Question 1

Where an informal leader exists within a team, the team's formal leader should:

Accepted Answer

A)  undermine and discredit them. 
B)  try to remove them from the team. 
C)  convince them to stop acting as the team's informal leader. 
D)  promote them to another position outside of the team. 
E)  enlist their support and cooperation. 
A)  undermine and discredit them. 
B)  try to remove them from the team. 
C)  convince them to stop acting as the team's informal leader. 
D)  promote them to another position outside of the team. 
E)  enlist their support and cooperation.

Question 2

Relationships inside an organisation grow out of the way people interact with each other. The development and management of these relationships are known as:

Accepted Answer

A)  group dynamics. 
B)  team building. 
C)  high-performance management. 
D)  cultural competence. 
E)  social awareness. 
A)  group dynamics. 
B)  team building. 
C)  high-performance management. 
D)  cultural competence. 
E)  social awareness.

Question 3

Which of the following statements is not true in relation to chaos theory?

Accepted Answer

A)  Organisations are not machines that rules and procedures can control. 
B)  Systems are always changing. 
C)  It is impossible to predict the behaviour of a system from the behaviour of its parts, because the whole is more than the sum of its parts. 
D)  Only large, significant actions and events can have large, unpredictable consequences. 
E)  Too much control kills creativity, innovation and productivity. 
A)  Organisations are not machines that rules and procedures can control. 
B)  Systems are always changing. 
C)  It is impossible to predict the behaviour of a system from the behaviour of its parts, because the whole is more than the sum of its parts. 
D)  Only large, significant actions and events can have large, unpredictable consequences. 
E)  Too much control kills creativity, innovation and productivity.

Question 4

One way to build and maintain a desirable organisational culture is to:

Accepted Answer

A)  recruit people who already fit the existing organisational culture. 
B)  have interviews of promising candidates conducted by staff members who already embody the existing organisational culture. 
C)  not hire staff members who obviously do not fit the existing organisational culture. 
D)  include training and information about an organisation's culture in every new employee's induction. 
E)  All of these responses are correct. 
A)  recruit people who already fit the existing organisational culture. 
B)  have interviews of promising candidates conducted by staff members who already embody the existing organisational culture. 
C)  not hire staff members who obviously do not fit the existing organisational culture. 
D)  include training and information about an organisation's culture in every new employee's induction. 
E)  All of these responses are correct.

Question 5

Which of the following aspects of organisational culture would be unlikely to be present in a high-performing team?

Accepted Answer

A)  Mutual trust 
B)  Dominant leadership 
C)  A focus on solutions 
D)  Smooth introduction of change 
E)  Strong team identity 
A)  Mutual trust 
B)  Dominant leadership 
C)  A focus on solutions 
D)  Smooth introduction of change 
E)  Strong team identity

Question 6

An organisation's 'cultural norms' could be described as the processes, behavioural practices and styles or methods of communication and working, both individually and together, that people who work for the organisation develop over time.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following would not be considered to be part of a company's 'informal organisation'?

Accepted Answer

A)  Career advice network 
B)  Expert network 
C)  Innovation network 
D)  Network of contacts via membership of a peak industry body 
E)  Learning network 
A)  Career advice network 
B)  Expert network 
C)  Innovation network 
D)  Network of contacts via membership of a peak industry body 
E)  Learning network

Question 8

According to systems theory, an organisation can be considered a system because:

Accepted Answer

A)  it is made up of interwoven subsystems. 
B)  when one of its aspects is changed, its other aspects are also affected. 
C)  it is a collection of different elements which, when put together, create a complex, meaningful whole. 
D)  its various parts are interrelated. 
E)  All of these responses are correct. 
A)  it is made up of interwoven subsystems. 
B)  when one of its aspects is changed, its other aspects are also affected. 
C)  it is a collection of different elements which, when put together, create a complex, meaningful whole. 
D)  its various parts are interrelated. 
E)  All of these responses are correct.

Question 9

To be effective, the leader of a team needs to lead in such a way as to make clear to team members what is important to the team and/or the organisation - and, correspondingly, what is of less importance - as well as to establish the team's working climate.

Accepted Answer

A) True 
 B)False

Question 10

A CEO's personal assistant may have little formal power, but tremendous influence, due to the fact that:

Accepted Answer

A)  they may overhear important matters discussed by the CEO. 
B)  they know who has met with the CEO, since they schedule all of the CEO's meetings. 
C)  they have direct and ready access to the CEO because of their work station's proximity to them. 
D)  they may become aware of important information when typing documents for the CEO. 
E)  All of these responses are correct. 
A)  they may overhear important matters discussed by the CEO. 
B)  they know who has met with the CEO, since they schedule all of the CEO's meetings. 
C)  they have direct and ready access to the CEO because of their work station's proximity to them. 
D)  they may become aware of important information when typing documents for the CEO. 
E)  All of these responses are correct.

Where an informal leader exists within a team, the team's formal leader should:

Relationships inside an organisation grow out of the way people interact with each other. The development and management of these relationships are known as:

Which of the following statements is not true in relation to chaos theory?

One way to build and maintain a desirable organisational culture is to:

Which of the following aspects of organisational culture would be unlikely to be present in a high-performing team?

An organisation's 'cultural norms' could be described as the processes, behavioural practices and styles or methods of communication and working, both individually and together, that people who work for the organisation develop over time.

Which of the following would not be considered to be part of a company's 'informal organisation'?

According to systems theory, an organisation can be considered a system because:

To be effective, the leader of a team needs to lead in such a way as to make clear to team members what is important to the team and/or the organisation - and, correspondingly, what is of less importance - as well as to establish the team's working climate.

A CEO's personal assistant may have little formal power, but tremendous influence, due to the fact that:

The Changing World of Work

The Operating Environment

The Formal Organisation

Establishing and Managing Priorities

Building a Strong Communication Foundation

Strengthening Your Personal Skills

Building Effective Working Relationships

Understanding Leadership

Understanding Motivation, Engagement and Retention

Increasing Performance and Productivity

Assigning Work and Delegating Duties

Building Productive Work Teams

Leading Todays Teams

Providing Formal and Informal Performance Feedback

Managing Underperformance

Developing, Managing and Monitoring Operational Plans

Solving Problems and Making Decisions

Satisfying the Quality, Innovation and Continuous Improvement Imperatives

Caring for Customers

Planning and Managing Projects

Introducing and Managing Change

Identifying and Managing Risks

Managing for Sustainability

Recruiting and Inducting Employees

Making the Most of Diversity

Encouraging a Learning Environment and Developing Employees

Leading and Attending Meetings

Ensuring a Safe and Healthy Workplace

Managing for Psychological Safety and Well-Being

Filters

Exam 4: The Informal Organisation

Where an informal leader exists within a team, the team's formal leader should:

Relationships inside an organisation grow out of the way people interact with each other. The development and management of these relationships are known as:

Which of the following statements is not true in relation to chaos theory?

One way to build and maintain a desirable organisational culture is to:

Which of the following aspects of organisational culture would be unlikely to be present in a high-performing team?

An organisation's 'cultural norms' could be described as the processes, behavioural practices and styles or methods of communication and working, both individually and together, that people who work for the organisation develop over time.

Which of the following would not be considered to be part of a company's 'informal organisation'?

According to systems theory, an organisation can be considered a system because:

To be effective, the leader of a team needs to lead in such a way as to make clear to team members what is important to the team and/or the organisation - and, correspondingly, what is of less importance - as well as to establish the team's working climate.

A CEO's personal assistant may have little formal power, but tremendous influence, due to the fact that:

The Changing World of Work

The Operating Environment

The Formal Organisation

Establishing and Managing Priorities

Building a Strong Communication Foundation

Strengthening Your Personal Skills

Building Effective Working Relationships

Understanding Leadership

Understanding Motivation, Engagement and Retention

Increasing Performance and Productivity

Assigning Work and Delegating Duties

Building Productive Work Teams

Leading Todays Teams

Providing Formal and Informal Performance Feedback

Managing Underperformance

Developing, Managing and Monitoring Operational Plans

Solving Problems and Making Decisions

Satisfying the Quality, Innovation and Continuous Improvement Imperatives

Caring for Customers

Planning and Managing Projects

Introducing and Managing Change

Identifying and Managing Risks

Managing for Sustainability

Recruiting and Inducting Employees

Making the Most of Diversity

Encouraging a Learning Environment and Developing Employees

Leading and Attending Meetings

Ensuring a Safe and Healthy Workplace

Managing for Psychological Safety and Well-Being

Filters