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1 | |
Which of the following are influenced by organizational culture: |
| | A) | Problem solving |
| | B) | Hiring |
| | C) | How meetings are conducted |
| | D) | How people address one another |
| | E) | All of the above |
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2 | |
What is culture? |
| | A) | The way we do things around here |
| | B) | A necessary ingredient in making yogurt |
| | C) | The collection of lessons learned about how to be successful |
| | D) | Habitual behaviors |
| | E) | None of the above |
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3 | |
Culture resists change because |
| | A) | It’s hard to break a habit |
| | B) | Employees are an ornery bunch |
| | C) | Culture change makes people anxious |
| | D) | No one likes to be told what to do |
| | E) | All of the above |
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4 | |
The advantages of culture are that it |
| | A) | Automatizes behaviors |
| | B) | Provides a common frame of reference for employees |
| | C) | Reduces anxiety |
| | D) | A & B |
| | E) | A, B, and C |
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5 | |
Why do failing behaviors become even more ingrained? |
| | A) | No one wants to admit to being wrong |
| | B) | Because behaviors fail gradually, they are reinforced intermittently |
| | C) | People like to double-down |
| | D) | The employees are out to get the company |
| | E) | Cultures are the residue of failure |
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6 | |
Goals are helpful because |
| | A) | They reduce distractibility |
| | B) | Increase energy |
| | C) | Improve persistence |
| | D) | Focus your attention |
| | E) | All of the above |
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7 | |
The best predictor of goal accomplishment is |
| | A) | A large salary |
| | B) | A Macintosh computer |
| | C) | Increased self-efficacy |
| | D) | Fear of failure |
| | E) | The risk of being fired if you fail |
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8 | |
“Do your best” is |
| | A) | Vague |
| | B) | Highly idiosyncratic |
| | C) | Extremely motivating |
| | D) | A & B |
| | E) | A, B, & C |
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9 | |
Goals are |
| | A) | Personally important |
| | B) | Time delimited in some way |
| | C) | Measureable |
| | D) | Provide feedback on your progress |
| | E) | All of the above |
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10 | |
Some different types of goals are |
| | A) | Outcome goals |
| | B) | Process or task goals |
| | C) | Learning goals |
| | D) | A & C |
| | E) | A, B, and C |
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11 | |
Implementation intentions |
| | A) | Specify when, where, and how a goal is to be obtained |
| | B) | Can reduce distractions |
| | C) | Require hours of rehearsal and practice |
| | D) | A & B |
| | E) | A & C |
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12 | |
The high-performance cycle |
| | A) | Is what Lance Armstrong rides |
| | B) | Connects job satisfaction to commitment to goals to rewards to job satisfaction |
| | C) | Says that performance is driven by increasing salaries |
| | D) | A method of driving performance through error reduction |
| | E) | A process of continuous improvement by eliminating the weakest performers |
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13 | |
An effective means of motivation is |
| | A) | Large raises and bonuses |
| | B) | Your own excitement |
| | C) | Prizes |
| | D) | Competition between team members |
| | E) | All of the above |
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14 | |
Why is a clear vision important? |
| | A) | It helps bring clarity and meaning to goals |
| | B) | It helps the company impress customers |
| | C) | It means that you don’t need glasses |
| | D) | It prevents people from caring too much |
| | E) | None of the above |
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15 | |
A question that a vision needs to answer is: |
| | A) | Who are we? |
| | B) | Why do we care? |
| | C) | Why does anyone else care? |
| | D) | How will our actions change the world, even if only a little bit? |
| | E) | All of the above |
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16 | |
A vision |
| | A) | Springs forth fully formed like Athena from the brow of Zeus |
| | B) | Must be long and detailed |
| | C) | Should be short and vivid |
| | D) | Never changes |
| | E) | Only involves the executive staff |
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17 | |
A vision is inclusive when it |
| | A) | Tells people what you’ll do to them |
| | B) | Shows people that risk and sacrifice will be shared |
| | C) | Only focuses on the clients or customers |
| | D) | Focuses on making money |
| | E) | All of the above |
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18 | |
The first step to communicating effectively is to |
| | A) | Wear a blue suit and tie |
| | B) | Stand in the spotlight |
| | C) | Walk up and down the stage |
| | D) | Speak loudly |
| | E) | Have something to say |
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19 | |
Before you can communicate your vision you must |
| | A) | Understand why your vision inspires you |
| | B) | Understand why you care about your vision |
| | C) | Be aware of your own hopes, dreams, and aspirations |
| | D) | Be willing to let people see how much the vision matters to you |
| | E) | All of the above |
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20 | |
Job analysis includes |
| | A) | Hard skills, soft skills, goals, and years of experience |
| | B) | Hard skills, soft skills, behaviors, and goals |
| | C) | Hard skills, goals, willingness to work long hours |
| | D) | Soft skills, behaviors, and years of experience |
| | E) | Hard skills, goals, good descriptions of tasks |
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21 | |
It is a true statement that |
| | A) | Looking up and to the right means someone is lying |
| | B) | Candidates are always desperate in a recession |
| | C) | Hiring is about understanding your objectives and finding someone who can bring those objectives to life |
| | D) | Specific skills are always vital in all situations |
| | E) | The interviewer can always trust his or her gut |
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22 | |
Subject matter experts for a job do not include |
| | A) | People doing the same job |
| | B) | People doing a similar job |
| | C) | Managers of people doing the job |
| | D) | Coworkers who do a different job |
| | E) | People who used the do that job |
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23 | |
Some typical job related needs include |
| | A) | Safety, growth, variety, relevance, and autonomy |
| | B) | Growth, variety, high salary, autonomy |
| | C) | Safety, variety, growth, long vacations |
| | D) | Variety, relevance, autonomy, coffee |
| | E) | A private office, safety, autonomy |
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24 | |
When you hire someone, you are really offering them |
| | A) | Money |
| | B) | A sense of power |
| | C) | Stock options |
| | D) | A vision of the future |
| | E) | None of the above |
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25 | |
Some ways of making an interview more effective include |
| | A) | Listening to their story |
| | B) | Logic puzzles |
| | C) | Taking the candidate out to lunch or dinner |
| | D) | A, B, & C |
| | E) | A & C |
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26 | |
Which statement is true: |
| | A) | Motivation must be imposed from without |
| | B) | Motivation is caused solely by large salaries |
| | C) | Threats are an effective form of motivation |
| | D) | The best motivation comes from within and is supported from without |
| | E) | Prizes are great motivators. |
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27 | |
Having the tools you need to do your job is |
| | A) | A good idea, but dedicated people will make it work anyway |
| | B) | All that’s needed to motivate someone |
| | C) | An expense to be managed |
| | D) | A necessary precondition of motivation |
| | E) | None of the above |
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28 | |
The motivation trap is |
| | A) | Pushing your employees instead of getting them to pull |
| | B) | Paying more and more just to maintain performance |
| | C) | Making the reward or paycheck the goal |
| | D) | B & C |
| | E) | A, B, & C |
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29 | |
The best rewards are usually |
| | A) | A really nice t-shirt |
| | B) | The latest hot gadget |
| | C) | Tickets to the opera |
| | D) | Money |
| | E) | The opportunity for someone to do something they’ve always wanted to do |
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30 | |
A good motivational technique is |
| | A) | Making the day unpredictable in order to keep people on their toes |
| | B) | Constant interruptions |
| | C) | Reasonably consistent routines |
| | D) | Rigid rules that govern every minute of the day |
| | E) | None of the above |
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31 | |
Which of the following are good ways of increasing motivation: |
| | A) | An exciting vision of the future |
| | B) | Managers who act as coaches and cheerleaders |
| | C) | Contact with customers |
| | D) | Taking breaks |
| | E) | All of the above |
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32 | |
A team of heroes is |
| | A) | Highly focused |
| | B) | Efficient |
| | C) | Dedicated to the goals of the company |
| | D) | Motivated to help one another |
| | E) | None of the above |
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33 | |
Which of the following are stages of team development in order: |
| | A) | Forming, norming, storming, performing |
| | B) | Forming, fighting, whining, complaining |
| | C) | Forming, storming, norming, performing |
| | D) | Forming, storming, resting, adjourning |
| | E) | Forming, running, practicing, working |
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34 | |
Forming is characterized by |
| | A) | Vitriolic argument |
| | B) | Laser-like goal clarity |
| | C) | Tentative, sometimes overly polite conversation |
| | D) | Mutual helping |
| | E) | Lack of leadership |
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35 | |
Which of the following is true about team development: |
| | A) | A ropes course is an excellent tool for building strong teams |
| | B) | Team development takes time |
| | C) | A strong team is all “We” and no “I” |
| | D) | Leaders must rule with an iron fist |
| | E) | A strong team can run full speed out of the gate |
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36 | |
The advantage of a team is that |
| | A) | It provides the leader with a group of flunkies |
| | B) | Henchmen are good for getting things done |
| | C) | A team provides additional hands, eyes, ears, and brains |
| | D) | It provides a reason to have managers |
| | E) | It is always the best way to work |
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37 | |
The five bases of power are |
| | A) | Legitimate, reward, coercive, information, referent |
| | B) | Legitimate, coercive, information, expert, referent |
| | C) | Wind, water, coal, oil, nuclear |
| | D) | Legitimate, reward, coercive, expert, information |
| | E) | Legitimate, reward, coercive, expert, referent |
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38 | |
Which of the following statements is true: |
| | A) | A team needs to be either all “I” or have no “I” |
| | B) | There is no “I” in team |
| | C) | The strength of the team comes through submerging individuality |
| | D) | The strength of the individual comes only through complete autonomy |
| | E) | The strength of the individual is the team; the strength of the team is the individual |
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39 | |
The emotion to minimize in team development is |
| | A) | Autonomy |
| | B) | Affiliation |
| | C) | Competence |
| | D) | Fear |
| | E) | There is no room for emotion in team development |
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40 | |
The phrase, “surgery is a form of medicine” means |
| | A) | You should always find a compromise |
| | B) | Sometimes you walk away from the negotiation |
| | C) | It’s important to make sure the other side gets what they need |
| | D) | You should fight tooth and nail for what you want |
| | E) | Negotiation doesn’t end until both parties are in the ER |
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41 | |
In the course of negotiation it is important to |
| | A) | Be aware of your own emotional triggers |
| | B) | See things from the other side’s point of view |
| | C) | Use their imagination |
| | D) | Help them gently to the ground |
| | E) | All of the above |
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42 | |
In giving feedback, it is important to |
| | A) | Set the time, place, and agenda and then tell your employee |
| | B) | Establish clear goals ahead of time |
| | C) | Meet no more often than once per year |
| | D) | Find things to criticize so that employees don’t get above themselves |
| | E) | Never admit when someone does good work lest you have to pay them more |
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43 | |
Negative feedback should be |
| | A) | Focused on the defects in the employee’s personality |
| | B) | Broad and encompassing |
| | C) | Accompanied by threats of what will happen if they don’t improve |
| | D) | Focus on events that happened months before |
| | E) | Specific and detailed with a focus on your observations and reactions |
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44 | |
The most common goal of feedback is to |
| | A) | Enable the employee to improve performance |
| | B) | Make the manager feel good |
| | C) | Provide an excuse to avoid raises |
| | D) | Put people in their place |
| | E) | None of the above |
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45 | |
Even an apparently benign change to the company can trigger which of the following questions: |
| | A) | Where will the coffee pot end up? |
| | B) | Will I have to get a new suit? |
| | C) | Why can’t they make up their minds? |
| | D) | How will my place in the organization change? |
| | E) | What shall we have for lunch? |
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46 | |
Minimizing employee concerns about change |
| | A) | Is the best way to move things forward |
| | B) | Implicitly acknowledges that employees care |
| | C) | Saves managers valuable time and prevents whining |
| | D) | Implies that the concerns are too difficult to be addressed |
| | E) | None of the above |
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47 | |
In order to convince employees that change is necessary you should |
| | A) | Ask questions |
| | B) | Give speeches |
| | C) | Put out surveys |
| | D) | Fire people who don’t agree |
| | E) | Put in change machines |
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48 | |
Which of the following are part of the change process |
| | A) | Helping people see that change is necessary |
| | B) | Helping people see the advantages of change |
| | C) | Helping people recognize that they can make change happen |
| | D) | Getting people fired up and moving forward |
| | E) | All of the above |
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49 | |
Preparing people for change includes |
| | A) | Providing appropriate training and practice |
| | B) | Training people in groups, not individually whenever possible |
| | C) | Having leaders and team members training together |
| | D) | Providing space for experimentation and errors |
| | E) | All of the above |
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50 | |
In order to effectively solve a problem, you should |
| | A) | Focus exclusively on the chrome |
| | B) | Identify the symptoms and treat them |
| | C) | Identify the symptoms and let them lead you to the problem |
| | D) | Ignore it; it will go away |
| | E) | None of the above |
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51 | |
The assumption behind the Plop method of decision making is that |
| | A) | Silence means lack of agreement |
| | B) | The group knows best |
| | C) | The leader wanted it that way |
| | D) | Everyone is in agreement |
| | E) | All of the above |
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52 | |
Minority Rule is most likely to occur in groups in |
| | A) | Forming & Storming |
| | B) | Storming & Norming |
| | C) | Forming and Performing |
| | D) | Forming, Storming, Norming |
| | E) | All stages |
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53 | |
Autocratic rule works best |
| | A) | In early stage groups |
| | B) | When problems are complex |
| | C) | When problems are simple |
| | D) | A & B |
| | E) | A & C |
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54 | |
Rules in a company should |
| | A) | Cover all aspects of corporate life |
| | B) | Be ones that you’re willing to enforce |
| | C) | Be easy to follow |
| | D) | Be unobtrusive |
| | E) | B, C, & D |
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55 | |
The keys to generating ethical behavior in your company are: |
| | A) | Be a role model |
| | B) | Pay attention to the behaviors going on around you |
| | C) | Reward the behaviors you want to see |
| | D) | Make lots of speeches about ethical behavior |
| | E) | A, B, & C |
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56 | |
The goal of your business is to |
| | A) | Make money |
| | B) | Reward shareholders |
| | C) | Employ as few people as possible |
| | D) | Create a stream of products and/or services that provide value |
| | E) | All of the above |
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57 | |
Mistakes |
| | A) | Are highly inefficient and should be eliminated |
| | B) | Must be avoided at all costs |
| | C) | Are a sign of incompetence |
| | D) | Are necessary for innovation and learning |
| | E) | Will destroy any organization |
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58 | |
Which of the following are cultural innovation traps: |
| | A) | Perfection |
| | B) | Protection |
| | C) | Identity |
| | D) | Creeping Box |
| | E) | All of the above |
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59 | |
Which of the following are necessary steps to increase innovation: |
| | A) | Continuous learning |
| | B) | Being at home to Mr. Cockup |
| | C) | Taking breaks |
| | D) | Patience |
| | E) | All of the above |
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60 | |
The goal of a schedule is to |
| | A) | Make sure everyone is working |
| | B) | Make you can account for every instant of time |
| | C) | Know who the slackers are |
| | D) | Make sure everything is in the right place at the right time |
| | E) | A & C |
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61 | |
Stress |
| | A) | Can activate the fight/flight response |
| | B) | Is a healthy way to generate productivity |
| | C) | Encourages innovation |
| | D) | Is just part of life so deal with it |
| | E) | B & C |
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62 | |
Techniques for effectively dealing with the physiological effects of stress include |
| | A) | Exercise |
| | B) | Meditation |
| | C) | Massage |
| | D) | A & B |
| | E) | A, B, & C |
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63 | |
Part of running a good meeting includes |
| | A) | Having an agenda |
| | B) | Sticking to the time allotted |
| | C) | Having goals |
| | D) | Moderating the discussion |
| | E) | All of the above |
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64 | |
A good schedule |
| | A) | Has a flu factor |
| | B) | Is rigid and unchanging |
| | C) | Can have every milestone defined at the start |
| | D) | Does not involve people |
| | E) | All of the above |
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65 | |
A realistic schedule is one that |
| | A) | Can be maintained over the long term |
| | B) | Has every time interval calculated using advanced statistical techniques |
| | C) | People are constantly falling behind |
| | D) | Does not accept changing circumstances |
| | E) | Is short |
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66 | |
Culture provides us with |
| | A) | a reason to hire consultants |
| | B) | a handy excuse for why things don’t work |
| | C) | a map of how the world works |
| | D) | traditions that never had any value |
| | E) | all of the above |
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67 | |
Changing a culture means |
| | A) | changing the times meetings are held |
| | B) | changing our fundamental view of how the world works |
| | C) | coming up with a new t-shirt design |
| | D) | designing all new products |
| | E) | firing everyone and starting over |
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68 | |
The easiest way to change a culture is |
| | A) | rapidly as possible |
| | B) | by tossing out the old and bringing in the new |
| | C) | reassigning the executive team |
| | D) | building on or strengthening existing cultural elements |
| | E) | by instituting new rules and not tolerating any mistakes |
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69 | |
An effective goal is one in which |
| | A) | people have no control over the outcome |
| | B) | where the result is as broadly defined as possible |
| | C) | you can get it done whenever |
| | D) | you get feedback on your progress |
| | E) | you get a prize |
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70 | |
Proximal goals |
| | A) | tell you what color the product should be |
| | B) | keep you focused on the long-term |
| | C) | aren’t really necessary in most situations |
| | D) | don’t need feedback |
| | E) | tell you what you need to do today |
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71 | |
Time is most usefully viewed as |
| | A) | a tool for providing you with feedback |
| | B) | a scarce resource |
| | C) | a way of identifying lazy employees |
| | D) | money |
| | E) | something that doesn’t pass in boring meetings |
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72 | |
A good vision should |
| | A) | focus on milestones and metrics |
| | B) | identify clear profit targets |
| | C) | paint an exciting picture of the future |
| | D) | be long and detailed |
| | E) | c & d |
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73 | |
If the leaders of the organization don’t agree on the vision |
| | A) | it won’t matter because people will do the right thing |
| | B) | it’ll sort itself out eventually |
| | C) | each department will be able to set its own goals |
| | D) | the competition between ideas will strengthen the company |
| | E) | there is likely to be confusion and disagreement about goals |
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74 | |
An exciting vision |
| | A) | makes it easier to attract employees |
| | B) | jump-starts the high performance cycle |
| | C) | terrifies competitors |
| | D) | a&b |
| | E) | a, b, & c |
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75 | |
The Godot Effect is |
| | A) | an uncontrollable desire to watch a play |
| | B) | an inability to recognize the right candidate because you’re waiting for the perfect candidate |
| | C) | complete confidence in knowing who you want to hire |
| | D) | a clearly defined hiring metric |
| | E) | none of the above |
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76 | |
To be a talent magnet you must |
| | A) | meet the needs of the people you want to hire |
| | B) | meet the needs you know that candidates should have |
| | C) | meet your own needs |
| | D) | only hire people who are excited by meeting your needs not their needs |
| | E) | none of the above |
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77 | |
The typical job candidate |
| | A) | has no experience being interviewed |
| | B) | probably has more experience being interviewed than you have interviewing |
| | C) | can easily Google dozens of potential questions that might be asked |
| | D) | a & c |
| | E) | b & c |
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78 | |
The best way to convince a candidate to accept an offer is to |
| | A) | debate with them until they accept |
| | B) | keep repeating the benefits they’ll get |
| | C) | help them convince themselves |
| | D) | take full advantage of economic conditions |
| | E) | bargain with them as if they were a side of beef |
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79 | |
Being unmotivated usually means |
| | A) | the person is lazy |
| | B) | the person has no work ethic |
| | C) | you just need to pay them more |
| | D) | it’s time to fire them and move on |
| | E) | they aren’t motivated to do what you want them to do |
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80 | |
When you try to force someone to do what they already want to do |
| | A) | they only become more enthusiastic |
| | B) | they instinctively resist |
| | C) | they up and quit |
| | D) | product quality goes up |
| | E) | you get things done faster |
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81 | |
Motivation can be supported by |
| | A) | having a sense of progress |
| | B) | using checklists |
| | C) | focusing on how much you’ve accomplished |
| | D) | a & b |
| | E) | a, b, & c |
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82 | |
For a team to perform at the highest levels it needs |
| | A) | it’s own work space |
| | B) | good leadership |
| | C) | a compelling vision |
| | D) | clear goals |
| | E) | all of the above |
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83 | |
In a strong team you will see |
| | A) | each member having a strong personal connection to the goals |
| | B) | a great deal of competition between members |
| | C) | fancy t-shirts |
| | D) | a rigid adherence to schedules |
| | E) | no individuality |
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84 | |
When team members never disagree, that means |
| | A) | they all like each other |
| | B) | they have achieved complete goal clarity |
| | C) | the team is extremely high functioning |
| | D) | they are married |
| | E) | the team is at a very low level of development |
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85 | |
A good leader |
| | A) | wears a suit and tie |
| | B) | can ride a horse (or has an app for it) |
| | C) | tells people what to do |
| | D) | provides enough structure to enable people to be productive |
| | E) | does all the work |
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86 | |
A good leader |
| | A) | should be willing to take risks |
| | B) | should never take risks |
| | C) | should never tell anyone to do what they cannot do |
| | D) | a & b |
| | E) | b & c |
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87 | |
Every team member including the leader is responsible for |
| | A) | helping to develop and build the team |
| | B) | supporting the team and one another |
| | C) | fleshing out the vision of the team |
| | D) | building connections between members |
| | E) | all of the above |
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88 | |
A leader can encourage mutual helping by |
| | A) | assigning partners |
| | B) | making people take classes |
| | C) | punishing mistakes |
| | D) | being willing to accept and give help |
| | E) | only helping others |
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89 | |
It is extremely important that conflict |
| | A) | be avoided at all costs |
| | B) | used to drive out the weaker members of the team |
| | C) | be met with the threat of sanctions |
| | D) | be encouraged in all situations |
| | E) | none of the above |
|
|
90 | |
Negotiation means giving in |
| | A) | in the same way that letting someone smash their fist into a wall is losing the fight |
| | B) | because real leaders don’t negotiate |
| | C) | because any negotiation is a sign of weakness |
| | D) | because employees will take you for all they can |
| | E) | none of the above |
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|
91 | |
Getting angry is response to a challenge |
| | A) | is a normal response |
| | B) | is frequently not the best response |
| | C) | is often a good way to impress people |
| | D) | a & c |
| | E) | a & b |
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|
92 | |
When negotiating with someone |
| | A) | it helps to sit kitty-corner or side-by-side |
| | B) | it’s good to seek out multiple alternatives |
| | C) | look for points of agreement |
| | D) | a & c |
| | E) | a, b, & c |
|
|
93 | |
Change is something that |
| | A) | never happens |
| | B) | is always a great deal of fun |
| | C) | happens all the time |
| | D) | can undermine autonomy if done too rapidly |
| | E) | c & d |
|
|
94 | |
Resistance is a sign that |
| | A) | you have rebellious employees |
| | B) | you are going too fast |
| | C) | you need more coffee |
| | D) | it’s time to provide employees with free lunches |
| | E) | the change effort is doomed to failure |
|
|
95 | |
How a company solves small problems |
| | A) | gives you insights into how they solve large problems |
| | B) | is totally irrelevant |
| | C) | is a good way of knowing who to fire |
| | D) | will always be incredibly time-consuming |
| | E) | all of the above |
|
|
96 | |
If you don’t have effective decision making skills |
| | A) | it is extremely difficult to solve problems |
| | B) | issues fester and return from the dead |
| | C) | leadership becomes difficult or impossible |
| | D) | effective hiring is impossible |
| | E) | all of the above |
|
|
97 | |
Consensus based decision making is difficult because |
| | A) | It requires a sophisticated level of group development to work well |
| | B) | people like to argue |
| | C) | most people don’t like to make up their minds |
| | D) | it usually produces the wrong answers |
| | E) | none of the above |
|
|
98 | |
Some reasons companies have trouble with continuous innovation are |
| | A) | it feels inefficient |
| | B) | it involves taking risks |
| | C) | you can’t always tell in advance what’s going to work |
| | D) | mistakes are often viewed as punishable offensives |
| | E) | all of the above |
|
|
99 | |
Moving at superhuman speed |
| | A) | is a great way to solve problems quickly |
| | B) | is necessary in today’s competitive environment |
| | C) | leads to careless errors |
| | D) | reduces our ability to think strategicially |
| | E) | c & d |
|
|
100 | |
Prolonged organizational stress can cause |
| | A) | communications to break down |
| | B) | interfere with the development of trust between teams |
| | C) | cause decision making to become increasingly authoritarian |
| | D) | lead to a decrease in product quality and revenues |
| | E) | all of the above |
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