Question 1

The action imperative that is LEAST like the Compete action imperative is
A)Control
B)Co-opt
C)Collaborate
D)Create
E)Constrain

Accepted Answer

Collaboration involves working together towards a common goal or objective, often involving shared decision-making and mutual benefit. This approach differs from the Compete action imperative, which prioritizes outperforming others and achieving individual success. The other options (Control, Co-opt, Create, and Constrain) all involve taking action with the intent of gaining an advantage over others, which aligns more closely with the Compete imperative.

Question 2

What is a vision?
A)A specific objective a firm wants to meet
B)A destination and a desired future
C)An idea from the top management team
D)What customers want from a company
E)A plan for reaching a specific goal

Accepted Answer

A vision is a statement that outlines a desired future or destination for a company or organization. It is not a specific objective, an idea from top management, customer demand, or a plan for reaching a specific goal. A vision is a big picture, long-term goal that provides direction and a sense of purpose for the organization.

Question 3

Leaders such as Paul Levy at Beth-Israel Deaconess Medical Center and Herb Kelleher at Southwest Airlines have been successful in getting employees to commit to the visions for those organizations because they
A)Use the most current technologies such as Facebook and Twitter to communicate the vision to employees
B)Are consistent in communicating the vision in ways that address the head, hands, and hearts of employees
C)Communicate different visions to different groups of employees, depending on the particular interests of those groups
D)Provide incentives to employees who embrace the vision of the organization
E)Communicate the vision at an abstract level so employees don't get bogged down in the details of how the vision will be realized

Accepted Answer

Leaders such as Levy and Kelleher have been successful in getting employees to commit to the visions for their organizations because they are consistent in communicating the vision in ways that address the head (intellectual understanding), hands (policies and procedures), and hearts (emotional connection) of employees. This approach helps employees to understand how they can contribute to the realization of the vision and builds their commitment to achieving it. The other options, such as using social media, communicating different visions to different groups, providing incentives, or communicating at an abstract level, may be useful tools or approaches, but they are not the primary reason for these leaders' success in getting employees to commit to their visions.

Question 4

One of the five competencies discussed in relationship to the rational goal quadrant, the one that is the MOST DIRECTLY focused on generating energy in the organization is
A)Planning and coordinating projects.
B)Managing execution and driving for results
C)Developing and communicating a vision
D)Motivating self and others.
E)Setting goals and objectives

Accepted Answer

Motivating self and others is the competency that is most directly focused on generating energy in the organization. It involves inspiring and encouraging individuals and teams to work towards achieving goals and objectives, which in turn generates momentum and enthusiasm within the organization.

Question 5

The management model that appears diagonally opposite the rational goal model quadrant of the competing values framework is:
A)The human relations model
B)The open systems model
C)The theory Y model
D)The global values model
E)The rational goal model

Accepted Answer

The human relations model emphasizes the importance of interpersonal relationships, employee morale and motivation, and individual and group dynamics in achieving organizational goals. It values employee participation and teamwork and places less emphasis on formal structures and procedures. This model is diagonally opposite the rational goal model in the competing values framework, which emphasizes efficiency and productivity through clear goals and objectives and a focus on results over relationships.

Question 6

Which of the following key components of visions often proves to be the most difficult task?
A)Making the case for change
B)Making the vision short and to the point
C)Making the methods to achieve the vision explicit
D)All of these are equally difficult
E)None of these are particularly difficult

Accepted Answer

Making the case for change is often the most difficult component of a vision, as it requires convincing stakeholders and employees that a change is necessary and beneficial. This can involve overcoming resistance to change and addressing concerns about how the change will impact individuals and the organization as a whole.

Question 7

Which of the questions below LEAST reflects the emphasis of the COMPETE quadrant?
A)Who are we as an organization?
B)Where are headed as an organization?
C)What talent will we need to reach our desired destination as an organization?
D)Why are we headed where we are as an organization?
E)Why should our people want to go where we are headed?

Accepted Answer

The answer of Which of the questions below LEAST reflects...

Question 8

Kouzes and Posner (1995) asked thousands of people on many continents what the most important thing was they wanted and needed from a leader. What was the most frequent FIRST choice?
A)Scenario tested strategy
B)Excellent speaking skills
C)Personal empathy
D)Vision
E)None of these

Accepted Answer

The most frequent first choice was vision, as reported by Kouzes and Posner (1995) in their survey of thousands of people on different continents. This suggests that people value leaders who have a clear and compelling vision for the future and are able to communicate it effectively. While excellent speaking skills and personal empathy may be important, they were not reported as the most important thing people want and need from their leaders. Scenario tested strategy is not a commonly recognized leadership trait or attribute, and therefore not a likely choice.

Question 9

Which of the following is NOT one of the core competencies of the COMPETE quadrant?
A)Motivating self and others
B)Developing and growing talent
C)Developing and communicating a vision
D)Setting goals and objectives
E)Designing and organizing

Accepted Answer

The answer of Which of the following is NOT one...

Question 10

Where can visionary leaders be found?
A)In large businesses
B)In families
C)In not-for-profit organizations and governmental units
D)In all of these
E)In large businesses and not-for-profit organizations and governmental units, but not in families

Accepted Answer

Visionary leaders can be found in all types of organizations, including large businesses, families, not-for-profit organizations, and governmental units. The ability to think creatively and strategically is not limited to any particular setting or group. Therefore, the best answer is D, which includes all of these options.

Question 11

The management model associated with the Compete action imperative is
A)The open systems model
B)The human relations model
C)The theory Y model
D)The global values model
E)The rational goal model

Accepted Answer

The Compete action imperative is all about achieving competitive advantage, which is most efficiently done through a rational goal model of management that focuses on specific, measurable objectives and efficient use of resources. The rational goal model emphasizes goal-setting, planning, and achievement, which aligns with the Compete action imperative. Therefore, the best choice is E- the rational goal model.

Question 12

Which of the following is NOT part of a shortcut to remembering the critical elements of articulating and communicating a vision?
A)Heart
B)Hope
C)Hands
D)Head
E)All of these

Accepted Answer

The answer of Which of the following is NOT part...

Question 13

Which of the following are critical elements of the vision process?
A)The definition of the vision
B)The framing of the vision
C)Empowerment of followers through articulation and communication of the vision
D)Having the right components and content.
E)All of these are critical elements of the vision process.

Accepted Answer

All of these are critical elements of the vision process. The definition and framing of the vision are important to ensure clarity and focus, while empowerment through articulation and communication is crucial to engaging followers in the realization of the vision. Having the right components and content is also essential to ensure that the vision is relevant and achievable.

Question 14

One of the paradoxes of emphasizing goal setting to motivate performance is that
A)Establishing and monitoring goals and performance takes time away from the actual tasks of the organization.
B)Goals only work in a relaxed, collaborate environment.
C)Goals tend to de-motivate employees
D)Goals do not change, but the business environment does change.
E)Goals inhibit creativity

Accepted Answer

While goal setting can be an effective way to motivate performance, it also requires time and resources to establish and monitor goals. This can take away from the actual tasks and responsibilities of the organization, which can ultimately impact overall performance.

Question 15

The designing and organizing competency
A)Focuses on having a flexible structure to meet the needs of employees
B)Focuses on deciding how to organize information flows to be more efficient
C)Focuses on the aesthetics of the physical space where employees work
D)Focuses on the same type of activities that are included in the competency for planning and coordinating projects
E)Focuses on organizational structure and culture

Accepted Answer

The designing and organizing competency primarily focuses on organizational structure and culture, ensuring that the organization is set up in a way that supports its goals and the needs of its employees.

Question 16

In contrast to the Collaborate action imperative, the Compete action imperative take a more _________ focus
A)Internal
B)External
C)Individualistic
D)Collaborative
E)Long-term

Accepted Answer

The Compete action imperative suggests focusing on external factors and outperforming others. It emphasizes individual and organizational success and achievement, often in the short-term. This is opposite to the Collaborate action imperative, which encourages cooperation, teamwork, and mutual success.

Question 17

To improve productivity and increase profitability, the rational goal model assumes that
A)Clear direction leads to de-motivated employees
B)Goal clarification is unnecessary when workers are empowered
C)Goal clarification only works when workers are fully engaged
D)Clear direction critical to effectiveness
E)Rational analysis can be replaced with more subjective measures

Accepted Answer

The rational goal model assumes that clear direction is critical to effectiveness, which means that goal clarification is necessary for improving productivity and increasing profitability. Empowering workers and subjective measures may be helpful, but they are not the main focus of the model. De-motivated employees are not desirable in any model, including the rational goal model. Therefore, option D is the best choice.

Question 18

According to research on visionary leaders, they
A)Positively influence employees and inspire them to engage in extra work
B)Define the direction for the organization by using powerful imagery
C)Provide a sense of mission or purpose that supports the status quo
D)All of these
E)Positively influence employees and inspire them to engage in extra work and define the direction for the organization by using powerful imagery, but do not provide a sense of mission or purpose that supports the status quo

Accepted Answer

Visionary leaders positively influence employees, inspire them to engage in extra work, and define the direction for the organization by using powerful imagery. However, they do not necessarily provide a sense of mission or purpose that supports the status quo, as their vision may entail changes or improvements to the current state of affairs.

Question 19

The most critical and challenging aspect of communicating a vision is
A)Touching the hearts and personal values of followers
B)Explaining new policies and procedures to followers
C)Providing a clear philosophy that is centered on specific elements of the vision
D)Creating reporting mechanisms that reflect accurate data about the achievement of the vision
E)None of these

Accepted Answer

Touching the hearts and personal values of followers is the most critical and challenging aspect of communicating a vision. People must be emotionally invested in the vision to fully support it and work towards achieving it. Explaining policies and procedures, providing clear philosophies, and creating reporting mechanisms are necessary, but they do not have the same impact as touching personal values.

Question 20

Which of the following is NOT a key component of vision?
A)Focusing on people
B)Specific desired end-states or outcomes
C)Identifying ideal goals
D)Making a case for change
E)All of these are key components of vision

Accepted Answer

The answer of Which of the following is NOT a...

Quiz 3: Improving Productivity and Increasing Profitability

The action imperative that is LEAST like the Compete action imperative is

What is a vision?

Leaders such as Paul Levy at Beth-Israel Deaconess Medical Center and Herb Kelleher at Southwest Airlines have been successful in getting employees to commit to the visions for those organizations because they

One of the five competencies discussed in relationship to the rational goal quadrant, the one that is the MOST DIRECTLY focused on generating energy in the organization is

The management model that appears diagonally opposite the rational goal model quadrant of the competing values framework is:

Which of the following key components of visions often proves to be the most difficult task?

Which of the questions below LEAST reflects the emphasis of the COMPETE quadrant?

Kouzes and Posner (1995) asked thousands of people on many continents what the most important thing was they wanted and needed from a leader. What was the most frequent FIRST choice?

Which of the following is NOT one of the core competencies of the COMPETE quadrant?

Where can visionary leaders be found?

The management model associated with the Compete action imperative is

Which of the following is NOT part of a shortcut to remembering the critical elements of articulating and communicating a vision?

Which of the following are critical elements of the vision process?

One of the paradoxes of emphasizing goal setting to motivate performance is that

The designing and organizing competency

In contrast to the Collaborate action imperative, the Compete action imperative take a more _________ focus

To improve productivity and increase profitability, the rational goal model assumes that

According to research on visionary leaders, they

The most critical and challenging aspect of communicating a vision is

Which of the following is NOT a key component of vision?