ARE 112 – Spring 2014
Final Exam
June 9th
ARE 112 – Spring 2014
Final Exam
7. In the HBR article “What Leaders Really Do” the author stated that leaders:
June 9th
This is the Spring 2014 Final Exam
Part I: 130 points – 65 questions - two points each. Answer each question as indicated and put your answer
on the Scantron. I would also recommend that you put your answer on the exam as well. Choose what you
think is the best answer. If you think a question is unclear, put a comment on the exam under or next to the
question. Read each question slowly and carefully. Circle your answer on the exam if you want to record you
answer there as well as on the Scantron
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
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
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
4. “To gain public opinion” was found in:
a. all three answers are correct
b. struggle thru change
c. organize
d. plan
e. two of the answers are correct
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
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
10. Avoidance and accommodation are types of:
a. all the answers are correct
b. conflict resolution types
c. origins of conflicts
d. types of conflict
e. types of negotiations
11. In one of the HBR articles, the author discusses “threshold capabilities” for leadership which are:
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
5. From class we discussed incremental changes as:
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
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
13. Which of the following is from “The Strategic Analysis of Wile E. Coyote?
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
6. Comfort with ambiguity is related to:
a. Two of the answers are correct
b. Four P’s
c. SWOT
d. Balanced Scorecard
e. BPR
14. The argument over the orange was:
a. Self-Regulation
b. Empathy
c. Social Skills
d. Motivation
e. Self-Awareness
Page 1
Page 2
ARE 112 – Spring 2014
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
Final Exam
June 9th
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
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
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
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
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
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
21. In the article “What Leaders Really Do” the author states that leaders
Page 3
ARE 112 – Spring 2014
Final Exam
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.
22. In class we emphasized leadership was:
June 9th
a. found in both the horizontal and hierarchical structures
b. a theory
c. a verb
d. a noun
e. all are correct
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
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
25. Persuasiveness is related to:
a. Empathy
b. Self-Regulation
c. Social Skills
d. Self-Awareness
e. Motivation
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
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
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
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ARE 112 – Spring 2014
Final Exam
June 9th
c. contract between the agent and the principal
d. ethical rule
e. span of control
29. In the HBR article “What Makes a Leader,” the author states that _______________is the most easily
recognizable EI component.
ARE 112 – Spring 2014
b. BPR
c. Research and development
d. EI
e. leadership
36. Honest and consistent are part of:
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
30. In terms of “the innovation model” making new ideas practical is:
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
37. The terms “degree of change” and “redistribution of power” and “disruption of routine” from class have to
do with:
a. Integrate
b. two of the answers are correct
c. Invent
d. Monitor
e. Develop
31. In one of the HBR articles, the author states that management has 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
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. two of the answers are correct
b. complexity
c. alignment issues
d. coping with change
e. none of the answers are correct
32. The Duke hospital case was about using _____________________ affect change.
a. The learning organization
b. two of the answers are correct
c. The value-analysis model
d. The systems model
e. Contingency thinking
39. In one of the HBR articles (“What Leaders Really Do”), the author states that the current management
structures are driven primarily by:
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
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
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
35. Linking the ideas to the deed is related to:
a. supply chain
Page 5
Final Exam
June 9th
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
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
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
42. With regards to the threats to change, in the Duke hospital case the initial response from clinicians and
administrators was ____________________ .
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ARE 112 – Spring 2014
Final Exam
a. Impact of culture
b. Time frame
c. Impact of culture
d. Loss of existing benefits
e. Threat to position power
43. Best practices, as discussed in our class, are found in:
June 9th
a. all three answers provided are correct
b. transactions processing systems
c. ERP’s – enterprise resource planning systems
d. operational information systems
44. Planning and budgeting belong, from the articles we read, to:
a. Both managers and leaders
b. Leaders
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
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
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
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
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
Page 7
ARE 112 – Spring 2014
Final Exam
e. Self-Awareness
50. When one looks at an opportunity for its “strategic fit” one needs consider if the project:
June 9th
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
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
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
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
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
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
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
Page 8
ARE 112 – Spring 2014
Final Exam
e. the psychosocial subsystem
57. In the article “What Leaders Really Do” the author states that managers:
June 9th
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
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
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”
60. At Duke Children’s Hospital, Dr. Meliones used the idea of ________________________ to start the
change process
ARE 112 – Spring 2014
d. The value chain
Final Exam
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.
b.
c.
d.
Anthony’s management hierarchy
The value proposition
The organizational architecture
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.
b.
c.
d.
Anthony’s management hierarchy
The value proposition
The organizational architecture
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. two of the answers are correct
b. momentum toward change
c. surveys
d. reward power
e. none of the answers are correct
a.
b.
c.
d.
Anthony’s management hierarchy
The value proposition
The organizational architecture
The value chain
Questions 61 through 65 relate to the diagrams on the last page of the multiple-choice questions section of the
exam. If you want to give a short explanation of your answer you can do so on the line below each questions
but only one line of explanation.
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.
b.
c.
d.
June 9th
Anthony’s management hierarchy
The value proposition
The organizational architecture
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
Page 9
Page 10
AR
RE 112 – Spring 20
014
Fin
nal Exam
m
June 9th
h
ARE 112 – Spring 2014
Final Exam
June 9th
Part II – Fill-In Questions – two points each for 20 points. Complete the following sentences with the
correct missing word (s). PRINT THE WORDS CLEARLY IN THE SPACE PROVIDED BELOW THE
QUESTION – NOT IN THE QUESTION ITSELF. If you enter the correct words but also some
incorrect words, the answer will be graded as it if was incorrect. The space provided below each
question is sufficient to provide the correct response.
1. In our topic of strategic thinking, the internal view of the organization should be drive by its ______ while
the organization’s focus on the marketplace is driven by its ______.
Answers:
2. Terms such as bounded rationality and uncertainty and ambiguous information are characteristics of the
______.
Answers:
3. In class we used the phase “______ is doing things better while ______ is doing better things.”
Answers:
4. In class we made the distinction between ______ which has to do with directing the work and ______ which
as to do with performing the work.
Answers:
5. Another term we used for the sociotechnical systems approach to studying the organization was ______.
Answers:
6. The ______ fit addresses the question of how well the organizational responds to its environment while the
______ fit addresses the question of how well the components of the organization allow for the effective and
efficient use of organizational resources.
Answers:
7. From one of the assignments in class we saw that to change behavior, one way was to change ______
Answers:
8. The four styles of leadership are ______
Answers:
9. ______ is having others do what we can do while ______ is having others do what we cannot do.
Answers:
10. ______ refers to the formal and informal system of tasks and reporting relationships that control and
coordinate employees so they can cooperate to achieve organizational goals.
Answers:
P
Page
11
Page 12
ARE 112 – Spring 2014
Final Exam
1. One of the reason or causes of the start of the classical school from class was:
June 9th
ARE 112 – Spring 2014
Final Exam
8. When a manager and the owner have a conflict over rewards, we have an example of:
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
2. Decisions, from our class notes, relate to:
a. alignment dynamics
b. all the the answers are correct
c. interest versus position
*d. agency and principle theory
e. conflict resolution
9. The ideas of “working hard” and “inspiring others” 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
3. In the article “What Leaders Really Do” the author states that leaders need to be able to :
*a. leadership
b. strategic thinking
c. Anthony’s hierarchy
d. the moral rights rule
e. theory Y and theroy X
10. Avoidance and accommodation are types of:
June 9th
a. all the answers are correct
*a. communicate
b. think introspectively
c. plan
d. two of the answers are correct
e. organize people
4. “To gain public opinion” was found in:
*b. conflict resolution types
c. origins of conflicts
d. types of conflict
e. types of negotiations
11. In one of the HBR articles, the author discusses “threshold capabilities” for leadership which are:
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
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
6. Comfort with ambiguity is related to:
*a. Self-Regulation
b. Empathy
c. Social Skills
d. Motivation
e. Self-Awareness
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
Page 13
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
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
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
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
Page 14
ARE 112 – Spring 2014
15. In a “functional conflict”
Final Exam
June 9th
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
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
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
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
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
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
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.
Page 15
ARE 112 – Spring 2014
22. In class we emphasized leadership was:
Final Exam
June 9th
a. found in both the horizontal and hierarchical structures
b. a theory
*c. a verb
d. a noun
e. all are correct
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
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
25. Persuasiveness is related to:
a. Empathy
b. Self-Regulation
*c. Social Skills
d. Self-Awareness
e. Motivation
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
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
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
Page 16
ARE 112 – Spring 2014
Final Exam
June 9th
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
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
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
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
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
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
Page 17
ARE 112 – Spring 2014
35. Linking the ideas to the deed is related to:
Final Exam
June 9th
a. supply chain
b. BPR
*c. Research and development
d. EI
e. leadership
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
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
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
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
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
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.
Page 18
ARE 112 – Spring 2014
Final Exam
June 9th
e. are responsible for setting realistic goals
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
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
44. Planning and budgeting belong, from the articles we read, to:
a. Both managers and leaders
b. Leaders
*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
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
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
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
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ARE 112 – Spring 2014
Final Exam
June 9th
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
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
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
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
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
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
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ARE 112 – Spring 2014
55. Creativity can be found in:
Final Exam
June 9th
a. processes or productivity
b. two of the answers are correct
c. products
*d. all three answers are correct
e. structures
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
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
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
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”
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
.
ARE 112 – Spring 2014
Final Exam
1. 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. conflict resolution
*d. agency and principle theory
e. interest versus position
2. In one of the HBR articles (“What Leaders Really Do”), the author discounted the importance of
___________________ for leadership to be effective.
a. growth in market share
b. return on investment and net income
c. Two of the answers are correct
*d. long-term planning
e. diversification
3. 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-awareness
c. Empathy
d. Motivation
*e. Self-regulation
4. The Duke hospital case was about using _____________________ affect change.
a. Porter’s five forces
b. the four P’s.
c. the crossover approach
d. Three of the answers are correct
*e. the balanced scorecard
5. In the article “What Leaders Really Do” the author states that managers:
*a. cope with complexity
b. cope with both change and complexity
c. cope with change
d. cope with either complexity or cope with change depending if they “face the customer or not.”
6. 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-regulation
c. Self-awareness
*d. Motivation
7. The big picture of what an organization does is found in:
a. the critical success factors
b. two of the answers are correct
*c. the mission statement
d. all answers are correct
e. the vision statement
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June 9th
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ARE 112 – Spring 2014
Final Exam
8. The idea, from class, of the “business model” is part of:
*a. strategic thinking
b. the behavioral school
c. leadership
d. creativity
e. two of the answers are correct
9. From class we discussed one of purposes of an organization is to:
a. none of the answers provided are correct
b. articulate a goal
*c. optimize a goal
d. two of the answers are correct
e. maintain the goal
10. Planning and budgeting belong, from the articles we read, to:
June 9th
ARE 112 – Spring 2014
Final Exam
e. theory Y and theroy X
16. Avoidance and accommodation are types of:
June 9th
a. types of negotiations
b. origins of conflicts
*c. conflict resolution types
d. types of conflict
e. all the answers are correct
17. Both The Art of War and The Principles of War emphasized:
a. None of the answers are correct – the two books took differring view of strategy.
*b. The difficulty in implementing the strategy
c. The difficulty in coming up with a strategy
a. Both managers and leaders
b. Leaders
*c. Managers
11. In a “functional conflict”
d. That uncertainty and lack of information was the biggest problem in warfare.
18. The terms “scalable” and “life-style” have to do with:
a. all three answers provided are correct
b. compromise is the best solution
*c. the result should be to move the process forward
d. the disagreement is primarily about responsibilities
12. From class we discussed incremental changes as:
a. two of the answers are correct
b. The business model
c. Entrepreneurship
*d. none of the answers are correct
e. EI
19. Persuasiveness is related to:
a. all three answers are correct
b. Changes to ownership
c. two of the answers are correct
*d. Solving performance gaps
e. Changes to structures
13. In the article “What Leaders Really Do” the author states that leaders
a. Self-Regulation
*b. Social Skills
c. Motivation
d. Self-Awareness
e. Empathy
20. 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. are responsible for setting realistic goals
b. are responsible for controlling activities
*c. none of the anwers provided are correct.
d. are responsible for solving problems
e. all three answers provided are correct
14. In the article “What Leaders Really Do” the author states that leaders
*a. The statement on “The Moral Law”
b. The statement on “dynasties”
c. The statement on solving primarily long-term problems
d. The statement on “Living at the Enemy’s Expense”
21. The argument over the orange was:
*a. look for the right fit between the people and the vision
b. two of the answers are correct
c. look for the right fit between the people and the job
d. set the vision and have the manager deal with the “fit” issues as the author described them.
15. The ideas of “working hard” and “inspiring others” relate to:
a. the moral rights rule
*b. leadership
c. Anthony’s hierarchy
d. strategic thinking
a. an example from leadership
b. none of the answers are correct
c. an example used the Duke hospital case
*d. an example from conflict resolution
e. an example from the four’p
22. One of the frameworks for conflict resolution was to:
a. include some emotional quotient as to the results of the outcome
b. focus on the problem and the people both
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ARE 112 – Spring 2014
*c. focus on the interest not the position
d. focus on the outcome first
23. Decisions, from our class notes, relate to:
Final Exam
June 9th
a. resource allocation
b. resource acquisitions
c. none of the answers provided are correct – the discussion on decisions was on methods only and not
substance.
d. resource utilization
*e. all the answers provided are correct
24. 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
25. The principal and agent problem is solved with the a (an):
a. span of control
*b. contract between the agent and the principal
c. all the answers can be used to solve the problem
d. ethical rule
e. horizontal structures to make the process more efficient
26. Which of the following terms are not found in the leadership definition from class?
a. culture
*b. none of these terms are found in the leadership definition
c. mission and vision
d. all of these terms are found in the leadership definition
e. strategic fit
27. In the article “What Leaders Really Do” the author states that leaders need to be able to :
a. organize people
b. think introspectively
*c. communicate
d. two of the answers are correct
e. plan
28. 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. Threat to position power
c. Loss of existing benefits
d. Time frame
e. Impact of culture
29. “To gain public opinion” was found in:
a. All of the answers were found in the “behavioral model” from class when applied to each of the books
b. None of the answers are correct
c. The Art of War
d. In the IBM book
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ARE 112 – Spring 2014
Final Exam
June 9th
*e. The Principles of War
30. 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. Motivation
b. Social Skills
c. Self-Regulation
d. Empathy
*e. Self-Awareness
31. Which of the following is from “The Strategic Analysis of Wile E. Coyote?
a. Four P’s
b. Two of the answers are correct
c. Balanced Scorecard
d. BPR
*e. SWOT
32. The terms “degree of change” and “redistribution of power” and “disruption of routine” from class have to
do with:
*a. the change process
b. two of the answers are correct
c. the EI concept
d. management from one of the HBR articles
e. leadership from one of the HBR articles
33. In one of the HBR articles, the author discusses “threshold capabilities” for leadership which are:
a. the basic style of leadership for the particular situation
*b. Intelligence and technical skills
c. Two of the answers are correct
d. understanding the importance of change
e. early failures in leadership as a learning experience
34. Role ambiguities and unresolved prior conflicts are examples of:
a. conflicts
b. types of conflicts
c. none of the answers are correct
*d. causes of conflicts
e. two of the ansers are correct
35. One of the reason or causes of the start of the classical school from class was:
a. none of the answers are correct
*b. the industrial revolution
c. declining birth rate
d. all were discussed as reasons or causes of the start of the classical school
e. the new communicaiton networks
36. Best practices, as discussed in our class, are found in:
a. operational information systems
*b. ERP’s – enterprise resource planning systems
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ARE 112 – Spring 2014
Final Exam
c. transactions processing systems
d. all three answers provided are correct
37. In The Principles of War the author makes a point:
June 9th
a. It is important to “remain faithful throughout to the principles”
*b. two of the answers are correct
c. The principles a require more than normal intelligence
d. The principles of war are quite simple
e. all three answers are correct
38. 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. two of the answers are correct
*b. Diffuse
c. Monitor
d. Experiment
e. Validate
39. 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 systems model
b. two of the answers are correct
*c. The learning organization
d. The value-analysis model
e. Contingency thinking
40. In class we emphasized leadership was:
a. a theory
b. all are correct
*c. a verb
d. a noun
e. found in both the horizontal and hierarchical structures
41. Comfort with ambiguity is related to:
a. Empathy
b. Self-Awareness
*c. Self-Regulation
d. Social Skills
e. Motivation
42. Which of the following is not a member of the sociotechnical subsystem:
a. the managerial subsystem
b. the environmental system
c. the psychosocial subsystem
d. All of these are part of the sociotechnical subsystems approach
*e. the supply subsystem
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ARE 112 – Spring 2014
Final Exam
June 9th
43. In the HBR article “What Makes a Leader,” the author states that _______________is the most easily
recognizable EI component.
a. Leadership
b. Motivation
c. Complexity
*d. Empathy
e. None of the answers are correct, the author stated that the EI components were situational and varied
from one case to another.
44. Gongs, drums, and hand signals were:
a. were not part of the readings but were tools used in the early stage of scientific management
b. discussed in The Principles of War
c. were discussed in both readings
*d. discussed in The Art of War
45. 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. Self-Regulation
b. Motivation
c. Social Skills
d. Self-Awareness
*e. Empathy
46. 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. Self-Awareness
*b. Empathy
c. Motivation
d. Self-Regulation
e. Social Skills
47. The clinical pathways are an example of a component of:
a. change management
b. ERP
c. the four P’s
d. all the answers are correct
*e. balanced scorecard
48. In one of the HBR articles, the author states that management has to do with:
a. alignment issues
b. two of the answers are correct
c. coping with change
*d. complexity
e. none of the answers are correct
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ARE 112 – Spring 2014
Final Exam
49. In the article “What Leaders Really Do” the author states that leaders:
June 9th
a. set direction by planning and budgeting
*b. two of the answers are correct
c. do planning but do not budgeting
d. do not do planning
e. set direction
50. Market share is included in:
ARE 112 – Spring 2014
Final Exam
June 9th
56. In one of the HBR articles (“What Leaders Really Do”), the author states that the current management
structures are driven primarily by:
*a. emergence of large organizations
b. two of the answers are correct
c. none of the answers are correct
d. population shifts
e. advances in technology
57. When one looks at an opportunity for its “strategic fit” one needs consider if the project:
a. None of the answers provided are correct
b. The Five-Forces model
*c. The BCG Matrix
d. The balanced scorecard
51. At Duke Children’s Hospital, Dr. Meliones used the idea of ________________________ to start the
change process
a. reward power
*b. momentum toward change
c. surveys
d. two of the answers are correct
e. none of the answers are correct
.
52. Honest and consistent are part of:
a. is an internal fit
b. meets to the Porters Five Forces Test
c. is validated by the Pareto analysis
*d. advances the mission
e. two of the answers are correct.
58. Creativity can be found in:
*a. all three answers are correct
b. structures
c. processes or productivity
d. products
e. two of the answers are correct
59. From the classical school, the approach to eliminate an organizational structure based on social standing was
from:
a. two of the answers are correct.
b. the Starbuck’s strategic plan
c. the “What Make a Leader” formula
*d. the integrity line
e. the Deloitte case
53. In terms of “the innovation model” making new ideas practical is:
*a. Develop
b. Integrate
c. two of the answers are correct
d. Invent
e. Monitor
54. In the HBR article “What Leaders Really Do” the author stated that leaders:
a. organize
*b. struggle thru change
c. plan
d. two of the answers are correct
e. all three answers are correct
55. Linking the ideas to the deed is related to:
a. Henderson
b. The “technicians”
*c. Weber
d. Fayol
60. The concept or idea of the accepted behavior based on values, beliefs, and facts, but primarily values from
class is:
a. Guiding principles
*b. Norms
c. Part of the shared powers approach
d. Two of the anwers are correct
e. Part of EI
1. In our topic of strategic thinking, the internal view of the organization should be drive by its ______ while
the organization’s focus on the marketplace is driven by its ______.
Answers:
*a. Research and development
b. supply chain
c. BPR
d. leadership
e. EI
a. Mission b. Vision IN THAT ORDER – ONE POINT EACH
2. Terms such as bounded rationality and uncertainty and ambiguous information are characteristics of the
______.
Answers:
Page 29
a. Decision environment
Page 30
ARE 112 – Spring 2014
Final Exam
3. In class we used the phase “______ is doing things better while ______ is doing better things.”
June 9th
Answers: a. Innovation b. creativity IN THAT ORDER – ONE POINT EACH
ARE 112 – Spring 2014
This is the Summer 2014 Final Exam
a. Authority b. Responsibility IN THAT ORDER – ONE POINT EACH
June 9th
PRINT Your Name: _____________________________________________
4. In class we made the distinction between ______ which has to do with directing the work and ______ which
as to do with performing the work.
Answers:
Final Exam
Exam instructions:
 Make sure you PRINT your name on the exam and the Scantron form
 Pace yourself
5. Another term we used for the sociotechnical systems approach to studying the organization was ______.
 The exam is over at 1:50 PM – late exams are penalized 10 points
Answers: a. Domain Analysis
 A late exam is an exam that is not on the front table by 1:50 PM
 I would suggest that you put your answers on the exam as well.
6. The ______ fit addresses the question of how well the organizational responds to its environment while the
______ fit addresses the question of how well the components of the organization allow for the effective and
efficient use of organizational resources.
 Please check that your cell phones and pagers are off.
Answers:
 If you think a question is unclear, put a comment on the exam.
a. external b. internal IN THAT ORDER – ONE POINT EACH
7. From one of the assignments in class we saw that to change behavior, one way was to change ______
Answers: a. Beliefs or facts - one or the other
 We am not able to answer any questions during the exam – so no questions
 All you are allowed to use during the exam is a pencil and pen if you want and an erasure.
 Once the exam starts you cannot leave the room until you are done, so if you need a drink of
water…….do it now.
8. The four styles of leadership are ______
 Again, we are not able to answer questions during the exam.
Answers: a. Autocratic Human relations Laissez-faire Democratic
ONE RIGHT – NO POINTS TWO OR THREE RIGHT – ONE POINT ALL FOUR TWO POINTS
9. ______ is having others do what we can do while ______ is having others do what we cannot do.
Answers: a. Delegation
 Answer the multiple-choice questions in with what you think is the best answer.
If you need to leave a message for Mr. Lundblad use the space below like an early reporting of your
grade.
b. Abdication IN THAT ORDER – ONE POINT EACH
10. ______ refers to the formal and informal system of tasks and reporting relationships that control and
coordinate employees so they can cooperate to achieve organizational goals.
Answers:
a. Structure
Course Grade ____________
Section
Mr. Lundblad will be in his office on Friday
September 12th from 10 AM to 3 PM as well.
Page 31
Possible
I. Multiple Choice
70
II. Fill-In Questions
30
Total
100
Page 32
Scores
ARE 112 – Spring 2014
Final Exam
June 9th
Part I: 70 points – 35 questions - two points each. Answer each question as indicated and put your answer on
the Scantron. I would also recommend that you put your answer on the exam as well. Choose what you think is
the best answer. If you think a question is unclear, put a comment on the exam under or next to the question.
Read each question slowly and carefully. Circle your answer on the exam if you want to record you answer
there as well as on the Scantron
The diagrams for certain multiple-choice questions are at end of the multiple-choice questions.
1. Thinking about our diagrams at the end of this section of the exam, which one has the least emphasis on
strategy?
a. Diagram A
b. Diagram D
c. Diagram C
d. Diagram B
ARE 112 – Spring 2014
Final Exam
June 9th
6. Which of the following terms was not found in our definition of “leadership definition” from class?
a. process
b. all these terms were in the definition
c. work hard
d. goals
e. think strategically
7. The concept or idea of the accepted behavior based on values, beliefs, and facts, but primarily values from
class is:
a. Part of EI
b. Norms
c. Guiding principles
d. Embodied in organizational culture
e. Part of the shared powers approach
2. Thinking about our diagrams at the end of this section of the exam, which one is most reflective of the
classical school of management?
a. Diagram A
b. Diagram D
c. Diagram C
d. Diagram B
8. Which of the following is from the “Strategic Analysis of Wile E. Coyote”:
a. walks in circles
b. mission driven
c. knows how to give uph
d. thinks too much
3. When we think about what managers do for the organization we commented in class that mangers
___________________ .
a. make the value proposition work
b. only succeed if everyone around them succeeds
c. can only motiviate
d. have to keep moving
e. are there to fix things that break
4. The ANOVA test has a focus or a purpose of testing the ______________________
a. sample or population variances
b. sample or population means
c. both answers are correctg
9. The “business model” that says you should only make decisions that you are willing to disclose to the public
is an example of:
a. a standard BPR component
b. an ethical rule
a change management component
c. span of control issue for communications
10. Thinking about our diagrams at the end of this section of the exam, which one would best describe how
Howard approached his challenge to get Starbucks back on track?
a. Diagram C
b. Diagram A
c. Diagram B
d. Diagram D
5. In our discussion on management towards the end of class, which of the following terms was not used in
describing what managers do to achieve organizational goals:
a. Controlling
b. Organizing
c. Mentoring
d. Planning
11. In our discussion on management control which of the following was not one of the other management tools
mentioned:
a. organizations structures
b. strategic thinking
c. culture
d. human resource management
Page 33
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ARE 112 – Spring 2014
Final Exam
12. Which of the following is not of the participants in the decision rights framework from class:
June 9th
a. planner
b. decider
c. performer
d. agreeer
e. recommender
ARE 112 – Spring 2014
Final Exam
June 9th
18. In one of the two leadership articles from HBR, it was stated that “Considering others’ feelings, especially
when making decisions” was:
a. alignment skills
b. social skills
c. self-awareness
d. empathy
e. self-regulation
13. One of the frameworks for conflict resolution was to:
19. In class we mentioned that we wanted to think about leadership as a(n):
a. include some emotional quotient as to the results of the outcome
b. focus on the interest not the position
c. focus on the outcome first
d. focus on the problem and the people both
a. verb
b. noun
c. adjective
d. modifier
e. idea
14. Which of the following was not mentioned as an area of creativity in an organization:
a. Image and promotion
b. Structures
c. Productivity
d. Products
20. One of the components of the Mintzberg article was to:
a. build a model of management process
b. build a model of a manager
c. build a model of a management structure
d. build a model of a management task
15. Which of the following terms was not used in our discussion on entreprenurship?
a. sustainable
b. direction
c. scalable
d. two of the terms were not used in our discussion
e. life style
16. Thinking about our diagrams at the end of this section of the exam, which one gives the broadest view of the
organization?
a. Diagram B
b. Diagram C
c. Diagram D
d. Diagram A
21. The Mintzberg article was based on his:
a. his data collected from many executives
b. own experience as a manager
c. his interviews with the executives from three large corporations
d. his summary of over 100 other studies done by academics in the area of management
22. Linking the ideas to the deed is related to:
a. STS
b. supply chain
c. Research and development
d. leadership
e. BPR
17. In one of the two leadership articles from HBR, it was stated that
23. Administrative costs within the firm are an example of:
a. Leadership involves planning and budgeting
b. Both management and leadership should involves planning and budgeting as it is a shared
responsibility
c. The leadership process should determine who should be responsible for these tasks.
d. Management involves planning and budgeting
Page 35
a. the classical school of management
b. transaction costs
c. all the above are correct
d. none of these answers are correct
e. the structural subsystem
Page 36
ARE 112 – Spring 2014
Final Exam
24. The principal and agent problem is solved with the/a (an):
June 9th
a. horizontal structures to make the process more efficient
b. contract between the agent and the principal
c. all the aanswers can be used to solve the problem
d. ethical rule
e. span of control
ARE 112 – Spring 2014
Final Exam
June 9th
a. Caution
b. Discipline
c. Awareness
d. Flexibility
31. The terms justice and practical have to do with:
25. Span of control has to do with:
a. strategy setting
b. number of direct reports
c. learning
d. supply chain management
a. conflict resolution boundaries
b. ethical rules
c. conflict resolution standards
d. stakeholders standards
e. none of the answers are correct
32. The terms “invent” and “diffuse” and “monitor” are part of the:
26. In the HBR article “What Leaders Really Do” the author stated that leaders:
a. plan
b. all three answers are correct
c. struggle thru change
d. two of the answers are correct
e. organize
a. innovation model
b. strategic model
c. two of the answers provided are correct
d. management model
e. business model
33. The target market is found in the:
27. In the theory of constraints, the pace of a non-bottleneck production operation is controlled by the pace of
a. another non bottleneck operation
b. the team leader.
c. the previous (upstream) operation.
d. the next (downstream) operation.
e. a bottleneck operation.
a. ethical model
b. two of the answers are correct
a. and b. and c. are all correct
c. four P’s
d. the leadership model
34. In class we saw that the “business model” was a(n):
28. Which of the following is not a component from class for the concept of “strategic thinking”:
a. Thinking in time
b. Systems perspective
c. Defined boundaries
d. Hypothesis driven
29. Which of the following is from the “Strategic Analysis of Wile E. Coyote”:
a. upside-down
b. cannot turn corners
c. moves sideways
d. always the wrong way
30. When we think about the term “strategic intent” from class, the an important term is:
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a. Strategic tool
b. Intergraded tool
c. Planning tool
d. Operational tool
e. Two of the answers provided are correct
35. Thinking about our diagrams at the end of this section of the exam, which one is closest to the management
sciences school of management?
a. Diagram D
b. Diagram C
c. Diagram A
d. Diagram B
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ARE 112 – Spring 2014
Final Exam
June 9th
ARE 112 – Spring 2014
Final Exam
Diagram C
June 9th
DIAGRAMS FOR CERTAIN MULTIPLE CHOICE QUESTIONS
Diagram A
Diagram D
Diagram B
ALSO THE BALANCED SCORECARD AND PORTER’S FIVE FORCES DIAGRAMS
Part II – Fill-In Questions – two points each for2 points. Complete the following sentences with the
correct missing word (s). PRINT THE WORDS CLEARLY in the space below the questions. Enter
what you think is the correct words. If you enter the correct words but also some incorrect words, the
answer will be graded as it if was incorrect. The space provided is sufficient to provide the correct
response.
PUT YOUR ANSWERS IN THE SPACE BELOW EACH QUESTION
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GO TO THE NEXT PAGE FOR THE QUESTIONS
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ARE 112 – Spring 2014
Final Exam
1. The ______ leadership ______ is characterized by the command and control model.
Answers:
a.
b.
June 9th
2. Of the targets of the transformational changes, Lou said the most important one was ______.
Answers:
a.
3. In terms of strategic thinking, ______ is what we do and ______ is how we see ourselves.
Answers:
a.
b.
4. In Onward, when they closed the stores for the training session we saw an example of the ______ school of
management being used.
Answers:
a.
5. In Onward when they had the meeting in New Orleans the leadership style most apparent was the ______
style.
Answers:
a.
6. In the HBR article on the hospital when the doctor relied on the specialist to come up with the specific
clinical pathways for their patients, the doctor was using the ______ style of leadership.
Answers:
a.
7. In class we made the comment that ______ had to do with coming up with something new while just doing
something better was more related to ______.
Answers:
a.
b.
8. In terms of the types of work we discussed in class, ______ have focus on effectiveness while ______ have a
focus on efficiency.
Answers:
a.
b.
9. What are the characteristics of “Integrity Line” that we want to find in a leader? ______.
Answers:
a.
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ARE 112 – Spring 2014
Final Exam
June 9th
10. Thinking about the decision making process from class, when Lou turned off the overhead projector to talk
about the customers we could say that it was a (an) ______ decision as it was clear to him that he wanted to
hear about the business. But when Lou made the decision to lower the price for the operating system without a
lot of data, we could that was the opposite type of a decision known as a (an) ______ decision.
Answers:
a.
b.
11. Thinking about when Howard came back to Starbucks as the CEO, the theory of leadership that best
characterized his approach would be ______ theory.
Answers:
a.
12. From our discussion in class on how work gets done, we could say that leaders have the ______ to decide
what needs to be done while managers the ______ to do the work.
Answers:
a.
b.
13. List three of the strategic lenses we studied in class: ______
Answers:
a.
14. Thinking about the discussion of strategy in the class we saw that strategic thinking was in the ______ and
not in the ______ fit for the organization.
Answers:
a.
b.
15. Globalization and rapid change in technology are examples of the ______ change.
Answers:
a.
1. Which of the following terms was not found in our definition of “leadership definition” from class?
a. process
b. work hard
*c. think strategically
d. all these terms were in the definition
e. goals
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ARE 112 – Spring 2014
Final Exam
June 9th
2. In our discussion on management towards the end of class, which of the following terms was not used in
describing what managers do to achieve organizational goals:
a. Planning
b. Controlling
c. Organizing
*d. Mentoring
3. In our discussion on management control which of the following was not one of the other management tools
mentioned:
a. culture
b. organizations structures
c. human resource management
*d. strategic thinking
4. Which of the following is not of the participants in the decision rights framework from class:
a. recommender
b. decider
c. performer
d. agreeer
*e. planner
5. When we think about what managers do for the organization we commented in class that mangers
___________________ .
*a. make the value proposition work
b. are there to fix things that break
c. only succeed if everyone around them succeeds
d. can only motiviate
e. have to keep moving
6. When we think about the term “strategic intent” from class, the an important term is:
*a. Discipline
b. Awareness
c. Flexibility
d. Caution
7. Which of the following is not a component from class for the concept of “strategic thinking”:
a. Thinking in time
b. Hypothesis driven
c. Systems perspective
*d. Defined boundaries
8. In class we saw that the “business model” was a(n):
a. Operational tool
*b. Strategic tool
c. Planning tool
d. Intergraded tool
e. Two of the answers provided are correct
9. Which of the following was not mentioned as an area of creativity in an organization:
a. Products
b. Productivity
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ARE 112 – Spring 2014
c. Structures
*d. Image and promotion
Final Exam
10. The terms “invent” and “diffuse” and “monitor” are part of the:
*a. innovation model
b. business model
c. strategic model
d. management model
e. two of the answers provided are correct
11. Which of the following terms was not used in our discussion on entreprenurship?
a. life style
b. scalable
c. direction
*d. two of the terms were not used in our discussion
e. sustainable
12. In class we mentioned that we wanted to think about leadership as a(n):
a. noun
b. adjective
*c. verb
d. modifier
e. idea
13. One of the components of the Mintzberg article was to:
*a. build a model of a manager
b. build a model of a management structure
c. build a model of management process
d. build a model of a management task
14. The Mintzberg article was based on his:
a. own experience as a manager
b. his interviews with the executives from three large corporations
*c. his data collected from many executives
d. his summary of over 100 other studies done by academics in the area of management
15. The terms justice and practical have to do with:
a. conflict resolution standards
b. conflict resolution boundaries
*c. ethical rules
d. stakeholders standards
e. none of the answers are correct
16. Which of the following is from the “Strategic Analysis of Wile E. Coyote”:
a. upside-down
b. always the wrong way
*c. cannot turn corners
d. moves sideways
17. Which of the following is from the “Strategic Analysis of Wile E. Coyote”:
*a. mission driven
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June 9th
ARE 112 – Spring 2014
b. knows how to give uph
c. thinks too much
d. walks in circles
Final Exam
June 9th
18. Thinking about our diagrams at the end of this section of the exam, which one would best describe how
Howard approached his challenge to get Starbucks back on track?
a. Diagram A
*b. Diagram B
c. Diagram C
d. Diagram D
19. Thinking about our diagrams at the end of this section of the exam, which one is most reflective of the
classical school of management?
*a. Diagram A
b. Diagram B
c. Diagram C
d. Diagram D
20. Thinking about our diagrams at the end of this section of the exam, which one gives the broadest view of
the organization?
a. Diagram A
b. Diagram B
*c. Diagram C
d. Diagram D
21. Thinking about our diagrams at the end of this section of the exam, which one is closest to the management
sciences school of management?
a. Diagram A
b. Diagram B
*c. Diagram C
d. Diagram D
22. Thinking about our diagrams at the end of this section of the exam, which one has the least emphasis on
strategy?
a. Diagram A
b. Diagram B
c. Diagram C
*d. Diagram D
23. In the theory of constraints, the pace of a non-bottleneck production operation is controlled by the pace of
a. the previous (upstream) operation.
b. the next (downstream) operation.
*c. a bottleneck operation.
d. another non bottleneck operation
e. the team leader.
24. Administrative costs within the firm are an example of:
a. the classical school of management
b. the structural subsystem
*c. transaction costs
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ARE 112 – Spring 2014
Final Exam
June 9th
d. all the above are correct
e. none of these answers are correct
25. The ANOVA test has a focus or a purpose of testing the ______________________
*a. sample or population means
b. sample or population variances
c. both answers are correctg
26. One of the frameworks for conflict resolution was to:
a. focus on the problem and the people both
b. focus on the outcome first
*c. focus on the interest not the position
d. include some emotional quotient as to the results of the outcome
27. The principal and agent problem is solved with the/a (an):
a. ethical rule
b. span of control
*c. contract between the agent and the principal
d. horizontal structures to make the process more efficient
e. all the aanswers can be used to solve the problem
28. Span of control has to do with:
a. supply chain management
b. learning
*c. number of direct reports
d. strategy setting
29. The “business model” that says you should only make decisions that you are willing to disclose to the
public is an example of:
*a. an ethical rule
a change management component
b. span of control issue for communications
c. a standard BPR component
30. The target market is found in the:
*a. four P’s
b. ethical model
c. the leadership model
d. two of the answers are correct
a. and b. and c. are all correct
31. In the HBR article “What Leaders Really Do” the author stated that leaders:
a. plan
b. organize
*c. struggle thru change
d. two of the answers are correct
e. all three answers are correct
32. Linking the ideas to the deed is related to:
a. leadership
b. supply chain
c. STS
d. BPR
*e. Research and development
33. In one of the two leadership articles from HBR, it was stated that “Considering others’ feelings, especially
when making decisions” was:
a. self-awareness
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ARE 112 – Spring 2014
Final Exam
June 9th
b. self-regulation
*c. empathy
d. social skills
e. alignment skills
34. In one of the two leadership articles from HBR, it was stated that
*a. Management involves planning and budgeting
b. Leadership involves planning and budgeting
c. Both management and leadership should involves planning and budgeting as it is a shared responsibility
d. The leadership process should determine who should be responsible for these tasks.
35. The concept or idea of the accepted behavior based on values, beliefs, and facts, but primarily values from
class is:
a. Guiding principles
b. Embodied in organizational culture
c. Part of the shared powers approach
d. Part of EI
*e. Norms
ARE 112 – Spring 2014
Final Exam
June 9th
Answers:
a. Human relations people over tasks
7. In class we made the comment that ______ had to do with coming up with something new
while just doing something better was more related to ______.
Answers:
a. Creativity
b. innovation
8. In terms of the types of work we discussed in class, ______ have focus on
effectiveness while ______ have a focus on efficiency.
Answers:
a. Projects
b. Processes
9. What are the characteristics of “Integrity Line” that we want to find in a
leader? ______.
1. The ______ leadership ______ is characterized by the command and control model.
Answers:
a. honest humble selfless consistent
Answers:
a. Autocratic
b. style
2. Of the targets of the transformational changes, Lou said the most important one was
______.
10. Thinking about the decision making process from class, when Lou turned off the
overhead projector to talk about the customers we could say that it was a (an) ______
decision as it was clear to him that he wanted to hear about the business. But when Lou
made the decision to lower the price for the operating system without a lot of data, we
could that was the opposite type of a decision known as a (an) ______ decision.
Answers:
a. Culture
Answers:
a. structured or programmed
b. unstructured or unprogrammed
3. In terms of strategic thinking, ______ is what we do and ______ is how we see
ourselves.
11. Thinking about when Howard came back to Starbucks as the CEO, the theory of
leadership that best characterized his approach would be ______ theory.
Answers:
a. Mission
b. Vision
Answers:
a. Situational and contingency
4. In Onward, when they closed the stores for the training session we saw an example of
the ______ school of management being used.
12. From our discussion in class on how work gets done, we could say that leaders have
the ______ to decide what needs to be done while managers the ______ to do the work.
Answers:
a. Classical or scientific
Answers:
a. Authority
b. responsibility
5. In Onward when they had the meeting in New Orleans the leadership style most apparent
was the ______ style.
13. List three of the strategic lenses we studied in class: ______
Answers:
a. Democratic people and tasks together
Answers:
a. SWOT
Balanced Scorecard
Porters Five Forces
Matrix
6. In the HBR article on the hospital when the doctor relied on the specialist to come up
with the specific clinical pathways for their patients, the doctor was using the ______
style of leadership.
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Four Ps
BCG Growth Share
ARE 112 – Spring 2014
Final Exam
June 9th
14. Thinking about the discussion of strategy in the class we saw that strategic thinking
was in the ______ and not in the ______ fit for the organization.
Answers:
a. External
b. Internal
15. Globalization and rapid change in technology are examples of the ______ change.
Answers:
a. driving forces for transformational
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