Leadership and culture ch 12 mcqs

Chapter 12

Leadership and Culture

  


Multiple Choice Questions
 

1. (p. 326) _____________ is the process and practice by key executives of guiding and shepherding people in an organization toward a vision over time and developing that organization’s future leadership and organizational culture. 
A. Organizational structure
B. Organizational strategy
C. Organizational leadership
D. Cultural context

 


Difficulty: Easy
Learning Objective: 1
 

2. (p. 328) Which of the following is NOT a way through which leaders galvanize commitment to embrace change? 
A. Involve every employee in corporate strategic decision making
B. Shape organizational culture
C. Build the organization
D. Clarify strategic intent

 


Difficulty: Easy
Learning Objective: 1
 

3. (p. 328) Leaders help their company embrace change by setting forth their ________ a clear sense of where they want to lead the company and what results they expect to achieve. 
A. Strategic quota
B. Mission
C. Vision
D. Strategic intent

 


Difficulty: Medium
Learning Objective: 1
 

 

4. (p. 328) Traditionally, the concept of _________ has been a description or picture of what the company could be that accommodates the needs of all its stakeholders. 
A. Mission
B. Vision
C. Strategy
D. Performance

 


Difficulty: Medium
Learning Objective: 2
 

5. (p. 328) A _________ is an articulation of a simple criterion or characterization of what the leader sees the company must become to establish and sustain global leadership. 
A. Leader’s principle
B. Mission
C. Leader’s vision
D. Strategic intent

 


Difficulty: Medium
Learning Objective: 2
 

6. (p. 329) A key element of good organizational leadership is to make clear the ___________ a leader has for the organization and managers in it, as they seek to move toward the vision. This will help keep the firm on track in the present term. 
A. Strategic purpose
B. Strategic goals
C. Alternative structures
D. Performance expectations

 


Difficulty: Medium
Learning Objective: 2
 

 

7. (p. 331) Because leaders are attempting to embrace change, they are often _____________ their organization. 
A. Abandoning
B. Rebuilding or remaking
C. Divesting businesses in
D. Repositioning

 


Difficulty: Medium
Learning Objective: 2
 

8. (p. 331) ____________ is the effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers you employ. 
A. Identifying an action plan
B. Education and leadership development
C. Developing principles
D. Creating passion

 


Difficulty: Easy
Learning Objective: 3
 

9. (p. 333) ____________ are your fundamental personal standards that guide your sense of honesty, integrity and ethical behavior. 
A. Values
B. Ethics
C. Principles
D. Passions

 


Difficulty: Medium
Learning Objective: 3
 

 

10. (p. 333) A future leader’s personal philosophies and choices ___________ for any key leaders of any organization. 
A. Manifest themselves exponentially
B. Are usually diminished over time
C. Always permeate the company
D. Become less pronounced with time

 


Difficulty: Medium
Learning Objective: 3
 

11. (p. 333) An effective organization is better built and is strongest when: 
A. Its leaders clearly articulate their vision for the firm
B. Its leaders show by example what principles are important
C. Its leaders “manage from afar”
D. Its leaders micromanage the employees of the firm

 


Difficulty: Easy
Learning Objective: 3
 

12. (p. 333) _____________ can be seen in principles, honesty and “living by example.” This can become a major force by which a leader will shape and move his or her organization. 
A. Prioritization
B. Transparency
C. Strategy
D. Long-term objectives

 


Difficulty: Easy
Learning Objective: 3
 

 

13. (p. 332) __________ is the capacity to see a commitment through to completion long after most people would have stopped trying. 
A. Perseverance
B. Passion
C. Principle
D. Integrity

 


Difficulty: Easy
Learning Objective: 3
 

14. (p. 334) __________ is a highly motivated sense of commitment to what you do and want to do. 
A. Passion
B. Patience
C. Perseverance
D. Principle

 


Difficulty: Easy
Learning Objective: 3
 

15. (p. 336) Leaders look to managers to execute strategy, accept risk and cope with the complexity of change. So, _________ becomes a major leadership role. 
A. Setting short-term strategy
B. Selection and development of key managers
C. Establishing priority among senior executives
D. Limiting managerial “buy-in”

 


Difficulty: Easy
Learning Objective: 3
 

 

16. (p. 336) ___________ will increase pressure on corporations to push authority downward in their organizations. This means every line manager will have to exercise leadership prerogatives to an extent unthinkable a generation earlier. 
A. Globalization
B. Fragmentation of industries
C. Consolidation of industries
D. The accelerated pace and complexity of business

 


Difficulty: Medium
Learning Objective: 3
 

17. (p. 338) Researcher David Goleman addressed the question of: 
A. What types of competencies are needed among organizational leaders?
B. The optimal age and maturity for successful organizational leaders
C. What types of personality attributes generate the ideal type of competencies needed in organizations?
D. How an organization can groom new executives from within

 


Difficulty: Medium
Learning Objective: 3
 

18. (p. 338) _________ exists in terms of the ability to read and understand one’s emotions and assess one’s strengths and weaknesses, underlain by the confidence that stems from positive self-worth. 
A. Self-management
B. Self-awareness
C. Social awareness
D. Social skills

 


Difficulty: Hard
Learning Objective: 3
 

 

19. (p. 338) __________ exists in terms of control, integrity, conscientiousness, initiative and achievement orientation. 
A. Social awareness
B. Self-awareness
C. Social skills
D. Self-management

 


Difficulty: Hard
Learning Objective: 3
 

20. (p. 338) ___________ occurs in relation to sensing others’ emotions, reading the organization and recognizing customers’ needs. 
A. Self-awareness
B. Social skills
C. Social awareness
D. Self-management

 


Difficulty: Medium
Learning Objective: 3
 

21. (p. 338) One may define _________ as sensing others’ emotions. 
A. Sympathy
B. Empathy
C. Relationship
D. Sensitivity

 


Difficulty: Medium
Learning Objective: 3
 

22. (p. 338) One can define _________ as being able to “read” the organization. 
A. Social integrity
B. Empathy
C. Organizational awareness
D. Social-management

 


Difficulty: Easy
Learning Objective: 3
 

 

23. (p. 338) ___________ comes from recognizing customers’ needs. 
A. Service orientation
B. Position power
C. Self-awareness
D. Organizational management

 


Difficulty: Medium
Learning Objective: 3
 

24. (p. 338) ____________ occur(s) in relation to influencing and inspiring others; communicating, collaborating and building relationships with others; and managing change and conflict. 
A. Competitive management
B. Social skills
C. Self-management
D. Self-awareness

 


Difficulty: Medium
Learning Objective: 3
 

25. (p. 338) A key way the characteristics of the desirable manager manifest themselves in a manager’s routine activities is found in the way they: 
A. Seek to get favorable decisions from corporate management
B. Collaborate with others
C. Choose individual workers
D. Seek to get the work of their unit done over time

 


Difficulty: Medium
Learning Objective: 3
 

 

26. (p. 338) Organizational sources of power are derived from: 
A. The manager’s tenure at the firm
B. The manager’s role in the organization
C. The manager’s style of working individually
D. The manager’s functional tactics

 


Difficulty: Medium
Learning Objective: 4
 

27. (p. 338) _________ is formally established based on the manager’s position in the organization. 
A. Organization power
B. Reward power
C. Position power
D. Information power

 


Difficulty: Easy
Learning Objective: 4
 

28. (p. 338) By virtue of Sam’s vice presidency in the organization, certain decision-making authorities and responsibilities are conferred that he is entitled to use to get things done. This is an example of: 
A. Peer influence
B. Expert influence
C. Punitive power
D. Position power

 


Difficulty: Medium
Learning Objective: 4
 

 

29. (p. 338) ___________ is the source of power many new managers expect to be able to rely on, but often the least useful. 
A. Referent power
B. Reward power
C. Punitive power
D. Position power

 


Difficulty: Medium
Learning Objective: 4
 

30. (p. 338) __________ is available when the manager confers something in return for desired actions and outcomes. 
A. Punitive power
B. Referent influence
C. Reward power
D. Information power

 


Difficulty: Medium
Learning Objective: 4
 

31. (p. 338) Often a power source, _________ is the type used when Jomar, a business unit manager, gave Elisa, his subordinate, the option to have a flexible work schedule or to work from home in return for her finishing several projects on-deadline. 
A. Referent power
B. Reward power
C. Information power
D. Peer influence

 


Difficulty: Easy
Learning Objective: 4
 

 

32. (p. 338) ___________ can be particularly effective and is derived from a manager’s access to and control over the dissemination of information that is important to subordinates yet not easily available in the organization. 
A. Information power
B. Organization power
C. Expert influence
D. Referent power

 


Difficulty: Easy
Learning Objective: 4
 

33. (p. 338) Jerry was using __________ when he asked his workers to reorganize the department. They did not yet know why they were doing this, but knew that Jerry had a good reason that he had not yet shared. 
A. Referent power
B. Punitive power
C. Information power
D. Peer influence

 


Difficulty: Easy
Learning Objective: 4
 

34. (p. 338) ___________ is the power exercised via coercion or fear of punishment for mistakes by a manager’s subordinates. 
A. Expert influence
B. Information power
C. Position power
D. Punitive power

 


Difficulty: Easy
Learning Objective: 4
 

 

35. (p. 338) The assembly line workers had already received cutbacks in bonus compensation when profits fell last quarter. Rogeco’s managers made it clear that unless productivity and profits were brought back up to the industry benchmarks within two quarters, further cuts would be made to base pay. This demonstrates: 
A. Expert influence
B. Referent influence
C. Information power
D. Punitive power

 


Difficulty: Medium
Learning Objective: 4
 

36. (p. 338) Leaders today _________ rely on their personal ability to influence others. 
A. Decreasingly
B. Try not to
C. Increasingly
D. Should never

 


Difficulty: Medium
Learning Objective: 4
 

37. (p. 338) ________, a form of power, comes mainly from three sources: expert, referent and peer influences. 
A. External influence
B. Personal influence
C. Punitive influence
D. Organizational influence

 


Difficulty: Easy
Learning Objective: 4
 

 

38. (p. 338) _________ is derived from a leader’s knowledge in a particular area or situation. 
A. Expert influence
B. Information power
C. Punitive power
D. Peer influence

 


Difficulty: Medium
Learning Objective: 4
 

39. (p. 338) __________ comes from having others want to identify with the leader. 
A. Expert influence
B. Peer influence
C. Referent influence
D. Coercive power

 


Difficulty: Medium
Learning Objective: 4
 

40. (p. 338) Asif was one of the most charismatic managers at Titan Systems. He had a great personality and was always very empathetic to employee needs. Asif can be characterized as having strong: 
A. Referent influence
B. Peer influence
C. Expert influence
D. Information power

 


Difficulty: Medium
Learning Objective: 4
 

 

41. (p. 339) ___________ can be a very effective way for leaders to influence the behaviors of others. This is used when leaders use the assignment of team members and the charge to the team to influence the outcomes produced. 
A. Punitive power
B. Peer influence
C. Information power
D. Referent influence

 


Difficulty: Easy
Learning Objective: 4
 

42. (p. 339) Effective leaders: 
A. Choose just one key source of power and influence
B. Tend to limit these types of influence and use more legitimate means
C. Usually do not have reason to use more than one of these types of power at a time
D. Make use of all seven sources of power, often in combination

 


Difficulty: Medium
Learning Objective: 4
 

43. (p. 339) Bartlett and Ghoshal studied several of the most successful global companies in the last decade. Their research suggests that combining flexible responsiveness with integration and innovation: 
A. Requires consistency in the management role in a twenty-first century company
B. Is based on an institution, not a process in a twenty-first century company
C. Determines the value of the management role in a twenty-first century company
D. Requires rethinking the management role and the distribution of management roles within a twenty-first century company

 


Difficulty: Medium
Learning Objective: 5
 

 

44. (p. 339) The ___________ according to Bartlett and Ghoshal involves decisions about opportunities to pursue and resource deployment. 
A. Entrepreneurial process
B. Integration process
C. Innovation process
D. Renewal process

 


Difficulty: Medium
Learning Objective: 5
 

45. (p. 339) The ___________ according to Bartlett and Ghoshal involves building and deploying organizational capabilities. 
A. Integration process
B. Innovation process
C. Entrepreneurial process
D. Renewal process

 


Difficulty: Medium
Learning Objective: 5
 

46. (p. 339) The ___________ according to Bartlett and Ghoshal involves shaping organizational purpose and enabling change. 
A. Entrepreneurial process
B. Renewal process
C. Integration process
D. Innovation process

 


Difficulty: Medium
Learning Objective: 5
 

 

47. (p. 339) The research of Bartlett and Ghoshal suggests that the critical management functions: 
A. Must be present in the organization, but not necessarily in all three levels of management
B. Is strictly the domain of top management?
C. Should be confined, typically, to the top two management levels
D. Need to be shared and distributed across three management levels

 


Difficulty: Medium
Learning Objective: 5
 

48. (p. 339) Developing operating managers and supporting their activities occurs in middle management as part of the: 
A. Integration process
B. Renewal process
C. Innovation process
D. Entrepreneurial process

 


Difficulty: Hard
Learning Objective: 5
 

49. (p. 339) In front-line management, creating and pursuing opportunities and managing contiguous performance improvement is an example of the: 
A. Integration process
B. Entrepreneurial process
C. Renewal process
D. Innovation process

 


Difficulty: Hard
Learning Objective: 5
 

 

50. (p. 339) Providing institutional leadership through shaping and embedding corporate purpose and challenging embedded assumptions at the top management level is reflective of the: 
A. Innovation process
B. Integration process
C. Renewal process
D. Entrepreneurial process

 


Difficulty: Medium
Learning Objective: 5
 

51. (p. 339) Linking skills, knowledge and resources across units in the middle-management level demonstrates the: 
A. Renewal process
B. Integration process
C. Entrepreneurial process
D. Innovation process

 


Difficulty: Medium
Learning Objective: 5
 

52. (p. 339) Attracting resources and capabilities and developing the business at the front-line management level exemplifies the: 
A. Renewal process
B. Integration process
C. Innovation process
D. Entrepreneurial process

 


Difficulty: Medium
Learning Objective: 5
 

 

53. (p. 340) ________ is the set of important assumptions that members of an organization share in common. 
A. Organizational culture
B. Organizational leadership
C. Organizational strategy
D. Organizational change

 


Difficulty: Easy
Learning Objective: 5
 

54. (p. 340) The important assumptions shared by members of an organization are often: 
A. Very similar to all other organizations in that industry
B. Very obvious to outsiders
C. Unstated
D. Formalized

 


Difficulty: Medium
Learning Objective: 5
 

55. (p. 340) When a member internalizes the beliefs and values of the firm, the corresponding behavior is: 
A. A shared assumption
B. Extrinsically rewarding
C. Enforced using referent power
D. Intrinsically rewarding

 


Difficulty: Medium
Learning Objective: 5
 

 

56. (p. 340) Assumptions become shared assumptions through __________ among an organization’s individual members. 
A. Internalization
B. Externalization
C. Reiteration
D. Reflection

 


Difficulty: Medium
Learning Objective: 5
 

57. (p. 340) Joe Germane, CEO of Brady Healthcare, has made sure to visit each of the international business units biannually since he was brought on in the firm. This demonstrates Joe’s: 
A. Building time in the organization
B. Emphasizing key themes
C. Adapting common themes in a unique way
D. Institutionalizing practices that reinforce desired beliefs

 


Difficulty: Easy
Learning Objective: 6
 

58. (p. 341) An organization is much like a(n) __________, in which new members must be initiated and earn trust and credibility among fellow members. 
A. Institution
B. Tribe
C. Army
D. Elite club

 


Difficulty: Medium
Learning Objective: 6
 

 

59. (p. 342) ________ are a person’s basis for differentiating right from wrong. 
A. Principles
B. Ethical standards
C. Morals
D. Laws

 


Difficulty: Hard
Learning Objective: 6
 

60. (p. 344) Power Fund is a long-standing brokerage firm with a great history of high returns and well-managed growth. The managers at Power Fund repeatedly refer to terms like “quality,” “growth,” and “reliability” in the firm’s advertisements. This demonstrates managers’: 
A. Dissemination of stories and legends about core values
B. Emphasis on key themes or dominant values
C. Building time into the organization
D. Managing the firm globally

 


Difficulty: Medium
Learning Objective: 6
 

61. (p. 344) Foto Show, an online full-service photo processing site, institutionalizes its storytelling among old and new employees alike–they even give awards to reinforce the given theme. This demonstrates: 
A. Emphasizing dominant values
B. Encouraging dissemination of legends about core values
C. Building time in the organization
D. Managing organizational culture in a global organization

 


Difficulty: Medium
Learning Objective: 6
 

 

62. (p. 345) _________ create differences across national boundaries that influence how people interact, read personal cues and otherwise interrelate socially. 
A. Values
B. Religions
C. Social norms
D. Educations

 


Difficulty: Medium
Learning Objective: 6
 

63. (p. 345) __________ about similar circumstances varies from country to country. In North America, individualism is central, but in Japan, the needs of the group dominate. 
A. Values and attitudes
B. Religions
C. Educations
D. Social norms

 


Difficulty: Medium
Learning Objective: 6
 

64. (p. 345) __________, manifest in holidays, practices and belief structures, differ in fundamental ways that must be taken into account as one attempts to shape organizational culture in a global setting. 
A. Values and attitudes
B. Social norms
C. Religion
D. Education

 


Difficulty: Easy
Learning Objective: 6
 

 

65. (p. 346) __________ differs across national borders in the various ways people are accustomed to learning. 
A. Social norms
B. Social awareness
C. Education
D. Religion

 


Difficulty: Easy
Learning Objective: 6
 

66. (p. 346) When there is a high potential compatibility of changes with the existing culture and many changes in key organizational factors that are necessary to implement the new strategy: 
A. Managers should manage around the culture
B. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
C. Managers should link changes to the basic mission and fundamental organizational norms
D. Managers should focus on reinforcing the culture and achieving synergies

 


Difficulty: Hard
Learning Objective: 7
 

67. (p. 346) When there is a low potential compatibility of changes with the existing culture and many changes in key organizational factors that are necessary to implement the new strategy: 
A. Managers should link changes to the basic mission and fundamental organizational norms
B. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
C. Managers should focus on reinforcing the culture and achieving synergies
D. Managers should manage around the culture

 


Difficulty: Hard
Learning Objective: 7
 

 

68. (p. 346) When there is a high potential compatibility of changes with the existing culture and few changes in key organizational factors that are necessary to implement the new strategy: 
A. Managers should focus on reinforcing the culture and achieving synergies
B. Managers should link changes to the basic mission and fundamental organizational norms
C. Managers should manage around the culture
D. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change

 


Difficulty: Hard
Learning Objective: 7
 

69. (p. 346) When there is a low potential compatibility of changes with the existing culture and few changes in key organizational factors that are necessary to implement the new strategy: 
A. Managers should link changes to the basic mission and fundamental organizational norms
B. Managers should focus on reinforcing the culture and achieving synergies
C. Managers should manage around the culture
D. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change

 


Difficulty: Hard
Learning Objective: 7
 

70. (p. 347) Using a time of relative stability to remove organizational roadblocks to the desired culture is one broad theme in attempting to: 
A. Manage around culture
B. Maximize synergy
C. Link to mission
D. Reformulate the strategy or culture 

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