Leadership Studies Test
Questions
Course Introduction
Leadership Studies explores the theories, principles, and practices that underpin effective leadership across diverse contexts. This course examines various leadership styles, the development of leadership skills, and the ethical and cultural dimensions of leading individuals and teams. Students will analyze case studies, engage in self-assessment, and participate in group discussions to develop critical thinking, decision-making, and communication abilities essential for responsible and impactful leadership in professional and community settings.
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) The stakeholder approach integrates diverse organizational activities by looking at various organizational stakeholders and what they want from the organization.
A)True
B)False
Answer: True
Q2) Which of the following concerns how the organization actually produces the products and services it provides for customers and includes flexible manufacturing, advanced information systems, and the Internet?
A) Size of the organization
B) Organizational technology
C) Organizational goals
D) Organizational culture
Answer: B
Q3) Organizations exist to do all of the following except:
A) Bring together resources to achieve desired goals and outcomes.
B) Create a stable, non-changing environment.
C) Facilitate innovation.
D) Create value for owners, customers, and employees.
Answer: B
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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) ____ measure such things as how customers view the organization, as well as customer retention and satisfaction.
A) Business process indicators
B) Financial indicators
C) Customer service indicators
D) Learning and growth indicators
Answer: C
Q2) Miles and Snow's Strategy Typology is based on the notion that:
A) Strategy should correspond to technology.
B) Strategy should be congruent with external environment.
C) Strategy should be based on human resource capability.
D) Strategy should be a "fit" to economic resource base.
Answer: B
Q3) Which of the following is NOT one of Porter's five forces?
A) Threat of new entrants
B) Power of employees
C) Power of suppliers
D) Threat of substitutes
Answer: B
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Page 4
Chapter 3: Fundamentals of Organization Structure
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90 Verified Questions
90 Flashcards
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Sample Questions
Q1) Would you personally rather join an organization structured by function matrix or product matrix? Why?
Answer: Personally, I would rather join an organization structured by a product matrix. This is because a product matrix structure allows for more flexibility and collaboration across different functions. In a product matrix, employees are organized by both function and product, allowing for a more holistic approach to problem-solving and decision-making. This structure also encourages cross-functional teamwork and communication, which can lead to more innovative solutions and a greater sense of ownership and accountability. Additionally, a product matrix structure can provide more opportunities for skill development and career growth, as employees have the chance to work on a variety of products and projects. Overall, I believe that a product matrix structure offers a more dynamic and engaging work environment, which aligns with my personal preferences and career goals.
Q2) A full-time integrator such as a project manager has the various functional managers--finance, engineering, marketing--reporting to him or her.
A)True
B)False
Answer: False
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Page 5
Chapter 4: The External Environment
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Sample Questions
Q1) 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
Q2) The environmental conditions of complexity and change create a greater need to gather information and to respond based on that information.
A)True
B)False
Q3) All of the following are strategies for controlling the environmental domain except A) illegitimate activities.
B) political activities and regulations.
C) change of domain.
D) cooptation and interlocking directorates.
Q4) An acquisition is the unification of two or more organizations into a single unit. A)True
B)False
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6
Chapter 5: Interorganizational Relationships
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84 Flashcards
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Sample Questions
Q1) Which theory argues that organizations try to minimize their reliance on other organizations for the supply of important resources and try to influence the environment to make resources available?
A) Interorganization theory
B) Environmental resource theory
C) Resource dependence theory
D) Economic supply theory
Q2) How have manager's viewpoints and focuses changed in this new world?
Q3) Mimetic forces refer to the similarity that is brought between organizations from environmental influences such as governmental laws and legislative requirements.
A)True
B)False
Q4) Discuss how the adversarial versus partnership orientations work among students in class. What carryover from the classroom settings at your university will help or hinder interorganizational relationships you may be managing in the future?
Q5) A niche is a domain of unique environmental resources and needs.
A)True B)False
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Chapter 6: Designing Organizations for the International Environment
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Sample Questions
Q1) Which of the following means that product design, manufacturing, and marketing strategy are standardized throughout the world?
A) Globalization strategy
B) Standardization strategy
C) Multidomestic strategy
D) Transnational strategy
Q2) Which stage is export-oriented and in a competitive position?
A) Multinational
B) Global
C) Domestic
D) International
Q3) One of the earliest, and still one of the most powerful, motivations for U.S. companies to invest abroad relates to ____: obtaining raw materials, labor, and other resources at the lowest possible cost.
A) factors of production
B) economies of scope
C) economies of scale
D) technological factors
Q4) Discuss the global matrix structure. Give an example.
Page 8
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Chapter 7: Manufacturing and Service Technologies
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88 Flashcards
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Sample Questions
Q1) The management systems in both unit-production and continuous-process technology are characterized as
A) standardized.
B) mechanistic.
C) organic.
D) formalized.
Q2) The heart of ____ is not machines, but employee involvement.
A) mass customization
B) FMS
C) lean manufacturing
D) CAD
Q3) List the differences between manufacturing and service technologies. Provide three examples of service technologies, product and service technologies, and product technologies.
Q4) If interdependence is now pooled, should efforts be made to force the entities into greater interrelationship? Defend your position.
Q5) Describe an organization in which a mechanistic structure would be the most appropriate and explain why. Describe an organization in which an organic structure would be the most appropriate and explain why.
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Chapter 8: Using It for Coordination and Control
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Sample Questions
Q1) Which of the following provides mid-level managers with reports that summarize data and support day-to-day decision making?
A) Executive information systems
B) Decision support systems
C) Information reporting systems
D) Feedback control systems
Q2) ____ is the efforts to systematically find, organize, and make available a company's intellectual capital and to foster a culture of continuous learning and knowledge sharing so that organizational activities build on what is already known.
A) ERP
B) Six Sigma
C) Knowledge management
D) Benchmarking
Q3) Describe what a CRM system is and how businesses are utilizing them.
Q4) Data mining software is designed to print out data from the government sector, particularly from census reports.
A)True
B)False
Q5) Define and explain the Web 2.0 tools: A blog, A wiki, and social networking.
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Chapter 9: Organization Size, Life Cycle, and Decline
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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 the life cycle of a specific organization that has gone through at least three stages of the organizational life cycle. In your answer explain the crisis this organization is now facing, and how you would recommend that it overcome its crisis.
Q3) There are an estimated ____ small businesses in the United States.
A) 3 to 4 billion
B) 25 to 26 million
C) 5 to 6 million
D) 34 to 35 million
Q4) Which of the following is the first stage of decline?
A) Blinded
B) Dissolution
C) Inaction
D) Faulty action
Q5) Compare and contrast the three types of organizational control strategies.
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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) External adaptation is the term for members developing a collective identity and knowing how to work together effectively.
A)True
B)False
Q2) A leader who ____ would thrive in a clan culture.
A) creates values for social responsibility
B) embodies values
C) integrates people into action and responsibility through participation
D) can change culture
Q3) In a bureaucratic culture, an important value is taking care of employees and making sure they have whatever they need to help them be satisfied as well as productive.
A)True
B)False
Q4) 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
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Chapter 11: Innovation and Change
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Sample Questions
Q1) A new venture fund provides financial resources for employees to develop new ideas, products, or businesses.
A)True
B)False
Q2) List and describe the three of the five techniques that managers use to overcome resistance to change.
Q3) Organizations can be conceptualized as having two cores: a(n) ____ and a ____.
A) management core; flexible core
B) technical core; management core
C) adaptable core; technical core
D) innovative core; management core
Q4) Which of the following is not a force for culture change?
A) The learning organization
B) Diversity
C) Large group intervention
D) Reengineering and horizontal organizing
Q5) The need element in the change process always precedes the idea element.
A)True
B)False
Q6) Discuss the forces for culture change.
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Chapter 12: Decision Making Processes
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Sample Questions
Q1) The management science model for decision making is best to use when:
A) problems are unanalyzable, and problem consensus is high.
B) problems are analyzable and measurable, and parties involved agree on goals.
C) solution knowledge is low, and problem consensus is low.
D) solution knowledge is low, and problems can't be structured logically.
Q2) The bounded rationality approach is often associated with programmed decision processes.
A)True
B)False
Q3) Which of the following is the step in the decision making process in which the manager digs below the surface to analyze the cause of the problem?
A) Define the decision problem
B) Monitor the decision environment
C) Specify decision objectives
D) Diagnose the problem
Q4) Problemistic search means that managers look around in the extended environment until they find the perfect solution to eventually resolve a problem.
A)True
B)False
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Chapter 13: Conflict, Power, and Politics
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Sample Questions
Q1) ____ is a mechanism for arriving at consensus when uncertainty is high and there is disagreement over goals or problem priorities.
A) Power
B) Authority
C) Politics
D) Decision premise
Q2) Describe when political activity is used.
Q3) We know which of the following about horizontal power?
A) It is reflected on the organization flow chart.
B) The sales department invariably carries higher power rating than other departments.
C) Its relationships changes as strategic contingencies change.
D) The concept of vertical linkages explains relative power.
Q4) One measure of ____ is the extent to which the work of the department affects the final output of the organization.
A) dependency
B) financial resources
C) nonsubstitutability
D) centrality
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Page 15