1. When Bob, a manager at the local printing press, assessed the level of uncertainty against the risk of making a decision with incomplete information, he engaged in the following step of the rational decision making model: A.State the problem or opportunity B Generate alternatives. C. Identify company limitations D .Evaluate alternatives E. Choose a solution. F .Develop a plan of implementation. 2. Which of the following is not an obstacle to creating strategic alternatives: A. Focus on the past B. Focus on perceived cost C .Complacency D .Insufficient Training E. Focus on the future 3. Reordering raw materials, renewing employment contracts, and following company procedures are examples of _______________. a.    Non-programmed decisions b.    Qualitative decisions c.    Irrational decisions d.    Programmed decisions 4. Ron Jacks is a shareholder in a company that manufactures metal filing cabinets. He was recently looking at his company's organization chart in an attempt to figure out who reports to his Cousin Bob, who tells Ron that he is a company VIP. Jacks is studying the organization's: a. degree of formalization. b. amount of differentiation. C. commitment to centralization D .Line Authority E. division of labor 5. When John Smith, CEO of Telectronix decided to optimize services by distinguishing his organization’s product offering based on the needs of different groups of consumers, he departmentalized by: a.    Function b.    Product c.    Geographic Region d.    Customer 6. Sharon's subordinates are highly trained and all perform similar tasks. Raymond's subordinates are spread over two locations, and he has little available in the way of support systems. Which of the following statements is most correct? a. Raymond's span of management can be larger than Sharon's. b .Sharon will have problems with unity of command. C. Sharon's span of management can be larger than Raymond's. D. Sharon has more problems with work specialization. e. Raymond works with a centralized department. 7. When Jennifer Jones, VP of Marketing at Nomes, a financial service provider, stated that the new vision of the group was to “prepare their clients for the future”, rallied her team and all required stakeholders behind this vision, and reoriented her team to achieve this goal, she engaged in the following step of the roadmap for change: a. Plan and organize for implementation b. Create organizational vision, commitment, and capability c. Designed the desired state d. Prepare to lead the change e. Learn and course correct 8. The following is a deliverable of the _______.   Authorize and fund the change requirements. Manage expectations; maintain operations; model new behaviors and attitudes of the change and new culture; sign off on daily decisions from the change team. A.    Sponsor group B  Leadership change team C. Executive team D Change consultant E. Project team 9. Which one of the following is not a critical criteria for creating a culture of support.

1. 1. When Bob, a manager at the local printing press, assessed the
level of uncertainty against the risk of making a decision with
incomplete information, he engaged in the following step of the
rational decision making model:
A.State the problem or opportunity
B Generate alternatives.
C. Identify company limitations
D .Evaluate alternatives
E. Choose a solution.
F .Develop a plan of implementation.
2. Which of the following is not an obstacle to creating strategic
alternatives:
A. Focus on the past
B. Focus on perceived cost
C .Complacency
D .Insufficient Training
E. Focus on the future
3. Reordering raw materials, renewing employment contracts,
and following company procedures are examples of
_______________.
a. Non-programmed decisions
b. Qualitative decisions
c. Irrational decisions
d. Programmed decisions
4. Ron Jacks is a shareholder in a company that manufactures
metal filing cabinets. He was recently looking at his company's
organization chart in an attempt to figure out who reports to his
Cousin Bob, who tells Ron that he is a company VIP. Jacks is
studying the organization's:
a. degree of formalization.
b. amount of differentiation.
C. commitment to centralization
D .Line Authority
E. division of labor
5. When John Smith, CEO of Telectronix decided to optimize

2. services by distinguishing his organization’s product offering
based on the needs of different groups of consumers, he
departmentalized by:
a. Function
b. Product
c. Geographic Region
d. Customer
6. Sharon's subordinates are highly trained and all perform
similar tasks. Raymond's subordinates are spread over two
locations, and he has little available in the way of support
systems. Which of the following statements is most correct?
a. Raymond's span of management can be larger than Sharon's.
b .Sharon will have problems with unity of command.
C. Sharon's span of management can be larger than Raymond's.
D. Sharon has more problems with work specialization.
e. Raymond works with a centralized department.
7. When Jennifer Jones, VP of Marketing at Nomes, a financial
service provider, stated that the new vision of the group was to
“prepare their clients for the future”, rallied her team and all
required stakeholders behind this vision, and reoriented her
team to achieve this goal, she engaged in the following step of
the roadmap for change:
a. Plan and organize for implementation
b. Create organizational vision, commitment, and capability
c. Designed the desired state
d. Prepare to lead the change
e. Learn and course correct
8. The following is a deliverable of the _______.
Authorize and fund the change requirements. Manage
expectations; maintain operations; model new behaviors and
attitudes of the change and new culture; sign off on daily
decisions from the change team.
A. Sponsor group
B Leadership change team
C. Executive team
D Change consultant

3. E. Project team
9. Which one of the following is not a critical criteria for
creating a culture of support and innovation?
A. Employees need to enjoy being creative in their work
B. Employees need to be allowed to work from home to
encourage “out of the box” thinking
C. Employees need to have jobs that are structured to allow
for being innovative in their work.
D. Employees need to believe being innovative is an
important part of their jobs.
10. Derek runs Pizza Depot and is a great boss. When the
workers at Pizza Depot learned their boss had cancer, they
agreed to work extra shifts for free in order to keep the business
running. This is an example of:
A. job satisfaction
B. organizational citizenship
C. cognitive dissonance
D. job involvement
11. People generally experience ____ when their work matches
their needs and interests, when working conditions and rewards
(such as pay) are satisfactory, and when they like their co-
workers.
A. job involvement
B. extroversion
C. cognitive dissonance
D. Machiavellianism
E. job satisfaction
12. Which of the following is not a component of the social
learning model?
A. Attentional processes
B. Reinforcement
C. Retention processes
D. Motoric reproduction processes
E. Reprimand
13. David Packard, founder of Hewlett-Packard, once said, "We
have a responsibility to our employees to recognize their dignity

4. as human beings by supporting their efforts and aspirations."
According to the Ohio State Studies, Packard can be described
as:
A. high in initiating structure
B. low in initiating structure
C. high in consideration
D. a team leader
E. a task-oriented manager
14. According to the guidelines of goal-setting theory, which of
the following goals is likely to stimulate performance?
A. Obtain sales levels 15% over last year
B. Develop a cure for AIDS this year
C. Increase quality levels
D. Sell 85% of defective items overseas within two years.
15. On a Survivor series, a reality television show, members of
a newly formed tribe had learned the basic survival skills,
although most of them had never practiced them. While no one
had tried out for the show that did not have great confidence in
his or her own ability to survive, most were not prepared to
endure food shortages, monsoon rain conditions, and insect
infestations. As a result, a natural leader began using his
abilities to encourage the team members to develop their own
skills and to use him as a resource for assistance. This tribal
leader used a ____ style of leadership.
A. Participating
B. Selling
C. Delegating
D. Facilitating
E. Directing
16. The female employees in the bookkeeping department
constantly complained about how cold their offices were. In the
organizational setting, this need to have a comfortable
temperature is an example of a(n) ____ need as defined by
Maslow.
A. Physiological
B. Safety

5. C. Belongingness
D. Esteem
E. Psychological
17. Which of the following is the third stage of team
development?
A. Storming
B. Norming
C. Adjourning
D. Performing
E. Forming
18. The job characteristics model offers insights into the
interaction between a person and a job. Which of the following
is not a component of the job characteristics model?
A. Core job characteristics
B. Critical psychological states
C. Personal and work outcomes
D. Employee growth, need strength, knowledge, and skill
19. Communication is an essential managerial skill as verbal
and non-verbal communication systems are the lifeblood of an
organization's operation. Which of the following are ways to
overcome barriers to communication?
A. Using multiple communication channels to convey
information.
B. Systematically assess an organization's capacity for, or
performance of, essential communications practices
C. Understanding how gossip works, tapping in to what is being
said informally, transmitting some types of messages, and
actively dealing with false rumors.
D. Tailor the message content to the audience.
E. All of the above
20. Which of the following is not part of the persuasion
process?
A. Connecting emotionally
B. Building goals from a common frame
C. Exert power over others

6. D. Establishing credibility
E. Present a compelling position