Deck 5: Integration and the Road to Mastery

Question 1

One of the major risks that companies focusing primarily on the Compete action imperative face is that…

A)They will spend too much money on training employees
B)They will fail to take advantage of employee skills
C)They will burn out their employees
D)They will be subject to antitrust regulations
E)None of these is a risk associated with focusing primarily on the Compete action imperative

Answer 1

C

Question 2

When leaders are constantly trying to come up with new ideas and innovations, they are likely to become…

A)Impractical dreamers
B)Oppressive egotists
C)Permissive pushovers
D)Rigid bureaucrats
E)Master managers

Answer 2

A

Question 3

Leonardo da Vinci is an example of a paradoxical thinker because….

A)He designed a hang glider that was capable of harnessing the aerodynamic force of lift
B)He was interested in many different areas of study
C)He excelled at both painting and engineering
D)He was able to translate ideas about flight from birds to the design of man-made flying machines
E)He recognized the value of both art and science

Answer 3

E

Question 4

When leaders focus too much on control, they are likely to become…

A)Impractical dreamers
B)Oppressive egotists
C)Permissive pushovers
D)Rigid bureaucrats
E)Master managers

Question 5

What is behavioral differentiation?

A)The number of management competencies a manager can use effectively
B)The ability to recognize different management styles that others are using in different situations
C)The ability to use competencies you have developed differently, depending on the situation
D)The number of alternative ways of behaving that you have in a particular situation
E)The ability to distinguish between appropriate and inappropriate behavior in a particular situation

Question 6

What kinds of activities can help you move beyond you comfort zone?

A)Looking at things from different points of view
B)Focusing on perfecting your current job performance
C)Emphasizing interdependencies that are consistent with your current beliefs
D)All of these will help you beyond your comfort zone
E)Looking at things from different points of view and emphasizing interdependencies that are consistent with your current beliefs will help you move beyond your comfort zone, but not focusing on perfecting your current job performance

Question 7

Research on psychological states has found that…

A)One person's psychological state can influence another person's decisions and actions
B)One person's psychological state can influence another person's emotions, but not their decisions and actions
C)Positive emotions are contagious, but negative emotions are not contagious
D)Negative emotions are contagious, but positive emotions are not contagious
E)Nonverbal cues are not important when studying the contagiousness of psychological states

Question 8

Which of the following is NOT one of the four psychological states required for "lift" to occur?

A)Being other focused
B)Being guided by popular norms
C)Being internally directed
D)Being externally open
E)Being purpose centered

Question 9

All of the following are organization paradoxes except?

A)The need for adaptability and stability
B)The need for flexibility and control
C)The need for internal focus and external focus
D)All of these are organizational paradoxes.
E)The need for flexibility and control and internal focus and external focus are organizational paradoxes, but not the need for adaptability and stability

Question 10

What does the term "systems thinking" mean as explained by Peter Senge?

A)A discipline for seeing wholes
B)A framework for seeing interrelationships
C)A way of seeing patterns of change rather than static snapshots
D)All of these are consistent with Peter Senge's explanation of systems thinking
E)None of these are consistent with Peter Senge's explanation of systems thinking

Question 11

The theoretical roots of the concept of "lift" as described in your text go back to positive psychology and positive organizational studies, two approaches that have only recently emerged in these academic disciplines.What distinguishes these newer approaches from older approaches in psychology and organizational studies?

A)These newer approaches are focused on studying problematic behavior and negative outcomes and finding their causes
B)These newer approaches are normative, rather than descriptive
C)These newer approaches are focused on studying positive outcomes and behaviors and finding their causes
D)These newer approaches are descriptive, rather than normative
E)These newer approaches rely more on anecdotes than on empirical studies

Question 12

When an individual uses a single approach to management throughout their careers, what is likely to happen?

A)They excel throughout their careers because they are practicing the same skills and therefore continue to improve their performance
B)They encounter serious career setbacks because the strengths that were helpful early in their careers eventually become a source of failure
C)They are more likely to take risks because they have performed so well in the past
D)They are less likely to take risks because they do not want to risk their past successes
E)None of these are likely outcomes when an individual uses a single approach to management throughout their careers

Question 13

One of the key concepts of systems thinking is the idea of "reciprocal flow of influence." Which of the following is an example of that concept?

A)If A influences B, and B influences C, then C will ultimately influence A
B)If A influences B, and B influences C, then C will have no impact on A
C)If A and B both influence C and D, then A must also influence B
D)If neither A or B influences C, then C cannot influence A
E)None of these is an example of the reciprocal flow of influence

Question 14

The label "irresponsible country club" is associated with the negative zone in which quadrant of the competing values framework?

A)The open systems quadrant
B)The human relations quadrant
C)The internal process quadrant
D)The rational goal quadrant
E)The scientific management quadrant

Question 15

Organizations that have a culture characterized as a "frozen bureaucracy" are most likely to…

A)Fail to comply with government regulations
B)Make rapid decisions
C)Encourage employees to contribute suggestions for new rules and procedures
D)Fail to earn a profit
E)Stifle employee creativity and innovation

Question 16

Which of the following is true about master managers?

A)They are equally skilled at all the competencies that we have studied throughout this text
B)They are equally skilled at all four action imperatives associated with the competing values framework
C)They are never willing to make tradeoffs
D)They are able to integrate and blend apparently competing competencies in innovative ways that meet the needs of the situation at hand
E)They frequently make tradeoffs to speed up the decision making process

Question 17

When leaders focus too much on increasing cohesiveness and commitment, they are likely to become…

A)Impractical dreamers
B)Oppressive egotists
C)Permissive pushovers
D)Rigid bureaucrats
E)Master managers

Question 18

The concept of the "negative zone" in the competing values framework refers to:

A)Poor individual-level performance due to lack of behavioral complexity
B)Poor individual level performance due to lack of awareness or ability to perform different management skills
C)Poor organizational-level performance due to unclear or counteractive values that result in loss of direction
D)All of these
E)Poor individual-level performance due to lack of behavioral complexity and poor organizational-level performance due to unclear or counteractive values that result in loss of direction, but not poor individual level performance due to lack of awareness or ability to perform different management skills

Question 19

What is meant by behavioral complexity?

A)The ability to act out a cognitively complex strategy by playing multiple, even competing, roles in a highly integrated and complementary way
B)The ability to act in different ways under different circumstances
C)The number of different competencies that and individual is aware of and can apply in different situations
D)The number of different ways that an individual is able to "see" a situation and come up with alternative approaches for responding to that situation
E)None of these is the meaning of behavioral complexity

Question 20

When leaders are extremely focused on competition, they are likely to become…

A)Impractical dreamers
B)Oppressive egotists
C)Permissive pushovers
D)Rigid bureaucrats
E)Master managers

Question 21

In this stage of the five steps to mastery, you learn facts and rules as absolutes; they are never to be violated.

A)Expert stage
B)Competent stage
C)Over-achieving stage
D)Novice stage
E)Advanced beginner stage

Question 22

All of the following are excuses for NOT making changes except …?

A)I am going to work on developing my weak areas
B)I am simply not creative
C)I hate details
D)Different people have different talents
E)Working with people is not my thing

Question 23

Seeing other people as having legitimate needs, feelings, and wants reflects which of the four key psychological states required for lift to occur?

A)Being other focused
B)Being guided by popular norms
C)Being internally directed
D)Being externally open
E)Being purpose centered

Question 24

In this stage of the five steps to mastery, experience becomes critical. As real situation are encountered, performance improves and one is able to put into practice the stated facts and rules.

A)Novice stage
B)Over-achieving stage
C)Advanced beginner stage
D)Competent stage
E)Proficient stage

Question 25

How do individuals become master managers?

A)They have a lot of experience
B)They tend to focus on personal development
C)They welcome transitions that are the most challenging
D)All of these help individuals become master managers
E)They have a lot of experience and they welcome transitions that are the most challenging, but they do not tend to focus on personal development

Question 26

All of the following are part of an agenda for self-improvement except?

A)Keep a journal
B)Avoid thinking about the cost of improvement
C)Identify specific areas in need of improvement.
D)Implement the change strategy.
E)Develop a social support system.

Question 27

In this stage of the five steps to mastery, optimal performance becomes second nature. People at this stage are not consciously aware of the details.

A)Expert stage
B)Competent stage
C)Proficiency stage
D)Novice stage
E)Over-achieving stage

Question 28

Examining one's integrity gaps and trying to close them reflects which of the four key psychological states required for lift to occur?

A)Being other focused
B)Being guided by popular norms
C)Being internally directed
D)Being externally open
E)Being purpose centered

Question 29

Having malleable traits and a willingness to learn reflects which of the four key psychological states required for lift to occur?

A)Being other focused
B)Being guided by popular norms
C)Being internally directed
D)Being externally open
E)Being purpose centered

Question 30

All of the following are included in the five steps to mastery except?

A)Expert stage
B)Competent stage
C)Over-achieving stage
D)Novice stage
E)Advanced beginner stage

Question 31

Reading Becoming a Master Manager and completing the assignments in the textbook can help you become a master manager because …

A)You have a framework to help you appreciate the importance of performing in areas that do not come naturally
B)You have had the opportunity to practice using different competencies
C)You should be able to continue to build on the competencies identified and explored in this book
D)All of these are true
E)None of these are true

Question 32

Wanting to create extraordinary results relates to which of the four key psychological states required for lift to occur?

A)Being other focused
B)Being guided by popular norms
C)Being internally directed
D)Being externally open
E)Being purpose centered

Question 33

In this stage of the five steps to mastery, unconscious, fluid, and effortless performance begin to emerge and no one plan is held sacred.

A)Expert Stage
B)Competent stage
C)Proficiency stage
D)Advanced beginner stage
E)Novice stage

Question 34

In this stage of the five steps to mastery, you gain a better appreciation of the complexity of the task and recognize a much larger set of cues.

A)Expert stage
B)Competent stage
C)Over-achieving stage
D)Novice stage
E)Advanced beginner stage