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ARE 112 > Final Exam Practice > Flashcards

Final Exam Practice Flashcards

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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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14
Q

Which of the following terms is not related:

a. Societal
b. Occupational
c. Individual
d. Emotional
e. Organizational

A

d. Emotional

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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

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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

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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

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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

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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

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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

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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”

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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

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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

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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

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25
Q

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

A

d. focus on the interest and not on the positions

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26
Q

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

A

c. Mintzberg

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27
Q

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

A

e. All of the terms were part of our discussion the decision making

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28
Q

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

A

d. the systems approach

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29
Q

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

A

b. The difficulty in implementing the strategy

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30
Q

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. a verb

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31
Q

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

A

e. after the bottleneck

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32
Q

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

A

b. the industrial revolution

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33
Q

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

a. all the answers provided are correct

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34
Q

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

a. communicate

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35
Q

“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

A

d. The Principles of War

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36
Q

“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

A

d. The Principles of War

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37
Q

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

A

e. Solving performance gaps

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38
Q

Comfort with ambiguity is related to:

a. Self-Regulation
b. Empathy
c. Social Skills
d. Motivation
e. Self-Awareness

A

a. Self-Regulation

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39
Q

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

A

d. agency and principle theory

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40
Q

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

a. leadership

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41
Q

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

A

b. conflict resolution types

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42
Q

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

A

b. Intelligence and technical skills

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43
Q

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

A

b. strategic intent

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44
Q

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

A

c. SWOT

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45
Q

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

a. an example from conflict resolution

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46
Q

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

A

d. the result should be to move the process forward

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47
Q

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

A

e. causes of conflicts

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48
Q

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

A

b. Empathy

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49
Q

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

A

c. Diffuse

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50
Q

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

A

c. none of these terms are found in the leadership definition

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51
Q

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

a. The BCG Matrix

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52
Q

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.

A

c. look for the right fit between the people and the vision

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53
Q

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

A

c. balanced scorecard

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54
Q

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

A

c. Norms

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55
Q

Persuasiveness is related to:

a. Empathy
b. Self-Regulation
c. Social Skills
d. Self-Awareness
e. Motivation

A

c. Social Skills

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56
Q

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

A

b. two of the answers are correct

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57
Q

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

A

c. none of the answers are correct

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58
Q

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

A

c. contract between the agent and the principal

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59
Q

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

A

d. Empathy

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60
Q

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

A

e. Develop

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61
Q

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

A

b. complexity

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62
Q

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

a. the balanced scorecard

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63
Q

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

a. the balanced scorecard

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64
Q

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

A

b. Self-regulation

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65
Q

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

A

d. The difficulty in implementing the strategy

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66
Q

Linking the ideas to the deed is related to:

a. supply chain
b. BPR
c. Research and development
d. EI
e. leadership

A

c. Research and development

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67
Q

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

A

b. the integrity line

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68
Q

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

A

e. the change process

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69
Q

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

a. The learning organization

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70
Q

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

A

c. emergence of large organizations

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71
Q

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

A

d. strategic thinking

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72
Q

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

A

d. none of the answers provided are correct

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73
Q

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

A

e. Threat to position power

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74
Q

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

A

c. ERP’s - enterprise resource planning systems

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75
Q

Planning and budgeting belong, from the articles we read, to:

a. Both managers and leaders
b. Leaders
c. Managers

A

c. Managers

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76
Q

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

A

d. the mission statement

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77
Q

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

A

d. focus on the interest not the position

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78
Q

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

A

b. two of the answers are correct

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79
Q

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

A

d. Self-Awareness

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80
Q

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

A

d. Empathy

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81
Q

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

a. advances the mission

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82
Q

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

A

c. long-term planning

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83
Q

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

A

b. Weber

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84
Q

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

a. optimize a goal

85
Q

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

A

c. Motivation

86
Q

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

A

d. all three answers are correct

87
Q

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

A

d. the supply subsystem

88
Q

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

A

c. cope with complexity

89
Q

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

A

c. discussed in The Art of War

90
Q

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”

A

b. The statement on “The Moral Law”

91
Q

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

A

b. momentum toward change

92
Q

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

A

b. the industrial revolution

93
Q

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

a. all the answers provided are correct

94
Q

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

a. communicate

95
Q

“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

A

d. The Principles of War

96
Q

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

A

b. struggle thru change

97
Q

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

A

c. think strategically

98
Q

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

A

d. Mentoring

99
Q

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

A

d. strategic thinking

100
Q

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

A

e. planner

101
Q

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

a. make the value proposition work

102
Q

When we think about the term “strategic intent” from class, the an important term is:

a. Discipline
b. Awareness
c. Flexibility
d. Caution

A

a. Discipline

103
Q

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

A

d. Defined boundaries

104
Q

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

A

b. Strategic tool

105
Q

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

A

d. Image and promotion

106
Q

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

a. innovation model

107
Q

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

A

d. two of the terms were not used in our discussion

108
Q

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

A

b. build a model of a management structure

109
Q

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

A

c. his data collected from many executives

110
Q

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

A

c. ethical rules

111
Q

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

A

c. cannot turn corners

112
Q

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

a. mission driven

113
Q

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

a. Diagram A (Anthony’s Management Hierarchy)

114
Q

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)

A

c. Diagram C (organizational architecture)

115
Q

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)

A

c. Diagram C (organizational architecture)

116
Q

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)

A

d. Diagram D (value chain)

117
Q

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.

A

c. a bottleneck operation.

118
Q

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

A

c. transaction costs

119
Q

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

a. sample or population means

120
Q

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

A

c. focus on the interest not the position

121
Q

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

A

c. contract between the agent and the principal

122
Q

Span of control has to do with:

a. supply chain management
b. learning
c. number of direct reports
d. strategy setting

A

c. number of direct reports

123
Q

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

a. an ethical rule

124
Q

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

a. four P’s

125
Q

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

A

c. empathy

126
Q

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

a. Management involves planning and budgeting

127
Q

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

A

e. Norms

128
Q

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

A

b. managers, leaders

129
Q

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

A

c. a focus on the interest and not on the positions

130
Q

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

a. the value chain

131
Q

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

a. It is important to “remain faithful throughout to the principles”

132
Q

From our class discussions, characteristics that we know are true are:

a. attributes
b. all the above
c. beliefs
d. facts

A

d. facts

133
Q

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

a. the behavioral school

134
Q

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

A

c. the systems approach

135
Q

Which type of power is closest to emotional intelligence:

a. Legitimate
b. Expert
c. Position
d. Referent
e. Emotional

A

d. Referent

136
Q

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

a. Frederkick Taylor

137
Q

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

A

c. management and leadership

138
Q

In ________________________ strategy for change will generally be faster but temporary.

a. consensus
b. shared-power
c. rational persuasion
d. force-coercion
e. synergy

A

d. force-coercion

139
Q

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

A

d. strategy and application of the strategies

140
Q

What are the 3 Project management tools?

A

Gnatt charts, PERT, critical path

141
Q

PERT

A
  • project evaluation and review technique
  • a probabilistic model that allows for variation in the time estimates but not the activities
142
Q

CPM

A
  • critical path method
  • deterministic model that allows for a best estimate of the time to complete an activity or a project
143
Q

Gnatt chart

A
  • more of a reporting tool than a management tool
  • generally, has a high-level view
144
Q

PERT/CPM Method

A

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
Q

Forward Pass:

A

Identifies the earliest times (EST and EFT)

146
Q

Backwards Pass:

A

Identifies latest times (LST and LFT)

147
Q

4 Theory of Leadership

A

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
Q

The five levels of leadership from John Maxwell

A

Level 1 - Position
Level 2 - Permission
Level 3 - Production
Level 4 - People Development
Level 5 - Pinnacle

149
Q

The styles of leadership

A

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
Q

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

A

d. b. and c. are correct.

151
Q

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

A

e. Social Skills

152
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

153
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

154
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”

155
Q

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

a. the brother and the sister

156
Q

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

A

c. two of the answers are correct

157
Q

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

a. cross a bridge

158
Q

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

A

b. operational

159
Q

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

A

d. the eye test

160
Q

The term _________ is from the “Getting to Yes” world

a. criticism
b. BATNA
c. mediator
d. consensus
e. two of the answers are correct

A

b. BATNA

161
Q

In The Goal, Jonah was first seen:

a. in the park
b. in the airport
c. at a conference
d. in a bar

A

b. in the airport

162
Q

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

A

b. take the alarm clock

163
Q

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

A

d. ending

164
Q

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

A

c. the modern organization

165
Q

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

a. the managers

166
Q

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

a. facts

167
Q

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

A

b. inefficient

168
Q

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

A

give focusing steps

169
Q

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

A

c. causes of conflicts

170
Q

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

A

c. two of the answers are correct

171
Q

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

A

c. what was the driving force for the organization

171
Q

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

A

c. what was the driving force for the organization

172
Q

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

A

c. protect the drum

173
Q

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

A

b. incremental changes

174
Q

The “shop floor” of the firm was championed by:

a. Fayol
b. Anthony
c. Weber
d. All the answers are correct
e. Taylor

A
174
Q

The “shop floor” of the firm was championed by:

a. Fayol
b. Anthony
c. Weber
d. All the answers are correct
e. Taylor

A
175
Q

The “shop floor” of the firm was championed by:

a. Fayol
b. Anthony
c. Weber
d. All the answers are correct
e. Taylor

A

e. Taylor

176
Q

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

A

c. design of an organization for the joint optimization of the subsystems

177
Q

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

a. team tasks

178
Q

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

A

d. Julia made a mistake

179
Q

The example in class for the DBR was from:

a. Traffic flow
b. Clorox
c. Airlines
d. HP
e. Intel

A

e. Intel

180
Q

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

A

b. specialized assets used with other firms

181
Q

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

A

b. success or failure

182
Q

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

A

d. Porter’s Five Forces

183
Q

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

a. Moderate

184
Q

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

A

b. decision environment

185
Q

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

A

b. mission and vision

186
Q

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

A

d. IBM book

187
Q

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

A

e. Protected classes

188
Q

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

A

b. Lack of strategic alignment

189
Q

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

A

b. justice rule

190
Q

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

A

d. Chi-Square analysis

191
Q

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

A

b. the attributes of information of the IT environment

192
Q

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

A

c. DSS

193
Q

The terms develop and diffuse integrate are related to our discussion on:

a. ERP
b. Projects
c. Productivity
d. Decision making
e. Innovation

A

e. Innovation

194
Q

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

A

d. stakeholders

195
Q

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

a. Porter’s Five Force

196
Q

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

A

c. Overtime compensation

197
Q

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

A

d. the IBM book

198
Q

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

A

e. agility

199
Q

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

A

b. trust

200
Q

One of the terms we used for “decision making” was:

a. cost benefit
b. game theory
c. probability
d. process

A

d. process

201
Q

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

A

b. compassion

202
Q

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

a. ERP

203
Q

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

a. functional

204
Q

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

A

b. micro and macro problems

205
Q

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

A

d. principal and agent problem

206
Q

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

A

d. Bain & Company

207
Q

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

A

c. end results

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