Question 1

The board of directors is:

Accepted Answer

A)  a club for top managers 
B)  voted in by the employees 
C)  a form of scrutiny of the organisation imposed by the government 
D)  voted in by the shareholders 
A)  a club for top managers 
B)  voted in by the employees 
C)  a form of scrutiny of the organisation imposed by the government 
D)  voted in by the shareholders D

Question 2

Assess how 'top management teams' can function effectively.

Accepted Answer

The top management team (TMT)is the group of executives who report to the CEO and who are involved in influencing the strategy of the organisation and its implementation.In order for TMT's effective functioning,it needs:
-the right people with the right skills or capabilities and attitudes
-the development of a common direction,consensus and understanding of the goals
-skills to work together as a team,in addition to the right technical competencies
-to be co-located or to meet often enough to be able to work together
-to be recognised and its existence communicated throughout the organisation
-to experience creative conflict
-to be able to renew itself.

Question 3

People selection on the basis of values fit with organisational culture is not a reliable predictor of job performance.

Accepted Answer

A) True 
 B)False  False

Question 4

Hubbard,Rice and Galvin define management as the ability to:

Accepted Answer

A)  implement existing policies and procedures through other efficient and effective people 
B)  efficiently and effectively implement existing policies and procedures through other people 
C)  approve policies and procedures for implementation by other existing 	people 
D)  efficiently and effectively implement properly approved processes through other people 
A)  implement existing policies and procedures through other efficient and effective people 
B)  efficiently and effectively implement existing policies and procedures through other people 
C)  approve policies and procedures for implementation by other existing 	people 
D)  efficiently and effectively implement properly approved processes through other people

Question 5

The main elements of culture include:

Accepted Answer

A)  rites of passage, rules, symbols, stories and beliefs, strategies and structures, values and morals 
B)  fact and fiction, value and merit, routings, rituals, rules, symbols, illusion and reality 
C)  rules, symbols, stories and myths, systems and structures, values and beliefs, routines, rituals 
D)  illusion and reality, structure and strategy, routines, symbols, morals and ethics, ritual magic 
A)  rites of passage, rules, symbols, stories and beliefs, strategies and structures, values and morals 
B)  fact and fiction, value and merit, routings, rituals, rules, symbols, illusion and reality 
C)  rules, symbols, stories and myths, systems and structures, values and beliefs, routines, rituals 
D)  illusion and reality, structure and strategy, routines, symbols, morals and ethics, ritual magic

Question 6

A leader might go about changing culture by:

Accepted Answer

A)  delegating the task of role modelling deep into the organisation 
B)  reacting to critical incidents by finding a culprit 
C)  using the recruitment and promotion system to place people with commitment to established culture 
D)  using the induction system to impress the culture on new people as they join 
A)  delegating the task of role modelling deep into the organisation 
B)  reacting to critical incidents by finding a culprit 
C)  using the recruitment and promotion system to place people with commitment to established culture 
D)  using the induction system to impress the culture on new people as they join

Question 7

Kotter's list of leadership attributes and processes does not include:

Accepted Answer

A)  setting a direction for the organisation 
B)  developing a strategic orientation for the organisation 
C)  aligning people with the direction 
D)  motivating people to carry out the direction 
A)  setting a direction for the organisation 
B)  developing a strategic orientation for the organisation 
C)  aligning people with the direction 
D)  motivating people to carry out the direction

Question 8

Hubbard,Rice and Galvin suggest that leadership style will vary when:

Accepted Answer

A)  the organisation lacks the time and resources to make the change 
B)  change is being forced from within 
C)  change is being forced from the outside 
D)  the environment is simultaneously stable and turbulent 
A)  the organisation lacks the time and resources to make the change 
B)  change is being forced from within 
C)  change is being forced from the outside 
D)  the environment is simultaneously stable and turbulent

Question 9

Hubbard,Rice and Galvin define culture as the underlying ___,___ and ___ that affect how the ___ of the organisation should be conducted - '___ we ___ around here':

Accepted Answer

A)  cost, benefits, relationships, business, what, do to achieve goals 
B)  values, beliefs, patterns of behaviour, operations, how, do things 
C)  hopes, fears, desires, affairs, who, admire 
D)  opinions, good, bad, activities, what, value 
A)  cost, benefits, relationships, business, what, do to achieve goals 
B)  values, beliefs, patterns of behaviour, operations, how, do things 
C)  hopes, fears, desires, affairs, who, admire 
D)  opinions, good, bad, activities, what, value

Question 10

Hubbard,Rice and Galvin suggest that the common requirements of leadership are:

Accepted Answer

A)  articulate the vision and culture, passion and commitment, actions are important, be in touch, develop rewards, 
B)  tell stories, make important decisions, touch people, impose penalties, hide emotions 
C)  commitment to a cause, self-importance, be a soft touch, develop stories, settle scores 
D)  power and authority, symbolic actions, common touch, penalise failure, reward stories 
A)  articulate the vision and culture, passion and commitment, actions are important, be in touch, develop rewards, 
B)  tell stories, make important decisions, touch people, impose penalties, hide emotions 
C)  commitment to a cause, self-importance, be a soft touch, develop stories, settle scores 
D)  power and authority, symbolic actions, common touch, penalise failure, reward stories

Question 11

'Leaders are born,not made.' Discuss the validity of this statement.

Accepted Answer

A considerable volume of the leadership

Question 12

Hilmer argued that the board's role is to:

Accepted Answer

A)  ensure that management achieves industry average returns on capital employed 
B)  ensure that all customers are treated fairly 
C)  ensure that management strives for above-average, risk-adjusted performance 
D)  ensure that employee-employer relations are professional 
A)  ensure that management achieves industry average returns on capital employed 
B)  ensure that all customers are treated fairly 
C)  ensure that management strives for above-average, risk-adjusted performance 
D)  ensure that employee-employer relations are professional

Question 13

Hubbard et al.'s concept of 'captain-coach' is inconsistent with the idea of 'Management by Walking Around'.

Accepted Answer

A) True 
 B)False

Question 14

'It is unrealistic and unnecessary for boards to assess their own performance.' Comment.
.

Accepted Answer

Recent thinking supports the review of b

Question 15

From a strategic perspective,both leadership and management tasks are equally important.

Accepted Answer

A) True 
 B)False

Question 16

According to Goffee and Jones,smart people do not object to being led.

Accepted Answer

A) True 
 B)False

Question 17

The UK Cadbury report on the role of directors recommended that roles of the board chair and CEO should be merged.

Accepted Answer

A) True 
 B)False

Question 18

Pfeffer's practices that characterise most successful people-oriented organisations do NOT include:

Accepted Answer

A)  security of employment 
B)  extensive training is provided 
C)  high compensation compared to performance 
D)  reduced status distinctions across levels of the organisation 
A)  security of employment 
B)  extensive training is provided 
C)  high compensation compared to performance 
D)  reduced status distinctions across levels of the organisation

Question 19

Sustainability is not an element of implementation,but a criterion for:

Accepted Answer

A)  decision making about board choices 
B)  decision making about implementation choices 
C)  decision making about leadership choices 
D)  decision making about strategy choices 
A)  decision making about board choices 
B)  decision making about implementation choices 
C)  decision making about leadership choices 
D)  decision making about strategy choices

Question 20

Hubbard,Rice and Galvin suggest that there are various types of boards,including:

Accepted Answer

A)  stakeholder control, managerial control, normative control, control by exception, strategic control, review and approve 
B)  stockholder control, positive control, tactical control, control by exception 
C)  analysis of variances, bottom-line driven, top-down approval, normally controlled, normative 
D)  advise and consent control, managerial control, objective control, culturally sensitive, financial control 
A)  stakeholder control, managerial control, normative control, control by exception, strategic control, review and approve 
B)  stockholder control, positive control, tactical control, control by exception 
C)  analysis of variances, bottom-line driven, top-down approval, normally controlled, normative 
D)  advise and consent control, managerial control, objective control, culturally sensitive, financial control

The board of directors is:

Assess how 'top management teams' can function effectively.

People selection on the basis of values fit with organisational culture is not a reliable predictor of job performance.

Hubbard,Rice and Galvin define management as the ability to:

The main elements of culture include:

A leader might go about changing culture by:

Kotter's list of leadership attributes and processes does not include:

Hubbard,Rice and Galvin suggest that leadership style will vary when:

Hubbard,Rice and Galvin define culture as the underlying _,_ and _ that affect how the _ of the organisation should be conducted - '_ we _ around here':

Hubbard,Rice and Galvin suggest that the common requirements of leadership are:

'Leaders are born,not made.' Discuss the validity of this statement.

Hilmer argued that the board's role is to:

Hubbard et al.'s concept of 'captain-coach' is inconsistent with the idea of 'Management by Walking Around'.

'It is unrealistic and unnecessary for boards to assess their own performance.' Comment. .

From a strategic perspective,both leadership and management tasks are equally important.

According to Goffee and Jones,smart people do not object to being led.

The UK Cadbury report on the role of directors recommended that roles of the board chair and CEO should be merged.

Pfeffer's practices that characterise most successful people-oriented organisations do NOT include:

Sustainability is not an element of implementation,but a criterion for:

Hubbard,Rice and Galvin suggest that there are various types of boards,including:

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Change management

Filters

Exam 13: Leadership,people and culture

The board of directors is:

Assess how 'top management teams' can function effectively.

People selection on the basis of values fit with organisational culture is not a reliable predictor of job performance.

Hubbard,Rice and Galvin define management as the ability to:

The main elements of culture include:

A leader might go about changing culture by:

Kotter's list of leadership attributes and processes does not include:

Hubbard,Rice and Galvin suggest that leadership style will vary when:

Hubbard,Rice and Galvin define culture as the underlying ___,___ and ___ that affect how the ___ of the organisation should be conducted - '___ we ___ around here':

Hubbard,Rice and Galvin suggest that the common requirements of leadership are:

'Leaders are born,not made.' Discuss the validity of this statement.

Hilmer argued that the board's role is to:

Hubbard et al.'s concept of 'captain-coach' is inconsistent with the idea of 'Management by Walking Around'.

'It is unrealistic and unnecessary for boards to assess their own performance.' Comment. .

From a strategic perspective,both leadership and management tasks are equally important.

According to Goffee and Jones,smart people do not object to being led.

The UK Cadbury report on the role of directors recommended that roles of the board chair and CEO should be merged.

Pfeffer's practices that characterise most successful people-oriented organisations do NOT include:

Sustainability is not an element of implementation,but a criterion for:

Hubbard,Rice and Galvin suggest that there are various types of boards,including:

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Change management

Filters

Hubbard,Rice and Galvin define culture as the underlying _,_ and _ that affect how the _ of the organisation should be conducted - '_ we _ around here':