Deck 21: Making Effective Management Happen

Question 1

Fundamental practices common to winning or leading organisations include leadership practices, people management practices, customer focus practices and innovation management practices.

Answer 1

True

Question 2

Leaders must be powerful communicators, able to relate to all stakeholders and their needs and desires, and to translate the vision and strategies into their terms in such a way as to attract them to energetically participate.

Answer 2

True

Question 3

When a senior executive visibly demonstrates a high level of integrity, staff will learn and respect the value of those actions and the value system they are based on, and are likely to apply similarly high standards.

Answer 3

True

Question 4

The drive to influence everybody to reach their goals, and to ensure that the whole organisation is always performing at its best, is not intuitive for great leaders.

Question 5

Strong leaders are committed to themselves and show their motivation to others as an indication of what is expected in terms of effort.

Question 6

Leaders can best add value by contributing to problem solving and using their business acumen to drive the organisation through the complexity and solve problems.

Question 7

Successful leaders always come up with all the good ideas within the organisation.

Question 8

Leaders need to be 'people-friendly', meaning the leader is genuinely interested in people's welfare and the quality of their lives, at work and beyond.

Question 9

Strong leadership means driving strong performance in the short term.

Question 10

When people management practices become really effective, staff become substantially self-managing on a day-to-day basis, and managers oversee fewer of their staff's activities.

Question 11

In leading organisations, employees are trained to be creative and to volunteer their best ideas but not to question the existing processes.

Question 12

Recognising and rewarding staff for their contribution to innovation efforts and achievements motivate them to drive innovation and business outcomes.

Question 13

A strong alignment in employees' sense of purpose and organisational strategy and direction, makes it much easier to implement initiatives that involve new or changed practices.

Question 14

Micro-management is the overly controlling detailed supervisor of employees' actions, often in a meddlesome manner, such that employees' efforts and creativity become stifled and reduced.

Question 15

Initiative fatigue is the attitude and subsequent behaviour of workplace tiredness, leading to less than full enthusiasm or cooperation with workplace programs because of their large number.

Question 16

Strategy defines direction and sets priorities to accompany the delivery cycle of operations practices, performance measures (KPIs), personal rewards and recognition, and the overall culture and behaviour of the organisation.

Question 17

Which of the following is defined as the effective activity by staff above and beyond an acceptable norm or minimum?

A) discretionary work effort
B) organisational citizenship
C) altruism
D) organisational philanthropy
E) all of these choices

Question 18

The key ideas of quality management practices include:

A) make the customer's requirement pervasive i every corner of the organisation
B) reduce all forms of organisational waste by striving to 'get it right the first time, every time'
C) organisations must focus on achieving process control
D) idea of how quality is managed must, and do, hinge on high levels of staff engagement
E) all of these choices

Question 19

Organisations that are successful at innovation employ a series of practices designed to deliver added value to their clients. These include the following except:

A) leadership of innovation
B) encouraging creativity at all levels of the organisation
C) strategising for innovation
D) encouraging corporate espionage
E) resorting the innovation efforts

Question 20

____________________________ is the overly controlling detailed supervisor of employees' actions often in a meddlesome manner, such that employees' efforts and creativity become stale and reduced.

A) micro-management
B) people management
C) process management
D) project management
E) task management

Question 21

_____________________ is the attitude and subsequent behaviour of workplace tiredness, leading to less than full enthusiasm or cooperation with workplace programs because of their large number.

A) Initiative fatigue
B) Direction
C) Focus
D) Accountability
E) Diligence

Question 22

Which of the following is defined as the high standard of behaviour that will not cheat, lie or scam any stakeholder, and will pursue the highest standards of honesty and integrity.

A) integrity
B) ethical high road
C) discipline
D) accountability
E) point of difference

Question 23

______________________________ is a differentiating aspect of the organisation that distinguishes it from its competitors, as perceived by key stakeholders such as customers or investors.

A) Integrity
B) Ethical high road
C) Discipline
D) Accountability
E) Point of difference

Question 24

The prioritisation of work efforts on the 'vital few' elements that make a difference rather than the 'trivial many' less important tasks is called:

A) initiative fatigue
B) direction
C) focus
D) accountability
E) diligence

Question 25

Project management and accountability are principles that fall under:

A) agreed purpose and direction throughout the organisation
B) empowered staff with decisions made at the right level
C) execution excellence
D) diligence, focus and discipline
E) learning as a key principles of the organisation

Question 26

For managers and professionals,_____________________ means staying up to date with the leading edge of knowledge in their field by attending conferences, reading journals and professional magazines, or maintaining and upgrading qualifications through continuing education.

A) succession planning
B) training
C) development
D) upgrading
E) upskilling

Question 27

Examples of generic strategies are:

A) low cost
B) superior service
C) product leadership
D) flexibility
E) diligence

Question 28

'Communication and inspiration' is closely aligned is one of the practices of ____________________ .

Question 29

____________________ involves giving employees the time to work on innovative projects, as well as training in problem solving and creative thinking.

Question 30

___________________________ is the overly controlling detailed supervision of employees' actions, often in a meddlesome manner, such that employees' efforts and creativity become stifled and reduced.

Question 31

___________________ is the prioritisation of work efforts on the 'vital few' elements that make a difference rather than the 'trivial many' less important tasks..

Question 32

_________________________ is the attitude and subsequent behaviour of workplace tiredness, leading to less than full enthusiasm or cooperation with workplace programs because of their large number.

Question 33

__________________________ is high standard behaviour that will not cheat, lie or scam any stakeholder, and will pursue the highest standards of honest and integrity.

Question 34

___________________________ is the differentiating aspect of the organisation that distinguishes it from its competitors, as perceived by key stakeholders such as customers or investors.

Question 35

For managers and professional _____________________ means staying up to date with the leading edge of knowledge in their field by attending conferences, reading journals and professional magazines, or maintaining and upgrading qualifications through continuing education.

Question 36

In a great organisation, the operating systems are designed precisely to deliver the ____________________ strategy.

Question 37

________________ provides the fit between the organisation's capabilities, current and future and the business environment.

Question 38

________________ defines direction and sets priorities to accompany the delivery cycle of operations practices, performance measures (KPIs), personal rewards and recognition, and the overall culture and behaviour of the organisation.

Question 39

Differentiate between the terms 'micro-management' and 'project management'.

Question 40

Differentiate between the terms 'operating processes, and 'core measurement systems'.

Question 41

Discuss 'execution excellence' as one of the deeper principles common to the world's best organisations.

Question 42

Discuss the linkage between diligence, focus, discipline and initiative fatigue.

Question 43

Discuss the term 'leadership practices' as one of the fundamental practices common to leading organisations.

Question 44

Describe the 'integrity, values and the ethical high road' as a deeper principle common to leading organisations.