MGMT 455 Final Exam with 100%
correct answers
Managerial Discretion - answer The number of potential courses of action
that general managers have in a situation, having more of this is generally
better and it's why GM's try to build credibility. The more you have the
more options exsist
Stakeholders - answer Individuals or groups that are affected by the
actions of an organization and or can affect the situation/actions of the
organization.
Internal Stakeholders - answer Ex: employees and the board of directors
External stakeholders - answer Ex: Unions or shareholders
Ethical Leadership - answer Same leadership style as principle-based
management/leadership
Complementary Leadership Team - answer A top management team of an
organization that has diverse skills and attitudes, but still functions well
because the team is united behind a belief in the organization
Differentiation - answer In organizational structures, refers to how many
layers of managers an organization has (vertical vs. horizontal).
Bureaucratic Costs - answer The costs associated with making a particular
organizational structure and control system work for an organization.
Piece-Rate Wages - answer Refers to being paid for output as opposed to
an hourly wage.
General Manager - answer Any person that manages an autonomous
business or organizational subunit
,GMs vs. Other Managers - answer -usually integrate and oversee
specialized employees
-must know the big picture of what their organization does
-in charge of wether the unit is effective
-may report to higher levels of the organization
-"the buck stops here"
Can Organizations Change? - answer -large-scale change cannot happen
all the time and consultants/the press often overstate the need for
constant change
-small-scale change happens at some level constantly
-change can't happen radically all the time due to
employee/customer/stakeholder need for routine and consistency
-change reduces efficiency and quality in the short-run
When Must Organizations Change? - answer This must occur when a
company sees failure to serve its primary effectively of when it fails to see
the future.
Why Organizations Resist Change - answer -change interrupts developed
routines
-change interrupts developed social relationships
-people honestly believe that the proposed change will hurt the
organization
-people honestly believe that they will lose power due to change
-change asks employees to accept an uncertain future
-powerful stakeholders resist losing or weakening their claims on the
organization
Main Point On Change - answer Large-scale change must become a
carefully led and managed process, that is difficult to execute
, Why Change Fails - answer 1. allowing too much complacency
2. failing to create a sufficiently powerful guiding coalition
3. underestimating the power of vision
4. permitting obstacles to block new vision
5. under-communicating the vision
6. failure to create short-term wins
7. declaring victory too soon
8. neglecting to anchor change to the corporate culture
Allowing Too Much Complacency - answer A reason why change fails, when
people dont sense the urgency, 75% of management must see the need
for change
Failing To Create A Sufficiently Powerful Guiding Coalition - answer A
reason why change fails, you must have influential decision makers on
board with your change
Underestimating The Power of Vision - answer A reason why change fails,
employees can't see where change is headed and why they should be
inspired
Under-communicating the Vision - answer A reason why change fails,
employees forget about the change or, worse still, don;t even know about
it
Permitting Obstacles to Block the New Vision - answer A reason why
change fails, structure, systems, and various people may impede new
behaviors, without new change the vision will fail
Failing to Create Short-term Wins - answer A reason why change fails,
skeptical employees, as well as general employees will only support
change for a while without seeing signs of success. Get your easy fixes
done first and tackle the more difficult ones later.
correct answers
Managerial Discretion - answer The number of potential courses of action
that general managers have in a situation, having more of this is generally
better and it's why GM's try to build credibility. The more you have the
more options exsist
Stakeholders - answer Individuals or groups that are affected by the
actions of an organization and or can affect the situation/actions of the
organization.
Internal Stakeholders - answer Ex: employees and the board of directors
External stakeholders - answer Ex: Unions or shareholders
Ethical Leadership - answer Same leadership style as principle-based
management/leadership
Complementary Leadership Team - answer A top management team of an
organization that has diverse skills and attitudes, but still functions well
because the team is united behind a belief in the organization
Differentiation - answer In organizational structures, refers to how many
layers of managers an organization has (vertical vs. horizontal).
Bureaucratic Costs - answer The costs associated with making a particular
organizational structure and control system work for an organization.
Piece-Rate Wages - answer Refers to being paid for output as opposed to
an hourly wage.
General Manager - answer Any person that manages an autonomous
business or organizational subunit
,GMs vs. Other Managers - answer -usually integrate and oversee
specialized employees
-must know the big picture of what their organization does
-in charge of wether the unit is effective
-may report to higher levels of the organization
-"the buck stops here"
Can Organizations Change? - answer -large-scale change cannot happen
all the time and consultants/the press often overstate the need for
constant change
-small-scale change happens at some level constantly
-change can't happen radically all the time due to
employee/customer/stakeholder need for routine and consistency
-change reduces efficiency and quality in the short-run
When Must Organizations Change? - answer This must occur when a
company sees failure to serve its primary effectively of when it fails to see
the future.
Why Organizations Resist Change - answer -change interrupts developed
routines
-change interrupts developed social relationships
-people honestly believe that the proposed change will hurt the
organization
-people honestly believe that they will lose power due to change
-change asks employees to accept an uncertain future
-powerful stakeholders resist losing or weakening their claims on the
organization
Main Point On Change - answer Large-scale change must become a
carefully led and managed process, that is difficult to execute
, Why Change Fails - answer 1. allowing too much complacency
2. failing to create a sufficiently powerful guiding coalition
3. underestimating the power of vision
4. permitting obstacles to block new vision
5. under-communicating the vision
6. failure to create short-term wins
7. declaring victory too soon
8. neglecting to anchor change to the corporate culture
Allowing Too Much Complacency - answer A reason why change fails, when
people dont sense the urgency, 75% of management must see the need
for change
Failing To Create A Sufficiently Powerful Guiding Coalition - answer A
reason why change fails, you must have influential decision makers on
board with your change
Underestimating The Power of Vision - answer A reason why change fails,
employees can't see where change is headed and why they should be
inspired
Under-communicating the Vision - answer A reason why change fails,
employees forget about the change or, worse still, don;t even know about
it
Permitting Obstacles to Block the New Vision - answer A reason why
change fails, structure, systems, and various people may impede new
behaviors, without new change the vision will fail
Failing to Create Short-term Wins - answer A reason why change fails,
skeptical employees, as well as general employees will only support
change for a while without seeing signs of success. Get your easy fixes
done first and tackle the more difficult ones later.
