Q: Which of the following is characteristic of a person who is more likely to think creatively under low time pressure? A) He or she experiences a highly fragmented workday, with many different activities. B) He or she does not get the sense that the work he or she is doing is important. C) He or she feels more pressed for time than when "on a mission" even though the work was for the same number of hours. D) He or she tends to collaborate with one person rather than with a group. E) He or she experiences lots of last-minute changes in plans and schedules.

Q: Creative thinking under extreme time pressure is more likely when people feel as if they are on ________. A) a shoestring B) a tight leash C) a mission D) an expedition E) a treadmill

Q: According to the time-pressure/creativity matrix, if employees feel like they are on a treadmill, they are most likely to ________. A) receive little encouragement from senior management to be creative B) focus on one activity for a significant part of the day because they are undisturbed or protected C) collaborate with one person rather than with a group D) experience a highly fragmented workday, with many different activities E) believe that they are doing important work and report feeling positively challenged by the work

Q: Which of the following metaphors best describes the feeling of people who are more likely to think creatively under low time pressure? A) on a tight leash B) on a mission C) on a treadmill D) on an expedition E) on autopilot

Q: Which of the following steps taken by managers to stimulate creativity is considered the most effective? A) giving employees complete freedom to influence the process used to perform their jobs B) providing an appropriate level of job-related challenge C) affording appropriate time to perform a job optimally D) establishing work groups to achieve greater diversity E) promoting information sharing and collaboration as related to solving organizational problems

Q: Which of the following is an extrinsic source of motivation for a creative individual? A) passion related to a situation B) personal interest C) desire to succeed D) organizational rewards E) challenge of the work

Q: Which of the following is an intrinsic source of motivation for a creative individual? A) organizational rewards B) incentives C) promotions D) punishments E) personal interest

Q: Which of the following components is considered to be a raw material for creativity? A) passion B) expertise C) motivation D) interest E) drive

Q: Which of the following components of creativity determines if an individual will actually be creative? A) experience B) motivation C) expertise D) logic E) reasoning

Q: ________ is the component of creativity that refers to an individual's need or passion to be creative. A) Motivation B) Creative thinking C) Expertise D) Experience E) Confidence

Q: Which of the following components of creativity is the capacity to put existing ideas together in new combinations? A) expertise B) motivation C) confidence D) creative thinking E) knowledge

Q: ________ is a component of creativity that refers to everything an individual knows and can do in the broad domain of his or her work. A) Creative thinking B) Reasoning C) Expertise D) Perception E) Motivation

Q: ________ is the ability to generate original ideas or new perspectives on existing ideas. A) Logical thinking B) Interpretation C) Creativity D) Perception E) Comprehension

Q: According to W. Edwards Deming, top management must be dedicated to having customers receive products as promised.

Q: According to Deming, employees have the primary responsibility for achieving product quality.

Q: The reengineering improvements process emphasizes integrating the results of parallel activities instead of linking them.

Q: In the reengineering improvements process, those who use the output of a process are required to perform the process.

Q: According to the reengineering improvements process, work should be organized around outcomes rather than tasks.

Q: The first step in the incremental improvement process involves organizing a quality improvement team.

Q: The establishment, development, and growth of the total quality management (TQM) movement throughout the world are largely credited to the United States.

Q: Developing is defined as that step of the innovation process that makes a new idea practical.

Q: An organization that is innovative but not creative is characterized by a fertile source of good ideas, but lacking in the ability to make the ideas tangible.

Q: Managers should surround non-creative employees with creative employees so that creativity can rub off on the non-creative employees.

Q: Identifying job candidates who are creative and hiring them is one of the more easily implemented steps for increasing organizational creativity.

Q: Managers can ensure the generation of creativity by making work groups more diverse.

Q: In the past, many managers believed that organization members normally generated their best creative ideas when operating under tight time constraints.

Q: Employees who are more likely to think creatively under low time-pressure show creative thinking that is more oriented toward identifying problems than generating or exploring ideas.

Q: If organization members have jobs that stretch their abilities too little, they can easily become bored on the job and distracted from being creative.

Q: An individual can be driven to be creative either intrinsically through organizational rewards and punishments, or extrinsically through personal interest and passion related to a situation.

Q: Expertise and creative thinking are the individual's raw materials for being creative, but motivation determines whether an individual will actually be creative.

Q: Expertise is the component of creativity that refers to an individual's need or passion to be creative.

Q: Creative thinking pertains to work-related techniques and procedures as well as a thorough understanding of overall work circumstances.

Q: Creativity can be sufficiently analyzed from an organization perspective in terms of originality or newness.

Q: Which of the following statements is true of the ethical dimension of an organization's culture? A) Rewarding ethical behavior of the past decreases the probability that organization members will act ethically in the future. B) Ethics training guarantees that employees will choose the desired ethical behavior in every possible situation. C) Ethics training normally focuses on developing a common understanding throughout the organization of the role ethics plays in organizational operations. D) Management should refrain from promoting employees on the sole basis of their previous ethical behavior. E) The ethics dimension of the organization's culture has historically been the most emphasized dimension.

Q: The ________ dimension of organization culture is a facet or organization culture that focuses on making sure that an organization emphasizes not only what is good for the organization, but what is good for other human beings. A) quality B) customer C) ethics D) spirituality E) innovation

Q: Which of the following dimensions of an organization's culture is emphasized by the management if it hopes to win customer loyalty and repeat purchases through customer satisfaction with products or services? A) ethics dimension B) innovation dimension C) quality dimension D) diversity dimension E) spirituality dimension

Q: The ________ dimension of organization culture is an element of organization culture that focuses on making sure that a product, in the opinion of the customer, does what it is supposed to do. A) ethics B) technological C) quality D) diversity E) innovation

Q: ________ is defined as the dedication of organization members to uphold the values of the organization and to make worthwhile contributions to fulfilling organizational purpose. A) Job satisfaction B) Organizational effectiveness C) Employee proactivity D) Business resilience E) Organizational commitment

Q: Which of the following statements is true of the steps managers undertake to build a high-performance organization culture? A) Managers must ensure that all employees always put the organization's performance above their own. B) Managers should strive to ensure that organizational mission and employees' performance are distinct parameters and are delinked from each other. C) Management must hire and retain talented employees even if they are more expensive, as they are normally an effective means to better organizational performance. D) An organization's management should encourage natural development of its culture, and should refrain from trying to influence its development. E) The performance of managers should be tracked with job-related progress being communicated to them only through formal channels.

Q: An organization's ________ helps employees understand why their organization exists. A) vision statement B) propaganda C) statement of faith D) mission statement E) balance sheet

Q: Which of the following activities is a manager most likely to perform if he or she is from an organization with a market culture? A) Celebrate the successes of work teams and individuals. B) Make continuous improvement a feature of the workplace. C) Understand the keys to his or her competitors' success. D) Talk to people about their new ideas and what they expect the results of ideas could be. E) Establish vehicles for trying out new ideas.

Q: Which of the following activities is a manager most likely to perform if he or she is from an organization with an adhocracy culture? A) Standardize policies and procedures so employees know exactly how to get work accomplished. B) Reward those who come up with new ways to perform work. C) Give employees regular feedback on how well they are performing their jobs. D) Establish a structured monitoring system that shows how well employees are performing jobs. E) Include in employee orientation a focus on tradition, values, and vision of the organization.

Q: Which of the following activities is a manager most likely to perform if he or she is from an organization with a hierarchy culture? A) Give employees regular feedback on how well they are performing their jobs. B) Hold people accountable for generating innovative ideas. C) Talk to people about their new ideas and what they expect the results of ideas could be. D) Reward those who come up with new ways to perform work. E) Make continuous improvement a feature of the workplace.

Q: Which of the following activities is a manager most likely to perform if he or she is from an organization with a clan culture? A) Make sure employees know exactly what is expected of them. B) Accept only world-class quality in products and services. C) Track how competitors are doing. D) Give customers what they want the first time. E) Celebrate the successes of work teams and individuals.

Q: An organization with a highly competitive "a results or else" mentality can be said to follow a(n) ________. A) market culture B) adhocracy culture C) clan culture D) bureaucracy culture E) ethical culture

Q: Andrew is three months into his new job with Schezny and Co. Which of the following statements made by Andrew about his company will support his claim that the company has a market culture? A) The firm's culture reflects values that emphasize stability and control along with a strong internal focus. B) The firm's leaders are hard-driving, focus on winning, achieving stretch goals, and outpacing the competition. C) The firm encourages activities that reflect shared values and goals, teamwork, and organization commitment to employees. D) The firm's culture is characterized by a simple structure or a lack of structure. E) The firm has no formal set of rules or procedures in place for employees and encourages creativity in the workplace.

Q: Edwin is starting his new job as an executive with a publishing firm. Which of the following statements would be an indication that his new company has a hierarchy culture? A) Edwin's supervisor constantly emphasizes on the need for innovation during the orientation session. B) Edwin is told that he will have to perform duties that might be significantly different from those mentioned in his job description. C) Edwin learns that the firm has no formal set rules or procedures within the workplace that he is expected to follow. D) Edwin's new firm's CEO stresses on the need to achieve coordination and organization within the firm in his welcome speech. E) Edwin's new firm is characterized by flexibility and discretion, coupled with a strong external focus.

Q: During an interview, Roy asks his interviewer about the type of culture of the organization. The interviewer informs Roy that the organization has a very simple structure and interactions between employees are extremely informal in nature. Also, there are few rules and procedures that employees are expected to follow. Employees are encouraged to take risks and be creative in the workplace. The organization most likely has a(n) ________. A) clan culture B) hierarchy culture C) adhocracy culture D) market culture E) bureaucracy culture

Q: Which of the following types of organizational culture is oriented toward all the stakeholders of an organization? A) clan culture B) adhocracy culture C) hierarchy culture D) market culture E) bureaucracy culture

Q: Which of the following is a characteristic specific to an organization with a market structure? A) commitment to employees B) shared values and goals among members C) simple organization structure D) focus on outpacing the competition E) cohesion among members

Q: Leaders in an organization with a market culture tend to be ________. A) accommodating B) mentors C) conservative D) hard-driving E) parent figures

Q: ________ is an organization culture that reflects values that emphasize stability and control along with an external focus. A) Adhocracy culture B) Clan culture C) Market culture D) Hierarchy culture E) Bureaucracy culture

Q: Leaders in an organization with a hierarchy culture tend to focus on ________. A) informal work practices B) relationships with all stakeholders in the market C) decentralization and increasing cohesion among members D) coordination and organization E) innovation and commitment to cost containment

Q: ________ is an organization culture characterized by an internal focus along with an emphasis on stability and control. A) Bureaucracy culture B) Market culture C) Clan culture D) Hierarchy culture E) Adhocracy culture

Q: Which of the following workplace characteristics is found in an organization with an adhocracy culture? A) structured B) creative C) formal D) efficiency-oriented E) hierarchical

Q: An adhocracy is a culture reflecting an organization with ________. A) formal rules and policies for employees B) a strong internal focus C) an emphasis on stability and control D) a simple structure or lack of structure E) autocratic leadership

Q: ________ is an organization culture characterized by flexibility and discretion along with an external focus. A) Bureaucracy culture B) Market culture C) Clan culture D) Hierarchy culture E) Adhocracy culture

Q: Leaders in organizations with clan cultures are likely to be ________. A) autocrats B) mentors C) micromanagers D) dictators E) controllers

Q: Mark is an intern with Preston and Southend, a law firm. He finds that the senior employees are highly involved in the training and acquaintance of younger staff within the organization. The firm also displays a high degree of commitment towards employees and resembles a close-knit family, with emphasis placed on teamwork and shared values. What type of organization is prevalent in Preston and Southend? A) clan culture B) adhocracy culture C) hierarchy culture D) market culture E) bureaucracy culture

Q: Which of the following is a characteristic of an organization with a clan culture? A) strong external focus B) autocratic leadership C) emphasis on stability and control D) cohesion among members E) hard-driving leadership

Q: A(n) ________ is an organization culture characterized by a strong internal focus with a high degree of flexibility and discretion. A) adhocracy culture B) clan culture C) hierarchy culture D) bureaucracy culture E) market culture

Q: A(n) ________ is a document that reflects the core values of an organization and suggests how organization members should act in relation to them. A) code of conduct B) business record C) memorandum of understanding D) operating agreement E) mission statement

Q: The shared values about organizational functioning held by the majority of organization members is known as the ________. A) leading organization subculture B) organization design C) organizational hierarchy D) dominant organization culture E) organizational effectiveness

Q: Which of the following statements is true of organization culture? A) Organization culture ensures complete personal and corporate transparency. B) Organization culture is conceptualized and implemented by the founders of the organization at the time of establishment. C) Organization culture can be characterized in an organization by describing dimensions such as organizational norms and habits. D) Organization culture is often wrongly confused to mean the same as the personality of the organization. E) Organization culture is conceptually distinct from ideas such as organizational rituals and special language.

Q: ________ is a set of shared values that organization members have regarding the functioning and existence of their organization. A) Organizational space B) Corporate governance C) Organization culture D) Corporate behavior E) Organizational ecology

Q: Even though an organization culture might be considered healthy, increasing a cultural focus on risk-taking or excellence in job performance might make it even healthier.

Q: New recruits must be able to practice new jobs, at times employing trial and error, without fear of punishment or failure.

Q: Organizational myths are commonly discouraged as they tend to distort the real picture of an organization.

Q: An organizational saga is a popular belief or story that has become associated with a person or institution that is considered to illustrate an organization culture ideal.

Q: Cultural artifacts can change over time as organization culture changes.

Q: Organization cultures that have a spiritual emphasis typically focus on one specific type of spiritual belief or religion.

Q: Once an innovation dimension is established, management can be assured that it will continue to exist over time.

Q: Management can ensure that employees choose the desired ethical behavior in every situation by providing ethical training.