Final Exam Practice Flashcards
(209 cards)
1
Q
Internal and external analysis is found in:
a. BCG Growth-Share Matrix
b. MECE
c. Balance Scorecard
d. ERP and CRM analysis
e. SWOT
A
e. SWOT
2
Q
One of the ways, terms, or words Mintzberg described the world of manager was/were:
a. linear
b. two of the answers are correct
c. all three answers are correct
d. typology
e. myths
A
b. two of the answers are correct - typology and myths
3
Q
One of the barriers to successful emotional intelligence discussed in class was:
a. increased amounts and complexity of information
b. lack of strategic thinking
c. unawareness that emotional intelligence can be measured
d. the encoding/decoding approach
A
a. increased amounts and complexity of information
4
Q
In the article “What Leaders Really Do” the tasks of planning and organizing:
a. is the environment of the leader
b. is the one the author states is shared by the managers and leaders
c. is the environment of the manager
d. these tasks are not from the article “What Leaders Really Do” but from the article “What Makes a Leader.”
A
c. is the environment of the manager
5
Q
The idea of El is from:
a. two of the answers are correct
b. the reading we had in class from Bain
c. the “What Makes a Leader” article
d. the Mitzberg reading
e. the “What Leaders Really Do” article
A
c. the “What Makes a Leader” article
6
Q
In a “functional conflict”
a. all four answers are attributes of the functional conflict
b. the disagreement is primarily about responsibilities
c. compromise is the best solution
d. the result should be to move the process forward
e. the conflict can be broken down in the costs and benefits
A
d. the result should be to move the process forward
7
Q
The example of the “innovation model” from class was:
a. the cupholder
b. the high school basketball team
c. the postit product
d. the USB drive
e. the new instant coffee
A
c. the postit product
8
Q
The Maxwell video from class discussed the
a. the pitfalls of errors of leadership
b. the path to leadership
c. the process of going from manager to leader
d. the impediments to being a leader
e. the five levels of leadership
A
e. the five levels of leadership
9
Q
In one of the HBR articles (“What Leaders Really Do”), the author discounted the importance of _________ for leadership to be effective.
a. return on investment and net income
b. long-term planning
c. growth in market share
d. diversification
e. two of the answers are correct
A
b. long-term planning
10
Q
Considering the three schools of management from the class, we said that they should be viewed as:
a. opposing but not conflicting
b. as layers
c. reinforcing
d. a triangle
e. merging
A
b. as layers
11
Q
In the early part of the Starbucks book the author makes a point that they were not following a 4-P’s model when they added additional products of:
a. entertainment like books and CD’s
b. clothing like t-shirts and hats
c. wine and beer
d. food
A
a. entertainment like books and CD’s
12
Q
In the Goal, Jonah wanted ED to balance the plant with
a. none of the answers are correct, Johna did not want a balanced plant
b. throughput
c. the market demand
d. plant capacity
e. minimum inventory levels
A
c. the market demand
13
Q
Both Howard and Lou felt the important component of their business was:
a. ability to deliver product (supply chain)
b. culture
c. leadership
d. customers
e. strategy
A
b. culture
14
Q
Which of the following terms is not related:
a. Societal
b. Occupational
c. Individual
d. Emotional
e. Organizational
A
d. Emotional
15
Q
In the article “What Makes a Leader” the author states that ___________ is important for “building rapport (relations) with others to move them in the desired direction.”
a. Motivation
b. Self-regulation
c. Self-awareness
d. Empathy
e. Social SKills
A
e. Social SKills
16
Q
The ideas of “working hard” and “inspiring others” relate to:
a. the classical school and Taylor
b. Anthony’s hierarchy
c. strategic thinking
d. decision rights
e. leadership
A
e. leadership
17
Q
The leadership tool discussed in class that used directive and achievement behavior as well as other groups of behavior was:
a. the model developed by the consulting firm of Bain and Company
b. the “path-reward” leadership model
c. the one proposed in by the consultants in the Starbucks book
d. the “leadership development” model
A
b. the “path-reward” leadership model
18
Q
The Principles of War Book had to do with:
a. strategy
b. none of the answers are correct - it was history only
c. change management
d. operations
e. all three answers provided are correct
A
a. strategy
19
Q
In a diagram from the class notes towards the end of the class we noted that leadership was a development:
a. in the classical school
b. in the management science school
c. found in all the schools of management - that was a cornerstone of the topic of management
d. in the behavioral school
A
b. in the management science school
20
Q
Which of the following terms is not related from one of our discussion in the latter part of the class:
a. Intelligent
b. Honest
c. Selfish
d. Conceited
e. Consistent
A
a. Intelligent
21
Q
Which of the following was found in Onward:
a. stakeholder consideration and the interest in the “tiers in the supply chain”
b. extensive use of information technology
c. cash flow monitoring
d. use of the Delphi approach
A
a. stakeholder consideration and the interest in the “tiers in the supply chain”
22
Q
Which of the following topics was not from the HBRI article on “What Leaders Really Do?”
a. setting direction
b. aligning people
c. motivation
d. being an example
A
d. being an example
23
Q
A similarity between the IBM book and Onward (at the start of each book) was that both Lou and Howard:
a. felt the biggest problem they were facing were from competitors
b. saw a sense of entitlement on the part of number of employees
c. believed that new products were needed in the marketplace
A
b. saw a sense of entitlement on the part of number of employees
24
Q
From class, a difference between classical conditioning and operant conditioning is:
a. only one of them requires a reward in the process
b. learning occurs in one of them and is a conscious or explicit aspect of the activity
c. the results are the same, but reaction times differ
d. one lasts longer than the other
A
b. learning occurs in one of them and is a conscious or explicit aspect of the activity
25
In the example in class on the brother and sister who could not agree on what to do with the orange, we had an example of:
a. a form of game theory
b. teams
c. ranking
d. focus on the interest and not on the positions
e. leadership or lack thereof
d. focus on the interest and not on the positions
26
The term "figurehead" and "liaison" and "disturbance" handlers are from:
a. John C. Maxwell
b. The HBR article "What Makes a Leader"
c. Mintzberg
d. The HBR article "What Leaders Really do"
e. The Starbucks book
c. Mintzberg
27
Which of the following is not related to our discussion on decision making:
a. Resources utilization
b. Resource disposal
c. Resource allocation
d. Resource acquisition
e. All of the terms were part of our discussion the decision making
e. All of the terms were part of our discussion the decision making
28
The domain analysis or the STS is an example of the:
a. the analytical approach
b. the analysis model
c. conflict resolution model
d. the systems approach
e. behavioral school of management
d. the systems approach
29
Both The Art of War and The Principles of War emphasized:
a. None of the answers are correct - the two books discussed only the tactic of warfare.
b. The difficulty in implementing the strategy
c. Both agreed that uncertainty and lack of information was the biggest problem
d. The difficulty in coming up with a strategy
b. The difficulty in implementing the strategy
30
In class we emphasized leadership was:
a. a verb
b. adjective
c. a noun
d. all are correct
e. two of the answers are correct
a. a verb
31
In The Goal, at the plant, the dependent events occur
a. at the bottleneck
b. before the bottleneck
c. at any point in the process - that is how the constraint is managed
d. independent, not dependent events are found in the theory of constraints.
e. after the bottleneck
e. after the bottleneck
32
One of the reason or causes of the start of the classical school from class was:
a. the new communication networks
b. the industrial revolution
c. declining birth rate
d. all were discussed as reasons or causes of the start of the classical school
b. the industrial revolution
33
Decisions, from our class notes, relate to:
a. all the answers provided are correct
b. resource allocation
c. none of the answers provided are correct - the discussion on decisions was on methods only and not substance.
d. resource acquisitions
e. resource utilization
a. all the answers provided are correct
34
In the article "What Leaders Really Do" the author states that leaders need to be able to :
a. communicate
b. think introspectively
c. plan
d. two of the answers are correct
e. organize people
a. communicate
35
"To gain public opinion" was found in:
a. The Art of War
b. In the IBM book
c. All of the answers were found in the "behavioral model" from class when applied to each of the books
d. The Principles of War
e. None of the answers are correct
d. The Principles of War
36
"To gain public opinion" was found in:
a. The Art of War
b. In the IBM book
c. All of the answers were found in the "behavioral model" from class when applied to each of the books
d. The Principles of War
e. None of the answers are correct
d. The Principles of War
37
From class we discussed incremental changes as:
a. two of the answers are correct
b. Changes to structures
c. all three answers are correct
d. Changes to ownership
e. Solving performance gaps
e. Solving performance gaps
38
Comfort with ambiguity is related to:
a. Self-Regulation
b. Empathy
c. Social Skills
d. Motivation
e. Self-Awareness
a. Self-Regulation
39
When a manager and the owner have a conflict over rewards, we have an example of:
a. alignment dynamics
b. all the the answers are correct
c. interest versus position
d. agency and principle theory
e. conflict resolution
d. agency and principle theory
40
The ideas of "working hard" and "inspiring others" relate to:
a. leadership
b. strategic thinking
c. Anthony's hierarchy
d. the moral rights rule
e. theory Y and theroy X
a. leadership
41
Avoidance and accommodation are types of:
a. all the answers are correct
b. conflict resolution types
c. origins of conflicts
d. types of conflict
e. types of negotiations
b. conflict resolution types
42
In one of the HBR articles, the author discusses "threshold capabilities" for leadership which are:
a. understanding the importance of change
b. Intelligence and technical skills
c. early failures in leadership as a learning experience
d. Two of the answers are correct
e. the basic style of leadership for the particular situation
b. Intelligence and technical skills
43
From class, in the framework for strategic thinking the disciplined approach to only do what matters is:
a. the "narrowing for expanding" theory
b. strategic intent
c. contingency thinking
d. aligning
b. strategic intent
44
Which of the following is from "The Strategic Analysis of Wile E. Coyote?
a. Two of the answers are correct
b. Four P's
c. SWOT
d. Balanced Scorecard
e. BPR
c. SWOT
45
The argument over the orange was:
a. an example from conflict resolution
b. an example from the four'p
c. none of the answers are correct
d. an example from leadership
e. an example used the Duke hospital case
a. an example from conflict resolution
46
In a "functional conflict"
a. the disagreement is primarily about responsibilities
b. compromise is the best solution
c. all three answers provided are correct
d. the result should be to move the process forward
d. the result should be to move the process forward
47
Role ambiguities and unresolved prior conflicts are examples of:
a. none of the answers are correct
b. types of conflicts
c. two of the answers are correct
d. conflicts
e. causes of conflicts
e. causes of conflicts
48
The EI component of __________________ is particularly important in the modern organization with the increasing use of teams, rapid pace of globalization, and the need to retain talent.
a. Motivation
b. Empathy
c. Social Skills
d. Self-Regulation
b. Empathy
49
In terms of "the innovation model" when the chemist from 3-M gave to "postit's" to the administrative staff, it is an example of:
a. Validate
b. two of the answers are correct
c. Diffuse
d. Experiment
e. Monitor
c. Diffuse
50
Which of the following terms are not found in the leadership definition from class?
a. culture
b. strategic fit
c. none of these terms are found in the leadership definition
d. all of these terms are found in the leadership definition
e. mission and vision
c. none of these terms are found in the leadership definition
51
Market share is included in:
a. The BCG Matrix
b. None of the answers provided are correct
c. The Five-Forces model
d. The balanced scorecard
a. The BCG Matrix
52
In the article "What Leaders Really Do" the author states that leaders:
a. two of the answers are correct
b. look for the right fit between the people and the job
c. look for the right fit between the people and the vision
d. set the vision and have the manager deal with the "fit" issues as the author described them.
c. look for the right fit between the people and the vision
53
The clinical pathways are an example of a component of:
a. ERP
b. the four P's
c. balanced scorecard
d. all the answers are correct
e. change management
c. balanced scorecard
54
The concept or idea of the accepted behavior based on values, beliefs, and facts, but primarily values from class is:
a. Guiding principles
b. Part of the shared powers approach
c. Norms
d. Two of the a
e. Part of EI
c. Norms
55
Persuasiveness is related to:
a. Empathy
b. Self-Regulation
c. Social Skills
d. Self-Awareness
e. Motivation
c. Social Skills
56
In the article "What Leaders Really Do" the author states that leaders:
a. do planning but do not budgeting
b. two of the answers are correct
c. set direction by planning and budgeting
d. set direction
e. do not do planning
b. two of the answers are correct
57
The terms "scalable" and "life-style" have to do with:
a. Entrepreneurship
b. two of the answers are correct
c. none of the answers are correct
d. EI
e. The business model
c. none of the answers are correct
58
The principal and agent problem is solved with the a (an):
a. horizontal structures to make the process more efficient
b. all the answers can be used to solve the problem
c. contract between the agent and the principal
d. ethical rule
e. span of control
c. contract between the agent and the principal
59
In the HBR article "What Makes a Leader," the author states that _______________is the most easily recognizable EI component.
a. Motivation
b. None of the answers are correct, the author stated that the EI components were situational and varied from one case to another.
c. Complexity
d. Empathy
e. Leadership
d. Empathy
60
In terms of "the innovation model" making new ideas practical is:
a. Integrate
b. two of the answers are correct
c. Invent
d. Monitor
e. Develop
e. Develop
61
In one of the HBR articles, the author states that management has to do with:
a. two of the answers are correct
b. complexity
c. alignment issues
d. coping with change
e. none of the answers are correct
b. complexity
62
The Duke hospital case was about using _____________________ affect change.
a. the balanced scorecard
b. the four P's.
c. the crossover approach
d. Three of the answers are correct
e. Porter's five forces
a. the balanced scorecard
63
The Duke hospital case was about using _____________________ affect change.
a. the balanced scorecard
b. the four P's.
c. the crossover approach
d. Three of the answers are correct
e. Porter's five forces
a. the balanced scorecard
64
From one of the HBR articles on leadership, in a situation where a team botches a presentation, its leader resists the urge to scream. Instead, the team leader considers possible reasons for the failure, explains the consequences to the team, and explores solutions with them. This is an example of:
a. Social skills
b. Self-regulation
c. Self-awareness
d. Motivation
e. Empathy
b. Self-regulation
65
Both The Art of War and The Principles of War emphasized:
a. That uncertainty and lack of information was the biggest problem in warfare.
b. None of the answers are correct - the two books took differring view of strategy.
c. The difficulty in coming up with a strategy
d. The difficulty in implementing the strategy
d. The difficulty in implementing the strategy
66
Linking the ideas to the deed is related to:
a. supply chain
b. BPR
c. Research and development
d. EI
e. leadership
c. Research and development
67
Honest and consistent are part of:
a. two of the answers are correct.
b. the integrity line
c. the Deloitte case
d. the Starbuck's strategic plan e. the "What Make a Leader" formula
b. the integrity line
68
The terms "degree of change" and "redistribution of power" and "disruption of routine" from class have to do with:
a. leadership from one of the HBR articles
b. management from one of the HBR articles
c. the EI concept
d. two of the answers are correct
e. the change process
e. the change process
69
The ability to learn from experiences and then make changes with some degree analysis as to the possible result is a characteristic of:
a. The learning organization
b. two of the answers are correct
c. The value-analysis model
d. The systems model
e. Contingency thinking
a. The learning organization
70
In one of the HBR articles ("What Leaders Really Do"), the author states that the current management structures are driven primarily by:
a. none of the answers are correct
b. two of the answers are correct
c. emergence of large organizations
d. advances in technology
e. population shifts
c. emergence of large organizations
71
The idea, from class, of the "business model" is part of:
a. leadership
b. creativity
c. the behavioral school
d. strategic thinking
e. two of the answers are correct
d. strategic thinking
72
In the article "What Leaders Really Do" the author states that leaders:
a. are responsible for controlling activities
b. are responsible for solving problems
c. all three answers provided are correct
d. none of the answers provided are correct
e. are responsible for setting realistic goals
d. none of the answers provided are correct
73
With regards to the threats to change, in the Duke hospital case the initial response from clinicians and administrators was ____________________ .
a. Impact of culture
b. Time frame
c. Impact of culture
d. Loss of existing benefits
e. Threat to position power
e. Threat to position power
74
Best practices, as discussed in our class, are found in:
a. all three answers provided are correct
b. transactions processing systems
c. ERP's - enterprise resource planning systems
d. operational information systems
c. ERP's - enterprise resource planning systems
75
Planning and budgeting belong, from the articles we read, to:
a. Both managers and leaders
b. Leaders
c. Managers
c. Managers
76
The big picture of what an organization does is found in:
a. all answers are correct
b. the critical success factors
c. the vision statement
d. the mission statement
e. two of the answers are correct
d. the mission statement
77
One of the frameworks for conflict resolution was to:
a. focus on the outcome first
b. include some emotional quotient as to the results of the outcome
c. focus on the problem and the people both
d. focus on the interest not the position
d. focus on the interest not the position
78
In The Principles of War the author makes a point:
a. It is important to "remain faithful throughout to the principles"
b. two of the answers are correct
c. all three answers are correct
d. The principles a require more than normal intelligence
e. The principles of war are quite simple
b. two of the answers are correct
79
In one of the two leadership articles from HBR, it was stated that "Knowing one's emotions, strengths, weaknesses, and values; and impact on others" was:
a. Empathy
b. Social Skills
c. Self-Regulation
d. Self-Awareness
e. Motivation
d. Self-Awareness
80
Applying EI to Dr. Meliones at Duke Children's Hospital, when he walked thur the hospital at the start of the article and saw the young patient with difficulty breathing :
a. Motivation
b. Social Skills
c. Self-Regulation
d. Empathy
e. Self-Awareness
d. Empathy
81
When one looks at an opportunity for its "strategic fit" one needs consider if the project:
a. advances the mission
b. is an internal fit
c. two of the answers are correct.
d. meets to the Porters Five Forces Test
e. is validated by the Pareto analysis
a. advances the mission
82
In one of the HBR articles ("What Leaders Really Do"), the author discounted the importance of ___________________ for leadership to be effective.
a. diversification
b. return on investment and net income
c. long-term planning
d. growth in market share
e. Two of the answers are correct
c. long-term planning
83
From the classical school, the approach to eliminate an organizational structure based on social standing was from:
a. Henderson
b. Weber
c. The "technicians"
d. Fayol
b. Weber
84
From class we discussed one of purposes of an organization is to:
a. optimize a goal
b. articulate a goal
c. maintain the goal
d. none of the answers provided are correct
e. two of the answers are correct
a. optimize a goal
85
From one of the HBR articles on leadership, a portfolio manager at an investment company sees the fund tumble for three consecutive quarters. Major clients defect. Instead of blaming external circumstances, the manager decides to learn from the experience—and engineers a turnaround. This is an example of:
a. Empathy
b. Self-awareness
c. Motivation
d. Self-regulation
c. Motivation
86
Creativity can be found in:
a. processes or productivity
b. two of the answers are correct
c. products
d. all three answers are correct
e. structures
d. all three answers are correct
87
Which of the following is not a member of the sociotechnical subsystem:
a. All of these are part of the sociotechnical subsystems approach
b. the managerial subsystem
c. the environmental system
d. the supply subsystem
e. the psychosocial subsystem
d. the supply subsystem
88
In the article "What Leaders Really Do" the author states that managers:
a. cope with change
b. cope with either complexity or cope with change depending if they "face the customer or not."
c. cope with complexity
d. cope with both change and complexity
c. cope with complexity
89
Gongs, drums, and hand signals were:
a. discussed in The Principles of War
b. were not part of the readings but were tools used in the early stage of scientific management
c. discussed in The Art of War
d. were discussed in both readings
c. discussed in The Art of War
90
Thinking about Lou and The Art of War, Lou would have agreed that his statement on how he manages would align with ________________ in the book:
a. The statement on solving primarily long-term problems
b. The statement on "The Moral Law"
c. The statement on "dynasties"
d. The statement on "Living at the Enemy's Expense"
b. The statement on "The Moral Law"
91
At Duke Children's Hospital, Dr. Meliones used the idea of ________________________ to start the change process:
a. two of the answers are correct
b. momentum toward change
c. surveys
d. reward power
e. none of the answers are correct
b. momentum toward change
92
One of the reason or causes of the start of the classical school from class was:
a. the new communication networks
b. the industrial revolution
c. declining birth rate
d. all were discussed as reasons or causes of the start of the classical school e. none of the answers are correct
b. the industrial revolution
93
Decisions, from our class notes, relate to:
a. all the answers provided are correct
b. resource allocation
c. none of the answers provided are correct - the discussion on decisions was on methods only and not substance.
d. resource acquisitions
e. resource utilization
a. all the answers provided are correct
94
In the article "What Leaders Really Do" the author states that leaders need to be able to:
a. communicate
b. think introspectively
c. plan
d. two of the answers are correct
e. organize people
a. communicate
95
"To gain public opinion" was found in:
a. The Art of War
b. In the IBM book
c. All of the answers were found in the "behavioral model" from class when applied to each of the books
d. The Principles of War
e. None of the answers are correct
d. The Principles of War
96
In the HBR article "What Leaders Really Do" the author stated that leaders:
a. all three answers are correct
b. struggle thru change
c. organize
d. plan
e. two of the answers are correct
b. struggle thru change
97
Which of the following terms was not found in our definition of "leadership definition" from class?
a. process
b. work hard
c. think strategically
d. all these terms were in the definition
e. goals
c. think strategically
98
In our discussion on management towards the end of class, which of the following terms was not used in describing what managers do to achieve organizational goals:
a. Planning
b. Controlling
c. Organizing
d. Mentoring
d. Mentoring
99
In our discussion on management control which of the following was not one of the other management tools mentioned:
a. culture
b. organizations structures
c. human resource management
d. strategic thinking
d. strategic thinking
100
Which of the following is not of the participants in the decision rights framework from class:
a. recommender
b. decider
c. performer
d. agreer
e. planner
e. planner
101
When we think about what managers do for the organization we commented in class that mangers ___________________ .
a. make the value proposition work
b. are there to fix things that break
c. only succeed if everyone around them succeeds
d. can only motivate
e. have to keep moving
a. make the value proposition work
102
When we think about the term "strategic intent" from class, the an important term is:
a. Discipline
b. Awareness
c. Flexibility
d. Caution
a. Discipline
103
Which of the following is not a component from class for the concept of "strategic thinking":
a. Thinking in time
b. Hypothesis driven
c. Systems perspective
d. Defined boundaries
d. Defined boundaries
104
In class we saw that the "business model" was a(n):
a. Operational tool
b. Strategic tool
c. Planning tool
d. Intergraded tool
e. Two of the answers provided are correct
b. Strategic tool
105
Which of the following was not mentioned as an area of creativity in an organization:
a. Products
b. Productivity
c. Structures
d. Image and promotion
d. Image and promotion
106
The terms "invent" and "diffuse" and "monitor" are part of the:
a. innovation model
b. business model
c. strategic model
d. management model
e. two of the answers provided are correct
a. innovation model
107
Which of the following terms was not used in our discussion on entrepreneurship?
a. life style
b. scalable
c. direction
d. two of the terms were not used in our discussion
e. sustainable
d. two of the terms were not used in our discussion
108
One of the components of the Mintzberg article was to:
a. build a model of a manager
b. build a model of a management structure
c. build a model of management process
d. build a model of a management task
b. build a model of a management structure
109
The Mintzberg article was based on his:
a. own experience as a manager
b. his interviews with the executives from three large corporations
c. his data collected from many executives
d. his summary of over 100 other studies done by academics in the area of management
c. his data collected from many executives
110
The terms justice and practical have to do with:
a. conflict resolution standards
b. conflict resolution boundaries
c. ethical rules
d. stakeholders standards
e. none of the answers are correct
c. ethical rules
111
Which of the following is from the "Strategic Analysis of Wile E. Coyote":
a. upside-down
b. always the wrong way
c. cannot turn corners
d. moves sideways
c. cannot turn corners
112
Which of the following is from the "Strategic Analysis of Wile E. Coyote":
a. mission driven
b. knows how to give up
c. thinks too much
d. walks in circles
a. mission driven
113
Thinking about our diagrams at the end of this section of the exam, which one would best describe how Howard approached his challenge to get Starbucks back on track?
a. Diagram A (Anthony's Management Hierarchy)
b. Diagram B (Value Proposition)
c. Diagram C (organizational architecture)
d. Diagram D (value chain)
a. Diagram A (Anthony's Management Hierarchy)
114
Thinking about our diagrams at the end of this section of the exam, which one gives the broadest view of the organization?
a. Diagram A (Anthony's Management Hierarchy)
b. Diagram B (Value Proposition)
c. Diagram C (organizational architecture)
d. Diagram D (value chain)
c. Diagram C (organizational architecture)
115
Thinking about our diagrams at the end of this section of the exam, which one is closest to the management sciences school of management?
a. Diagram A (Anthony's Management Hierarchy)
b. Diagram B (Value Proposition)
c. Diagram C (organizational architecture)
d. Diagram D (value chain)
c. Diagram C (organizational architecture)
116
Thinking about our diagrams at the end of this section of the exam, which one has the least emphasis on strategy?
a. Diagram A (Anthony's Management Hierarchy)
b. Diagram B (Value Proposition)
c. Diagram C (organizational architecture)
d. Diagram D (value chain)
d. Diagram D (value chain)
117
In the theory of constraints, the pace of a non-bottleneck production operation is controlled by the pace of:
a. the previous (upstream) operation.
b. the next (downstream) operation.
c. a bottleneck operation.
d. another non bottleneck operation
e. the team leader.
c. a bottleneck operation.
118
Administrative costs within the firm are an example of:
a. the classical school of management
b. the structural subsystem
c. transaction costs
d. all the above are correct
e. none of these answers are correct
c. transaction costs
119
The ANOVA test has a focus or a purpose of testing the ______________________
a. sample or population means
b. sample or population variances
c. both answers are correct
a. sample or population means
120
One of the frameworks for conflict resolution was to:
a. focus on the problem and the people both
b. focus on the outcome first
c. focus on the interest not the position
d. include some emotional quotient as to the results of the outcome
c. focus on the interest not the position
121
The principal and agent problem is solved with the/a (an):
a. ethical rule
b. span of control
c. contract between the agent and the principal
d. horizontal structures to make the process more efficient
e. all the answers can be used to solve the problem
c. contract between the agent and the principal
122
Span of control has to do with:
a. supply chain management
b. learning
c. number of direct reports
d. strategy setting
c. number of direct reports
123
The "business model" that says you should only make decisions that you are willing to disclose to the public is an example of:
a. an ethical rule
b. a change management component
c. span of control issue for communications
d. a standard BPR component
a. an ethical rule
124
The target market is found in the:
a. four P's
b. ethical model
c. the leadership model
d. two of the answers are correct
e. a. and b. and c. are all correct
a. four P's
125
In one of the two leadership articles from HBR, it was stated that "Considering others' feelings, especially when making decisions" was:
a. self-awareness
b. self-regulation
c. empathy
d. social skills
e. alignment skills
c. empathy
126
In one of the two leadership articles from HBR, it was stated that
a. Management involves planning and budgeting
b. Leadership involves planning and budgeting
c. Both management and leadership should involves planning and budgeting as it is a shared responsibility
d. The leadership process should determine who should be responsible for these tasks.
a. Management involves planning and budgeting
127
The concept or idea of the accepted behavior based on values, beliefs, and facts, but primarily values from class is:
a. Guiding principles
b. Embodied in organizational culture
c. Part of the shared powers approach
d. Part of EI
e. Norms
e. Norms
128
In one of the HBR articles it state that _____________ provides control and solves problem while _____________ provides motivation.
a. leaders, managers
b. managers, leaders
c. both terms are for managers
d. none of the above are correct
b. managers, leaders
129
In the example in class on the brother and the sister who could not agree what to do with the orange, we had an example of:
a. conflict resolution
b. a form of game theory
c. a focus on the interest and not on the positions
d. both a. and c. are correct
e. a. and b. and c. are all correct
c. a focus on the interest and not on the positions
130
The line and staff functions are best seen in:
a. the value chain
b. the supply chain
c. none of the answers provided are correct - they are only seen the organizational modeling tools
d. the organizational chain
a. the value chain
131
In The Principles of War the author makes a point:
a. It is important to "remain faithful throughout to the principles"
b. It is important to "make changes to strategy as necessary"
c. The principles a require superior intelligence
d. both a. and c. are correct
e. both b. and c. are correct
a. It is important to "remain faithful throughout to the principles"
132
From our class discussions, characteristics that we know are true are:
a. attributes
b. all the above
c. beliefs
d. facts
d. facts
133
The hierarchy of needs is related to:
a. the behavioral school
b. transformational change
c. values and beliefs
d. both a. and b. are correct
e. none of the above are correct
a. the behavioral school
134
The domain analysis or the STS is an example of the:
a. behavioral school of management
b. the analytical approach
c. the systems approach
d. all of the above
e. none of the above
c. the systems approach
135
Which type of power is closest to emotional intelligence:
a. Legitimate
b. Expert
c. Position
d. Referent
e. Emotional
d. Referent
136
Job design and matching workers to the job was developed by:
a. Frederkick Taylor
b. Maslow
c. Hawthorne
d. Weber
e. None of the above
a. Frederkick Taylor
137
From class discussions and readings, the relationship between ""organizing and staffing" and "aligning people" is:
a. between operations and strategy
b. between the two levels of the value chain
c. management and leadership
d. found in the classical school, particularly bureaucracy
e. two of the answers are correct
c. management and leadership
138
In ________________________ strategy for change will generally be faster but temporary.
a. consensus
b. shared-power
c. rational persuasion
d. force-coercion
e. synergy
d. force-coercion
139
The two sections we read from The Principles of War were about:
a. training and managing
b. ethics and punishment
c. politics and diplomacy
d. strategy and application of the strategies
d. strategy and application of the strategies
140
What are the 3 Project management tools?
Gnatt charts, PERT, critical path
141
PERT
- project evaluation and review technique
- a probabilistic model that allows for variation in the time estimates but not the activities
142
CPM
- critical path method
- deterministic model that allows for a best estimate of the time to complete an activity or a project
143
Gnatt chart
- more of a reporting tool than a management tool
- generally, has a high-level view
144
PERT/CPM Method
Steps
1.Determine the activities for the project
2.Determine which activities are linked - "precedForward Pass:ence relationship"
3.Estimate time-to-complete and available resources for the activities
4.Develop the network of activities for the project
145
Forward Pass:
Identifies the earliest times (EST and EFT)
146
Backwards Pass:
Identifies latest times (LST and LFT)
147
4 Theory of Leadership
1) Characteristics or trait theory: action and task oriented
2) Behavioral or psychological theory: need for power and accomplishments and low need for affiliation or friends
3) Situation and contingency (best): the times or conditions produce the leaders
4) Functional leadership theory: whatever is necessary for group-needs is taken care of. Thus, a leader can be said to have done their job well when they have contributed to group effectiveness and cohesion
148
The five levels of leadership from John Maxwell
Level 1 - Position
Level 2 - Permission
Level 3 - Production
Level 4 - People Development
Level 5 - Pinnacle
149
The styles of leadership
1) Autocratic: command and control (ex: Doctor and Lou)
2) Human relations: people over task (ex: Duke Hospital)
3) Laissez-faire: do the best you can and don’t bother me (ex: when Peach drove away from the plant)
4) Democratic style: people and tasks together
150
In one of the HBR articles ("What Leaders Really Do"), the author states that the current leadership structures are driven primarily by:
a. population shiftsb. competition
c. rapid change
d. b. and c. are correct.
e. a. and b. and c. are all correct
d. b. and c. are correct.
151
In the article "What Makes a Leader" the author state that _____ is important for "building rapport (relations) with others to move them in the desired direction.
a. Motivation
b. Self-regulation
c. Self-awareness
d. Empathy
e. Social Skills
e. Social Skills
152
The leadership tool discussed in class that used directive and achievement behavior as well as other groups of behavior was:
a. the model developed by the consulting firm of Bain and Company
b. the "path-reward" leadership model
c. the one proposed in by the consultants in the Starbucks book
d. the "leadership development" model
b. the "path-reward" leadership model
153
In a diagram from the class notes towards the end of the class we noted that leadership was a development:
a. in the classical school
b. in the management science school
c. found in all the schools of management - that was a cornerstone of the topic
of management.
d. in the behavioral school
b. in the management science school
154
Which of the following was found in Onward:
a. stakeholder consideration and the interest in the "tiers in the supply chain"
b. extensive use of information technology
c. cash flow monitoring
d. use of the Delphi approach
a. stakeholder consideration and the interest in the "tiers in the supply chain"
155
From our discussion on conflict, ________ was the example used for a focus on the interest and not the position.
a. the brother and the sister
b. the plant in The Goal
c. the coal mine
d. two of the answers provided are correct
e. the Intel distribution center
a. the brother and the sister
156
Dependent events, as discussed in The Goal, occur;
a. at the bottleneck
b. as a result of statistical fluctuations
c. two of the answers are correct
d. after the bottleneck
e. in front of the bottleneck
c. two of the answers are correct
157
In the "Young Woman" case she had to:
a. cross a bridge
b. two of the answers are correct
c. get to the train station
d. go shopping for groceries
e. drive to work
a. cross a bridge
158
The business process reengineering approach is best described as:
a. going along the entire length of the component model and not just focusing on one section
b. operational
c. strategic
d. both external and to the internal organization
b. operational
159
In the article Project Aristotle the test of "social sensitivity" was:
a. the retention test
b. the ability to doodle the problem quickly
c. measuring one's pulse rate or heart beat in a given situation
d. the eye test
d. the eye test
160
The term _________ is from the "Getting to Yes" world
a. criticism
b. BATNA
c. mediator
d. consensus
e. two of the answers are correct
b. BATNA
161
In The Goal, Jonah was first seen:
a. in the park
b. in the airport
c. at a conference
d. in a bar
b. in the airport
162
In Babe, the duck wanted to:
a. two of the answers are correct
b. take the alarm clock
c. chase the cat
d. none of the answers are correct
e. fly like a bird
b. take the alarm clock
163
In the dice game in The Goal, the __________ players lost the bet.
a. all of them
b. middle
c. beginning
d. ending
e. winner was not dependent where they were in the process
d. ending
164
In the first section of the class we mentioned that, for the material in our class, the significant innovation(s) since World War I was/were:
a. in one form or another, computers
b. miniaturization
c. the modern organization
d. three of the answers provided are correct
e. applied mathematics
c. the modern organization
165
In the STS, the group that does not have its own "system" is:
a. the managers
b. the workers
c. the owners
d. the technology side of the organization
a. the managers
166
From class we saw that changes in behavior from:
a. facts
b. values
c. two of the answers are correct
d. three of the answers are correct
e. norms
a. facts
167
From The Goal, a plant in which everyone is working all the time is one that:
a. balanced in Jonah's terms
b. inefficient
c. two of the following are correct
d. minimizes waste is one that tis minimizes operational expense
b. inefficient
168
Which of the following is Goldratt's model for implementing the DBR?
a. optimization model
b. min-mad-model for resource acquisition
c. balancing
d. five focusing steps
e.linear thinking
give focusing steps
169
Role ambiguities and unresolved prior conflicts are examples of
a. STS interferface issues as discussed in class
b. incomplete contracts
c. causes of conflicts
d. transaction costs
e. two of the answers provided are correct
c. causes of conflicts
170
An organizational goal should be:
a. rationalized
b. none of the answers are correct
c. two of the answers are correct
d. optimized
e. satisfied
c. two of the answers are correct
171
The historical examples of organizations were primarily concerned on
a. how organizations were structured
b. how organizations were developed
c. what was the driving force for the organization
d. all of the topics were from the historical examples
e. what were the weaknesses of organizations
c. what was the driving force for the organization
171
The historical examples of organizations were primarily concerned on
a. how organizations were structured
b. how organizations were developed
c. what was the driving force for the organization
d. all of the topics were from the historical examples
e. what were the weaknesses of organizations
c. what was the driving force for the organization
172
The purpose of the buffer is to:
a. manage the rope
b. minimize statistical fluctuations
c. protect the drum
d. two of the answers are correct
e. essentially set the pace for the process
c. protect the drum
173
Alignment issues and solving performance gaps are terms from class related to:
a. causes for conflict
b. incremental changes
c. culture from the organizational interaction model
d. none of the answers provided are correct
e. resolution of conflicts
b. incremental changes
174
The "shop floor" of the firm was championed by:
a. Fayol
b. Anthony
c. Weber
d. All the answers are correct
e. Taylor
174
The "shop floor" of the firm was championed by:
a. Fayol
b. Anthony
c. Weber
d. All the answers are correct
e. Taylor
175
The "shop floor" of the firm was championed by:
a. Fayol
b. Anthony
c. Weber
d. All the answers are correct
e. Taylor
e. Taylor
176
An aspect of the STS was to:
a. balance the number of systems
b. all of the answers provided are correct
c. design of an organization for the joint optimization of the subsystems
d. minimize the interdependencies
e. two of the answer are correct
c. design of an organization for the joint optimization of the subsystems
177
Planning and scheduling work and assigning tasks and quality control are examples of:
a. team tasks
b. the decision making model
c. horizontal management
d. ways to limit the span of control
e. the flow in the component model
a. team tasks
178
In the end of the article Project Aristotle:
a. the team collectively celebrates their failure-the figured out their project would not work
b. Google decided to make some of the teams by random selection to promote learning
c. Abeer was able to diagram the method on a postcard
d. Julia made a mistake
d. Julia made a mistake
179
The example in class for the DBR was from:
a. Traffic flow
b. Clorox
c. Airlines
d. HP
e. Intel
e. Intel
180
In the Oliver Wiliamson interview his discussion on "hostages" had to do in part with:
a. differing sizes of firms in terms of dollar values
b. specialized assets used with other firms
c. the political power of firms
d. two of the answers are correct
e. three of the answers provided are correct
b. specialized assets used with other firms
181
The results of a probit analysis is to test for:
a. a continuous response
b. success or failure
c. both "success or failure" and differing populatino means
d. differing population means
e. measure of the population variance
b. success or failure
182
Suppliers and customers and substitutes are found in the:
a. strategic matric model
b. component model
c. none of the answers are correct
d. Porter's Five Forces
d. Porter's Five Forces
183
Which of the following is not one of the decision-making roles in decision rights:
a. Moderate
b. Recommend
c. Agree
d. Input
e. Perform
a. Moderate
184
The terms bounded rationality and information symmetry and risk are related to:
a. a strategic lens
b. decision environment
c. problems solved with the matrix management approach
d. two of the answers provided are correct
e. problems with teams
b. decision environment
185
The terms planning and organizing and leading and controlling are from our discussion in class on:
a. management
b. mission and vision
c. the strategic lenses
d. the value chain
b. mission and vision
186
In the _________ made the point that "in the end, the most important aspect of the company is its culture."
a. all three answers are correct - it was the last topic covered in each on
b. Deloitte case
c. none of the cases/books discussed culture - it was mission and vision that was most important
d. IBM book
e. Duke case
d. IBM book
187
The terms "all persons of color" and "national origin" were discussed in class under the topic of:
a. Fair Labor Standards Act
b. More than one answer is correct
c. Exempt employees
d. Harassment
e. Protected classes
e. Protected classes
188
From our discussion on change management, which is not one of the reason (not causes) of why change occurs?
a. Dissatisfaction with the present situation
b. Lack of strategic alignment
c. Momentum toward change
d. External pressure toward change
b. Lack of strategic alignment
189
The __________ argues for a fair and equable distribution of benefits and harms
a. moral rights rule
b. justice rule
c. management rule
d. utilitarian rule
b. justice rule
190
The terms "expected" and "observed" are related to:
a. none of the answers are correct
b. the component model
c. DSS analysis
d. Chi-Square analysis
d. Chi-Square analysis
191
Timeliness and quality, from class, are part of:
a. the value chain
b. the attributes of information of the IT environment
c. business case
d. strategic lenses
b. the attributes of information of the IT environment
192
Which is the decision-making tool that could be used for a structured decision:
a. Delphi
b. ERP
c. DSS
d. Span of control matrix
c. DSS
193
The terms develop and diffuse integrate are related to our discussion on:
a. ERP
b. Projects
c. Productivity
d. Decision making
e. Innovation
e. Innovation
194
In class we discussed the "reach of the organization" in terms of
a. organizational design
b. strategy
c. two of the answers are correct
d. stakeholders
e. the 4 P's specifically
d. stakeholders
195
To analyze an industry rather than a company we would best use:
a. Porter's Five Force
b. the 4 P's
c. BCG Growth-Share Matrix
d. the value chain
e. All can be used to analyze an industry
a. Porter's Five Force
196
From our class discussion, an exempt employee is exempt from:
a. Age discrimination protect as he or she is under the age of 40 years old
b. Severance compensation upon termination
c. Overtime compensation
d. None of the answers are correct
e. Health insurance as they are covered under another benefits plan
c. Overtime compensation
197
In class the idea of "managing by principle" was from:
a. our discussion on protected classes
b. the Deloitte case
c. our discussion on ethics
d. the IBM book
e. the Duke case
d. the IBM book
198
In one of our last lectures we discussed the framework for competitive advantage. Which of the following is not part of that framework:
a. innovation
b. responsiveness to customers
c. efficiency
d. quality
e. agility
e. agility
199
The willingness of a person or a group to have confidence in the goodwill and competency of another person or organization even though this willing puts them at risk is:
a. justice
b. trust
c. the basis for one of the powers
d. leadership
e. authority
b. trust
200
One of the terms we used for "decision making" was:
a. cost benefit
b. game theory
c. probability
d. process
d. process
201
In one of our last lectures we discussed the where we see the manager's values. Which of the following is not part of that framework
a. competence
b. compassion
c. candor
d. courage
e. commitment
b. compassion
202
When we combine the TPS and an operation system we get a(n)
a. ERP
b. the generic supply chain
c. both a technical view and operation view of BPR
d a value chain
a. ERP
203
In our class discussion on organizational structures we commented that the common structure for a small organization would be:
a. functional
b. problem solving
c. centralized-decentralized
d. divisional
a. functional
204
In the beginning of the IBM book we saw a good example of a manager dealing with:
a. two of the answers are correct
b. micro and macro problems
c. the importance of industry knowledge for a manager
d. the importance long-term strategic planning
b. micro and macro problems
205
We use contracts to solve problems related to the:
a. all the answers can be solved with contracts from our discussion in class
b. ethical rules dilemma
c. span of control alignment
d. principal and agent problem
d. principal and agent problem
206
The structure of decision rights we had from class was from:
a. There was no company reference in our discussion on decision rights.
b. McKinsey
c. Deloitte Consulting
d. Bain & Company
e. IBM
d. Bain & Company
207
The primary difference between a project and a process is:
a. degree of externality to the organization
b. where the project or process is situated in the organization
c. end results
d. all the answers are characteristic of the difference between a project and a process
e. degree of complication
c. end results
