MENG 540 FINAL EXAM QUESTIONS WITH
RATIONALES
540 cMission c- cCORRECT cANS✔✔To chelp cyou ctransition cfrom cbeing can cengineering-trained cin
ceffectively cmanaging cand cleading cothers.
What cwere cthe cissues cwith cthe cJames cWebb cTelescope? c- cCORRECT cANS✔✔5B cover cbudg
cefficiency, cscrews cfell coff cthe ctelescope cshield cwhen cshaken, cno cone cwould cshare cbad cnews
What cwas cGreg cRobinson cable cto cdo cfor cthe cJames cWebb cTelescope? c- cCORRECT cANS✔✔
ctrust cwith cwise cleadership; cwork cprocess cefficiency cincreased cand cmanagers cwere cmore cwillin
csuccessful claunch con cchristmas cday c2021
Difficult cConversation cguide c- cCORRECT cANS✔✔Create ca cconstructive cclimate cfor cauthentic c
cconversation; cstate cthe cissue; clisten, cdiscuss, cresolve; cagree con caction cplan; cclose
Authority c- cCORRECT cANS✔✔power cto cinfluence cor ccommand
Sources cof cAuthority c- cCORRECT cANS✔✔positive cpresence, cconfidence c& ccourage, ccare cfor
cyour cteam csucceed, cyour ctechnical cand cmanagement cexpertise, cyour cposition/title
What chelped cstrengthen cGreg crobinson's csources cof cauthority? c- cCORRECT cANS✔✔He cwoul
cduring clunch; che ccared cabout cpeople cand cpeople cwere cable cto cshare cbad cnews cwith chim
Satya cNadella crelevance c- cCORRECT cANS✔✔Valued ccontinued clearning cand ca c"growth cmind
5 clearnings cfrom cEugene cKranz's cleadership c- cCORRECT cANS✔✔Pre-Crisis cPlanning, cMission
cteam c(develop ca ccompetence cstandard), cEngage/Empower/Lead, cBe cEffective: cuse call ctools.
How cdid cEugene cKranz's cchanges ccontribute cto cApollo c13's csafe creturn? c- cCORRECT cANS✔
cmaking c+ cseamless cdecision chandoffs, cminimized c"us" cvs. c"them" c& csense cof cowning cthe cpo
cmission, cfull cuse cof cindividual ccapabilities
Google's cKeys cto can cEffective cTeam c(5) c- cCORRECT cANS✔✔Psychological cSafety, cDependa
, Process cLosses c- cCORRECT cANS✔✔Process closses crefer cto creductions cin cgroup cperformanc
ccoordination, ccommunication cand cmotivation. cFormal cTeam cprocesses ccan cmitigate cprocess clo
What cdo ceffective cvirtual cteams cdo? c- cCORRECT cANS✔✔establish ccommon cground cdespite c
cand/or ccultures. cAppropriate cIT ccan chelp cdevelop ccommon cground cand cimprove cvirtual cteam c
5 cLeadership cPractices c(kouzes c& cposner) c- cCORRECT cANS✔✔Model cthe cWay, cInspire ca cSh
cProcess, cEnable cOthers cto cAct, cEncourage cthe cHeart
5 cFunctions cof cmanagement c- cCORRECT cANS✔✔Plan, cOrganize, cStaff, cDirect, cControl c(mon
ccorrective caction/re-planning)
What cis csignificant cabout cHubert cJoly cand cBest cBuy c- cCORRECT cANS✔✔Hubert cJoly cturned
chumans cwith cdignity, cadded cPurpose/meaning. cHe cused cleadership ctools cto cchange coh cthe cc
c#1 ctool cwas cintrinsic cmotivation.
Because cof ctoday's caccess cto ctechnology cand cthe cever-changing cmarket, chow chas cthe crole co
c(Based con cThe cLeader cas ca cCoach, cHBR) c- cCORRECT cANS✔✔The crole cof ca cmanager cis ct
cbe ca ccoach. cThey ccan cno clonger c"command cand ccontrol".
Based con cThe cLeader cas ca cCoach, cHBR--what cis cthe cbest ctype cof ccoaching cin ctheir coutlined
cANS✔✔Situational cCoaching, cwhich crefers cto cstriking ca cfine cbalance cbetween cdirective cand cn
Directive cCoaching c- cCORRECT cANS✔✔This ctakes cplace cprimarily cthrough c"telling", cand cmen
ccategory. cA ccouple cdownsides cto cthis cinclude cthe cfact cthat cit cunleashes clittle cenergy cfrom cthe
cit cassumes cthat cthe cperson cbeing ccoached cknows cless c(not calways ctrue cin can cever cchanging
Nondirective cCoaching c- cCORRECT cANS✔✔A ccoaching capproach cbuilt con clistening, cquestioni
cjudgement. cManagers chere cseek cto cdraw cwisdom, cinsight, cand ccreativity cout cof cthe cpeople cth
cof chelping cthem clearn cto cresolve ctheir cown cproblems.
Various cEI cstatistics c- cCORRECT cANS✔✔In call cfields cEI cis c2x cas cimportant cas cIQ; cWith cstar
c>90% cof ca cfactor.
Trained cIncapacity, cStephen cRosen, cTheoretical cPhysicist/MIT c- cCORRECT cANS✔✔Refers cto
cstrengthened cat cthe cexpense cof cinterpersonal/emotional cmuscle.
Threshold cCompetence c- cCORRECT cANS✔✔The cminimum ccapacities cneeded cto cperform cat ca
cgets cone cinto ca cfield, cbut cit cis cnot cwhat cmakes cthem ca cstar c- cLyle cSpencer.
Genius cPass c- cCORRECT cANS✔✔•An cagreement cthat ca cperson's cdestructive cbehavior cwill cn
cperson ccan cmake cother cpeople crich, cfamous, cor cfeel cimportant.
What cdoes ccharacter crefer cto cin cthis ccourse? c- cCORRECT cANS✔✔The ccapacity cto cact con cyo
Character cadvice cvs. cTechnique cAdvice c- cCORRECT cANS✔✔Character cethic crelies con clightho
cused cto cmake cteam cmembers cfeel cvalued, cwhereas ctechnique coften cmakes cpeople cfeel cunva
Lighthouse cPrinciples c- cCORRECT cANS✔✔A ccore cof cuniversally chuman cmoral cprinciples, cthey
coperating csystem cof creality. cRespect cfor cOthers c[and coneself] c• cFairness c[justice cin cdealing cw
cIntegrity c[not cdeceiving; cmeaning cand cdoing cwhat cwe csay] c• cCompassion c[being ckind; cshowin
cCourage c[mustering cthe cability c& cwill cto cact cin caccordance cwith cour cprinciples]
Emotional cIntelligence cElements c(4) c- cCORRECT cANS✔✔Self-Awareness, cSelf-Management, cE
RATIONALES
540 cMission c- cCORRECT cANS✔✔To chelp cyou ctransition cfrom cbeing can cengineering-trained cin
ceffectively cmanaging cand cleading cothers.
What cwere cthe cissues cwith cthe cJames cWebb cTelescope? c- cCORRECT cANS✔✔5B cover cbudg
cefficiency, cscrews cfell coff cthe ctelescope cshield cwhen cshaken, cno cone cwould cshare cbad cnews
What cwas cGreg cRobinson cable cto cdo cfor cthe cJames cWebb cTelescope? c- cCORRECT cANS✔✔
ctrust cwith cwise cleadership; cwork cprocess cefficiency cincreased cand cmanagers cwere cmore cwillin
csuccessful claunch con cchristmas cday c2021
Difficult cConversation cguide c- cCORRECT cANS✔✔Create ca cconstructive cclimate cfor cauthentic c
cconversation; cstate cthe cissue; clisten, cdiscuss, cresolve; cagree con caction cplan; cclose
Authority c- cCORRECT cANS✔✔power cto cinfluence cor ccommand
Sources cof cAuthority c- cCORRECT cANS✔✔positive cpresence, cconfidence c& ccourage, ccare cfor
cyour cteam csucceed, cyour ctechnical cand cmanagement cexpertise, cyour cposition/title
What chelped cstrengthen cGreg crobinson's csources cof cauthority? c- cCORRECT cANS✔✔He cwoul
cduring clunch; che ccared cabout cpeople cand cpeople cwere cable cto cshare cbad cnews cwith chim
Satya cNadella crelevance c- cCORRECT cANS✔✔Valued ccontinued clearning cand ca c"growth cmind
5 clearnings cfrom cEugene cKranz's cleadership c- cCORRECT cANS✔✔Pre-Crisis cPlanning, cMission
cteam c(develop ca ccompetence cstandard), cEngage/Empower/Lead, cBe cEffective: cuse call ctools.
How cdid cEugene cKranz's cchanges ccontribute cto cApollo c13's csafe creturn? c- cCORRECT cANS✔
cmaking c+ cseamless cdecision chandoffs, cminimized c"us" cvs. c"them" c& csense cof cowning cthe cpo
cmission, cfull cuse cof cindividual ccapabilities
Google's cKeys cto can cEffective cTeam c(5) c- cCORRECT cANS✔✔Psychological cSafety, cDependa
, Process cLosses c- cCORRECT cANS✔✔Process closses crefer cto creductions cin cgroup cperformanc
ccoordination, ccommunication cand cmotivation. cFormal cTeam cprocesses ccan cmitigate cprocess clo
What cdo ceffective cvirtual cteams cdo? c- cCORRECT cANS✔✔establish ccommon cground cdespite c
cand/or ccultures. cAppropriate cIT ccan chelp cdevelop ccommon cground cand cimprove cvirtual cteam c
5 cLeadership cPractices c(kouzes c& cposner) c- cCORRECT cANS✔✔Model cthe cWay, cInspire ca cSh
cProcess, cEnable cOthers cto cAct, cEncourage cthe cHeart
5 cFunctions cof cmanagement c- cCORRECT cANS✔✔Plan, cOrganize, cStaff, cDirect, cControl c(mon
ccorrective caction/re-planning)
What cis csignificant cabout cHubert cJoly cand cBest cBuy c- cCORRECT cANS✔✔Hubert cJoly cturned
chumans cwith cdignity, cadded cPurpose/meaning. cHe cused cleadership ctools cto cchange coh cthe cc
c#1 ctool cwas cintrinsic cmotivation.
Because cof ctoday's caccess cto ctechnology cand cthe cever-changing cmarket, chow chas cthe crole co
c(Based con cThe cLeader cas ca cCoach, cHBR) c- cCORRECT cANS✔✔The crole cof ca cmanager cis ct
cbe ca ccoach. cThey ccan cno clonger c"command cand ccontrol".
Based con cThe cLeader cas ca cCoach, cHBR--what cis cthe cbest ctype cof ccoaching cin ctheir coutlined
cANS✔✔Situational cCoaching, cwhich crefers cto cstriking ca cfine cbalance cbetween cdirective cand cn
Directive cCoaching c- cCORRECT cANS✔✔This ctakes cplace cprimarily cthrough c"telling", cand cmen
ccategory. cA ccouple cdownsides cto cthis cinclude cthe cfact cthat cit cunleashes clittle cenergy cfrom cthe
cit cassumes cthat cthe cperson cbeing ccoached cknows cless c(not calways ctrue cin can cever cchanging
Nondirective cCoaching c- cCORRECT cANS✔✔A ccoaching capproach cbuilt con clistening, cquestioni
cjudgement. cManagers chere cseek cto cdraw cwisdom, cinsight, cand ccreativity cout cof cthe cpeople cth
cof chelping cthem clearn cto cresolve ctheir cown cproblems.
Various cEI cstatistics c- cCORRECT cANS✔✔In call cfields cEI cis c2x cas cimportant cas cIQ; cWith cstar
c>90% cof ca cfactor.
Trained cIncapacity, cStephen cRosen, cTheoretical cPhysicist/MIT c- cCORRECT cANS✔✔Refers cto
cstrengthened cat cthe cexpense cof cinterpersonal/emotional cmuscle.
Threshold cCompetence c- cCORRECT cANS✔✔The cminimum ccapacities cneeded cto cperform cat ca
cgets cone cinto ca cfield, cbut cit cis cnot cwhat cmakes cthem ca cstar c- cLyle cSpencer.
Genius cPass c- cCORRECT cANS✔✔•An cagreement cthat ca cperson's cdestructive cbehavior cwill cn
cperson ccan cmake cother cpeople crich, cfamous, cor cfeel cimportant.
What cdoes ccharacter crefer cto cin cthis ccourse? c- cCORRECT cANS✔✔The ccapacity cto cact con cyo
Character cadvice cvs. cTechnique cAdvice c- cCORRECT cANS✔✔Character cethic crelies con clightho
cused cto cmake cteam cmembers cfeel cvalued, cwhereas ctechnique coften cmakes cpeople cfeel cunva
Lighthouse cPrinciples c- cCORRECT cANS✔✔A ccore cof cuniversally chuman cmoral cprinciples, cthey
coperating csystem cof creality. cRespect cfor cOthers c[and coneself] c• cFairness c[justice cin cdealing cw
cIntegrity c[not cdeceiving; cmeaning cand cdoing cwhat cwe csay] c• cCompassion c[being ckind; cshowin
cCourage c[mustering cthe cability c& cwill cto cact cin caccordance cwith cour cprinciples]
Emotional cIntelligence cElements c(4) c- cCORRECT cANS✔✔Self-Awareness, cSelf-Management, cE
