Question 1

Kotter's list of leadership attributes and processes does not include:

Accepted Answer

A) setting a direction for the organisation 
B) developing a strategic orientation for the organisation 
C) aligning people with the direction 
D) motivating people to carry out the direction 
A) setting a direction for the organisation 
B) developing a strategic orientation for the organisation 
C) aligning people with the direction 
D) motivating people to carry out the direction

Question 2

Hubbard,Rice and Galvin assert that one of the key roles for the board is to:

Accepted Answer

A) approve remuneration packages for all employees 
B) appoint and review the performance of the CEO 
C) analyse and implement major investment decisions 
D) conduct regular audit of all activities 
A) approve remuneration packages for all employees 
B) appoint and review the performance of the CEO 
C) analyse and implement major investment decisions 
D) conduct regular audit of all activities

Question 3

According to Goffee and Jones,smart people do not object to being led.

Accepted Answer

A) True 
 B)False

Question 4

Hubbard,et al.says 'But including sustainability as a criterion for evaluation should lead to lesser weight being given to economic outcomes and more to social and environmental outcomes.' Give an example of what it might mean for a CFO's decision-making.

Accepted Answer

Student answers may vary,but could mean

Question 5

When people only see their leaders for brief periods of time,these brief meetings are not very important to them.

Accepted Answer

A) True 
 B)False

Question 6

With respect to communicating organisation strategy and implementation needs,we attempt to address the following issues:

Accepted Answer

A) what and when to communicate and what channels to use 
B) what,when and who to communicate 
C) what,when and why to communicate 
D) what and how to communicate and what channels to use 
A) what and when to communicate and what channels to use 
B) what,when and who to communicate 
C) what,when and why to communicate 
D) what and how to communicate and what channels to use

Question 7

Sustainability is not an element of implementation,but a criterion for:

Accepted Answer

A) decision-making about board choices 
B) decision-making about implementation choices 
C) decision-making about leadership choices 
D) decision-making about strategy choices 
A) decision-making about board choices 
B) decision-making about implementation choices 
C) decision-making about leadership choices 
D) decision-making about strategy choices

Question 8

'It is unrealistic and unnecessary for boards to assess their own performance.' Comment.

Accepted Answer

Recent thinking supports the review of b

Question 9

The main elements of culture include:

Accepted Answer

A) rites of passage,rules,symbols,stories and beliefs,strategies and structures,values and morals 
B) fact and fiction,value and merit,routings,rituals,rules,symbols,illusion and reality 
C) rules,symbols,stories and myths,systems and structures,values and beliefs,routines,rituals 
D) illusion and reality,structure and strategy,routines,symbols,morals and ethics,ritual magic 
A) rites of passage,rules,symbols,stories and beliefs,strategies and structures,values and morals 
B) fact and fiction,value and merit,routings,rituals,rules,symbols,illusion and reality 
C) rules,symbols,stories and myths,systems and structures,values and beliefs,routines,rituals 
D) illusion and reality,structure and strategy,routines,symbols,morals and ethics,ritual magic

Question 10

Much of the cultures of organisations is implicit,embedded in the ways of operating.

Accepted Answer

A) True 
 B)False

Question 11

'Leaders are born,not made.' Discuss the validity of this statement.

Accepted Answer

A considerable volume of the leadership

Question 12

There are four levels of leadership.

Accepted Answer

A) True 
 B)False

Question 13

It is clear that attitudes,as much as abilities,are a desirable basis for choosing the 'right' people.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following is not a reason why cultures change or are not static?

Accepted Answer

A) New technologies develop. 
B) New competitors emerge. 
C) Organisations expand their product range and new markets emerge. 
D) Organisations embrace groupthink,narrow external fields of vision,and hang on to existing markets. 
A) New technologies develop. 
B) New competitors emerge. 
C) Organisations expand their product range and new markets emerge. 
D) Organisations embrace groupthink,narrow external fields of vision,and hang on to existing markets.

Question 15

Hubbard,Rice and Galvin suggest that leadership style will vary when:

Accepted Answer

A) the organisation lacks the time and resources to make the change 
B) change is being forced from within 
C) change is being forced from the outside 
D) the environment is simultaneously stable and turbulent 
A) the organisation lacks the time and resources to make the change 
B) change is being forced from within 
C) change is being forced from the outside 
D) the environment is simultaneously stable and turbulent

Question 16

Hubbard,Rice and Galvin argue that various issues agreed by boards regarding performance do not include:

Accepted Answer

A) boards should act only for the shareholders 
B) performance,not conformance,is the key 
C) boards should measure organisational performance over the long term,not the short term 
D) board performance should be assessed 
A) boards should act only for the shareholders 
B) performance,not conformance,is the key 
C) boards should measure organisational performance over the long term,not the short term 
D) board performance should be assessed

Question 17

A leader might go about changing culture by:

Accepted Answer

A) delegating the task of role modelling deep into the organisation 
B) reacting to critical incidents by finding a culprit 
C) using the recruitment and promotion system to place people with commitment to established culture 
D) using the induction system to impress the culture on new people as they join 
A) delegating the task of role modelling deep into the organisation 
B) reacting to critical incidents by finding a culprit 
C) using the recruitment and promotion system to place people with commitment to established culture 
D) using the induction system to impress the culture on new people as they join

Question 18

People in an organisation might be assessed in terms of their 'fit' with a proposed strategy:

Accepted Answer

A) by a survey of what they think,how well they are prepared and understand requirements 
B) by a resource or competency audit to change the attitudes of people to the strategy 
C) both of the above 
D) none of the above 
A) by a survey of what they think,how well they are prepared and understand requirements 
B) by a resource or competency audit to change the attitudes of people to the strategy 
C) both of the above 
D) none of the above

Question 19

Many organisations have developed their own codes of conduct to cover ethical behaviour.What are some of the common points they include in these codes?

Accepted Answer

Although these vary by industry,some of

Question 20

The board of directors is:

Accepted Answer

A) a club for top managers 
B) voted in by the employees 
C) a form of scrutiny of the organisation imposed by the government 
D) voted in by the shareholders 
A) a club for top managers 
B) voted in by the employees 
C) a form of scrutiny of the organisation imposed by the government 
D) voted in by the shareholders

Kotter's list of leadership attributes and processes does not include:

Hubbard,Rice and Galvin assert that one of the key roles for the board is to:

According to Goffee and Jones,smart people do not object to being led.

Hubbard,et al.says 'But including sustainability as a criterion for evaluation should lead to lesser weight being given to economic outcomes and more to social and environmental outcomes.' Give an example of what it might mean for a CFO's decision-making.

When people only see their leaders for brief periods of time,these brief meetings are not very important to them.

With respect to communicating organisation strategy and implementation needs,we attempt to address the following issues:

Sustainability is not an element of implementation,but a criterion for:

'It is unrealistic and unnecessary for boards to assess their own performance.' Comment.

The main elements of culture include:

Much of the cultures of organisations is implicit,embedded in the ways of operating.

'Leaders are born,not made.' Discuss the validity of this statement.

There are four levels of leadership.

It is clear that attitudes,as much as abilities,are a desirable basis for choosing the 'right' people.

Which of the following is not a reason why cultures change or are not static?

Hubbard,Rice and Galvin suggest that leadership style will vary when:

Hubbard,Rice and Galvin argue that various issues agreed by boards regarding performance do not include:

A leader might go about changing culture by:

People in an organisation might be assessed in terms of their 'fit' with a proposed strategy:

Many organisations have developed their own codes of conduct to cover ethical behaviour.What are some of the common points they include in these codes?

The board of directors is:

What Is Strategy

Analysing Business Strategy: Creating Value

Analysing the External Environment

Analysing the External Environment

Measuring Strategic Organisation Performance

GAP Analysis and Business-Level Strategic Options

Strategic Decision-Making

Dynamic Competitive Strategy

Corporatemulti-Business Strategy

Acquisitions and Alliances

International Strategy

Capabilities, Systems and Structure

Change Management

Filters

Exam 13: Leadership, People and Culture

Kotter's list of leadership attributes and processes does not include:

Hubbard,Rice and Galvin assert that one of the key roles for the board is to:

According to Goffee and Jones,smart people do not object to being led.

Hubbard,et al.says 'But including sustainability as a criterion for evaluation should lead to lesser weight being given to economic outcomes and more to social and environmental outcomes.' Give an example of what it might mean for a CFO's decision-making.

When people only see their leaders for brief periods of time,these brief meetings are not very important to them.

With respect to communicating organisation strategy and implementation needs,we attempt to address the following issues:

Sustainability is not an element of implementation,but a criterion for:

'It is unrealistic and unnecessary for boards to assess their own performance.' Comment.

The main elements of culture include:

Much of the cultures of organisations is implicit,embedded in the ways of operating.

'Leaders are born,not made.' Discuss the validity of this statement.

There are four levels of leadership.

It is clear that attitudes,as much as abilities,are a desirable basis for choosing the 'right' people.

Which of the following is not a reason why cultures change or are not static?

Hubbard,Rice and Galvin suggest that leadership style will vary when:

Hubbard,Rice and Galvin argue that various issues agreed by boards regarding performance do not include:

A leader might go about changing culture by:

People in an organisation might be assessed in terms of their 'fit' with a proposed strategy:

Many organisations have developed their own codes of conduct to cover ethical behaviour.What are some of the common points they include in these codes?

The board of directors is:

What Is Strategy

Analysing Business Strategy: Creating Value

Analysing the External Environment

Analysing the External Environment

Measuring Strategic Organisation Performance

GAP Analysis and Business-Level Strategic Options

Strategic Decision-Making

Dynamic Competitive Strategy

Corporatemulti-Business Strategy

Acquisitions and Alliances

International Strategy

Capabilities, Systems and Structure

Change Management

Filters