Question 1

One of the most frequently mentioned performance advantages of going green is the impetus it provides for innovation.

Accepted Answer

A) True 
 B)False  True

Question 2

Government regulations are the main motivation for going green in the UnitedStates and Europe.

Accepted Answer

A) True 
 B)False  False

Question 3

Which of the following is NOT a driver for companies' sustainability efforts?

Accepted Answer

A)  employee interest 
B)  government regulations 
C)  consumer preferences 
D)  all of the above 
E)  none of the above 
A)  employee interest 
B)  government regulations 
C)  consumer preferences 
D)  all of the above 
E)  none of the above D

Question 4

________is a tool for measuring multiple outcomes; financial performance, customer satisfaction, internal process excellence, and employee learning and growth and the connection of those outcomes to the vision and strategy of the organization.

Accepted Answer

A)  Multiple bottom line 
B)  Balance score card 
C)  Multiple bottom line score card 
D)  Green score card 
E)  none of above 
A)  Multiple bottom line 
B)  Balance score card 
C)  Multiple bottom line score card 
D)  Green score card 
E)  none of above

Question 5

The balanced scorecard balances financial measures with three additional metrics:

Accepted Answer

A)  customer satisfaction, employee satisfaction, green metrics 
B)  internal process excellence customer satisfaction, employee learning and growth 
C)  employee learning and growth, employee satisfaction, internal process excellence 
D)  employee satisfaction, green metrics, internal process excellence 
E)  none of the above 
A)  customer satisfaction, employee satisfaction, green metrics 
B)  internal process excellence customer satisfaction, employee learning and growth 
C)  employee learning and growth, employee satisfaction, internal process excellence 
D)  employee satisfaction, green metrics, internal process excellence 
E)  none of the above

Question 6

________are objective measurements of a firm's social and environmental impact.

Accepted Answer

A)  Triple bottom line metrics 
B)  Eco-metrics 
C)  Sustainability score card metrics 
D)  Green metrics 
E)  none of the above 
A)  Triple bottom line metrics 
B)  Eco-metrics 
C)  Sustainability score card metrics 
D)  Green metrics 
E)  none of the above

Question 7

When company representatives promote wider efforts on behalf of sustainability they are said to be in the strategic stage of responsiveness to issues of sustainability.

Accepted Answer

A) True 
 B)False

Question 8

Going green starts with a visionary statement from top leadership.

Accepted Answer

A) True 
 B)False

Question 9

"Greenwashing" is a public relations effort that does not involve organizational transformation.

Accepted Answer

A) True 
 B)False

Question 10

_________are the values called upon by individuals to explain or justify their course of action or pattern of behavior.

Accepted Answer

A)  Green values 
B)  Enacted values 
C)  Espoused values 
D)  Terminal values 
E)  none of the above 
A)  Green values 
B)  Enacted values 
C)  Espoused values 
D)  Terminal values 
E)  none of the above

Question 11

Which is NOT an advantage of going green?

Accepted Answer

A)  lowered cost of operating 
B)  elimination of waste 
C)  positioned for an IPO 
D)  reduced exposure to risk 
E)  inoculating against future law suits 
A)  lowered cost of operating 
B)  elimination of waste 
C)  positioned for an IPO 
D)  reduced exposure to risk 
E)  inoculating against future law suits

Question 12

Corporate sustainability does NOT necessarily involve voluntary efforts on the part of organizations.

Accepted Answer

A) True 
 B)False

Question 13

Informal design changes associated with going green start with building high levels of collaboration.

Accepted Answer

A) True 
 B)False

Question 14

Sustainability and going green is the same thing.

Accepted Answer

A) True 
 B)False

Question 15

By treating the challenge of going green as a transactional challenge, organizations will be better positioned to meet the goals of the triple bottom line.

Accepted Answer

A) True 
 B)False

Question 16

_____________are the set of values that are implicit in actions or patterns of behavior.

Accepted Answer

A)  Terminal values 
B)  Enacted values 
C)  Espoused values 
D)  Displayed values 
E)  none of the above 
A)  Terminal values 
B)  Enacted values 
C)  Espoused values 
D)  Displayed values 
E)  none of the above

Question 17

A sustainability balanced scorecard can help an organization measure its performance on the triple bottom line.

Accepted Answer

A) True 
 B)False

Question 18

___________is an organizational approach to defining performance that takes into account social, economic, and ecological dimensions and assumes that the three are mutually reinforcing.

Accepted Answer

A)  Going green 
B)  Ecological accounting 
C)  Triple accountability 
D)  Triple bottom line 
E)  none of the above 
A)  Going green 
B)  Ecological accounting 
C)  Triple accountability 
D)  Triple bottom line 
E)  none of the above

Question 19

Organizational culture does little to help embed a green mindset and shape employee behaviors.

Accepted Answer

A) True 
 B)False

Question 20

Which of following is NOT one of the five stages of responsiveness to issues of sustainability typically followed by companies?

Accepted Answer

A)  defensive 
B)  civil 
C)  compliance 
D)  visionary 
E)  strategic 
A)  defensive 
B)  civil 
C)  compliance 
D)  visionary 
E)  strategic

One of the most frequently mentioned performance advantages of going green is the impetus it provides for innovation.

Government regulations are the main motivation for going green in the UnitedStates and Europe.

Which of the following is NOT a driver for companies' sustainability efforts?

________is a tool for measuring multiple outcomes; financial performance, customer satisfaction, internal process excellence, and employee learning and growth and the connection of those outcomes to the vision and strategy of the organization.

The balanced scorecard balances financial measures with three additional metrics:

________are objective measurements of a firm's social and environmental impact.

When company representatives promote wider efforts on behalf of sustainability they are said to be in the strategic stage of responsiveness to issues of sustainability.

Going green starts with a visionary statement from top leadership.

"Greenwashing" is a public relations effort that does not involve organizational transformation.

_________are the values called upon by individuals to explain or justify their course of action or pattern of behavior.

Which is NOT an advantage of going green?

Corporate sustainability does NOT necessarily involve voluntary efforts on the part of organizations.

Informal design changes associated with going green start with building high levels of collaboration.

Sustainability and going green is the same thing.

By treating the challenge of going green as a transactional challenge, organizations will be better positioned to meet the goals of the triple bottom line.

_____________are the set of values that are implicit in actions or patterns of behavior.

A sustainability balanced scorecard can help an organization measure its performance on the triple bottom line.

___________is an organizational approach to defining performance that takes into account social, economic, and ecological dimensions and assumes that the three are mutually reinforcing.

Organizational culture does little to help embed a green mindset and shape employee behaviors.

Which of following is NOT one of the five stages of responsiveness to issues of sustainability typically followed by companies?

Organizational Change

Theories of Effective Change Implementation

Mutual Engagement and Shared Diagnosis

Organizational Redesign

People Alignment

Reinforcing New Behaviors

Leading Change

Filters

Exam 8: Going Green

One of the most frequently mentioned performance advantages of going green is the impetus it provides for innovation.

Government regulations are the main motivation for going green in the UnitedStates and Europe.

Which of the following is NOT a driver for companies' sustainability efforts?

________is a tool for measuring multiple outcomes; financial performance, customer satisfaction, internal process excellence, and employee learning and growth and the connection of those outcomes to the vision and strategy of the organization.

The balanced scorecard balances financial measures with three additional metrics:

________are objective measurements of a firm's social and environmental impact.

When company representatives promote wider efforts on behalf of sustainability they are said to be in the strategic stage of responsiveness to issues of sustainability.

Going green starts with a visionary statement from top leadership.

"Greenwashing" is a public relations effort that does not involve organizational transformation.

_________are the values called upon by individuals to explain or justify their course of action or pattern of behavior.

Which is NOT an advantage of going green?

Corporate sustainability does NOT necessarily involve voluntary efforts on the part of organizations.

Informal design changes associated with going green start with building high levels of collaboration.

Sustainability and going green is the same thing.

By treating the challenge of going green as a transactional challenge, organizations will be better positioned to meet the goals of the triple bottom line.

_____________are the set of values that are implicit in actions or patterns of behavior.

A sustainability balanced scorecard can help an organization measure its performance on the triple bottom line.

___________is an organizational approach to defining performance that takes into account social, economic, and ecological dimensions and assumes that the three are mutually reinforcing.

Organizational culture does little to help embed a green mindset and shape employee behaviors.

Which of following is NOT one of the five stages of responsiveness to issues of sustainability typically followed by companies?

Organizational Change

Theories of Effective Change Implementation

Mutual Engagement and Shared Diagnosis

Organizational Redesign

People Alignment

Reinforcing New Behaviors

Leading Change

Filters