Question 1

Casey has been trying to use the time management matrix approach to help improve his performance at work.He is primarily evaluated on the number of hits that he gets relative to the number of times that he comes up to bat.He is also evaluated on whether or not he arrives on time for practice and how neat his locker is kept.Given this situation, how should Casey classify the time that he spends cleaning his locker?

Accepted Answer

A)  Not important but urgent
B)  Important but not relevant
C)  Not important and not urgent
D)  Important and urgent
E)  Important but not urgent C

Question 2

Which psychological state is described as the degree to which an individual can influence strategic, administrative, or other outcomes at work?

Accepted Answer

A)  Meaning
B)  Competence
C)  Self-motivation
D)  Impact
E)  Self-determination D

Question 3

Which of the questions below LEAST reflects the emphasis of the COMPETE quadrant?

Accepted Answer

A)  Who are we as an organization?
B)  Where are headed as an organization?
C)  What talent will we need to reach our desired destination as an organization?
D)  Why are we headed where we are as an organization?
E)  Why should our people want to go where we are headed? C

Question 4

Strategic unity and alignment is important because

Accepted Answer

A)  It ensures that the organizational strategy is aligned with the external environment
B)  It reduces the amount of work that managers must do to develop employees because their tasks are more clearly defined for them
C)  It encourages discussion of new methods for measuring performance among lower-level employees
D)  It increases motivation by helping employees see a direct connection between their daily tasks and the organizations vision
E)  It signals to the stock market that the company is moving in the right direction

Question 5

In writing about execution, Charan and Bossidy (2009) identified seven leader behaviors that they consider essential for effective execution.Which of the following is NOT one of the behaviors that they identified?

Accepted Answer

A)  Insisting on realism
B)  Follow through
C)  Know yourself
D)  None of these were identified by Charan and Bossidy as essential leader behaviors
E)  Insisting on realism, follow through and know yourself

Question 6

What is organizing?

Accepted Answer

A)  Deciding where you want to go and how best to get there
B)  Dividing work into manageable components and assigning activities
C)  Monitoring performance and comparing to the plan
D)  Hiring the right people for the organization
E)  Acquiring resources and allocating them based on performance

Question 7

Highly mechanistic organizations tend to have:

Accepted Answer

A)  Broadly defined jobs and highly detailed rules
B)  Narrowly defined jobs and wide spans of control
C)  Centralized decision making and few layers in the hierarchy
D)  High levels of formalization and decentralized decision making
E)  A tall hierarchy and narrow spans of control

Question 8

Which psychological state is described as the discretion, autonomy, and choice involved in initiating, maintaining, and regulating one's actions in the pursuit of the task?

Accepted Answer

A)  Meaning
B)  Self-determination
C)  Self-motivation
D)  Competence
E)  Impact

Question 9

Which element of expectancy theory is described as the probability that effort will lead to achievement of performance target?

Accepted Answer

A)  Expectancy, the E to P condition
B)  Instrumentality, the P to O condition
C)  Valence, the Value of the Outcome to the individual
D)  Motivation, the level of Effort predicted to be exerted
E)  Work related outcomes, the O element in the model

Question 10

Head Gear Generation manufactures and markets cutting edge products that are designed for young adults.Because preferences in this age group change rapidly, Head Gear Generation spends a great deal of time and energy trying to understand its customers and putting products into stores before any of its competitors. What type of organizational culture would be most appropriate for Head Gear Generation?

Accepted Answer

A)  Clan
B)  Hierarchy
C)  Market
D)  Adhocracy
E)  Community

Question 11

In contrast to the Collaborate action imperative, the Compete action imperative take a more _________ focus

Accepted Answer

A)  Internal
B)  External
C)  Individualistic
D)  Collaborative
E)  Long-term

Question 12

Which of the following psychological states related to empowerment is described as the innate worthiness of the task or pursuit?

Accepted Answer

A)  Meaning
B)  Impact
C)  Self-determination
D)  Self-motivation
E)  Competence

Question 13

One of the five competencies discussed in relationship to the rational goal quadrant, the one that is the MOST DIRECTLY focused on generating energy in the organization is

Accepted Answer

A)  Planning and coordinating projects.
B)  Managing execution and driving for results
C)  Developing and communicating a vision
D)  Motivating self and others.
E)  Setting goals and objectives

Question 14

Justin is a new manager with 27 direct reports. He has been feeling overwhelmed at work and just learned that the last three managers who held his position quit after only a few months.Which design principle appears to have been violated in this organization?

Accepted Answer

A)  Unity-of-command
B)  Scalar principle
C)  Span of control
D)  Tall organizations
E)  Management by objective

Question 15

Why is the measurement of productivity more controversial today than it was in the days when the rational goal model was initially developed?

Accepted Answer

A)  Because employees today are less likely to stay with an employer for many years
B)  Because we already know as much about productivity as we need to know, so spending time and money on additional measurement is wasteful
C)  Because it is more important to measure an organizations carbon footprint than its productivity
D)  Because it is more complex to measure the productivity of intellectual capital than other forms of capital such as natural resources
E)  Because productivity is no longer important to organizational effectiveness

Question 16

Which of the following is an example of an INTRINSIC motivator?

Accepted Answer

A)  Money
B)  Praise from another
C)  Autonomy
D)  Job title
E)  Promotion

Question 17

How might a manager link performance to outcomes?

Accepted Answer

A)  Make certain that they know what outcomes are important to employees.
B)  Make sure to follow through with promised outcomes based on performance.
C)  Be a positive Pygmalion.
D)  Identify the performance outcome without the participation of the employee.
E)  Encourage employee effort.

Question 18

Which of the following is NOT a form of departmentalization?

Accepted Answer

A)  Matrix
B)  Functional
C)  Virtual
D)  Divisional
E)  All of these

Question 19

In what type of goal setting do senior levels of management engage?

Accepted Answer

A)  Strategic
B)  Directional
C)  Tactical
D)  Both strategic and directional
E)  Both strategic and tactical

Question 20

Gypsy Industries has created numerous organizational subsystems to help it stay responsive to its environment.While this flexibility has helped the company meet its customers' needs, it has also created a need for ____________ within the organization.

Accepted Answer

A)  Differentiation
B)  Integrating mechanisms
C)  Additional levels in the hierarchy
D)  Centralized decision making
E)  Additional employees

Exam 3: Improving Productivity and Increasing Profitability