will include questions on chapter 12-17 of Harvard business review ovans,porter Maxwell,thomas and maxwell etc

QUESTION 1

Which financial statement has the greatest bearing on a manager’s job?

income statement

statement of cash flows

balance sheet

budget

3 points

QUESTION 2

If the statement, “We are all on the same team, with our differences—not despite them” characterizes your attitude, you are likely to embrace which of the following diversity paradigms?

learning-and-effectiveness

access-and-legitimacy

discrimination-and-fairness

engagement-and-encouragement

3 points

QUESTION 3

When you connect with a colleague to resolve differences between the two of you, begin by

letting your adversary speak first,… the person who speaks last is the one who is likely to shape the debate

explaining that if the two of you can’t find a quick solution to your differences, you will be forced to upline the problem

finding common ground by discussing non-work issues in which you are expected to agree (like your favorite football team or the weather)

summarizing each other’s ideas or concerns—in good faith

3 points

QUESTION 4

10-Qs are

filed on an annual basis by all publicly traded companies

filed on an annual basis by all foreign-owned businesses

filed by all businesses on a quarterly basis

filed by publicly traded businesses on a quarterly basis

3 points

QUESTION 5

According to Bruce Henderson, competitive advantage is found in:

the common goals and objectives that a leader and his/her employees share

the great ideas that are generated by the member of the C-Suite

the differences between you and your competitors that form the basis of your advantage

green ocean environments

3 points

QUESTION 6

Psychologists have an explanation for why good problem formulation can be, it is rarely practiced….

the brain is prone to leaping straight from a situation to a solution without pausing to define the problem clearly

it is a function of intellect, and most people don’t have the brain power

employees are spending most of their time in discipline-focused classes, and not in the kinds of classes that round out their understanding

the limbic system competes with the brain, thereby short-circuiting the formulation process

3 points

QUESTION 7

Edgar Schien identifies culture as

a pattern of basic assumptions—invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration—that has worked well enough to be considered valid

the growth that is found in a petri dish

manners that managers develop (usually as a part of their early childhood development)

managerial arrogance that creates a wall between bosses and their subordinates

3 points

QUESTION 8

If introverts are energized by reflection, extroverts thrive on

events and believe there are no strangers in the world, just a lot of people they haven’t met yet

showing off to a crowd

dominating their environment

the praise of peers and supervisors

3 points

QUESTION 9

To gauge a prospective employee’s potential, you should ask

what do you do to broaden your thinking, experience, or personal development?

what steps do you take to seek out the unknown?

how do you react when someone challenges you?

all of the above

3 points

QUESTION 10

Control has been historically defined as

how close a unit/organization reaches the financial goals set for it

the degree of management engagement in a unit’s activities

another word for Theory X management

the systems that a manager puts in place to achieve organizational goals

3 points

QUESTION 11

To gauge experience and competencies of a prospective employee, what might you ask in an interview?

how well did you do in your college stem classes?

what three things in the past six months are you the most proud of?

what extracurricular activities were you involved in, and did you ever serve in a leadership position?

what would your closest friends say when asked about your leadership potential?

3 points

QUESTION 12

To Michael Porter, the least desirable position for a business to be in is

stuck in the middle

leader of the pack

out in left field

behind the 8 ball

3 points

QUESTION 13

Chan Kim and Renée Mauborgne describe those markets where there are many competitors fight for a finite share of the market

red oceans

unsettled waters

green oceans

closed constellations

3 points

QUESTION 14

To preserve diversity and reconcile differences, a manager should make sure that team members

allow every member to relate on their own terms

have a clear picture of what being a good team member looks like

let an image of good team practices evolve to fit the circumstances

minimize conflict

3 points

QUESTION 15

Resumes are great at

showcasing a prospective employee’s hard skills, but seldom their soft ones

providing the who, what, where, why information about a prospective employee

identifying ideal candidates for a job

demonstrating a candidate’s potential to grow

3 points

QUESTION 16

What is the progress principle?

you will never soar with the eagles if you have to work with a bunch of turkeys

when you place the company’s progress first, yours will naturally fall into place

the more frequently people experience that sense of progress, the more likely they are to be creatively productive in the long run

if you don’t have a plan for rising through the ranks, it is not likely that good things will just happen

3 points

QUESTION 17

Porter argues that finding your strategic position comes from which of the following?

performing similar activities in different ways

creating unique value propositions

reducing time from development to marketplace

creating the most creative work environment

3 points

QUESTION 18

Ghosting (in the context of virtual teams) can best be managed by

determining who covers for a team member who is not performing

reporting the non-participating member to the boss

docking non-participating team members a portion of their pay

setting an email policy, stipulating how quickly people should answer emails and return calls and regular check-ins over text or Messenger

4 points

QUESTION 19

The best business cases

aren’t the product of one person’s genius but collaboration between colleagues

are generated by well-educated and experienced managers

often come as a result of a serendipitous experience

are the ones that have the potential to change the world

3 points

QUESTION 20

The Big-5 Personality tests all of the following except

openness

conscientiousness

extroversion

intellect

3 points

QUESTION 21

If your professor said, “The role of a manager is to minimize all conflict on the team,” how would you respond?

Got it! I realize that conflict will ultimately tear a team apart

Not so. The trick is to facilitate constructive conflicts and resolving harmful ones I disagree.

Teams work better with a little tension than with none at all

I agree. A manager produces synergistic results when she/he can mute conflict so that organizational goals can be accomplished

3 points

QUESTION 22

A good place to start your development of a strategy is by

considering all the obstacles that exist between you and your ultimate destination

surveying your employees for ideas

using swot analysis

identifying empty spots in the market place overlooked by the competition

3 points

QUESTION 23

When can “jumping to conclusions” be an effective approach to problem solving?

when experts facing extreme time pressure, like fighting a fire or performing emergency surgery

when arguments among team members have brought a planning/ problem solving process to a screeching halt

when the manager is actively engaged in the planning/problem solving process

when the consequences of a poor decision are not significant

3 points

QUESTION 24

The balanced scorecard achieved popularity in

the Execution Era, when the balance sheet was first developed

the Expertise Era, when business people started borrowing sports metaphors to describe financial statements

the Empathy Era, when managers realized that there were more ways to assess manager effectiveness than the bottom line

academia, because it distinguished between the information that managers get from income statements with those that come from 10-Qs

3 points

QUESTION 25

The goal is for your team members to

avoid becoming so preoccupied with the social dynamics of the team that they can’t focus on its organizational objectives

get the team inter-relationships right first; then, get to work

become self-aware enough to manage their frustrations without forming implacable grudges

check their idiosyncrasies at the door and focus on the task at hand

3 points

QUESTION 26

What is the easiest way to find information about a publicly traded company?

search the internet for the business’ most recent 10-Q

calling the company customer service hotline and requesting a copy of its financials

calling your local librarian for a reference

search through the Wall Street Journal

3 points

QUESTION 27

Michael Porter says there are 3 generic competitive strategies. Which one of the following is not one of the 3?

cost leadership

differentiation

focus

killer culture

3 points

QUESTION 28

Borrowing from one of Warren Bennis’ famous quotes, the authors of your Handbook say that while managers focus on doing things right, those at the strategic level focus on

focusing on the bottom line

doing the right things

recruiting the best people

watching the employees with an eagle eye

3 points

QUESTION 29

The authors of your Handbook make clear that people must first accept

the message before they accept the messenger

the messenger before they accept the message

the company’s strategic vision before the manager’s plans that get them there

the fairness of the compensation system before the company strategy

3 points

QUESTION 30

Managers are increasingly using ________ to assess a prospective employee’s soft skills.

platform presence

standardized tests

grades in ELA, social studies and the arts

church attendance

3 points

QUESTION 31

What must Good-to-Great leaders get right?

if you begin with the “who,” rather than the “what,” you can more easily adapt to a changing world.

if you have the right people on the bus, the problem of how to motivate and manage people largely goes away.

if you have the wrong people, it doesn’t matter whether you discover the right direction

all of the above

3 points

QUESTION 32

Rule #1 for resolving conflict?

find someone who can arbitrate

upline your concerns before your adversary does

respectfully confront the colleague you disagree with before bringing others into the conflict

get your facts straight,… arguing against the facts will weaken your adversary’s position

3 points

QUESTION 33

Breakthrough ideas and technologies sometimes come from

experienced hands

relative newcomers who weren’t experienced enough to “know better”

people who respond to gestalt moment

balancing exploration with emotional intelligence

3 points

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