Australian National University MGMT1003: Quiz: Week 6-11: 100%

6.1 Lewin’s (1947) three-step model of change highlights the importance of: a) Reinforcing aspects of organizational culture that will contribute to the sustainability of the change b) Reinforcing the reprimands that will used against those who do not contribute to the sustainability of the change c) Reinforcing the need to maintain status quo in order to ensure the sustainability of the change d) Reinforcing the need to maintain status quo as a means to resist the change e) Reinforcing aspects of the organizational culture that maintain status quo as a means to resist the change 6.2 Organisational change is change resulting from: a) Both internal and external forces b) Internal forces only c) External forces only d) A directive given by the CEO e) Union officials creating disruption in the workforce 6.3 Organisations capable of successfully responding to constant change are thought to have which of the following characteristics? a) Actively encouraging and supporting day-to-day evolution of working practices and processes b) Ensuring diversity in the workforce and encouraging different perspectives c) Recognising and rewarding people who think differently d) Building and developing deep trust within the organisational culture e) All of the stated answers are correct 6.4 Research has suggested that leaders who are _________ of the group they are leading are more likely to be effective agents of change. a) Prototypical b) Not members c) Past members d) The most intelligent person e) The least popular person 6.5 Most frameworks for understanding change management suggest that leading change must start with: a) Sharing the rationale for the change, the why b) Sharing stories about successful implementation of the change in other organisations c) An aggressive campaign explaining what needs to change d) Explaining to employees that anyone who won’t change will be fired e) All of the stated answers are correct Quiz: Week 7 7.1 The four key elements that define leadership are: a) process, influence, group context and goal attainment b) people, context, task and organization c) inspirational, transformative, authentic and charismatic d) traits, values, goals and actions e) all of the stated answers are correct 7.2 According to Leader-Member Exchange Theory, high-quality relationships between a leader and a follower are represented by relationships that are: a) Based on trust, respect and an emotional bond b) Based on an understanding of how much an employee expects to be paid c) Fluid, changing and unpredictable d) Based on how long each person has worked for the organization e) Based on competitiveness between members of the team for the leader’s approval 7.3 According to Social Identity Theory, leaders who are prototypical of the group that they represent are: a) More likely to enjoy more support from their team members b) Be more highly trusted as a leader c) Be perceived as a more effective leader d) Be better able to lead change effectively e) All of the stated answers are correct 7.4 If we accept the definition that a leader “is someone who is interpersonally trying to define meaning/reality for others” we must also accept that in order to be a leader we need to actively engage in processes of: a) Sensebreaking b) Sensegiving c) Reprimand d) Reward e) Reinformcent 7.5 In taking a reflexive approach to leadership we need to be willing to consider: a) what is currently wrong with established ideas and beliefs about leadership, including our own b) new ideas and beliefs about leadership c) different perspectives and approaches to leadership d) alternative methods for influencing people e) all of the stated answers are correct Quiz : Week 8 8.1 The capacity to assess current conditions in your industry and understand the relationship between what’s going on inside the organization and what is happening external to the organization is called: a) Situational awareness b) Active sensemkaing c) Self-awareness d) Cognitive dissonance e) Metacognition 8.2 Mintzberg suggests that managers need the skills to manage in three domains of managerial work, these domains are represented by the skills needed to manage: a) People, information and decision-making b) Executive level, middle and front-line teams c) Culture, performance and resources d) Budget, resources and schedules e) All of the stated answers are correct 8.3 Which of the following was NOT one of the 11 competency clusters represented in Spreitzer et al.’s questionnaire: 1. Seeks opportunities to learn 2. Open to criticism 3. Has the courage to take risks 4. Brings out the best in people 5. Demonstrates expertise 8.4 Developing self-awareness as a manager will help you to know: a) When you are not a good fit for the role you are in or considering b) The needs of your subordinates c) What your CEO or director is likely to reward d) Which meetings are important to attend in person e) When to hire new talent 8.5 The skills set and competencies required to be an effective manager vary according to: a) The industry or sector you work in b) The purpose and vision of the organisation c) The structure of the organisation d) Your particular level or area within the organisation e) All of the stated answers are correct 8.6 Self-Awareness is: a) the ability to notice and accurately judge your own performance and behaviour and how you respond to different situations and contexts b) the ability to ignore and disregard your own performance and behaviour and focus on the getting the job done c) the ability to ignore and disregard your energy levels and put the organisational goals before your own wellbeing d) the ability to notice and accurately judge your team’s performance and behaviour and how they respond to new projects e) the habit of checking yourself in the mirror prior to an important meeting 8.7 Research has shown that self-awareness: a) improves judgment b) helps you identify opportunities for professional development c) helps you understand your motivation for different tasks and roles d) enhances interpersonal skills e) all of the stated answers are correct 8.8 Bond and Shapiro suggest focusing on which three areas to enhance levels of personal resilience? a) Attitudes, habits and responses b) Attitudes, beliefs and values c) Reactions, assessments and evaluations d) Judgment, values and decision-making e) Physical strength, health and nutrition 8.9 Three out of four people who were asked “what is the biggest drain on your personal resilience” gave which answer? a) When I am challenged on work matters b) When I am juggling day to day working life with family or personal commitments c) When the nature of my work takes me outside of my comfort zone d) When I am managing difficult relationships/politics in the workplace e) When I feel I am being criticised personally 8.10 Values are our fundamental beliefs about what is important in life, this relates to developing resilience as one of the key aspects of being resilient is: a) a deep belief, often buttressed by strongly held values, that life, and the work you do, is meaningful b) a deep belief, often buttressed by strongly held values, that you get paid appropriately for the work you do c) a deep belief that your CEOs vision is clear and achievable d) working in an organization with an vibrant workplace culture and lots of talented people e) avoiding situations that aren’t aligned with your values 8.11 One of the most prominent researchers involved in the Hawthorne experiments was: a) Elton Mayo b) Elton Presley c) Ben Elton d) Mao Zedong e) Elton John 8.12 The human relations approach to management is essentially about: a) The ability of the manager to create positive working relationships with people both within and external to the organisation b) The ability of a manager to maintain more relationships with others than their subordinates c) The ability of a manager to leverage their professional networks for personal gain d) The ability of a manager to manipulate the emotions of senior executives in the organisation e) The ability of a manager to use their social skills to land big contracts for their organisation 8.13 Both Henry Mintzberg and Stephan Tengblad found that CEOs spend around % of their time at work with other people. a) 5 b) 25 c) 50 d) 80 e) 100 8.14 The Hawthorne Studies were important to the study and practice of management in helping us to realise that people’s performance and productivity at work are strongly influenced by: a) Environmental factors b) The amount they are paid c) Social factors d) The comfort of their shoes e) The length of the bus ride to work 8.15 A criticism of the human relations movement was that it: a) didn’t pay enough attention to organisational structure, technology and job design factors b) didn’t pay enough attention to the level of experience of the employee or the manager c) didn’t pay enough attention to environmental factors such as lighting and room temperature d) didn’t pay enough attention to individual motivation factors e) paid too much attention to the effects of supervision Quiz: Week 9 9.1 Which of the following are things that a manager can do in order to create work environments that lead to both high-quality performance and wellness among employees? a) acknowledge employees’ perspectives b) provide meaningful feedback c) assign tasks that are optimally challenging d) give a rationale when requesting a behavior e) all of the stated answers are correct 9.2 Research has found that managers who promote self-determination at work: a) Cannot buffer employees against high-level threats such as job and pay security b) Cannot buffer employees against low self-esteem and job satisfaction c) Can limit levels of intrinsic motivation among employees d) Can accidently encourage amotivation among employees e) Often receive nice Christmas gifts from their subordinates 9.3 The continuum of motivation, as described in Self Determination Theory, illustrates how behaviour becomes increasingly more as motivation moves toward being intrinsically motivated. a) Externally regulated b) Self regulated c) Compliant d) Self interested e) Unregulated 9.4 Approaches to motivation that are derived from behavioural psychology focus on the use of and to modify people’s behaviour. a) Rewards and punishment b) Money and promotion c) Intrinsic and extrinsic motivation d) Shame and blame e) Pay for performance 9.5 Research suggests that managers who need high-quality outcomes on complex tasks should: a) not use extrinsic incentives or performance-contingent reward systems b) use extrinsic incentives or performance-contingent reward systems c) give large bonuses on completion of the project d) do it themselves e) non of the stated answers are correct 9.6 Goal-setting theory states that: a) goal setting is linked to task performance and that specific and challenging goals, combined with appropriate feedback, contribute to enhanced task performance b) employee absenteeism is reduced by goal setting c) goal setting is linked to task performance and that loose, easy to reach goals, contribute to faster task completion d) employees who set stretch goals are more likely to be promoted e) goal setting is linked to poor performance and that challenging goals demotivate employees who are uncomfortable receiving feedback 9.7 Goal-Setting Theory suggests that goals affect performance as a result of which of the following mechanisms? a) Goals provide direction b) Goals can be motivating c) Goals increase persistence d) Goals lead to the development and use of task-relevant knowledge e) All of the stated answers are correct 9.8 Setting performance ratings and judging employees according to those ratings are tasks undertaken by a manager in the process of: a) Goal setting b) Performance appraisal c) Recruitment d) Exit interview e) Aligning the performance management system with the goals of the organisation 9.9 Genuine two-way conversations about performance can help an employee to feel that the appraisal is more: a) Fair b) Biased c) Fun d) Developmental e) Bureaucratic 9.10 Crucial in determining any change and improvement in future performance is the way: a) An employee reacts to feedback b) Pay is determined in accordance with the performance appraisal c) The CEO acknowledges the employee’s contribution to the organisation d) A manager determines leave entitlements e) An employee gets to compare themselves to others in their team Quiz: Week 10 10.1 A number of approaches to ethical decision making have been offered to help managers make good decisions, these include: a) Utilitarian approach b) Moral principles approach c) Practical approach d) Justice approach e) All of the stated approaches are correct 10.2 Leaders within organizations can shape the ethical culture of the organization through the use of: a) Formal mechanisms b) Informal mechanisms c) Both formal and informal mechanisms d) Normative mechanisms e) None of the stated answers are correct 10.3 Some examples of how a manager can implement practices leading to an ethical organizational culture include: a) Establish a formal code of ethics and decision policies; b) Lead by example; c) Provide clarity around job goals and performance appraisal mechanisms; d) Include ethics training in induction and orientation programs e) All of the stated answers are correct 10.4 Managers and organizational leaders have a significant responsibility in creating ethical workplace climates and cultures in which: b) Ethical conduct is both the norm and expected c) Ethical conduct is expected of new recruits until they become socialised d) Whistle blowers are discouraged and frowned upon e) Senior leaders are excused from acting ethically when profit, performance or productivity are at stake f) External stakeholders are invited to determine the ethics of the organisation 10.5 An ethical dilemma occurs when: a) There is a choice to be made between two options, neither of which resolves the situation in an ethically acceptable manner b) There is a choice to be made between two options, both of which are ethically acceptable c) There is a choice to be made between two options, neither of which the manager is fully aware of d) There is no choice to be made because only one option resolves the situation in an ethically acceptable manner e) There is a choice to be made between too many options and the outcomes are unknown 10.6 Social responsibility is: a) an ethical framework and suggests that an entity, be it an organization or individual, has an obligation to act for the benefit of society at large b) an ethical framework and suggests that an entity, be it an organization or individual, has an obligation to act for the benefit of their shareholders or employer c) a reporting framework that an organization has an obligation to prepare for their shareholders d) a reporting framework that ensures an organization is doing all it can to help people in developing nations e) None of the stated answers are correct 10.7 Sustainable development is: a) development that meets the needs of the present without compromising the ability of future generations to meet their own needs b) development that meets the needs of the present without considering the ability of future generations to meet their own needs c) development that is sustainable in its growth and profitability d) development that is sustainable from an economic perspective e) development based on the responsible use of fossil fuels and other natural resources 10.8 According to the Global Reporting Initiative (2017), around % of the world's largest 250 corporations report on their sustainability performance. a) 10 b) 24 c) 50 d) 75 e) 93 10.9 Managers and business leaders are now expected to have a clear and complete understanding of the cause and effect relationships between: a) organizational actions and environmental outcomes b) sustainability reporting and stakeholder satisfaction c) sustainability practices and stakeholder development d) organizational culture and environmental issues e) organizational change and environmental advocacy groups 10.10 Managers are expected to role model which of the following behaviors for their employees? a) Ethical decision making b) Social responsibility c) Sustainable practices d) Understanding of cause and effect relationships e) All of the stated answers are correct Quiz: Week 11 11.1 Futurists and future-oriented management theorists believe that a approach to management and leadership will be needed to successfully manage organisations in the smart machine age. a) Traditional b) Command and control c) Participatory d) Scientific e) All of the stated answers are correct 11.2 Which of the following attitudes or behaviours does Hess (2016) suggest that managers should role model for their employees: a) Engage b) Embrace c) Excel d) Enable e) All of the stated answers are correct 11.3 Research has shown that the interaction between organizational culture and innovation is likely to lead to increased organizational performance when: a) A relational approach to leadership and management is also present b) Innovation leads to the invention of a brand new product that has never previously been to market c) The business is organised according to a hierarchical structure d) Managers focus solely on meeting business performance outcomes e) The organizational culture is based on the values of the founder 11.4 It is argued that a greater focus on can help to bridge the gap between traditional business practices and having a positive impact for social good. a) Money b) Ethics c) Structure d) Leadership e) Technology 11.5 Research has found that facilitating an organisational culture that supports innovation through individual coaching and facilitating collaboration leads to: a) Enhanced team performance leading to an improvement in organizational performance b) A risk to team performance leading to a downturn in organizational performance c) Enhanced individual performance leading to better promotion opportunities d) Enhanced managerial performance e) All of the stated