Deck 2: Establishing and Maintaining Stability and Continuity

Question 1

What do the competencies associated with the internal process model typically focus on?

A)Having a caring empathetic orientation, exhibiting helpful, considerate, sensitive, approachable, open, and fair behaviors.
B)Encouraging collective effort, building cohesion and morale, and managing interpersonal conflict.
C)Creating continuity and stability, making sure that information flows smoothly, ensuring that the necessary resources are available for activities
D)Establishing a clear direction for the organization, providing guidance so individuals can help the organization achieve its goals
E)Reducing friction among individuals, work groups, and work units.

Answer 1

C

Question 2

Which of the following is NOT a key paradox that managers often face when they try to maintain tight controls in the organization?

A)Leaders who exert tight controls are often more effective at higher levels of the organization than at lower levels.
B)Tight controls and rules to improve organizational effectiveness can become impediments to individual performance.
C)By stifling creativity, tight controls can result in lower profits which then reduces that ability of the organization to survive
D)Employees who are frustrated by tight controls may choose to leave the organization, reducing stability
E)Tight controls can make it difficult to serve customers efficiently because requests must be passed up the chain of command

Answer 2

A

Question 3

The action imperative associated with the internal process model is

A)Compete
B)Control
C)Create
D)Collaborate
E)Conform

Answer 3

B

Question 4

The action imperative that appears diagonally opposite of the internal process model quadrant in the competing values framework is

A)Compete
B)Control
C)Create
D)Collaborate
E)Conform

Question 5

When prioritizing tasks, what two characteristics are important for you to identify according to Steven Covey?

A)Whether the task is internally- or externally-focused and how urgent the task is
B)How important the task is and whether someone else is available to complete the task
C)How urgent it is to act on the task and how important the task is
D)How urgent the task is and whether someone else is available to complete the task
E)How long the task will take to complete and how important the task is

Question 6

What should you do with papers that require your personal action according to the TRAF system?

A)Throw them away
B)Forward them to people who should act upon them
C)Put them into an action box or folder
D)Put them into a box labeled "file"
E)File them in the appropriate filing cabinet

Question 7

Which of the following is true about data and information?

A)Information necessarily includes data, but data may not provide information.
B)Data reduces uncertainty, but information does not reduce uncertainty.
C)Managers have too little data and too much information.
D)Unlike information, data can be represented numerically or graphically, but not verbally.
E)Unlike data, information can be represented numerically or graphically, but not verbally.

Question 8

What does TRAF stand for in reference to managing information overload?

A)Toss, refer, act, file
B)Touch, react, answer, finish
C)Toss, refer, answer, finish
D)Touch, reference, act, file
E)Teach, repeat, answer, and file

Question 9

Consistent with a hierarchical culture and Weber's ideas about bureaucracy, the internal process model focuses on measuring and documenting performance as the basis for _______________ rather than on ______________.

A)Promotions; seniority
B)Promotions; personal relationships
C)Team assignments, credentials such as academic degrees or certifications
D)All of these
E)None of these

Question 10

According to personal efficiency expert Stephanie Winston, when reading a document takes more than five minutes, a manager should

A)Toss the document
B)Ask someone else to read and summarize the document
C)File the document for future reference
D)Put the papers into an action folder to be addressed in the near future
E)Read the document and then take the necessary follow-up action

Question 11

The management model that appears diagonally opposite of the internal process model quadrant in the competing values framework is

A)The rational goal model
B)The bureaucratic model
C)The open systems model
D)The human relations model
E)The Theory X model

Question 12

The means-ends theory associated with the internal process model is

A)Routinization leads to stability
B)Involvement results in commitment
C)Continual adaptation and innovation lead to acquiring and maintaining external resources
D)Clear direction leads to productive outcomes
E)Cost control leads to growth

Question 13

Which one of the paradoxes below is associated with information overload?

A)People don't want to be overwhelmed with unnecessary information and don't want to receive unsolicited emails.
B)People don't want to participate in meetings and don't want to be overwhelmed with unnecessary information.
C)People want to be informed about what is happening in the organization and want to have access to multiple sources of information.
D)People don't want to be overwhelmed with unnecessary information and don't want to be uninformed about what is happening in the organization.
E)People want to use only one method of communication and want to be connected to everyone in the organization.

Question 14

In addition to the increased amount of information that managers receive today, what else has increased the problem of information overload for managers?

A)Increasing diversity in the workplace
B)Increasing globalization
C)The elimination of traditional communication systems as new forms of communication are implemented.
D)Decreasing attention spans.
E)The elimination of assistants for many managerial positions

Question 15

What are three competencies typically associated with the internal process model?

A)Managing projects, managing across functions, mentoring and developing others
B)Monitoring individual performance, encouraging compliance, organizing information flows
C)Developing and communicating a vision, setting goals and objectives, designing and organizing
D)Developing new ideas for projects, managing supplier relationships, communicating effectively
E)Building and maintaining a power base, negotiating agreement and commitment, presenting ideas

Question 16

The internal process model emphasizes _____________ while the human relations quadrant emphasizes ________________.

A)Participation, conflict resolution, and consensus building;?Goal clarification, rational analysis, and action taking
B)Goal clarification, rational analysis, and action taking; ?Political adaptation, creative problem solving, innovation, and change management
C)Defining responsibility, measurement, and documentation; ?Political adaptation, creative problem solving, innovation, and change management
D)Political adaptation, creative problem solving, innovation, and change management;?Participation, conflict resolution, and consensus building
E)Defining responsibility, measurement, and documentation; ?Participation, conflict resolution, and consensus building

Question 17

When using the Time Management Matrix for prioritizing tasks, which types of tasks should be assigned the important but not urgent category?

A)Tasks focused on pressing problems, deadline-driven tasks, and crises
B)Tasks focused on preventing future problems, recognizing new opportunities, building relationships, and improving production capability
C)Tasks that require reading such as checking email, analyzing reports, and preparing for presentations
D)Tasks that require writing, such as preparing reports and responding to written requests
E)Tasks that require working with others such as meetings, telephone calls, and presentations

Question 18

When considering whether or not to forward an email to someone, what should be your primary consideration?

A)How forwarding the email will make you look to others
B)How frequently you see the recipient
C)How frequently the recipient forwards messages to you
D)Whether the recipient is likely to respond to you in a timely fashion
E)What the recipient will do with the email when they receive it.

Question 19

The effectiveness criteria associated with the internal process model is

A)Adaptability and external support
B)Stability and continuity
C)Commitment, cohesion, and morale
D)Growth and change
E)Productivity and profit

Question 20

What is the major information problem confronting managers?

A)Information coming in too slowly
B)Information scarcity
C)Information coming in too fast
D)Too much irrelevant information
E)Not enough information to make decisions

Question 21

How do you determine the appropriate size for a cross-functional team?

A)Make sure to have one person from each functional unit.
B)Make sure you have a diverse number of perspectives.
C)Keep the team as small as possible with critical functional representation.
D)Make sure all powerful people are members.
E)Keep the team to fewer than eight members.

Question 22

What is the Human Moment?

A)Encounters in which people are physically in the same room or place and focus their emotional and mental attention
B)Group of members who are geographically dispersed meet via video conferencing
C)When managers keep in close contact with their employees via email, voicemail, and video conferencing
D)When team members share stories about their lives outside of work.
E)All of these are example of human moments.

Question 23

Which of the following is NOT a component of the OABC method for composing email messages?

A)Opening
B)Audience set
C)Body
D)Closing
E)Agenda

Question 24

When leaving a voice mail, why is it helpful to give your name at the beginning of the message rather than at the end (as is more common with written messages)?

A)Because you may forget to leave your name at the end of your message
B)Because a letter is a less formal communication medium
C)Because it quickly puts your message in context for your listener
D)Because it helps the listener prioritize your call.
E)Because it lets your listener know that an important person is calling

Question 25

Consistent with the principles of Adam Smith and Henri Fayol, differentiation has traditionally been accomplished by

A)Paying individuals different amounts based on their expertise
B)Creating specialized jobs and work units that are then organized hierarchically
C)Hiring individuals who have a variety of different backgrounds
D)Increasing the efficiency of work processes
E)Subordinating individual interests to the interests of the organization

Question 26

All of the following are guidelines for managing cross-functional teams EXCEPT?

A)Seek to create a critical mass of leadership.
B)Train members in teamwork and process management.
C)Encourage team members to stay within their functional roles.
D)Clarify expectations within and between teams.
E)Get early involvement from all functional areas.

Question 27

The decision to use cross functional teams as a way to provide the integration needed in differentiated organizations is

A)One of the oldest approaches used by organizations
B)A new approach, so we know little about how well it will work
C)Supported by management theory but challenging to implement in practice
D)Easy to implement in practice but not supported by management theory
E)Not really appropriate.

Question 28

Cross-functional teams have become more popular over time because

A)New technologies allow work to be done around the globe more economically
B)Changes in the external environment require that different types of expertise at different times, so it is important to use cross-functional teams that can be formed and disbanded rapidly, rather than creating ongoing workgroups.
C)Integration and coordination is needed throughout the organization, which is facilitated by having team members from different functional areas
D)All of these.
E)None of these.

Question 29

What is the most important reason to know your audience when deciding how to communicate with a particular individual?

A)Different people are more receptive and responsive to different types of communication
B)Some people rarely check their email
C)Some people never delete old voice mails
D)Some people save all their emails which might cause problems later if anyone questions your judgment about a decision
E)New technologies are harder to use for older employees

Question 30

When used in a "chat" message, what does the abbreviation "O" mean.

A)Over and out
B)Opponent in a gambling match
C)Hugs from the sender
D)All of these
E)It is not possible to say without knowing the context of the message

Question 31

Which of the following describes cross-functional teams?

A)They are made up of specialists from different functional areas.
B)They have responsibility for managing the work process, purchasing, handling quality issues, and hiring and firing members.
C)They are made up of specialists from across a single functional area.
D)All of these describe cross-functional teams.
E)None of these describe cross-functional teams.

Question 32

At the beginning of the competency, "Working and Managing Across Functions," you were asked to complete an assessment related to "mapping your organization" that asked you to obtain a copy of the organizational chart for your employer or school.What information can be found on an organizational chart?

A)Information about formal reporting relationships between people in the organizations
B)Information about where decisions are made in the organization
C)Information about how long it takes for decisions to be made in the organization
D)Information about formal reporting relationships between positions in the organization
E)Information about informal reporting relationships among employees in the organization

Question 33

Several paradoxes result when using cross-functional teams.One key paradox that is likely to have a major impact on employee motivation is that organizations need to

A)Ensure that employees are creative and are still working within organizational guidelines.
B)Evaluate and reward individual performance when much of the work of the organization is being done in teams
C)Achieve multiple focuses (on product, market, customer, geography, etc.) without segmenting the organization in a dysfunctional way.
D)All of these are paradoxes that relate to the use of cross-functional teams.
E)None of these are paradoxes that relate to the use of cross-functional teams.

Question 34

How is integration primarily accomplished in an organization that is organized into different functional units?

A)With regular inspections by managers of employee work habits.
B)With formal cross-functional teams and liaison officers
C)With informal relationships among organizational members
D)With standardized processes and procedures that are inherent in the organizational hierarchy.
E)Integration is not needed in companies organized by functional units

Question 35

Cross-functional teams were first encouraged as a way to help U.S.companies be more successful in the global economy more than 20 years ago.Since that time, which of the following best describes what researchers have learned about cross-functional teams?

A)Cross functional teams are almost always beneficial because by increasing the amount of functional diversity on the team, better solutions can be obtained.
B)Cross functional teams are most beneficial when external communication increases as a result of having members with diverse backgrounds, areas of expertise, and different external networks of information.
C)Cross functional teams are least beneficial when external communication increases because this distracts members from the primary task of the team.
D)Cross functional teams were common in the 1990s but their use in organization has fallen as organizations realized that they were not a panacea.
E)Cross-functional teams are rarely beneficial because the diversity of functional backgrounds and expertise makes it difficult for members to communicate effectively and increases conflict.

Question 36

The primary goal of differentiation, according to Adam Smith is to

A)Increase efficiency
B)Encourage diversity in hiring
C)Make work more interesting for employees
D)Give managers an opportunity to learn new things
E)Ensure that the organization has sufficient numbers of qualified workers

Question 37

Which of the following is TRUE about face-to-face communication?

A)Video-conferencing can replace all aspects of face-to-face communication.
B)Face to face meetings are still necessary
C)Teams perform just as well whether or not they ever have any face-to-face meetings.
D)If they are limited in the number times they can meet face to face, teams should save face to face meetings for the end of the project.
E)It is easier to convey difficult emotions with email than with face-to-face communication.

Question 38

Which of the following is a guideline for managing cross-functional teams?

A)Clarify goals and charter and get team buy-in.
B)Change individual members frequently to bring fresh ideas into the team.
C)Keep the group as large as possible.
D)Provide the group with information only as necessary.
E)Use an accommodating approach to conflict within the team.

Question 39

Which component of the OABC method for composing email is described as the "business" message itself, expressed in concrete and simple terms?

A)Agenda
B)Action items
C)Audience set
D)Body
E)Opening

Question 40

Which component of the OABC method for composing email is described as an outline or map of what your message is about?

A)Agenda
B)Action Items
C)Audience set
D)Body
E)Opening

Question 41

Which resource needs to be monitored during a project?

A)Time
B)People
C)Money
D)All of these
E)None of these

Question 42

Many different computer software programs are available to help with project management.As a result…

A)It is no longer necessary to learn the fundamental concepts upon which those programs are based and work through examples by hand.
B)Managers who understand the fundamental concepts upon which these programs are based are able to be more efficient and effective at project management.
C)Project management is no longer an important aspect of managers' jobs.
D)Managers can be confident that the reports they generate from these software programs will meet all of their needs.
E)Anyone who can use the software can be a successful project manager.

Question 43

Which of the following is a characteristic of a project?

A)It has a very general objective
B)It has no clear start and end dates
C)It has unlimited funding
D)It consumes resources
E)It is a repetitive endeavor of the organization

Question 44

The concept of "lift" as proposed by Quinn and Quinn (2009) includes four key thoughts and feelings that cause people to be uplifted and to lift up people around them.Which of the following is NOT one of the four key elements of lift?

A)Being purpose-centered
B)Being other-focused
C)Being internally directed
D)Being highly creative
E)Being externally open

Question 45

When examining a project budget, what is a cost variance?

A)The budgeted cost of work performed (BCWP) during a specific time period
B)The actual cost of work performed (ACWP) during a specific time period
C)The difference between budgeted cost of work performed and actual cost of that work when it is performed (BCWP-ACWP)
D)The average of the budgeted cost of work performed and actual cost of work performed
E)None of these

Question 46

Why are project teams becoming more popular?

A)They are task focused
B)They enable companies to use cross-functional teams
C)They are flexible and able to react quickly to change.
D)All of these are reasons project teams have become popular
E)None of these are reasons project teams have become popular

Question 47

In identifying the right members for a cross-functional team, research by Baker, Cross, and Wooten found that in addition to having members with the appropriate technical and interpersonal skills, it was also helpful to have members who

A)Were relatively new to the organization
B)Had extensive experience in the organization
C)Had experience working on cross-functional teams
D)Had little experience working on cross functional teams
E)Were enthusiastic and optimistic and could "charge up" everyone around them

Question 48

What is the critical path in a PERT/CPM diagram?

A)The chain of activities that takes the longest time to proceed through the network
B)The chain of activities that contains the greatest amount of slack
C)The chain of activities that contains the largest number of nodes
D)The chain of activities with the earliest finish time
E)The chain of activities with the fewest nodes

Question 49

What project management tool shows the total project divided into components that can be measured in terms of time and cost?

A)Statement of work
B)Work breakdown structure
C)Program evaluation and review technique
D)Critical Path Method
E)Human resource matrix

Question 50

Although measuring and monitoring performance is crucial to organizational efficiency, organizations do not always measure things that are relevant to efficiency.In some cases, these decisions are appropriate, but often they are not.Under what conditions is it APPROPRIATE to select measures that are NOT relevant to efficiency

A)When the organization is focusing on objective criteria
B)When the organization is
C)When the organization is emphasizing other goals
D)When the organization is focusing on objective criteria and measuring highly visible behaviors, but not emphasizing other goals
E)When the organization is focusing on objective criteria and emphasizing other goals but not measuring highly visible behaviors

Question 51

What project management tool is most popular for visually displaying scheduled activities and showing the dates on which the various project activities are expected to begin and end?

A)Work breakdown structure
B)PERT/CPM
C)Gantt chart
D)Human resource matrix
E)Costed statement of work

Question 52

In deciding on performance measures, organizations need to consider which of the following?

A)The objectivity of the measure
B)The completeness of the measure
C)The responsiveness of the measure
D)All of these
E)None of these

Question 53

Because it is often very difficult and costly to measure the variables that are most closely linked with critical outcomes, organizations often ….

A)Substitute qualitative measures for quantitative measures of achievement
B)Substitute surrogate or proxy measures for exact measures of achievement.
C)Substitute complete measures for objective measures of achievement
D)Substitute complete measures for responsive measures of achievement
E)Substitute responsive measures for exact measures of achievement

Question 54

As organizations have moved to more project-based activities, research on effective project management has become more important.What do project management experts like Harold Kerzner suggest should be the first step in project management?

A)Planning defining the work requirements, scheduling activities, and evaluating risks
B)Closure - verifying that all work has been completed and all paperwork is done
C)Initiation - selecting the best project given limited resources and preparing documents to sanction the project
D)Monitoring - tracking progress and comparing actual outcomes to predicted outcomes so that adjustments can be made
E)Execution - negotiating to get the right members for the project team, directing and managing work, and helping team members improve

Question 55

The global financial crisis that began in mid-2007 resulted in part because of a failure to adequately measure what key variables?

A)The ability of borrowers to repay loans and the repayment history of loans originated by individuals
B)The ability of borrowers to repay loans and the willingness of the FDIC to cover bad bank loans
C)The repayment history of loans originated by individuals and the willingness of the FDIC to cover bad bank loans
D)The strength of the housing market and number of new loans being originated
E)The number of new loans being originated and the commissions being paid to loan originators

Question 56

Proxy measures of outcomes are used

A)To allow independent verification
B)To obtain a complete understanding of outcomes
C)To make inferences about exact measures
D)To provide for responsiveness
E)To eliminate subjectivity

Question 57

What is a schedule variance?

A)The budgeted cost of work performed during a specific time period (BCWP)
B)The budgeted cost of work scheduled during a specific time period (BCWS)
C)The difference between the budged cost of work performed and the budget cost of work scheduled for a specific time period (BCWP-BCWS)
D)The amount of time by which a project is behind schedule when no slack exists in the schedule budget
E)The difference between the money spent and the money projected to be spent on a project

Question 58

Which project management tool shows the flow of tasks associated with a complex project by showing the interrelationships between activities?

A)Work breakdown structure
B)PERT/CPM
C)Gantt Chart
D)All of these
E)None of these

Question 59

Which project management tool identifies who is assigned to tasks and what role each individuals has (primary, secondary, consultant) on each task?

A)Work breakdown structure
B)PERT/CPM
C)Gantt Chart
D)Human resource matrix
E)Tabular work breakdown structure

Question 60

Project managers are tasked with achieving project objectives while using resources in the most efficient way possible.One process that helps them accomplish these two potentially conflicting goals is

A)Human resource matrix management
B)Zero-based budgeting
C)PERT/CPM
D)Enterprise Project Management
E)Resource leveling

Question 61

One of the benefits of aligning compensation and reward systems with the types of behaviors desired by the organization is that this alignment…

A)Reduces the costs associated with noncompliance
B)Increases the likelihood that that employees will be compliant
C)Reduces the costs associated with compliance
D)Increases the likelihood that instances of noncompliance will be reported by employees
E)Reduces the opportunities for noncompliance

Question 62

In recent years, the term "compliance" has come to be associated with…

A)Obeying U.S.federal laws and regulations
B)Acting in a socially responsible way and being accountable for organizational activities
C)Conserving environmental resources and recycling waste
D)Engaging in philanthropy and corporate volunteerism
E)Obeying international laws and complying with international treaties

Question 63

An organization that refuses to reimburse employees for expenses unless their expense report is submitted within a week of incurring the expenses is using which type of compliance strategy?

A)Punitive - similar to threatening employees with sticks
B)Preventative - similar to putting hurdles up in front of employees
C)Remunerative - similar to tempting employees with carrots
D)Generative - similar to creating a fast track for employees to follow
E)Cognitive - similar to enlightening employees about the benefits of compliance

Question 64

An organization that gives employees a chance to win a gift certificate for a popular restaurant every time they submit their expense report within a week of returning from a trip is using which type of compliance strategy?

A)Punitive - similar to threatening employees with sticks
B)Preventative - similar to putting hurdles up in front of employees
C)Remunerative - similar to tempting employees with carrots
D)Generative - similar to creating a fast track for employees to follow
E)Cognitive - similar to enlightening employees about the benefits of compliance

Question 65

When there is ambiguity about appropriate job performance, employees who do not comply with organizational rules are most likely to claim that…

A)The rules were unfair and therefore should not be followed
B)The rules were improper and following them would hurt the organization
C)The rules were unclear and therefore the employee is not really responsible
D)There was too much social pressure to permit the employee to follow the rules
E)The manager could not be trusted to treat the employee fairly

Question 66

79.One of the key paradoxes of control in organizations is that …

A)Effective compliance programs include multiple types of strategies
B)Organizations that do not use any controls often outperform organizations that implement controls
C)Tight control leads to higher profitability because of lower costs typically result when tight controls are in place
D)Tight control helps employees feel comfortable by reducing ambiguity which in turn reduces noncompliance with organizational rules
E)Trying to control employees too tightly can increase the likelihood that employees will look for ways to avoid compliance

Question 67

An organization sends mixed messages about compliance when…

A)A rule exists but there are no consequences for failing to comply with that rule
B)A rule exists and there are negative consequences for noncompliance, but there are policies in place that make it difficult for employees to follow the rule
C)A rule exists and noncompliance sometimes results in negative consequences
D)All of these are examples of mixed messages
E)None of these are examples of mixed messages

Question 68

TQM stands for

A)Total quartile marketing
B)Testing quantities and methods
C)Total quality management
D)Testable quantitative management
E)Tested quality materials

Question 69

What three areas are included in the "triple bottom" line approach to measuring organizational performance?

A)Financial performance, environmental performance, and social/ethical performance
B)Environmental performance, social/ethical performance, and customer satisfaction
C)Financial performance, customer satisfaction, and environmental performance
D)Customer satisfaction, employee satisfaction, and community satisfaction
E)Financial performance, debt-to-equity ratios, and new product introductions

Question 70

To encourage organizations to recognize the importance of corporate social responsibility, what have organizations such as the United Nations Global Compact attempted to do?

A)Stop the spread of globalization to protect local economies
B)Encourage the adoption of U.S.Generally Accepted Accounting Principles (GAAP)
C)Establish more standardization for social and environmental reporting.
D)Create a network of organizations that serves to oversee company behavior
E)Offer incentives to organizations that report on their social and environmental impacts

Question 71

Destructive deviance is most likely to occur in situations where employees feel that…

A)The organization had done something that justified retaliation by the employee
B)The organization had done nothing to earn the employee's extra effort
C)The organization was involved in corrupt activities and should be exposed
D)The organization would be unlikely to discover the destructive deviance
E)The organization had been sending mixed messages

Question 72

When organizations want to make significant changes in employee behavior, it is often necessary to alter…

A)Deeply held assumptions, beliefs, and values
B)Organizational rhetoric
C)Performance evaluation and reward systems
D)All of these
E)Deeply held assumptions, beliefs, and values and performance evaluation and reward systems, but not organizational rhetoric

Question 73

The quality of many types of services cannot be accurately measured when the service is delivered.Which of the following measures would be the BEST for evaluating the quality of cardiac surgery?

A)Time spent on the surgery
B)Credentials of the doctor performing the surgery
C)Time spent in the hospital after the surgery
D)Number of follow-up visits to the doctor after surgery
E)Readmissions to the hospital cardiac unit within six weeks of surgery

Question 74

Researchers have identified several different triggers that increase the likelihood that employees will not comply with rules in the workplace.Which of the following is NOT a common trigger for noncompliance?

A)A manager violating employee trust
B)A failure by the manager to trust his/her employees
C)Rules that are perceived as being unfair
D)Ambiguity about required job performance
E)Reward systems that provide incentives for compliance

Question 75

Methods for making performance improvements include which of the following?

A)TQM
B)The Baldrige Criteria
C)ISO 9000
D)All of these
E)None of these

Question 76

An organization that expands its policy to let employees submit their expense reports electronically, as an alternative to completing a paper report, is using which type of compliance strategy?

A)Punitive - similar to threatening employees with sticks
B)Preventative - similar to putting hurdles up in front of employees
C)Remunerative - similar to tempting employees with carrots
D)Generative - similar to creating a fast track for employees to follow
E)Cognitive - similar to enlightening employees about the benefits of compliance

Question 77

Kaplan and Norton's "balanced scorecard" includes measures that can be related to three of the four quadrants of the competing values framework.Which quadrant is NOT included in the balanced scorecard?

A)Open systems
B)Rational goal
C)Internal process
D)Human relations
E)Contingency theory

Question 78

When they are trying to get employees to follow rules, managers…

A)Are unlikely to be successful unless they have the authority to fire employees who do not comply
B)Are unlikely to be successful unless they have the authority to reward employees who do comply
C)Have the same amount of influence over individual-level and situational variables
D)Have less influence over individual-level variables than over situational variables
E)Have more influence over individual-level variables than over situational variables

Question 79

The concept of positive deviance is used to refer to situations where…

A)There is no cost to the organization when an employee fails to comply with organizational rules
B)There is no cost to the employee when he fails to comply with organizational rules
C)The situation in question makes not complying with organizational rules the most ethically appropriate action
D)There is a short term benefit to individuals who do not comply with organizational rules
E)There is no alternative to not complying with organizational rules

Question 80

An organizations that tries to increase compliance with rules about conserving supplies by locking the supply closet is using which compliance strategy?

A)Punitive - similar to threatening employees with sticks
B)Preventative - similar to putting hurdles up in front of employees
C)Remunerative - similar to tempting employees with carrots
D)Generative - similar to creating a fast track for employees to follow
E)Cognitive - similar to enlightening employees about the benefits of compliance