Leadership in Organizations
Mock Exam
Course Introduction
Leadership in Organizations explores the theories, principles, and practices of effective leadership within diverse organizational settings. This course examines various leadership styles, the role of power and influence, and the ways leaders impact organizational culture, motivation, and team performance. Through case studies, simulations, and experiential activities, students gain practical skills in decision-making, conflict resolution, ethical leadership, and strategic visioning. The course also addresses contemporary challenges in leadership, such as managing change, fostering diversity and inclusion, and leading in global and virtual environments, equipping students with tools to become effective leaders in todays dynamic organizations.
Recommended Textbook
Organization Theory and Design 10th Edition by Richard L. Daft
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13 Chapters
1152 Verified Questions
1152 Flashcards
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Chapter 1: Organizations and Organization Theory
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Professionalism is the level of formal education and training of employees.
A)True
B)False
Answer: True
Q2) Efficiency refers to the amount of resources used to achieve the organization's goals, whereas effectiveness refers to the degree to which an organization achieves its goals.
A)True
B)False
Answer: True
Q3) In the learning organization, the vertical structure that creates distance between managers at the top and workers in the technical core is disbanded.
A)True
B)False
Answer: True
Q4) Meso theory concerns the integration of both micro and macro levels of analysis.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Strategy, Organization Design, and Effectiveness
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) Experienced managers will interpret the environment similarly and therefore end up with similar strategic goals, thus causing a cooperative situation to occur.
A)True
B)False
Answer: False
Q2) Innovation and change goals are decreasingly important, even though they initially cause a large increase in profits.
A)True
B)False
Answer: False
Q3) A company's core competence is something the organization does especially well in comparison to its competitors.
A)True
B)False
Answer: True
Q4) Official goals address issues pertaining to corporate legitimacy.
A)True
B)False Answer: True
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Chapter 3: Fundamentals of Organization Structure
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90 Verified Questions
90 Flashcards
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Sample Questions
Q1) Describe the characteristics of a company reengineered into a horizontal structure. Answer: A company reengineered into a horizontal structure is characterized by a flattened organizational hierarchy, with fewer levels of management and a greater emphasis on collaboration and teamwork. Decision-making authority is decentralized, allowing for more autonomy and empowerment among employees. Communication flows more freely across departments and functions, leading to increased flexibility and responsiveness to market changes. This structure promotes innovation and creativity, as employees are encouraged to contribute ideas and take on cross-functional roles. Overall, a horizontal organization is more agile and adaptable, able to quickly adjust to customer needs and competitive pressures.
Q2) Integrator roles require excellent people skills.
A)True
B)False
Answer: True
Q3) The horizontal structure organizes employees around core processes.
A)True
B)False
Answer: True
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5
Chapter 4: The External Environment
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) An organization's environment includes all except:
A) labor market.
B) city, state, and federal laws.
C) Competitors.
D) production processes.
Q2) List and describe three organizational adaptations to environmental uncertainty.
Q3) List and describe each of the task environment sectors.
Q4) Incompetence means that decision makers do not have sufficient information about environmental factors.
A)True
B)False
Q5) The boundary-spanning role is designed to bring information to the organization about changes in the environment, but not to work in reverse to take information into the environment about the organization.
A)True
B)False
Q6) A company in a highly uncertain environment is more likely to need a formal integrator.
A)True
B)False
Page 6
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Chapter 5: Interorganizational Relationships
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84 Verified Questions
84 Flashcards
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Sample Questions
Q1) Legitimacy is defined as the general perception that an organization's actions are desirable, proper, and appropriate within the environment's system of norms, values, and beliefs.
A)True
B)False
Q2) The ____ is composed of norms and values from stakeholders.
A) institutional environment
B) population ecology
C) organizational ecosystem
D) institutional isomorphism
Q3) Many companies are changing from a partnership orientation mindset to a traditional adversarial.
A)True
B)False
Q4) In the changing role of management, managers think about vertical processes rather than horizontal structures.
A)True
B)False
Q5) Define supply chain management. What role does the supply chain play in organizations?
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Chapter 6: Designing Organizations for the International Environment
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92 Verified Questions
92 Flashcards
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Sample Questions
Q1) Under what conditions should an organization consider a global geographic structure as opposed to a global product structure?
Q2) When should a company begin using an international division? What problems are likely to be solved? As the company progresses in its international development, what problems will likely not be solved by this structure?
Q3) ____ teams are cross-border work groups made up of multiskilled, multinational members whose activities span multiple countries.
A) Management
B) Global
C) Functional
D) Focus
Q4) The global product structure:
A) utilizes country managers who are accountable for profit and loss of every product.
B) fits well with customization of production or marketing.
C) may result in competition among product divisions.
D) will insure that all countries are covered well.
Q5) Discuss each of the motivations for global expansion.
Q6) Discuss the national value systems.
Page 8
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Chapter 7: Manufacturing and Service Technologies
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88 Verified Questions
88 Flashcards
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Sample Questions
Q1) Baseball would be a close analogy for:
A) sequential interdependence
B) pooled interdependence
C) reciprocal interdependence
D) the highest level of team interdependence
Q2) If several of a bank's departments are considered to be sequentially interdependent, how should their interrelationship be managed?
Q3) Failing to adopt appropriate technologies to support strategy, or adopting a new technology and failing to realign strategy to match it, can lead to poor performance.
A)True
B)False
Q4) The purpose of the sociotechnical systems approach is to:
A) apply the theory of job enlargement.
B) provide qualified management to an organization in a turbulent environment.
C) offer the most advanced information technology possible to maximize organizational competitiveness.
D) combines human needs with technical efficiency in job design.
Q5) Discuss the three basic technology groups of Woodward's Study.
Q6) Contrast the axes on Perrow's framework for department technologies.
Page 9
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Chapter 8: Using It for Coordination and Control
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84 Verified Questions
84 Flashcards
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Sample Questions
Q1) ____ refers to the high-tech analysis of a company's data in order to make better strategic decisions.
A) Data warehousing
B) Data mining
C) Transaction processing
D) Business intelligence
Q2) What is "knowledge" and "knowledge management?"
Q3) Describe the ERP systems.
Q4) Management information systems facilitate rapid and effective decision making.
A)True
B)False
Q5) Which of the following is not a perspective of the balanced scorecard?
A) Financial performance
B) Employee performance
C) Customer service
D) Quality control
Q6) The MIS is supported by the organization's transaction processing systems and by organizational databases.
A)True
B)False
Page 10
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Chapter 9: Organization Size, Life Cycle, and Decline
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) The bureaucratic control system was developed to maintain the efficiency and control benefits of bureaucracy yet prevent the problem of slow response to crises.
A)True
B)False
Q2) Describe Weber's dimensions of bureaucracy and bases of organizational authority.
Q3) Which of the following is not a type of authority that could explain the creation and control of a large corporation?
A) Charismatic authority
B) Rational-legal authority
C) Traditional authority
D) Competitive authority
Q4) Discuss how an organization can help smooth the downsizing process and ease tensions for employees who leave and remain.
Q5) All of the following are factors that cause organizational decline except:
A) vulnerability.
B) increased product prices.
C) environmental decline or competition.
D) organizational atrophy.
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Chapter 10: Organizational Culture and Ethical Values
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) A(n) ____ arises in a situation concerning right and wrong where values are in conflict.
A) culture problem
B) legal issue
C) social responsibility issue
D) ethical dilemma
Q2) Most managers are shifting away from bureaucratic cultures because of a need for:
A) greater flexibility.
B) better decision making techniques.
C) easier communication channels.
D) reducing employee participation.
Q3) The ____ culture has an internal focus and a consistency orientation for a stable environment.
A) organic
B) clan
C) traditional
D) bureaucratic
Q4) What are the important functions of corporate culture in an organization?
Q5) Describe the characteristics that define values-based leaders.
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Chapter 11: Innovation and Change
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) The point of the ____ is that many organizations must adopt frequent administrative changes and need to be structured differently from organizations that rely on frequent technical and product changes for competitive advantages.
A) horizontal coordination model
B) switching structure
C) ambidextrous approach
D) dual-core approach
Q2) Ideas are generally not seriously considered unless there is a perceived need for change.
A)True
B)False
Q3) Some management experts argue that to survive the upheaval of the early twenty-first century, managers must turn their organizations into change leaders by using the present to actually create the future.
A)True
B)False
Q4) What is a venture team?
Q5) What is organization development? Discuss three techniques of O.D.
Q6) Explain the dual-core approach to organizational change.
Page 13
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Chapter 12: Decision Making Processes
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85 Verified Questions
85 Flashcards
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Sample Questions
Q1) Based on the fact that the management science approach uses quantitative data, which are not rich, discuss limitations of the approach for organizational decision making.
Q2) If organized anarchy existed in the decision environment of a company in the high tech industry, would your goal as a decision maker be to remove that organized anarchy, or to work with it? Explain. How could decisions at that company best be analyzed? How would managers go about using the model to improve decision processes?
Q3) The garbage can model shows:
A) how poor inputs into decision making results in poor decisions.
B) how decisions can be made in mechanistic organizations.
C) four streams of events which influence decision making.
D) decision making in a stable environment.
Q4) In the garbage can model:
A) solutions may be proposed even when problems do not exist.
B) choices are not made unless problems are solved.
C) many problems are solved.
D) no problem is allowed to persist without being solved.
Q5) Compare the individual decision making approach of rationality to any one of the organizational decision making approaches or models.
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Chapter 13: Conflict, Power, and Politics
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) Differentiation refers to the dependence of one unit on another for materials, resources, or information.
A)True
B)False
Q2) Members of the marketing department have become aware that manufacturing is inflating their expense forms when they turn in claims. If marketing decides to report manufacturing to the vice president, they will need to proceed with care. What recommendations would you give to marketing, based on your reading of the chapter on power and politics?
Q3) ____ is difficult to measure because power differences are not defined on the organization chart.
A) Strategic contingencies
B) Horizontal power
C) Dependency
D) Decision premise
Q4) In most organizations, are decisions more likely to be made using the rational or political model of organization? Explain and defend your position.
Q5) Describe the steps of a win-win strategy and a win-lose strategy.
Q6) What political tactics are recommended for using power?
Page 15
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