ARE 112 FINAL EXAM ( previous years) #1

1. One of the reason or causes of the start of the classical school from class was:

a. the new communicaiton networks

b. the industrial revolution

c. declining birth rate

d. all were discussed as reasons or causes of the start of the classical school

e. none of the answers are correct

B. the industrial revolution

2. Decisions, from our class notes, relate to:

a. all the answers provided are correct

b. resource allocation

c. none of the answers provided are correct - the discussion on decisions was on methods only and not substance.

d. resource acquisitions

e. resource utilization

a. all the answers provided are correct

3. In the article "What Leaders Really Do" the author states that leaders need to be able to :

a. communicate

b. think introspectively

c. plan

d. two of the answers are correct

e. organize people

a. communicate

4. "To gain public opinion" was found in:

a. The Art of War

b. In the IBM book

c. All of the answers were found in the "behavioral model" from class when applied to each of the books

d. The Principles of War

e. None of the answers are correct

d. The Principles of War

5. From class we discussed incremental changes as:

a. two of the answers are correct

b. Changes to structures

c. all three answers are correct

d. Changes to ownership

e. Solving performance gaps

e. Solving performance gaps

6. Comfort with ambiguity is related to:

a. Self-Regulation

b. Empathy

c. Social Skills

d. Motivation

e. Self-Awareness

a. Self-Regulation

7. In the HBR article "What Leaders Really Do" the author stated that leaders:

a. all three answers are correct

b. struggle thru change

c. organize

d. plan

e. two of the answers are correct

b. struggle thru change

8. When a manager and the owner have a conflict over rewards, we have an example of:

a. alignment dynamics

b. all the the answers are correct

c. interest versus position

d. agency and principle theory

e. conflict resolution

d. agency and principle theory

9. The ideas of "working hard" and "inspiring others" relate to:

a. leadership

b. strategic thinking

c. Anthony's hierarchy

d. the moral rights rule

e. theory Y and theroy X

a. leadership

10. Avoidance and accommodation are types of:

a. all of the answers are correct

b. conflict resolution types

c. origins of conflicts

d. types of conflict

e. types of negotiations

b. conflict resolution types

11. In one of the HBR articles, the author discusses "threshold capabilities" for leadership which are:

a. understanding the importance of change

b. Intelligence and technical skills

c. early failures in leadership as a learning experience

d. Two of the answers are correct

e. the basic style of leadership for the particular situation

b. Intelligence and technical skills

12. From class, in the framework for strategic thinking the disciplined approach to only do what matters is:

a. the "narrowing for expanding" theory

b. strategic intent

c. contingency thinking

d. aligning

b. strategic intent

13. Which of the following is from "The Strategic Analysis of Wile E. Coyote?

a. Two of the answers are correct

b. Four P's

c. SWOT

d. Balanced Scorecard

e. BPR

c. SWOT

14. The argument over the orange was:

a. an example from conflict resolution

b. an example from the four'p

c. none of the answers are correct

d. an example from leadership

e. an example used the Duke hospital case

a. an example from conflict resolution

15. In a "functional conflict"

a. the disagreement is primarily about responsibilities

b. compromise is the best solution

c. all three answers provided are correct

d. the result should be to move the process forward

d. the result should be to move the process forward

16. Role ambiguities and unresolved prior conflicts are examples of:

a. none of the answers are correct

b. types of conflicts

c. two of the ansers are correct

d. conflicts

e. causes of conflicts

e. causes of conflicts

17. The EI component of __________________ is particularly important in the modern organization with the increasing use of teams, rapid pace of globalization, and the need to retain talent.

a. Motivation

b. Empathy

c. Social Skills

d. Self-Regulation

e. Self-Awareness

b. Empathy

18. In terms of "the innovation model" when the chemist from 3-M gave to "postit's" to the administrative staff, it is an example of:

a. Validate

b. two of the answers are correct

c. Diffuse

d. Experiment

e. Monitor

c. Diffuse

19. Which of the following terms are not found in the leadership definition from class?

a. culture

b. strategic fit

c. none of these terms are found in the leadership definition d. all of these terms are found in the leadership definition

e. mission and vision

c. none of these terms are found in the leadership definition

20. Market share is included in:

a. The BCG Matrix

b. None of the answers provided are correct

c. The Five-Forces model

d. The balanced scorecard

a. The BCG Matrix

21. In the article "What Leaders Really Do" the author states that leaders

a. two of the answers are correct

b. look for the right fit between the people and the job

c. look for the right fit between the people and the vision

d. set the vision and have the manager deal with the "fit" issues as the author described them.

c. look for the right fit between the people and the vision

22. In class we emphasized leadership was:

a. found in both the horizontal and hierarchical structures b. a theory

c. a verb

d. a noun

e. all are correct

c. a verb

23. The clinical pathways are an example of a component of:

a. ERP

b. the four P's

c. balanced scorecard

d. all the answers are correct

e. change management

c. balanced scorecard

24. The concept or idea of the accepted behavior based on values, beliefs, and facts, but primarily values from class is:

a. Guiding principles

b. Part of the shared powers approach

c. Norms

d. Two of the anwers are correct

e. Part of EI

c. Norms

25. Persuasiveness is related to:

b. Self-Regulation

c. Social Skills

d. Self-Awareness

e. Motivation

c. Social Skills

26. In the article "What Leaders Really Do" the author states that leaders:

a. do planning but do not budgeting

b. two of the answers are correct

c. set direction by planning and budgeting

d. set direction

e. do not do planning

b. two of the answers are correct

27. The terms "scalable" and "life-style" have to do with:

a. Entrepreneurship

b. two of the answers are correct

c. none of the answers are correct

d. EI

e. The business model

c. none of the answers are correct

28. The principal and agent problem is solved with the a (an):

a. horizontal structures to make the process more efficient b. all the answers can be used to solve the problem

c. contract between the agent and the principal

d. ethical rule

e. span of control

c. contract between the agent and the principal

29. In the HBR article "What Makes a Leader," the author states that _______________is the most easily recognizable EI component.

a. Motivation

b. None of the answers are correct, the author stated that the EI components were situational and varied from one case to another.

c. Complexity

d. Empathy

e. Leadership

d. Empathy

30. In terms of "the innovation model" making new ideas practical is:

a. Integrate

b. two of the answers are correct

c. Invent

d. Monitor

e. Develop

e. Develop

31. In one of the HBR articles, the author states that management has to do with:

a. two of the answers are correct

b. complexity

c. alignment issues

d. coping with change

e. none of the answers are correct

b. complexity

32. The Duke hospital case was about using _____________________ affect change.

a. the balanced scorecard

b. the four P's.

c. the crossover approach

d. Three of the answers are correct e. Porter's five forces

a. the balanced scorecard

33. From one of the HBR articles on leadership, in a situation where a team botches a presentation, its leader resists the urge to scream. Instead, the team leader considers possible reasons for the failure, explains the consequences to the team, and explores solutions with them. This is an example of:

a. Social skills

b. Self-regulation

c. Self-awareness

d. Motivation

e. Empathy

b. Self-regulation

34. Both The Art of War and The Principles of War emphasized:

a. That uncertainty and lack of information was the biggest problem in warfare.

b. None of the answers are correct - the two books took differring view of strategy. c. The difficulty in coming up with a strategy

d. The difficulty in implementing the strategy

d. The difficulty in implementing the strategy

35. Linking the ideas to the deed is related to:

a. supply chain

b. BPR

c. Research and development

d. EI

e. leadership

c. Research and development

36. Honest and consistent are part of:

a. two of the answers are correct.

b. the integrity line

c. the Deloitte case

d. the Starbuck's strategic plan

e. the "What Make a Leader" formula

b. the integrity line

37. The terms "degree of change" and "redistribution of power" and "disruption of routine" from class have to do with:

a. leadership from one of the HBR articles

b. management from one of the HBR articles

c. the EI concept

d. two of the answers are correct

e. the change process

e. the change process

38. The ability to learn from experiences and then make changes with some degree analysis as to the possible result is a characteristic of:

a. The learning organization

b. two of the answers are correct

c. The value-analysis model

d. The systems model

e. Contingency thinking

a. The learning organization

39. In one of the HBR articles ("What Leaders Really Do"), the author states that the current management structures are driven primarily by:

a. none of the answers are correct

b. two of the answers are correct

c. emergence of large organizations

d. advances in technology

e. population shifts

c. emergence of large organizations

40. The idea, from class, of the "business model" is part of:

a. leadership

b. creativity

c. the behavioral school

d. strategic thinking

e. two of the answers are correct

d. strategic thinking

41. In the article "What Leaders Really Do" the author states that leaders

a. are responsible for controlling activities

b. are responsible for solving problems

c. all three answers provided are correct

d. none of the anwers provided are correct.

e. are responsible for setting realistic goals

d. none of the anwers provided are correct.

42. With regards to the threats to change, in the Duke hospital case the initial response from clinicians and administrators was ____________________ .

a. Impact of culture

b. Time frame

c. Impact of culture

d. Loss of existing benefits

e. Threat to position power

e. Threat to position power

43. Best practices, as discussed in our class, are found in:

a. all three answers provided are correct

b. transactions processing systems

c. ERP's - enterprise resource planning systems

d. operational information systems

c. ERP's - enterprise resource planning systems

44. Planning and budgeting belong, from the articles we read, to:

a. Both managers and leaders

b. Leaders

c. Managers

c. Managers

45. The big picture of what an organization does is found in:

a. all answers are correct

b. the critical success factors

c. the vision statement

d. the mission statement

e. two of the answers are correct

d. the mission statement

46. One of the frameworks for conflict resolution was to:

a. focus on the outcome first

b. include some emotional quotient as to the results of the outcome

c. focus on the problem and the people both

d. focus on the interest not the position

d. focus on the interest not the position

47. In The Principles of War the author makes a point:

a. It is important to "remain faithful throughout to the principles"

b. two of the answers are correct

c. all three answers are correct

d. The principles a require more than normal intelligence

e. The principles of war are quite simple

b. two of the answers are correct

48. In one of the two leadership articles from HBR, it was stated that "Knowing one's emotions, strengths, weaknesses, and values; and impact on others" was:

a. Empathy

b. Social Skills

c. Self-Regulation

d. Self-Awareness

e. Motivation

d. Self-Awareness

49. Applying EI to Dr. Meliones at Duke Children's Hospital, when he walked thur the hospital at the start of the article and saw the young patient with difficulty breathing :

a. Motivation

b. Social Skills

c. Self-Regulation

d. Empathy

e. Self-Awareness

d. Empathy

50. When one looks at an opportunity for its "strategic fit" one needs consider if the project:

a. advances the mission

b. is an internal fit

c. two of the answers are correct.

d. meets to the Porters Five Forces Test

e. is validated by the Pareto analysis

a. advances the mission

51. In one of the HBR articles ("What Leaders Really Do"), the author discounted the importance of ___________________ for leadership to be effective.

a. diversification

b. return on investment and net income

c. long-term planning

d. growth in market share

e. Two of the answers are correct

c. long-term planning

52. From the classical school, the approach to eliminate an organizational structure based on social standing was from:

a. Henderson

b. Weber

c. The "technicians"

d. Fayol

b. Weber

53. From class we discussed one of purposes of an organization is to:

a. optimize a goal

b. articulate a goal

c. maintain the goal

d. none of the answers provided are correct

e. two of the answers are correct

a. optimize a goal

54. From one of the HBR articles on leadership, a portfolio manager at an investment company sees the fund tumble for three consecutive quarters. Major clients defect. Instead of blaming external circumstances, the manager decides to learn from the experience—and engineers a turnaround. This is an example of:

a. Empathy

b. Self-awareness

c. Motivation

d. Self-regulation

c. Motivation

55. Creativity can be found in:

a. processes or productivity

b. two of the answers are correct

c. products

d. all three answers are correct

e. structures

d. all three answers are correct

56. Which of the following is not a member of the sociotechnical subsystem:

a. All of these are part of the sociotechnical subsystems approach

b. the managerial subsystem

c. the environmental system

d. the supply subsystem

e. the psychosocial subsystem

d. the supply subsystem

57. In the article "What Leaders Really Do" the author states that managers:

a. cope with change

b. cope with either complexity or cope with change depending if they "face the customer or not."

c. cope with complexity

d. cope with both change and complexity

c. cope with complexity

58. Gongs, drums, and hand signals were:

a. discussed in The Principles of War

b. were not part of the readings but were tools used in the early stage of scientific management

c. discussed in The Art of War

d. were discussed in both readings

c. discussed in The Art of War

59. Thinking about Lou and The Art of War, Lou would have agreed that his statement on how he manages would align with ________________ in the book:

a. The statement on solving primarily long-term problems b. The statement on "The Moral Law"

c. The statement on "dynasties"

d. The statement on "Living at the Enemy's Expense"

b. The statement on "The Moral Law"

60. At Duke Children's Hospital, Dr. Meliones used the idea of ________________________ to start the change process

a. two of the answers are correct

b. momentum toward change

c. surveys

d. reward power

e. none of the answers are correct

b. momentum toward change

61. In Onward, Howard commented that he did not like the new espresso machines. Which of the diagrams would best be used to explain his reasoning:

a. Anthony's management hierarchy

b. The value proposition

c. The organizational architecture

d. The value chain

62. Which of the diagrams would be least useful in a discussion on leadership when considering the two leadership articles from class?

a. Anthony's management hierarchy

b. The value proposition

c. The organizational architecture

d. The value chain

63. Thinking about the Duke Children's Hospital case, which of the diagrams would be the best one to use to explain what was done at the hospital. Not the results of what was done, but what they did.

a. Anthony's management hierarchy

b. The value proposition

c. The organizational architecture

d. The value chain

64. Thinking about the article "What Leaders Do," which of the diagrams would be best to use to assess the alignment of the organization?

a. Anthony's management hierarchy

b. The value proposition

c. The organizational architecture

d. The value chain

65. In Onward, Howard discusses the supply chain operations (called SCO in most part of the book). Which of the diagrams would be best to describe how the book portrays the SCO?

a. Anthony's management hierarchy

b. The value proposition

c. The organizational architecture

d. The value chain