You are being considered to be the project manager for a complex project at our firm. You feel that you have the necessary skills to manage the project. Identify the strengths and weaknesses you bring to the project as a leader.
You are being considered to be the project manager for a complex project at our firm. You feel that you have the necessary skills to manage the project. Identify the strengths and weaknesses you bring to the project as a leader.
BUS518 Project Management Leadership
Week 2 Discussion
Examine the traits that are provided in Exhibit 2-1 of The Leadership Experience textbook. Identify and discuss the top three that would be most valuable for you as a project manager for a high-risk project. Now, identify and discuss those skills you would want your team members to possess. Justify your response.
BUS518 Project Management Leadership
Week 3 Discussion
While focusing on yourself as a project manager, identify the least important element of emotional intelligence that would be needed for your project. Justify your response.
BUS518 Project Management Leadership
Week 4 Discussion
You have realized that one of your key project resources is not qualified to be a member of your team. You have worked with this resource in previous projects. The resource is very popular with the team and your project sponsor. Explain how you will handle breaking the news to your team and the project sponsor.
BUS518 Project Management Leadership
Week 5 Discussion
You have broken the news of replacing a key member of your project team. As expected, the team is heartbroken, but your project sponsor is supportive of your move. Discuss what you will do to motivate your team.
BUS518 Project Management Leadership
Week 6 Discussion
You are leading the relocation of your corporate HQ complex from the suburbs to center city, similar to this project: Marriott to Move Headquarters to Downtown Bethesda With $62 Million in Incentives.
Explain how you will use social media to keep everyone informed about this project.
Identify potential problems in relying too much on social media.
BUS518 Project Management Leadership
Week 7 Discussion
Take a look at your firm. Identify improvements your firm should make in order to be a more diverse organization. Next, assess the appetite of your firm for such changes.
BUS518 Project Management Leadership
Week 8 Discussion
Assume you are on a search committee to replace the project manager for the failing complex project we have been discussing. One of the problems with the project manager was a lack of leadership. Recommend a leadership style (charismatic, transformational, coalitional, or Machiavellian) you would recommend, and why.
BUS518 Project Management Leadership
Week 9 Discussion
Discuss the positive and negative impacts that culture can have on your project.
Identify a plan to take advantage of the positive impacts while minimizing the negative impacts.
BUS518 Project Management Leadership
Week 10 Discussion
We know that scope creep can be good or bad for our projects. Explain how you deal with scope change when the proposed change will be good for the firm, but your project sponsor has no willingness to approve the scope change.
BUS518 Project Management Leadership
Week 11 Discussion
Now that you have almost completed this course, identify the top three things you learned that will make you a better project manager. Justify your response.
BUS518 Project Management Leadership
Week 3 Assignment
Leadership Development – Consolidated Products
Before beginning this assignment:
Read the weekly assigned chapters and view the PowerPoint presentations.
Read the case study titled “Consolidated Product,” located at the end of Chapter 2 of The Leadership Experience.
Write a 6–8 page paper in which you:
Describe the leadership style that Ben Samuels exhibited as the plant manager for Consolidated Products. Provide three examples of his leadership actions and behavior. Discuss the pros and cons in each example you describe to support the response.
Analyze the leadership style that Phil Jones exhibited as he took over to replace Ben. Provide three examples of his leadership actions and behavior, assessing the pros and cons in each example you describe to support the response.
Compare and contrast the leadership styles of Ben and Phil. Provide three examples of the similarities and differences between these leaders and discuss how each leader might address contemporary leadership issues and challenges in Israel today.
Discuss what you would do now with Phil, based on his performance. Discuss the pros and cons of your decision.
Use at least three quality resources in this assignment. Note: Wikipedia and similar websites do not qualify as quality resources.
This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course.
The specific course learning outcome associated with this assignment is:
Determine the most appropriate leadership style in a project environment to manage the project effectively.
By submitting this paper, you agree: (1) that you are submitting your paper to be used and stored as part of the SafeAssign™ services in accordance with the Blackboard Privacy Policy; (2) that your institution may use your paper in accordance with your institution’s policies; and (3) that your use of SafeAssign will be without recourse against Blackboard Inc. and its affiliates.
BUS518 Project Management Leadership
Week 6 Assignment
Competencies for Project Managers
Read these 9 mini-case study series from the Project Management Institute on the Global Green Books Publishing company before starting this assignment:
Mini-Case 1 – Project Management at Global Green Books Publishing [PDF].
Mini-Case 2 – The Back to School Crunch at Global Green Books [PDF].
Mini-Case 3 – Defining Standards at Global Green Books [PDF].
Mini-Case 4 – Cost Estimating at Global Green Books Publishing [PDF].
Mini-Case 5 – Managing Change at Global Green Books Publishing [PDF].
Mini-Case 6 – Developing Project Managers at Global Green Books Publishing [PDF].
Mini-Case 7 – Closing Projects at Global Green Books Publishing [PDF].
Mini-Case 8 – Team Building at Global Green Books Publishing [PDF].
Mini-Case 9 – Quality Management at Global Green Books Publishing [PDF].
Write a 6–8 page paper in which you:
Describe and discuss at least three challenges that supervisors face in being effective project managers at Global Green Books Publishing.
Identify and discuss at least three key skills/competencies supervisors need to be effective project managers at Global Green Books Publishing.
Describe at least three challenges that team members face when working on projects at Global Green Books Publishing.
Identify and discuss at least three skills/competencies that team members need in order to be effective in projects at Global Green Books Publishing.
Use at least three quality resources in this assignment. Note: Wikipedia and similar websites do not qualify as quality resources.
This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course.
The specific course learning outcome associated with this assignment is:
Examine the competencies of project leadership that are necessary to overcome challenges and effectively lead high-performance teams in a project environment.
By submitting this paper, you agree: (1) that you are submitting your paper to be used and stored as part of the SafeAssign™ services in accordance with the Blackboard Privacy Policy; (2) that your institution may use your paper in accordance with your institution’s policies; and (3) that your use of SafeAssign will be without recourse against Blackboard Inc. and its affiliates.
Institution Release Statement
BUS518 Project Management Leadership
Week 9 Assignment
Wooden on Leadership
In the current business world, team projects are commonplace. This assignment will use John Wooden’s Pyramid of Success, its different facets, how it relates to project management leadership, and how it is fulfilled in different circumstances. Visit John Wooden, Coach and Teacher to retrieve the information.
Write an 8–10 page paper in which you:
Describe the extent to which John Wooden’s Pyramid of Success fits today’s business environment after reflecting on your own organization or one that you have observed. Provide three examples to support the response.
Typify your leadership style and provide three examples of how your own temperament, motivation pattern, thinking styles, character, expectations, and leadership philosophy relate to or contrast with themes discussed in John Wooden’s Pyramid of Success.
Analyze John Wooden’s Pyramid of Success and identify the aspects with which you agree and disagree. Provide a rationale for each aspect.
Create a new Pyramid of Success model based on your analysis of John Wooden’s Pyramid of Success and provide a rationale for each aspect or step of this new model.
Using either the coaching philosophy of John Wooden’s Pyramid of Success or your own newly designed Pyramid of Success model, develop a step-by-step strategy that self-directed project team members may use to adapt to any project-related crisis.
Use at least four quality resources in this assignment. Note: Wikipedia and similar websites do not qualify as quality resources.
This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course.
The specific course learning outcome associated with this assignment is:
Develop a step-by-step strategy based on a pyramid of success model that project team members could use to adapt to any project-related crisis.
BUS518 Project Management Leadership
Quiz 1
Question 1Executive coaches:
a. encourage leaders to confront their flaws that inhibit effective leadership.
b. help people through the transition to an old paradigm of effective leadership.
c. intentionally value stability over change.
d. help leaders develop emotional distance from their followers.
Question 2?Which of the following statements is true of leaders who work collaboratively?
a. They hoard power rather than share it.
b. They wield their authority rather than using influence.
c. They encourage internal competition and aggressiveness.
d. They learn to keep the lines of communication open.
Question 3Wilma supervises the mutual funds team of Verdana Pvt. Ltd. She listens to the needs and opinions of her subordinates and does not believe in simply giving orders. She understands and accepts others when they do not share a certain mindset. She readily admits her mistakes and doubts, Which of the following qualities of Wilma is depicted in this scenario?
a. Controlling qualities
b. Management qualities
c. Leadership qualities
d. Conformist qualities
Question 4Which of the following is a quality of managers?
a. They invest in people instead of investing in goods.
b. They create vision and strategy instead of planning and budgeting.
c. They have expert minds rather than open minds.
d. They use personal influence instead of the power of their position.
Question 5Which of the following statements is true of the art and science of leadership?
a. Most people can learn to be good leaders no matter their innate characteristics.
b. Many people have never tried to be a leader because it requires executive coaching.
c. Leadership is an art because a growing body of knowledge and objective facts describes the leadership process.
d. Leadership is a science because many leadership skills and qualities cannot be learned from a textbook.
Question 6Which of the following is a characteristic of new paradigm leaders?
a. They are diversity avoiders.
b. They are competitive.
c. They are humble.
d. They are stabilizers.
Question 7According to the trait approach to leadership, which of the following is categorized as a social characteristic of leaders?
a. Cooperativeness
b. Humility
c. Knowledge
d. Optimism
Question 8Which of the following characteristics are important for entrepreneurs??
a. ?Carelessness
b. ?Resistance to change
c. Satisfaction with the status quo
d. ?Persistence
Question 9Which of the following statements is true of self-confidence?
a. It includes being arrogant and prideful.
b. It causes one to become jaded and pessimistic.
c. It involves managing competing points of view.
d. It includes knowing and trusting in oneself.
Question 10Which of the following characteristics was explored by the studies evaluating the characteristics of the leader – member exchange relationship?
a. Value agreement
b. Educational qualification
c. Recruitment process
d. Income
Question 11Which of the following statements is true of honesty?
a. It includes a complete set of skills and characteristics to handle any problem.
b. It implies an openness that followers welcome.
c. It helps leaders interpret situations in more conservative ways.
d. It refers to high motivation that creates a high effort level by a leader.
Question 12Which of the following statements is true of talents?
a. Talents can be turned into strengths by consciously enhancing them.
b. Talents are not mere aspects of one’s potential.
c. Talents include having a complete set of skills and abilities to handle any problem.
d. Talents arise from natural strengths.
Question 13According to the situational theory of leadership, a leader with a _____ provides both task instruction and personal support, explains decisions, and gives followers a chance to ask questions and gain clarity about work tasks.
a. telling leadership style
b. participating leadership style
c. delegating leadership style
d. selling leadership style
Question 14According to the path –goal theory of leadership, which of the following leadership styles involves consulting with subordinates about decisions?
a. Participative leadership
b. Achievement-oriented leadership
c. Directive leadership
d. Supportive leadership
Question 15Which of the following things should leaders know in order to use Fiedler’s contingency theory of leadership?
a. They should diagnose the situation and determine whether leader–member relations, task structure, and position power are favorable or unfavorable.
b. They should assume that they are more effective as task-oriented leaders if they perform better in situations of intermediate favorability.
c. They should identify themselves as relationship-oriented leaders if they define the task structure and can establish authority over subordinates.
d. They should conclude that they are task-oriented leaders if they are moderately well liked, have some power, and supervise jobs that contain some ambiguity.
Question 16In the context of Fiedler’s contingency model of leadership, if a leader describes the least preferred coworker using positive concepts, he or she is considered relationship-oriented.
True
False
Question 17Linc’s software development team has run into a problem. The tools that they are using are old and missing some functions that would speed up the development process. Linc can think of only one solution—buying new tools. Because the new development tools are so expensive, Linc called a meeting and asked everyone to suggest solutions that the company can afford. Linc will do what the group decides is the best solution. According to the Vroom – Jago contingency model of leadership, which leadership style is Linc using?
a. Consult group
b. Facilitate
c. Delegate
d. Decide
Question 18Which of the following is stated by the contingency approach to leadership?
a. A leadership style that works in one situation might not work in another situation.
b. The contingencies seek to investigate traits that can improve performance in all situations.
c. The contingencies most important to leadership are the leaders.
d. There is only one best way of leadership.
Question 19Someone who scores high on agreeableness:
a. likes to be in control and have influence over others.
b. is cold and insensitive.
c. tends to become anxious or tense.
d. is good-natured and cooperative.
Question 20The right hemisphere of the brain is associated with:
a. analytical thinking.
b. a linear approach to problem solving.
c. routine processes.
d. intuitive thought processes.
Question 21Which of the following statements accounts for tremendous variation among people?
a. Everyone cannot have both instrumental and end values.
b. Everyone has similar important goals to reach in life.
c. Individuals have end values that fall into different categories of morality and competence.
d. Individuals differ in how they order their values into priorities.
Question 22Anna works as a sales executive. She has difficulty meeting her productivity targets, but she has high readiness levels and her work exceeds quality standards. However, her manager considers her to be a poor performer due to her issue with productivity. In the given scenario, the manager’s evaluation of Anna’s performance is an example of the _____.
a. perceptual defense
b. self-serving bias
c. fundamental attribution error
d. halo effect
Question 23Which of the following is an assumption of Theory Y?
a. Most people must be threatened with punishment to get them to put adequate effort toward the achievement of goals.
b. An average human being has an inherent dislike of work and will avoid it if possible.
c. A person will exercise self-direction and self-control in the service of objectives to which he or she is committed.
d. Most people prefer to be directed, wish to avoid responsibility, have relatively little ambition, and want security above all.
Question 24Conscientiousness refers to the degree to which a person is responsible, dependable, persistent, and _____.
a. adaptable
b. emotionally stable
c. compassionate
d. achievement oriented
Question 25Which of the following statements is true of systems thinking?
a. It includes the ability to see the separate elements of a system.
b. It creates a gap between current reality and the vision of a better future.
c. It sees diverse perspectives as a threat.
d. It is a mental discipline for seeing patterns and interrelationships.
Question 26Lily heads the sales team of Petunia Inc., a cosmetics manufacturer. She has the ability to understand the emotions experienced by her team members. She encourages her subordinates to grow by pushing them beyond their comfort zone. She deals with her team members with compassion and kindness. Which of the following characteristics of leaders does Lily possess?
a. Adaptability
b. Empathy
c. Systems thinking
d. Conscientiousness
Question 27 Assumptions are:
a. an expression of the organizational mission.
b. regarded by a leader as fixed truths.
c. a part of a leader’s mental model.
d. a personality trait.
Question 28 Which of the following is a characteristic of effective leaders?
a. They encourage beginners to blindly accept paradoxes.
b. They see the questioning of their ideas as a threat.
c. They advise new employees to openly agree with long-held assumptions.
d. They understand the limitations of past experience.
Response Feedback:
Rationale: Effective leaders strive to keep open minds and cultivate an organizational environment that encourages curiosity and learning. They understand the limitations of past experience and reach out for diverse perspectives.
Question 29 Clarity of mind, clarity of objectives, and organizing to achieve objectives are the components of _____.
a. emotional intelligence
b. personal mastery
c. systems thinking
d. stereotyping
Question 30 Daniel, the relationship manager of a mutual fund company, has the strength to understand his emotions clearly. He makes tough decisions by believing his “gut feelings.” He knows how his emotions affect his work; hence, he acts carefully according to them. Which of the following qualities of leaders does Daniel possess?
a. Social awareness
b. Self-awareness
c. Systems thinking
d. Relationship management
BUS518 Project Management Leadership
Quiz 2
Question 1Leadership courage means:
a. staying with what is familiar.
b. overemphasizing pleasing shareholders.
c. excessively promoting self-interest.
d. reducing boundaries.
Question 2The tendency of people to not voice their true thoughts because they want to please others is known as:
a. the situational theory.
b. the Abilene Paradox.
c. Theory Y.
d. personal moral development.
Question 3Patricia is a member of the board of directors of Brightlake Medical College. She fires a teacher with lax ethical standards who treats his colleagues unfairly. In the given scenario, she is committed to:
a. firing principals who do not produce short-term results.
b. sound ethics and transparency.
c. avoiding shareholder questions.
d. creating closed-door policies.
Question 4For leaders, pushing beyond the comfort zone and facing the internal “wall of fear” is an act of:
a. goal setting.
b. ethics.
c. courage.
d. vision.
Question 5One of the four basic principles that form the framework for stewardship is:
a. tie rewards to contributions.
b. be a whistleblower.
c. inspire trust by being trustworthy.
d. transcend self-interest.
Question 6Alex is preparing the financial report for Evans Corp.’s annual report. His manager, Sadie, has instructed him to inflate the numbers in order to meet short-term earnings goals. By doing this, Sadie:
a. is putting the organization first before her own self-interest.
b. is displaying full-scale corruption.
c. wants to meet the demands of vendors.
d. wants to please shareholders.
Question 7Jessie became a better leader when her followers:
a. took all the credit for the accomplishments of the team.
b. were submissive and passive.
c. idealized her leadership skills.
d. complimented her for behavior that they appreciated.
Question 8Which of the following two characteristics do followers desire in both their leader and fellow followers?
a. Inspiring and cooperative
b. Dependable and honest
c. Competent and forward-thinking
d. Honest and competent
Question 9Viewing the leader realistically includes:
a. asking questions about the leader’s experiences.
b. using mindful initiatives.
c. giving up idealized expectations.
d. plying the leader for company stories.
Question 10Leaders value those people who:
a. think uncritically.
b. show initiative.
c. focus exclusively on the shortcomings of an organization.
d. do not take responsibility when something needs to be done.
Question 11The benefits followers receive from leadership coaching include:
a. doing only what is told.
b. utilizing uncritical thinking skills.
c. avoiding conflict.
d. gaining a new perspective.
Question 12Managing up involves:
a. giving advice on handling specific organizational situations and dealing with organizational politics.
b. directing and controlling behavior and judging individual performance.
c. telling a person exactly what needs to be done.
d. consciously developing a mutually respectful relationship with one’s direct superiors.
Question 13Adele’s company competes with several larger companies for workers. To attract workers, Adele wants to apply the job characteristics model to enrich jobs. Which of the following actions should she take?
a. Establish task identities.
b. Set high quality standards that all workers must meet.
c. Buy better equipment than her competitors have.
d. Increase salaries.
Question 14According to Herzberg’s two-factor theory, hygiene factors include:
a. personal growth.
b. the work itself.
c. interpersonal relationships.
d. recognition.
Question 15According to the acquired needs theory, the need for power refers to the desire to:
a. accomplish something difficult and attain a high standard for success.
b. form close personal relationships and avoid conflict.
c. influence or control others and have authority over others.
d. master complex tasks and surpass others.
Question 16Fairmont Hotels & Resorts lets its best performing employees design their rewards. This is done to ensure that the rewards are valued by the employees and serve as further motivation. Fairmont Hotels & Resorts uses _____ theory to motivate its employees.
a. Maslow’s hierarchy of needs
b. equity
c. expectancy
d. job enlargement
Question 17Employees in companies that have a social mission are typically highly motivated because:
a. they want to avoid punishments and negative consequences.
b. ?their lower needs are fulfilled.
c. they get intrinsic rewards.
d. they are given monetary incentives.
Question 18Bonuses and praise are examples of the _____ approach to motivate people.
a. extrinsic negative
b. extrinsic positive
c. intrinsic positive
d. intrinsic negative
Question 19Routine messages typically concern issues:
a. that have great potential for misunderstanding.
b. that are characterized by time pressure and surprise.
c. that people already understand and agree on.
d. of change, conflict, or complexity.
Question 20How does a leader facilitate a strategic conversation?
a. Persuading others to take action
b. Selecting a location for the conversation
c. Asking questions and actively listening to others
d. Managing by walking around
Question 21An example of nonverbal communication is:
a. management by wandering around.
b. presenting an annual report.
c. writing a letter.
d. broadcasting a job description.
Question 22Which of the following is true of a leader who is a good listener?
a. He or she is quick to point out delivery errors.
b. He or she listens for facts rather than central themes.
c. He or she concentrates on what to say next rather than on what is being said.
d. He or she pays complete attention to the message.
Question 23To practice the art of persuasion, leaders should:
a. rely on facts and figures alone.
b. build goals on common ground.
c. dictate their terms to followers.
d. be inflexible with respect to goals and plans.
Question 24Which of the following supports the trend toward openness and transparency?
a. Leaders as information processors
b. Meetings between leaders and followers
c. Social media
d. Storytelling
Question 25When quick decisive action is vital on important issues, the _____ style of handling conflict in a team is appropriate.
a. “half way”
b. “your way”
c. “no way”
d. “my way”
Question 26_____ focus on a particular goal and disband once the project is completed.
a. Self-directed teams
b. Functional teams
c. Horizontal teams
d. Special-purpose teams
Question 27A global team:
a. uses face-to-face communication.
b. has members from the same culture.
c. is also known as a cross-functional team.
d. is a cross-border work team.
Question 28_____ are teams made up of members who work with minimum supervision and rotate jobs to produce a complete product or service.
a. Functional teams
b. Cross-departmental teams
c. Special-purpose teams
d. Self-directed teams
Question 29A(n) _____ is a team member who attains benefits from team membership but does not actively participate in and contribute to the team’s work.
a. free rider
b. team leader
c. team player
d. group member
Question 30 The leader’s role during the _____ stage of team development is to encourage participation by each team member and help people find their common vision and values.
a. norming
b. forming
c. storming
d. performing
BUS518 Project Management Leadership
Quiz 3
Question 1Which of the following terms identifies an action that is illegal in the United States?
Answers:
a. Ethnocentrism
b. Discrimination
c. Prejudice
d. Stereotyping
Question 2Which of the following statements is true of the glass ceiling?
Answers:
a. Prevailing attitudes are invisible obstacles to women’s advancement.
b. The existence of “glass walls” facilitates important lateral movement within an organization.
c. Women represent a large percentage of top executives and board members in American companies.
d. When executives choose a successor for a top position, they tend to choose someone who is different from them.
Question 3In the United States, some women leaders feel that the cost of climbing the corporate ladder is too high and they leave before ever encountering the glass ceiling. This phenomenon has been referred to as the:
Answers:
a. opt-out trend.
b. capacity for collaboration.
c. diversity for thought.
d. unconscious bias theory.
Question 4_____ refers to strong support from a powerfully positioned executive who is willing to put his or her reputation on the line to promote an individual’s advancement to higher organizational levels.
Answers:
a. Prejudice
b. Ethnocentrism
c. Sponsorship
d. Employee affinity
Question 5According to the Hofstede studies, _____ reflects the values of relationships, cooperation, group decision making, and quality of life.
Answers:
a. femininity
b. masculinity
c. uncertainty avoidance
d. collectivism
Question 6The inclusive model of diversity includes differences in:
Answers:
a. a limited number of technological skills.
b. only a worker’s level of job expertise.
c. all of an individual’s characteristics.
d. lifestyle only.
Question 7To Lyla, people are the most important resource that her company has. She believes that “her people” can overcome any obstacle. She trains her people and promotes them to higher positions rather than hiring managers from outside the company. What is Lyla’s frame of reference?
Answers:
a. Political frame
b. Human resource frame
c. Symbolic frame
d. Structural frame
Question 8Personalized leaders are characterized as _____.
Answers:
a. encouraging
b. empowering
c. exploitative
d. egalitarian
Question 9_____ exercise power in the service of higher goals that will benefit others and the organization as a whole.
Answers:
a. Transactional leaders
b. Machiavellian-style leaders
c. Socialized leaders
d. Charismatic leaders
Question 10Transformational leadership:
Answers:
a. inspires followers to go beyond their own self-interests for the good of the group.
b. believes in the traditional management functions such as planning and budgeting and generally focuses on the impersonal aspects of job performance.
c. believes in an exchange process between leaders and followers wherein leaders recognize followers’ needs and then clarify how those needs will be satisfied.
d. entails strictly controlling people rather than striving to bring out the best in followers.
Question 11Who among the following use rewards and punishments to shape behavior and do not mind exploiting the fears and desires of people to get them to follow rules?
Answers:
a. Transactional leaders
b. Transformational leaders
c. Coalitional leaders
d. Machiavellian-style leaders
Question 12Jeanette is good at traditional management functions. She does the planning and budgeting for her division. She determines what her employees need and rewards them for completing tasks that she assigns. Although she is an effective leader, she does not inspire followers to go beyond the scope of their duties. What type of leader is Jeanette?
Answers:
a. Charismatic leader
b. Machiavellian leader
c. Transactional leader
d. Coalitional leaders
Question 13Which of the following statements is true of strategy?
Answers:
a. Strategy involves making decisions every day based on what the organization wants to do and be.
b. Strategy defines the company’s core values and reason for being, and it provides a basis for creating the vision.
c. Strategy cannot be shifted by leaders.
d. Strategy is developed by leaders by reacting to environmental changes.
Question 14To be a(n) _____, one dreams big and transforms those dreams into significant strategic action, either through one’s own activities or by hiring other leaders who can effectively execute the vision and strategy.
Answers:
a. doer
b. effective leader
c. uninvolved leader
d. dreamer
Question 15Which of the following statements is true of mission?
Answers:
a. It defines the company’s core values and reason for being.
b. It is an ambitious desire for the future.
c. It tends to grow and change in the face of environmental shifts.
d. It cannot work together with a company’s vision.
Question 16Which of the following is an example of activities that have a low strategic impact but which are relatively easy to execute?
Answers:
a. Major changes with potential for payoff
b. Mergers and acquisitions of business
c. Incremental improvements in products
d. Difficult changes with little or no potential for payoff
Question 17Ivan wants to identify his company’s core competence so he can develop successful strategies. His company hires highly qualified people to provide computer repairs for its customers. Every repair worker goes to customer sites with as much equipment as possible to quickly complete repairs. Unlike other computer repair companies in town, Ivan guarantees same-day repair. If repairs can’t be completed on the same day, Ivan’s company will probably lose that dissatisfied customer’s business. What is Ivan’s company’s core competence?
Answers:
a. Acquiring new clients
b. Hiring workers
c. Providing same-day service
d. Providing computer repairs
Question 18A powerful vision:
Answers:
a. is the organization’s core broad purpose and reason for existence.
b. serves as an opportunity to people to go where they have gone before.
c. persists in the face of changing technologies, economic conditions, or other environmental shifts.
d. provides a measure by which employees can gauge their contributions to the organization.
Question 19Eve is worried about her company. Although technology is advancing quickly, the products in development at her company use what she calls “old” technology and the company’s leaders call “trusted” technology. Sure, old technology may have fewer problems during development, but it may be too old to sell when the products are ready for the market. Eve is the only one concerned. Her boss and all of the company’s leaders support the decision to use established methods and technology. The company’s culture is:
Answers:
a. weak.
b. resistant.
c. high performance.
d. responsive.
Question 20 Axim Inc. pins the photographs of employees on the notice board to recognize the work of its front-line employees. This is an example of a:
Answers:
a. symbol.
b. story.
c. paradigm.
d. model.
Question 21Spiritual leadership behaviors enable employees to have _____ that provides deeper life meaning through work.
Answers:
a. a sense of calling
b. a competitive spirit
c. a high level of agreeableness
d. social responsibility
Question 22Spiritual leadership can decrease or eliminate emotions such as:
Answers:
a. altruistic love.
b. a sense of coherence.
c. a sense of failure.
d. integrity.
Question 23An organization’s culture may not always be in alignment with the needs of the external environment. This phenomenon is known as:
Answers:
a. culture gap.
b. visible behavior.
c. cultural diversity.
d. clan culture.
Question 24Zupiter Corp. follows a culture that requires strict adherence to rules and regulations with fixed time schedules for daily activities. The firm is highly efficient and places emphasis on being economical. It conducts its business in a methodical manner. In the given scenario, Zupiter Corp. is said to have the:
Answers:
a. resistant corporate culture.
b. consistency corporate culture.
c. involvement corporate culture.
d. adaptability corporate culture.
Question 25According to the eight-stage model of planned organizational change, leaders should:
Answers:
a. depend on employees to solve any problems.
b. stop after achieving a small success.
c. avoid making big changes at once.
d. take advantage of a crisis.
Question 26Idea champions:
Answers:
a. use electronic brainstorming.
b. fight to overcome natural resistance and convince others of the value of an idea.
c. are the facilitators of brainstorming sessions held in organizations.
d. provide a safe harbor where ideas from people throughout an organization can be developed.
Question 27To encourage change and innovation, organizations:
Answers:
a. avoid the use of lateral thinking.
b. encourage employee resistance.
c. reject quick wins in favor of long-term benefits.
d. strive to hire people who display creative characteristics.
Question 28The dream stage of the appreciative inquiry process involves:
Answers:
a. creating a shared vision of the best possible future, grounded in the reality of what already exists.
b. formulating action plans for transforming dreams into reality.
c. translating the ideas identified in the previous stages into concrete action steps.
d. interviewing people and asking them to tell stories that identify the best of their experiences with an organization.
Question 29_____ is the generation of ideas that are both novel and useful for improving efficiency or effectiveness of an organization.
Answers:
a. Investigation
b. Analysis
c. Experimentation
d. Creativity
Question 30 At HiTech Corp., the leaders’ efforts to build a collaborative relationship were met with resistance from union leaders until bankruptcy forced them to work together. This example shows that leaders must:
Answers:
a. communicate the urgency for change.
b. empower employees to act on the vision.
c. make changes stick.
d. communicate the vision and strategy.
Collepals.com Plagiarism Free Papers
Are you looking for custom essay writing service or even dissertation writing services? Just request for our write my paper service, and we'll match you with the best essay writer in your subject! With an exceptional team of professional academic experts in a wide range of subjects, we can guarantee you an unrivaled quality of custom-written papers.
Get ZERO PLAGIARISM, HUMAN WRITTEN ESSAYS
Why Hire Collepals.com writers to do your paper?
Quality- We are experienced and have access to ample research materials.
We write plagiarism Free Content
Confidential- We never share or sell your personal information to third parties.
Support-Chat with us today! We are always waiting to answer all your questions.
