Creating and sustaining commitment and cohesion

Assignment Help Operation Management

Reference no: EM132200104

1. Which of the following is NOT a key paradox that managers often face when they try to maintain tight controls in the organization?

a. Leaders who exert tight controls are often more effective at higher levels of the organization than at lower levels.

b. Tight controls and rules to improve organizational effectiveness can become impediments to individual performance.

c. By stifling creativity, tight controls can result in lower profits which then reduces that ability of the organization to survive

d. Employees who are frustrated by tight controls may choose to leave the organization, reducing stability

e. Tight controls can make it difficult to serve customers efficiently because requests must be passed up the chain of command

2. What competencies are important for creating and sustaining commitment and cohesion?

a. Communicating honestly and effectively, working and managing across functions, setting goals and objectives

b. Understanding self and others, mentoring and developing others, managing and leading teams

c. Living with change, thinking creatively, managing change

d. Managing projects, designing work, managing across functions

e. Understanding self and others, communicating a vision for the organization, developing employees

3. Political adaptation is important to the Create action imperative because

a. Power is required to maintain control in organizations

b. Receiving political favors can help employees feel more committed

c. Convincing people to try new ideas and make changes often requires political skills

d. All of these

e. None of these, political adaptation is NOT important to the Create action imperative

4. What are three competencies typically associated with the internal process model?

a. Managing projects, managing across functions, mentoring and developing others

b. Monitoring individual performance, encouraging compliance, organizing information flows

c. Developing and communicating a vision, setting goals and objectives, designing and organizing

d. Developing new ideas for projects, managing supplier relationships, communicating effectively

e. Building and maintaining a power base, negotiating agreement and commitment, presenting ideas

Reference no: EM132200104

Questions Cloud

Define hypothetical mission statement and objectives : Select a specific project designated as an Honoree by The Harvard Project on American Indian Economic Development. Based on Harvard's online Honoree profile.

Calculate the average inventory on hand at the eoq level : Calculate the average inventory on hand, at the EOQ level. Describe the effect of increasing the ordering costs on the value of EOQ.

Disadvantages of three different organizational structures : Name key advantages and disadvantages of three different organizational structures.

Estimate the impact of given on the tax : Consider the Pigovian Tax imposed on an industry as in Q3 of Homework 5 (question 3 from homework 5 says several identical firms in an economy with the market.

Creating and sustaining commitment and cohesion : What competencies are important for creating and sustaining commitment and cohesion?

What characteristics of a competitive market do they have : Are there any markets for goods or services that are close to a perfectly competitive market? What characteristics of a perfectly competitive market.

Wilma was told that her diagnosis had been error : Wilma was told that her diagnosis had been an error, and that she was not terminally ill. Wilma wants her car back. Can she recover it from Kenny?

Flight line avionics maintenance systems : SPC’s effect on Competitiveness The government invites two companies to bid for a contract to produce 100 flight line avionics maintenance systems.

What is the variance of return of a three-stock portfolio : What is the variance of return of a three-stock portfolio (each stock being equally weighted) that produced returns of 20%, 28%, and 30%?

User Account

All Pages