MGMT1003: Quiz: Week 1-5: 100% Correct

1.1 One of the assumptions made about sensemaking is that: a) it helps managers to reduce complexity in finding ways to associate new information with existing memories and understandings b) it helps managers to determine the legality of a particular course of action c) it limits the ability of managers to innovate d) it enhances productivity by increasing cognitive dissonance e) it helps managers to better understand senior management 1.2 Active organisational sensemaking promotes: a) strategic change, learning, creativity and innovation b) bureaucracy and adherence to standard operating procedures c) stakeholder communication d) managerial authority, power and influence e) corporate social responsibility 1.3 Managers who support and encourage their employees to engage in active sensemaking are probably best suited to a business that is organised around the principles of: a) bureaucracy b) meritocracy c) adhocracy d) hypocrisy e) all of the stated answers are correct 1.4 In taking a sensemaking perspective we make which of the following assumptions? a) The world is complex and ambiguous b) Available information is massive and contradictory c) Individuals have limited ability to process complex information d) Individuals are uncomfortable with unresolved ambiguity e) All of the stated answers are correct 1.5 Sensemaking is the ability to: a) make sense of what’s going on in a changing and complex environment b) make sense of the directives given by your manager c) make sense of business analytics d) make sense of stakeholder feedback e) all of the stated answers are potentially correct Quiz: Week 2 2.1 The classical approach to management emphasises: a) Efficiency and effectiveness b) Human relations c) Classical reinforcement d) Interpersonal skills e) Contingency 2.2 Which of the following elements are considered essential to being able to manage into the future? a) Understanding the purpose of the organisation b) Being able to empower employees to make decisions c) Harnessing employees’ intrinsic motivation d) Allowing process to emerge from the interaction between context and objective e) All of the stated elements are essential 2.3 A bureaucratic style of management is thought to be less effective in the future because: a) It restricts innovation, adaptability and employee engagement b) It is incompatible with new technology c) It undermines organisational structure and control d) Employees become too complacent e) People are not being taught how to practice bureaucratic management 2.4 Mary Parker-Follett and Chester Barnard are considered advocates of which perspective? a) Humanistic b) Classical c) Management Science d) Contingency e) Evidence-based 2.5 The classical management theorist who outlined the 14 principles of management was: a) Henri Fayol b) Henry Mintzberg c) Frederick Taylor d) Henry Winkler e) Max Weber 2.6 Which of the following is NOT one of Mintzberg’s 10 managerial roles? a) Disturbance handler b) Resource allocator c) Disseminator d) Negotiator e) Administrator 2.7 The two factors most likely to affect the nature of managerial work are: a) Context and organisational purpose b) Organisational structure and leadership c) Time and place d) Environment and objectives e) All of the stated answers are correct 2.8 Essentially, the nature of managerial work revolves around: a) sharing, processing and applying information b) reporting information to senior management/the Board of Directors c) controlling and leading subordinates d) empathising with stakeholders e) making a profit for the company 2.9 Reviewing multiple studies on the same theory or framework helps us to determine: a) the reliability and validity of the theory or framework b) the popularity of the researcher c) the quality of the research d) the applicability of the framework to our personal context e) our understanding of research articles 2.10 An interesting paradox that is emerging from the continuing study of managerial work is the observation that the nature of managerial work is both: a) Continuing and changing b) Valid and reliable c) Fragmented and dynamic d) Energizing and draining e) Rewarding and demoralising 2.11 Which of the following is NOT a function of management according to Henri Fayol? a) Leading b) Organising c) Planning d) Controlling e) Coaching 2.12 Which of Fayol’s functions serves the purpose of motivating employees to put the interests of the organisation first? a) Leading b) Organising c) Planning d) Controlling e) All of the stated answers are correct 2.13 Which of Fayol’s functions serves the purpose of monitoring and correcting ongoing activities to acheive goal attainment? a) Leading f) Organising g) Planning h) Controlling i) All of the stated answers are correct 2.14 Fayol’s framework is based on which of the following assumptions about the functions of management? a) It is the manager’s responsibility to set goals and determine the best way to achieve them b) It is the manager’s responsibility to determine how resources should be allocated c) It is the manager’s responsibility to monitor and correct tasks to ensure they meet organisational goals d) It is the manager’s responsibility to motivate employees to align themselves with organisational objectives e) All of the stated answers are correct 2.15 Fayol’s assumptions about the functions of management are best suited to organisations that observe the principles of which type of governing structure? a) Meritocracy b) Adhocracy c) Bureaucracy d) Idiocracy e) Democracy Quiz: Week 3 3.1 Which of the following is NOT an employee outcome of evidence-based management? a) Increased trust in the manager b) Reduced psychological distress in employees c) Enhanced work-based learning d) Increased perceptions of the quality of the workplace and services/products provided e) Increased likelihood of employee promotion 3.2 The perspective of evidence-based management is distinct from a _______ ____________ in that it does not support a universalist view of management principles. a) Classical perspective b) Behaviourist approach c) Human relations perspective d) Systems approach e) Contingency perspective 3.3 The Hawthorne Studies were a series of experiments that were originally designed to understand the conditions that improved worker productivity. However significant findings of these studies included: a) workers performed better when managers treated them positively b) workers perform better when they felt important and valued c) workers perform better when they have a sense of pride in the team that they belong to d) encouraging employee participation in decision making is beneficial e) All of the stated answers are correct 3.4 The Contingency Perspective is the idea that: a) the successful resolution of organizational problems depends on a manager’s identification of key variations in the situation b) solutions that work in one organisation will also work in another c) if you have the best-available evidence everything will be ok d) effective management is contingent on the reward scheme in place e) none of the stated answers are correct 3.5 The study by Jepsen and Rousseau (2016) demonstrates that managerial use of evidence may play a significant role in the relationship between: a) managers and their employees b) incentives and performance c) stakeholder communication and share prices d) experience and expertise e) employee talent and the reputation of the organisation Quiz: week 4 4.1 Metacognitive awareness refers to the ability to: a) Be aware of what and how you are thinking b) Do things differently c) Change what you are thinking d) Do complex calculations in your head e) Be aware of what other people are thinking 4.2 Metacognitive knowledge is: a) What you know about what you know b) What you don’t know other people know c) What you know other people know about you d) What you don’t know you don’t know e) I have no idea 4.3 Metacognitive regulation is the ability to: a) Monitor and control your thinking processes b) Monitor and control your subordinates in completing their tasks c) Be aware of what and how you are thinking d) Control your emotions at work e) All of the stated answers are correct 4.4 The letters D.S.R.P in Dr Derek Cabrera’s framework for developing metacognitive abilities refer to: a) Difficulty, Seniority, Responsibility and Perspective b) Distinction, System, Relationship and Perspective c) Distraction, Silence, Response, and Pause d) Distinction, Selection, Reaction and Processing e) Design, System, Recognise and Produce 4.5 Research has shown that developing metacognitive skills can lead to a number of psychosocial benefits including: a) increasing self-awareness, empathy, and a sense of belonging b) increasing attractiveness and talent c) preventing bullying d) increasing intelligence e) increasing self-awareness, empathy, and a sense of belonging is correct but potentially all of the stated answers might be true 4.6 Critical thinking is: a) a multi-step process that never truly ends b) a 6 step process that can be completed quite quickly c) a process of choosing between two alternative course of action d) looking at what is wrong with a subordinates work e) all of the stated answers are correct 4.7 People with good critical thinking skills are often described as: a) open-minded b) questioning c) empathic d) honest e) all of the stated answers are correct 4.8 Critical thinking, when integrated with current knowledge can lead to the creation of: a) New knowledge b) Promotion pathways c) Bigger problems d) Mental health issues e) Secondary knowledge 4.9 Being able to take into account historical, ethical, social and cultural considerations is a stage of the critical thinking process referred to as: a) Observing b) Reflecting c) Contextualising d) Operationalising e) Evaluating 4.10 Evaluating information involves being able to assess it in terms of: a) Its value, determined by relevance and quality b) Its value, determined by author and year of publication c) The extent to which it supports your current thinking d) The extent to which it offers an alternate perspective e) How interesting it is Quiz: Week 5 5.1 Organisational culture can be described as: a) the shared values, principles, traditions and ways of doing things that influence the way members of a particular organization act b) the formal rules and laws that govern the way members of a particular organization act c) the national culture in which the organization was founded d) the shared activities that employees enjoy at the end of financial year party e) the type of food that is regularly shared at morning tea 5.2 Often established by the organization’s founder, organizational culture is maintained and modified by managers through: a) story b) ritual c) symbols d) language e) all of the stated answers are correct 5.3 Organisations that have a culture that is responsive to external forces and able to change as a result are often referred to as: a) Iterative b) Agile c) Nimble d) Responsive e) All of the stated answers are correct 5.4 Research has found that leaders who are in-group prototypical, that is, who are seen as ‘one of us’, are perceived to be much more ___________ than managers who take an ‘us versus them’ approach. a) Attractive b) Bossy c) Trustworthy d) Engaging e) Manipulative 5.5 Companies that are able to continually transform themselves through a constant process of organisational learning are referred to as: a) Education-oriented b) Learning organisations c) Transformative companies d) Training and development organisations e) Fixed-mindset firms