Module 3

Front 1

The action imperative that is LEAST similar to the Compete action imperative is

Back 1

Collaborate

Front 2

Designing and organizing competency focuses on

Back 2

Organizational structure and culture

Front 3

What is a vision

Back 3

a destination and a desired future

Front 4

critical elements of the vison process

Back 4

-Definition of the vision
-The framing of the vision
-Empowerment of followers through articulation and communication of the vision
-Having the right components and content

Front 5

Vision is a challenging aspect of communication because

Back 5

you have to touching the hearts and personal values of followers

Front 6

Visionary leaders can be found in

Back 6

-Large businesses
-Families
-Not for profit organizations and governmental units

Front 7

Steve Jobs (Apple), Jeff Bezos (Amazon, and Blue Origin are visionary because they

Back 7

Embrace competing values and transcend paradox

Front 8

Senior levels of management engage in this type of goal setting

Back 8

strategic and directional

Front 9

Lower level management and supervisors engage in this type of goal setting

Back 9

tactical

Front 10

researches would say that this is a productive goal:

Back 10

I will increase my sales calls by 10% next month.

Front 11

Strategic unity and alignment are Important because

Back 11

they increase motivation by helping employees see a direct connection between their daily tasks and the organizations vision

Front 12

During the evaluation of employees managers should take into account:

Back 12

Any organizational barriers that might have inhibited employees from achieving their goals

Any enablers that might have made it easier than anticipated for the employees to achieve their goals

Front 13

meaniful objectives

Back 13

SMART

Front 14

SMART goals are

Back 14

Specific
Measurable
Attainable
Relevant
Time-bound

Front 15

In Effective goal setting one should

Back 15

Prioritize the goals

Front 16

EXTRINSIC motivator seeks

Back 16

Praise from another person

Front 17

Maslow proposed that

Back 17

There is a Series of 5 needs that operate hierarchically from lower order needs to higher order needs

Front 18

Content theories of motivation help managers

Back 18

motivation and give managers useful information about broad categories of needs that individuals seek to fulfill

Front 19

Process theories of motivation include

Back 19

Equity Theory
Expectancy Theory
Goal setting model
Job Characteristics model

Front 20

A manager can tie effort to performance by

Back 20

Using the power of positive expectations with subordinates

Front 21

A manager can link performance to outcomes by

Back 21

Making sure to follow through with promised outcomes based on performance

Front 22

Psychological states of empowerment contain meaning, competence, impact, and Self determination but NOT

Back 22

self-motivation

Front 23

Gallup employee engagement survey asks:

Back 23

Do you have the chance to do what you do best every day at work
Does your supervisor seem to care about you as a person
Does the organization’s mission make you feel your job is important

Front 24

In Organizing one should

Back 24

Divide work into manageable components and assign activities

Front 25

Highly mechanistic organizations tend to have…

Back 25

A tall hierarchy and narrow spans of control

Front 26

Departmentalization contains matrix, functional, and divisional form but NOT

Back 26

virtual

Front 27

Which elements should be considered when designing the “star model”…

Back 27

-strategy
-structure
-rewards

Front 28

Galbraith’s “star model,” processes include…

Back 28

Information and decision processes that span the breadth and depth of the organization’s structure

Front 29

This organizational culture mirrors the internal process model…

Back 29

Hierarchy

Front 30

What type of organizational culture is a company trying to achieve if it emphasizes flexibility and change and focuses primarily on the external environment?

Back 30

Adhocracy

Front 31

According to (Bossidy and Charan, 2002), what is Not healthy for the “operations process”

Back 31

Basing operations plans primarily on budgets

Front 32

Peter Drucker had numerous ideas for improving time management. He said the hardest step for managers to achieve is…

Back 32

consolidating their time

Front 33

The following strategies are consistent with Peter Drucker’s advice for managing your time:

Back 33

Clarifying your values
Planning and prioritize on a regular basis
Regularly reviewing how you are spending your time

Front 34

Execution and results competency behaviors include:

Back 34

Setting ambitious goals
Challenging others to achieve high levels of performance
Benchmarking the other competition
Having a strong customer focus

Front 35

Bossidy and Charan (2002) conclude that organizations are abysmal when it comes to execution because of…

Back 35

Lack of discipline

Front 36

The followings are critical core process in the discipline of execution:

Back 36

Operations process
People process
Strategy process

Front 37

Management model associated with the Compete action imperative is…

Back 37

The rational goal model

Front 38

To improve productivity and increase profitability, the rational goal model assumes that…

Back 38

Clear direction is critical for effectiveness

Front 39

The most difficult key component of vision is…

Back 39

Making the case for change.

Front 40

What is not a key component of vision?

Back 40

Specific desired end-states or outcomes

Front 41

Performance management systems in organizations contain:

Back 41

Formal evaluation of performance
On-going coaching and feedback
Joint establishment of individual goals (i.e. individual with manager)
Translation of vision to organizational unit goals

Front 42

Goals are more effective when they are:

Back 42

Specific
Challenging
Rewarded

Front 43

This is an example of INTRINSIC motivator…

Back 43

Autonomy

Front 44

The Pygmalion effect is described as

Back 44

What managers expect of their employees and the way they treat them largely determines their performance and career progress.
Employees, more often than not, do what they believe they are expected to do.
Managers have the ability to create high performance expectations that their employees fulfill.

Front 45

Which of the Psychological states relates to empowerment and is described as the innate worthiness of the task or pursuit?

Back 45

Meaning