This document provides a quiz for LDR 531 Week 6, containing 20 multiple choice questions about organizational change, politics in the workplace, and strategy implementation. The questions cover topics such as the characteristics of effective strategies, influence tactics, periods of organizational change, political behavior, and managing organizational change. Sample questions ask about the validity of strategies, how managers influence others, and the role of management during periods of organizational convergence.
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
-Managing Planned change
-Resistance to change
-Overcoming resistance to change
-Politics of change
-Lewin's Three Step Change Model
-Action Research
-Organisational Development
-OD Techniques
-Change issues for today's Managers
Technology in workplace
Stimulating Innovation
Creating & managing a learning organisation
Culture-Bond in organisation
-Work Stress & its management
-Types of stress
-Demand-Resources Model of Stress
-Potential Sources of Stress
-Consequences of Stress
-Not all Stress is Bad
-Burnout
-Stress v/s Burnout
-Managing stress
-Global Implications
-Summary & Managerial Implications
-How to Manage stress.
Strategic management involves the application of day-to-day activities aimed at achieving the overall goals and objectives of organizations. It is all about getting the job done or ‘job must be do’ as seen in the Nigerian Military ethos
Biases are predispositions of a psychological, sociological, or even physiological nature that can influence our decision making.
They often operate subconsciously and by definition are outside the logical process on which decisions are purportedly based.
While we may readily acknowledge their existence, we often believe that we ourselves are not prone to bias. (This is actually a form of bias in itself, called overconfidence.)
McKinsey found that “reducing decision biases” as number-one aspiration for improving performance of chairpersons/members of boards.
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The Power and Problems of the Invisible Performance Management SystemManagement Systems
if you ask someone to represent the “Performance Management System” of an enterprise, you will get a very different set of responses. In contract to organizational structure, there is no well-defined “lexicography” for performance management. The result is that the performance management system of a typical business is virtually invisible.
The invisibility of the performance management in enterprises leads people to think in terms of components of the system and not in terms of a holistic system. This, in turn, leads to performance problems.
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
-Managing Planned change
-Resistance to change
-Overcoming resistance to change
-Politics of change
-Lewin's Three Step Change Model
-Action Research
-Organisational Development
-OD Techniques
-Change issues for today's Managers
Technology in workplace
Stimulating Innovation
Creating & managing a learning organisation
Culture-Bond in organisation
-Work Stress & its management
-Types of stress
-Demand-Resources Model of Stress
-Potential Sources of Stress
-Consequences of Stress
-Not all Stress is Bad
-Burnout
-Stress v/s Burnout
-Managing stress
-Global Implications
-Summary & Managerial Implications
-How to Manage stress.
Strategic management involves the application of day-to-day activities aimed at achieving the overall goals and objectives of organizations. It is all about getting the job done or ‘job must be do’ as seen in the Nigerian Military ethos
Biases are predispositions of a psychological, sociological, or even physiological nature that can influence our decision making.
They often operate subconsciously and by definition are outside the logical process on which decisions are purportedly based.
While we may readily acknowledge their existence, we often believe that we ourselves are not prone to bias. (This is actually a form of bias in itself, called overconfidence.)
McKinsey found that “reducing decision biases” as number-one aspiration for improving performance of chairpersons/members of boards.
http://finishedexams.com/homework_text.php?cat=3854
Immediate access to solutions for ENTIRE COURSES, FINAL EXAMS and HOMEWORKS “RATED A+" - Without Registration!
The Power and Problems of the Invisible Performance Management SystemManagement Systems
if you ask someone to represent the “Performance Management System” of an enterprise, you will get a very different set of responses. In contract to organizational structure, there is no well-defined “lexicography” for performance management. The result is that the performance management system of a typical business is virtually invisible.
The invisibility of the performance management in enterprises leads people to think in terms of components of the system and not in terms of a holistic system. This, in turn, leads to performance problems.
1 Politicking is less likely in organizations that have· adecl.docxmercysuttle
1 Politicking is less likely in organizations that have
·
adeclining resources
·
high role ambiguity
·
clear performance appraisal systems
·
democratic decision making
2 In convergent periods, the role of executive management is to
·
develop new strategies for the problems at hand
·
shift middle managers to promote new views
·
reemphasize the mission and core values
·
challenge middle managers to reinvent their departments
3 Periods of convergence are those in which an organization
·
is in turmoil
·
seeks to improve its situation with relatively minor changes
·
must downsize to conserve resources
·
employs new strategies to advance the organization
4 Transformational change in an organization
·
is always necessary to some degree
·
is best delivered by a top-down plan
·
has no defined formula
·
is best delivered by a bottom-up plan
5 A person likely to participate in political behavior
·
believes he or she has little influence
·
has a desire for power
·
is a social nonconformist
·
is insensitive to social cues
6 To keep a strategy in focus, effective managers employ
·
rigid implementation
·
piecemeal implementation
·
simple goals
·
central themes
7 An influence tactic that relies on rank and enforcement of group goals is
·
legitimacy
·
coalitions
·
pressure
·
personal appeals
8 During organizational change, employee–management interfaces such as workshops and retreats
·
initiate
·
distract the participants from the real issues
·
help employees overcome downsizing issues
·
solve communication problems relatively short-term periods of high-energy action
9 Buck passing and scapegoating when politics is seen as a threat are forms of
·
defensive behaviors
·
offensive behaviors
·
suppression
·
aggression
10 A primary goal of politics in the workplace is to
·
exclude undesirable peers
·
form alliances
·
promote organizational goals
·
secure limited resources
11 Political behavior in the workplace
·
works only in an upward or lateral influence direction
·
attempts to influence decision making
·
is unlikely in a well-run organization
·
works only in a lateral influence direction
12 Impression management sends _____ messages that may be _____ under other circumstances.
·
false, true
·
ethical, unethical
·
true, false
·
convincing, unconvincing
13 The formulation and implementation of a strategy
·
are separate and sequential processes
·
must be completely defined before action is taken
·
are ongoing events within an organization
·
follow strict, unalterable guidelines
14 Surveys of seasoned managers reveal they believe politics in the workplace is
·
always unethical
·
part of some job requirements
·
a major part of organizational life
·
ineffective
15 With downward influence, power tactics preferred by U.S. managers include
·
personal appeals
·
inspirational appeals
·
coalitions
·
influence
16 Hard power tactics best influence those with which following characteristic?
·
High se ...
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1
____ involves the creative cooperation of people working together to achieve something beyond the capacities of individuals working alone.
2
From a humanistic point of view, resistance to change has a cognitive, emotional and behavioral dimension. The fear of loss, (such as status, pay, job, or position), and fear of the unknown are examples of the ____ dimension.
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NOTE: questions not listed in order , meaning the first question in this guide might be number 12 in actual exam. most updated version (OCT 2015)
Who among the following individuals is most likely to exhibit event creativity?
An individual who establishes win-win relationships with other people
An individual who settles a disagreement quickly in an ingenious way
An individual who modifies the strategies of a group in a creative manner
An individual who organizes annual me
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Ldr 531 week 6 quiz
1. LDR 531 Week 6 Quiz
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LDR 531 Week 6 Quiz
1 The validity of a strategy for organizational change lies in its
speed of implementation
adaptability
clarity of vision
simplicity
2 Hard power tactics best influence those with which following characteristic?
Action oriented
High self-esteem
Reflective orientation
Intrinsically motivated
3 Surveys of seasoned managers reveal they believe politics in the workplace is
a major part of organizational life
part of some job requirements
always unethical
ineffective
4 During organizational change, employee–management interfaces such as workshops
and retreats
distract the participants from the real issues
initiate
help employees overcome downsizing issues
solve communication problems relatively short-term periods of high-energy action
2. 5 With downward influence, power tactics preferred by U.S. managers include
inspirational appeals
influence
personal appeals
coalitions
6 Periods of convergence are those in which an organization
is in turmoil
must downsize to conserve resources
seeks to improve its situation with relatively minor changes
employs new strategies to advance the organization
7 Transformational change in an organization
has no defined formula
is best delivered by a bottom-up plan
is always necessary to some degree
is best delivered by a top-down plan
8 Political behavior in the workplace
works only in an upward or lateral influence direction
attempts to influence decision making
is unlikely in a well-run organization
works only in a lateral influence direction
9 Organizational change relies on a balance of change and
continuity
vision
planning
strategy
10 Buck passing and scapegoating when politics is seen as a threat are forms of
defensive behaviors
offensive behaviors
suppression
aggression
11 To keep a strategy in focus, effective managers employ
rigid implementation
central themes
simple goals
piecemeal implementation
3. 12 The formulation and implementation of a strategy
must be completely defined before action is taken
are ongoing events within an organization
follow strict, unalterable guidelines
are separate and sequential processes
13 A person likely to participate in political behavior
is insensitive to social cues
believes he or she has little influence
has a desire for power
is a social nonconformist
14 Politicking is less likely in organizations that have
adeclining resources
high role ambiguity
clear performance appraisal systems
democratic decision making
15 Central to managing a successful organizational strategy implementation are/is
coalition management
formal models of implementation
competitive teams
tracking progress
16 In convergent periods, the role of executive management is to
develop new strategies for the problems at hand
challenge middle managers to reinvent their departments
shift middle managers to promote new views
reemphasize the mission and core values
17 An influence tactic that relies on rank and enforcement of group goals is
Coalitions
legitimacy
pressure
personal appeals
18 A primary goal of politics in the workplace is to
form alliances
exclude undesirable peers
secure limited resources
promote organizational goals
4. 19 Impression management sends _____ messages that may be _____ under other
circumstances.
true, false
convincing, unconvincing
false, true
ethical, unethical
20 Organizational momentum relates to
patterns of behavior, norms, and values
growth in sales, profits, and so forth
willingness to move beyond incremental change
the rate of change to make improvements