Q&A Hero

Q: (p. 382) Developing operating managers and supporting their activities occurs in middle management as part of the: A. Integration process B. Renewal process C. Innovation process D. Entrepreneurial process

Q: (p. 382) The research of Bartlett and Ghoshal suggests that the critical management functions: A. Must be present in the organization, but not necessarily in all three levels of management B. Is strictly the domain of top management? C. Should be confined, typically, to the top two management levels D. Need to be shared and distributed across three management levels

Q: (p. 382) The ___________ according to Bartlett and Ghoshal involves shaping organizational purpose and enabling change. A. Entrepreneurial process B. Renewal process C. Integration process D. Innovation process

Q: (p. 382) The ___________ according to Bartlett and Ghoshal involves building and deploying organizational capabilities. A. Integration process B. Innovation process C. Entrepreneurial process D. Renewal process

Q: (p. 382) The ___________ according to Bartlett and Ghoshal involves decisions about opportunities to pursue and resource deployment. A. Entrepreneurial process B. Integration process C. Innovation process D. Renewal process

Q: (p. 382) Bartlett and Ghoshal studied several of the most successful global companies in the last decade. Their research suggests that combining flexible responsiveness with integration and innovation: A. Requires consistency in the management role in a twenty-first century company B. Is based on an institution, not a process in a twenty-first century company C. Determines the value of the management role in a twenty-first century company D. Requires rethinking the management role and the distribution of management roles within a twenty-first century company

Q: (p. 382) Effective leaders: A. Choose just one key source of power and influence B. Tend to limit these types of influence and use more legitimate means C. Usually do not have reason to use more than one of these types of power at a time D. Make use of all seven sources of power, often in combination

Q: (p. 382) ___________ can be a very effective way for leaders to influence the behaviors of others. This is used when leaders use the assignment of team members and the charge to the team to influence the outcomes produced. A. Punitive power B. Peer influence C. Information power D. Referent influence

Q: (p. 382) Asif was one of the most charismatic managers at Titan Systems. He had a great personality and was always very empathetic to employee needs. Asif can be characterized as having strong: A. Referent influence B. Peer influence C. Expert influence D. Information power

Q: (p. 382) __________ comes from having others want to identify with the leader. A. Expert influence B. Peer influence C. Referent influence D. Coercive power

Q: (p. 382) _________ is derived from a leader's knowledge in a particular area or situation. A. Expert influence B. Information power C. Punitive power D. Peer influence

Q: (p. 382) ________, a form of power, comes mainly from three sources: expert, referent and peer influences. A. External influence B. Personal influence C. Punitive influence D. Organizational influence

Q: (p. 381) Personal influence is a form of A. strategy B. power C. motivation D. reward

Q: (p. 381) Leaders today _________ rely on their personal ability to influence others. A. Decreasingly B. Try not to C. Increasingly D. Should never

Q: (p. 381) The assembly line workers had already received cutbacks in bonus compensation when profits fell last quarter. Rogeco's managers made it clear that unless productivity and profits were brought back up to the industry benchmarks within two quarters, further cuts would be made to base pay. This demonstrates: A. Expert influence B. Referent influence C. Information power D. Punitive power

Q: (p. 381) ___________ is the power exercised via coercion or fear of punishment for mistakes by a manager's subordinates. A. Expert influence B. Information power C. Position power D. Punitive power

Q: (p. 381) Jerry was using __________ when he asked his workers to reorganize the department. They did not yet know why they were doing this, but knew that Jerry had a good reason that he had not yet shared. A. Referent power B. Punitive power C. Information power D. Peer influence

Q: (p. 381) ___________ can be particularly effective and is derived from a manager's access to and control over the dissemination of information that is important to subordinates yet not easily available in the organization. A. Information power B. Organization power C. Expert influence D. Referent power

Q: (p. 381) Often a power source, _________ is the type used when Jomar, a business unit manager, gave Elisa, his subordinate, the option to have a flexible work schedule or to work from home in return for her finishing several projects on-deadline. A. Referent power B. Reward power C. Information power D. Peer influence

Q: (p. 381) __________ is available when the manager confers something in return for desired actions and outcomes. A. Punitive power B. Referent influence C. Reward power D. Information power

Q: (p. 381) ___________ is the source of power many new managers expect to be able to rely on, but often the least useful. A. Referent power B. Reward power C. Punitive power D. Position power

Q: (p. 381) By virtue of Sam's vice presidency in the organization, certain decision-making authorities and responsibilities are conferred that he is entitled to use to get things done. This is an example of: A. Peer influence B. Expert influence C. Punitive power D. Position power

Q: (p. 381) _________ is formally established based on the manager's position in the organization. A. Organization power B. Reward power C. Position power D. Information power

Q: (p. 381) Organizational sources of power are derived from: A. The manager's tenure at the firm B. The manager's role in the organization C. The manager's style of working individually D. The manager's functional tactics

Q: (p. 381) A key way the characteristics of the desirable manager manifest themselves in a manager's routine activities is found in the way they: A. Seek to get favorable decisions from corporate management B. Collaborate with others C. Choose individual workers D. Seek to get the work of their unit done over time

Q: (p. 381) Good leaders are inevitably good verbal and ___ communicators A. visual B. emotional C. oral D. loud

Q: (p. 381) ___________ is character driven. A. Trust B. Empathy C. Communication D. Organizational management

Q: (p. 381) Trust starts with ____ A. others B. empathy C. self D. social-management

Q: (p. 381) Engendering trust through genuine awareness and openness to people from diverse backgrounds is called ______. A. Sympathy B. Global mindset C. Relationship D. Sensitivity

Q: (p. 381) ___________ is a key for any leader. A. Motivation B. Empathy C. Trust D. Self-management

Q: (p. 380) __________ is to have a deep understanding of oneself, ones strengths and challenges. A. Social empathy B. Social awareness C. Social skills D. Self-awareness

Q: (p. 381) _________ is engendering trust through genuine awareness and openness to people from diverse backgrounds. A. Self-management B. Global mindset C. Social awareness D. Social skills

Q: (p. 381) According to researcher Ronald Riggio, ability to communicate falls under the _____ level of competence. A. self/personal leadership . interpersonal leadership C. emotional leadership D. managerial leadership

Q: (p. 380) According to researcher Ronald Riggio, which one of the following is NOT a recommended level where senior leaders should develop competency?: A. self/personal leadership B. interpersonal leadership C. dyadic leadership D. leading teams and organizations

Q: (p. 379) ___________ will increase pressure on corporations to push authority downward in their organizations. This means every line manager will have to exercise leadership prerogatives to an extent unthinkable a generation earlier. A. Globalization B. Fragmentation of industries C. Consolidation of industries D. The accelerated pace and complexity of business

Q: (p. 377) Leaders look to managers to execute strategy, accept risk and cope with the complexity of change. So, _________ becomes a major leadership role. A. Setting short-term strategy B. Selection and development of key managers C. Establishing priority among senior executives D. Limiting managerial "buy-in"

Q: (p. 377) Leaders shape organizational _____ through their passion for the enterprise and the selection/development of talented managers to be future leaders. A. strategic intent B. culture C. vision D. strategy

Q: (p. 377) __________ is a highly motivated sense of commitment to what you do and want to do. A. Passion B. Patience C. Perseverance D. Principle

Q: (p. 374) Perseverance is the capacity to see a _______ through to completion long after most people would have stopped trying. A. Commitment B. Passion C. Principle D. Integrity

Q: (p. 377) _____________ can be seen in principles, honesty and "living by example." This can become a major force by which a leader will shape and move his or her organization. A. Prioritization B. Transparency C. Strategy D. Long-term objectives

Q: (p. 377) An effective organization is better built and is strongest when: A. Its leaders clearly articulate their vision for the firm B. Its leaders show by example what principles are important C. Its leaders "manage from afar" D. Its leaders micromanage the employees of the firm

Q: (p. 377) A future leader's personal philosophies and choices ___________ for any key leaders of any organization. A. Manifest themselves exponentially B. Are usually diminished over time C. Always permeate the company D. Become less pronounced with time

Q: (p. 375) ____________ are your fundamental personal standards that guide your sense of honesty, integrity and ethical behavior. A. Values B. Ethics C. Principles D. Passions

Q: (p. 374) _____ is the capacity to see a commitment through to completion long after most people would have stopped trying. A. Principle B. Passion C. Perseverance D. Strategic intent

Q: (p. 374) Which one of the following is NOT a way by which good leaders go about building the organization they want and dealing with problems and issues? A. Education B. Perseverance C. Visioning D. Principles

Q: (p. 374) ____________ is the effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers you employ. A. Identifying an action plan B. Education and leadership development C. Developing principles D. Creating passion

Q: (p. 373) Because leaders are attempting to embrace change, they are often _____________ their organization. A. Abandoning B. Rebuilding or remaking C. Divesting businesses in D. Repositioning

Q: (p. 371) Vision is a ____ picture. A. present B. past C. future D. timely

Q: (p. 371) A key element of good organizational leadership is to make clear the ___________ a leader has for the organization and managers in it, as they seek to move toward the vision. This will help keep the firm on track in the present term. A. Strategic purpose B. Strategic goals C. Alternative structures D. Performance expectations

Q: (p. 371) The statement, Our company is a global business system for which we raise capital to make concentrate and sell it at an operating profit. Then we pay the cost of that capital. Shareholders pocket that difference, is an example of a A. Leader's principle B. Mission C. Leader's vision D. Strategic intent

Q: (p. 371) The statement, Facebook helps you connect and share with the people in your life, is an example of a A. Leader's principle B. Mission C. Leader's vision D. Strategic intent

Q: (p. 371) Vision should be A. varied B. complex C. simple D. long

Q: (p. 370) A _________ is an articulation of a simple criterion or characterization of what the leader sees the company must become to establish and sustain global leadership. A. Leader's principle B. Mission C. Leader's vision D. Strategic intent

Q: (p. 370) Traditionally, the concept of _________ has been a description or picture of what the company could be that accommodates the needs of all its stakeholders. A. Mission B. Vision C. Strategy D. Performance

Q: (p. 370) Leaders help their company embrace change by setting forth their ________ a clear sense of where they want to lead the company and what results they expect to achieve. A. Strategic quota B. Mission C. Vision D. Strategic intent

Q: (p. 370) Leaders galvanize commitment to embrace change through __________, building an organization, and shaping organizational culture. A. by strategic planning B. developing a mission C. developing a Vision D. clarifying strategic intent

Q: (p. 370) Leaders galvanize commitment to embrace change through clarifying strategic intent, building an organization, and A. by strategic planning B. developing a mission C. developing a Vision D. shaping organizational culture

Q: (p. 370) Which of the following is NOT a way through which leaders galvanize commitment to embrace change? A. Involve every employee in corporate strategic decision making B. Shape organizational culture C. Build the organization D. Clarify strategic intent

Q: (p. 368) _____________ is the process and practice by key executives of guiding and shepherding people in an organization toward a vision over time and developing that organization's future leadership and organizational culture. A. Organizational structure B. Organizational strategy C. Organizational leadership D. Cultural context

Q: (p. 338) Once a business grows from a simple structure, it usually leads to the need for a: A. Product-team structure B. Divisional structure C. Functional organizational structure D. Matrix organizational structure

Q: (p. 338) Most businesses in this country and around the world are: A. Matrix organizations B. Product-process organizations C. Simple organizations D. Strategic business units

Q: (p. 337) Simple organizational structures are most efficacious in businesses that serve: A. A broad, international product/market B. A highly fragmented market C. A cost-competitive product/market D. A local product/market or narrow niche

Q: (p. 337) Simple structures encourage employees to: A. Limit the scope of their work B. Specialize in one discipline C. Take significant risks D. Multitask

Q: (p. 337) The structure of a simple organization: A. Limits the owner's(s') control B. Maximizes the owner's(s') control C. Minimizes the owner's(s') control D. Slightly increases the owner's(s') control

Q: (p. 337) __________ is used in a simple structure. A. A formalized arrangement of tasks B. A high level of empowerment C. Hierarchical supervision including several management levels D. Direct supervision

Q: (p. 337) In a _________, communication is highly informal. A. Simple organizational structure B. Strategic business unit C. Holding company D. Functional organizational structure

Q: (p.337) A ________ is one where there is an owner and usually a few employees where the arrangement of tasks, responsibilities and communication is highly informal and accomplished through direct supervision. A. Matrix structure B. Functional structure C. Strategic business unit D. Simple organizational structure

Q: (p. 337) A ___________ usually prevails in the smallest of businesses. A. Simple organizational structure B. Divisional organizational structure C. Functional organization D. Matrix organization

Q: (p. 337) What is meant by organizational structure? A. Legal structure of the company B. Formalized arrangement of interaction and responsibility for tasks C. Size and scope of the company D. Level of diversification or concentration

Q: What are strategic alliances? What are their advantages and disadvantages?

Q: How does outsourcing create a modular organization?

Q: What is a virtual organization?

Q: What is business process reengineering? How is it used today?

Q: What is restructuring? How is used to emphasize and support strategically critical activities?

Q: How can a firm balance the demands for control/differentiation in the corporate level of management with the need for coordination/integration.

Q: How does speed influence structural trends today? Describe digitization.

Q: How does the Internet influence structural trends today?

Q: Describe globalization as a trend shaping the structuring of businesses today.

Q: What is the matrix organizational structure?

Q: What is a strategic business unit?