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

Accepted Answer

Focusing primarily on the Compete action imperative can lead to intense pressure and high demands on employees, potentially resulting in burnout.

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

Accepted Answer

Leaders constantly trying to come up with new ideas and innovations may become impractical dreamers if they focus too much on ideation without practical application.

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

Accepted Answer

Leonardo da Vinci is considered a paradoxical thinker because he recognized the value of both art and science, integrating them in his work and thought processes.

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

Accepted Answer

When leaders prioritize control too much, they can become rigid bureaucrats who are inflexible and too focused on rules and regulations. This can hinder creativity, innovation, and collaboration within the team or organization.

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

Accepted Answer

Behavioral differentiation is the ability to use the competencies that a manager has developed differently, depending on the situation. This means that the manager is able to adapt their behavior to fit the needs of the situation, rather than using a one-size-fits-all approach. It involves understanding which competencies are most effective in each situation and being able to apply them appropriately.

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

Accepted Answer

Looking at things from different points of view can challenge your current beliefs and encourage growth, helping you move beyond your comfort zone.

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

Accepted Answer

Research has shown that one person's psychological state, including emotions, attitudes, and beliefs, can influence another person's decisions and actions. This is often referred to as social contagion or emotional contagion.

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

Accepted Answer

The four psychological states required for "lift" to occur are being other focused, being internally directed, being externally open, and being purpose-centered. Being guided by popular norms is not one of the required psychological states.

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

Accepted Answer

All of the options listed are organizational paradoxes.

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

Accepted Answer

Peter Senge defines systems thinking as incorporating all three of these aspects: seeing wholes, seeing interrelationships, and seeing patterns of change over time. Systems thinking is a holistic approach that considers the whole system, its parts, and their interrelationships, and how they change and evolve over time.

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

Accepted Answer

Positive psychology and positive organizational studies both focus on studying positive outcomes and behaviors and finding the causes behind them, rather than focusing solely on problematic behavior and negative outcomes. This is what sets them apart from older approaches in psychology and organizational 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

Accepted Answer

Using a single approach to management throughout a career may lead to career setbacks because the approach that was effective earlier in their career may not work as well later. This is because as organizations and industries evolve, management approaches that were once successful may become outdated or ineffective. Therefore, adapting and learning new management skills and approaches is important for long-term success in a career. The other options (A, C, D, E) are unlikely outcomes or not related to using a single approach to management.

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

Accepted Answer

The reciprocal flow of influence highlights how the interactions between multiple elements are not a linear process. In this case, each element not only affects the next one in line, but it also influences the previous one, leading to a circular and reciprocal interaction. Therefore, if A influences B, and B influences C, then C will influence A as well, completing the circle.

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

Accepted Answer

The "irresponsible country club" label is associated with the human relations quadrant, which focuses on flexibility and internal focus, but when taken to an extreme, it can lead to a lack of discipline and accountability.

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

Accepted Answer

A culture characterized as a "frozen bureaucracy" is typically rigid, hierarchical, and resistant to change. This type of culture discourages employee creativity and innovation, which can lead to stagnation and ultimately, failure to adapt to changing market conditions.

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

Accepted Answer

Master managers are known for their ability to integrate and blend apparently competing competencies in innovative ways that meet the needs of the situation at hand. They have a balanced approach to the four action imperatives associated with the competing values framework and while they may make tradeoffs, they do so in a strategic and thoughtful manner. Therefore, option D is the correct answer.

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

Accepted Answer

When leaders prioritize cohesiveness and commitment excessively, they may become too lenient or accommodating, leading to a lack of discipline or control, hence the term "Permissive pushovers."

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

Accepted Answer

The "negative zone" in the competing values framework encompasses all the options provided: poor individual-level performance due to lack of behavioral complexity, poor individual level performance due to lack of awareness or ability to perform different management skills, and poor organizational-level performance due to unclear or counteractive values that result in loss of direction.

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

Accepted Answer

Behavioral complexity refers to the ability to act out a cognitively complex strategy by playing multiple, even competing, roles in a highly integrated and complementary way.

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

Accepted Answer

When leaders are extremely focused on competition, they may become oppressive egotists who prioritize winning at all costs over ethical and moral considerations. This tunnel-vision focus on competition can lead to a toxic organizational culture where employees are pitted against each other and are incentivized to put their own interests over those of the organization or its stakeholders.

Quiz 5: Integration and the Road to Mastery

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

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

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

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

What is behavioral differentiation?

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

Research on psychological states has found that…

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

All of the following are organization paradoxes except?

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

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

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?

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

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

Which of the following is true about master managers?

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

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

What is meant by behavioral complexity?

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