Question 1

Monitoring and assessing includes all of the following subelements, except:

Accepted Answer

A)  Defining what is important to monitor and observe 
B)  Consistent and disciplined reviewing of the information sources 
C)  Coordinating and securing buy-in 
D)  Integrating qualitative sources 
A)  Defining what is important to monitor and observe 
B)  Consistent and disciplined reviewing of the information sources 
C)  Coordinating and securing buy-in 
D)  Integrating qualitative sources C

Question 2

Operations' planning focuses on coordinating tactical issues into a detailed blueprint. It includes all of the following actions except:

Accepted Answer

A)  Deciding on a planning model 
B)  Definition of the problem 
C)  Determining what logistical elements are necessary 
D)  Coordinating the plan 
A)  Deciding on a planning model 
B)  Definition of the problem 
C)  Determining what logistical elements are necessary 
D)  Coordinating the plan B

Question 3

Informing provides business-related information to subordinates, superiors, peers, or people outside the organization. Informing accomplishes all of the following except:

Accepted Answer

A)  Defining job responsibilities 
B)  Facilitating coordination of work 
C)  Shaping the mood about work 
D)  Serving a public relations or image function 
A)  Defining job responsibilities 
B)  Facilitating coordination of work 
C)  Shaping the mood about work 
D)  Serving a public relations or image function A

Question 4

Throughout the preceding chapters, delegating was discussed as a key element of leadership. Discuss some of the reasons why delegating may not be a good idea in the short term.

Accepted Answer

The answer of Throughout the preceding chapters, delegating was discussed...

Question 5

Delegating is a type of power sharing in which subordinates are given substantial responsibilities and/or authority. Which one of the following guidelines is inconsistent with delegation guidelines?

Accepted Answer

A)  Assess opportunities for development 
B)  Emphasize personal development when possible 
C)  Specify conditions of delegation carefully 
D)  Do not delegate when a subordinate's judgment may not be as good as yours 
A)  Assess opportunities for development 
B)  Emphasize personal development when possible 
C)  Specify conditions of delegation carefully 
D)  Do not delegate when a subordinate's judgment may not be as good as yours

Question 6

Monitoring and assessing work involves gathering and critically evaluating data related to subordinate performance, service or project qualities and overall unit or organization performance. Which of the following monitoring aspects is related to the "balanced scorecard" approach?

Accepted Answer

A)  Defining what is important to monitor and observe 
B)  Consistent and disciplined review of the information 
C)  Integration of qualitative sources 
D)  Review of quantitative sources 
A)  Defining what is important to monitor and observe 
B)  Consistent and disciplined review of the information 
C)  Integration of qualitative sources 
D)  Review of quantitative sources

Question 7

Delegating responsibilities is largely quantitative, and authority is largely qualitative. Levels of authority range from minimal to substantial to complete. Authority is __________ when decisions are not subject to immediate review except under extraordinary conditions.

Accepted Answer

A)  Minimal 
B)  Substantial 
C)  Full 
D)  None of the above 
A)  Minimal 
B)  Substantial 
C)  Full 
D)  None of the above

Question 8

Based on the analysis of the U.S. Office of Personnel Management (OPM) data (Exhibit 12.1), discuss the overall priority given to task, people, and organizational competencies by Federal supervisors and executives.

Accepted Answer

The answer of Based on the analysis of the U.S....

Question 9

Supervisors tend to focus most on the work of individual employees, work standards and procedures, and problem identification while executives have special responsibility for monitoring and assessing the details of organizational performance.

Accepted Answer

A) True 
 B)False

Question 10

Managing innovation and creativity involves establishing an environment that encourages and provides the tools for learning, flexibility and change. Which of the following is a subelement of this behavior?

Accepted Answer

A)  Investigating and resolving the problem 
B)  Developing and implementing a model 
C)  Creating, acquiring and transferring knowledge in an organizational context 
D)  A disciplined review of information sources 
A)  Investigating and resolving the problem 
B)  Developing and implementing a model 
C)  Creating, acquiring and transferring knowledge in an organizational context 
D)  A disciplined review of information sources

Question 11

The organizational-oriented behavior domain includes all but which of the following leader actions?

Accepted Answer

A)  Strategic planning 
B)  Problems solving 
C)  Articulating the mission and vision 
D)  Scanning the environment 
A)  Strategic planning 
B)  Problems solving 
C)  Articulating the mission and vision 
D)  Scanning the environment

Question 12

The task-oriented behavior domain includes all but which of the following leader actions?

Accepted Answer

A)  Monitoring and assessing work 
B)  Scanning the environment 
C)  Problem solving 
D)  Clarifying roles and objectives 
A)  Monitoring and assessing work 
B)  Scanning the environment 
C)  Problem solving 
D)  Clarifying roles and objectives

Question 13

Tactical planning is a special type of operations planning that takes into account unexpected crises and the problems most likely to disrupt operations.

Accepted Answer

A) True 
 B)False

Question 14

Authority is minimal when nonroutine decisions must be determined jointly with the next layer of management or when all decisions must receive prior approval and the process is not automatic.

Accepted Answer

A) True 
 B)False

Question 15

When operations are running smoothly and employees are well-trained and self-managed, a leaders' task-oriented focus tends to decrease.

Accepted Answer

A) True 
 B)False

Question 16

When providing instruction to clarifying roles and objectives pay attention to the basics of information and learning theory. This means:

Accepted Answer

A)  Clarify the rationale behind and instruction 
B)  Use clear language 
C)  Check for comprehension 
D)  All of the above 
A)  Clarify the rationale behind and instruction 
B)  Use clear language 
C)  Check for comprehension 
D)  All of the above

Question 17

Managing technical innovation and creativity is about increasing them throughout the organization and is related to the concept of the learning organization. While the benefits of the learning organization are recognized, describe some the challenges it faces.

Accepted Answer

The answer of Managing technical innovation and creativity is about...

Question 18

Learning organizations have not flourished because of the exceptional challenges confronting them. The challenges include all of the following except:

Accepted Answer

A)  The structure is less clear 
B)  The structure leads to a high degree of stress for many 
C)  It requires highly trained individuals 
D)  It does not readily adapt to change 
A)  The structure is less clear 
B)  The structure leads to a high degree of stress for many 
C)  It requires highly trained individuals 
D)  It does not readily adapt to change

Question 19

The people-oriented behavior domain includes all but which of the following leader actions?

Accepted Answer

A)  Consulting 
B)  Motivating 
C)  Managing conflict 
D)  Decision making 
A)  Consulting 
B)  Motivating 
C)  Managing conflict 
D)  Decision making

Question 20

Clarifying roles and objectives refers to working with subordinates to guide and direct behavior by communicating about plans, policies, and specific expectations. The three subelements include:

Accepted Answer

A)  Defining job responsibilities, setting performance goals, and providing instruction. 
B)  Setting performance goals, insuring buy-in, and providing feedback. 
C)  Setting performance goals, defining rewards, providing feedback. 
D)  Encouraging open communication, comparing progress with goals, conduct review meetings 
A)  Defining job responsibilities, setting performance goals, and providing instruction. 
B)  Setting performance goals, insuring buy-in, and providing feedback. 
C)  Setting performance goals, defining rewards, providing feedback. 
D)  Encouraging open communication, comparing progress with goals, conduct review meetings

Monitoring and assessing includes all of the following subelements, except:

Operations' planning focuses on coordinating tactical issues into a detailed blueprint. It includes all of the following actions except:

Informing provides business-related information to subordinates, superiors, peers, or people outside the organization. Informing accomplishes all of the following except:

Throughout the preceding chapters, delegating was discussed as a key element of leadership. Discuss some of the reasons why delegating may not be a good idea in the short term.

Delegating is a type of power sharing in which subordinates are given substantial responsibilities and/or authority. Which one of the following guidelines is inconsistent with delegation guidelines?

Monitoring and assessing work involves gathering and critically evaluating data related to subordinate performance, service or project qualities and overall unit or organization performance. Which of the following monitoring aspects is related to the "balanced scorecard" approach?

Delegating responsibilities is largely quantitative, and authority is largely qualitative. Levels of authority range from minimal to substantial to complete. Authority is __________ when decisions are not subject to immediate review except under extraordinary conditions.

Based on the analysis of the U.S. Office of Personnel Management (OPM) data (Exhibit 12.1), discuss the overall priority given to task, people, and organizational competencies by Federal supervisors and executives.

Supervisors tend to focus most on the work of individual employees, work standards and procedures, and problem identification while executives have special responsibility for monitoring and assessing the details of organizational performance.

Managing innovation and creativity involves establishing an environment that encourages and provides the tools for learning, flexibility and change. Which of the following is a subelement of this behavior?

The organizational-oriented behavior domain includes all but which of the following leader actions?

The task-oriented behavior domain includes all but which of the following leader actions?

Tactical planning is a special type of operations planning that takes into account unexpected crises and the problems most likely to disrupt operations.

Authority is minimal when nonroutine decisions must be determined jointly with the next layer of management or when all decisions must receive prior approval and the process is not automatic.

When operations are running smoothly and employees are well-trained and self-managed, a leaders' task-oriented focus tends to decrease.

When providing instruction to clarifying roles and objectives pay attention to the basics of information and learning theory. This means:

Managing technical innovation and creativity is about increasing them throughout the organization and is related to the concept of the learning organization. While the benefits of the learning organization are recognized, describe some the challenges it faces.

Learning organizations have not flourished because of the exceptional challenges confronting them. The challenges include all of the following except:

The people-oriented behavior domain includes all but which of the following leader actions?

Clarifying roles and objectives refers to working with subordinates to guide and direct behavior by communicating about plans, policies, and specific expectations. The three subelements include:

Introduction

Understanding Theories of Leadership and Leadership Styles

Early Management, Trait, Stratified Systems, and Transactional Theories of Leadership

Charismatic and Transformational Approaches

Distributed Approaches to Leadership

Ethics-Based Leadership Theories

Leadership Approaches Focusing on Influence, Attribution, and a Changing Environment

Competency-Based Leadership Approaches

Traits That Contribute to Leader Effectiveness

Skills That Contribute to Leader Effectiveness

Assessments by Leaders and the Goals to Which They Lead

People-Oriented Behaviors

Organization-Oriented Behaviors

Leadership Development and Evaluation

Filters

Exam 12: Task-Oriented Behaviors

Monitoring and assessing includes all of the following subelements, except:

Operations' planning focuses on coordinating tactical issues into a detailed blueprint. It includes all of the following actions except:

Informing provides business-related information to subordinates, superiors, peers, or people outside the organization. Informing accomplishes all of the following except:

Throughout the preceding chapters, delegating was discussed as a key element of leadership. Discuss some of the reasons why delegating may not be a good idea in the short term.

Delegating is a type of power sharing in which subordinates are given substantial responsibilities and/or authority. Which one of the following guidelines is inconsistent with delegation guidelines?

Monitoring and assessing work involves gathering and critically evaluating data related to subordinate performance, service or project qualities and overall unit or organization performance. Which of the following monitoring aspects is related to the "balanced scorecard" approach?

Delegating responsibilities is largely quantitative, and authority is largely qualitative. Levels of authority range from minimal to substantial to complete. Authority is __________ when decisions are not subject to immediate review except under extraordinary conditions.

Based on the analysis of the U.S. Office of Personnel Management (OPM) data (Exhibit 12.1), discuss the overall priority given to task, people, and organizational competencies by Federal supervisors and executives.

Supervisors tend to focus most on the work of individual employees, work standards and procedures, and problem identification while executives have special responsibility for monitoring and assessing the details of organizational performance.

Managing innovation and creativity involves establishing an environment that encourages and provides the tools for learning, flexibility and change. Which of the following is a subelement of this behavior?

The organizational-oriented behavior domain includes all but which of the following leader actions?

The task-oriented behavior domain includes all but which of the following leader actions?

Tactical planning is a special type of operations planning that takes into account unexpected crises and the problems most likely to disrupt operations.

Authority is minimal when nonroutine decisions must be determined jointly with the next layer of management or when all decisions must receive prior approval and the process is not automatic.

When operations are running smoothly and employees are well-trained and self-managed, a leaders' task-oriented focus tends to decrease.

When providing instruction to clarifying roles and objectives pay attention to the basics of information and learning theory. This means:

Managing technical innovation and creativity is about increasing them throughout the organization and is related to the concept of the learning organization. While the benefits of the learning organization are recognized, describe some the challenges it faces.

Learning organizations have not flourished because of the exceptional challenges confronting them. The challenges include all of the following except:

The people-oriented behavior domain includes all but which of the following leader actions?

Clarifying roles and objectives refers to working with subordinates to guide and direct behavior by communicating about plans, policies, and specific expectations. The three subelements include:

Introduction

Understanding Theories of Leadership and Leadership Styles

Early Management, Trait, Stratified Systems, and Transactional Theories of Leadership

Charismatic and Transformational Approaches

Distributed Approaches to Leadership

Ethics-Based Leadership Theories

Leadership Approaches Focusing on Influence, Attribution, and a Changing Environment

Competency-Based Leadership Approaches

Traits That Contribute to Leader Effectiveness

Skills That Contribute to Leader Effectiveness

Assessments by Leaders and the Goals to Which They Lead

People-Oriented Behaviors

Organization-Oriented Behaviors

Leadership Development and Evaluation

Filters