Reference no: EM13215535

Question 1. Once a plan is developed, _________ is critical as it allows for____________. 
communication; a clear understanding of what to expect should the crisis occur
timing; employees and stakeholders to see a clear link between the crisis and the plan
leadership; consumers to know how the situation or crisis would be handled
training; definition of terms, illustrative examples, and practice

Question 2. Findings of research studies on organizations that lack an effective vision statement include all of the following EXCEPT _________________. 
Increased motivation to achieve financial rewards
higher employee turnover rates
lower levels of employee commitment
lower levels of perceived meaning and purpose of work among employees

Question 3. Soft components in the 7-S model _________________. 
are less strongly related to organizational culture than the hard components
include an emphasis on the competencies, skills, and expertise of employees
include strategy, speed, and sustainability
None of the above

Question 4. When deciding which possible strategy alternatives to implement, leaders may consider how much effort will be required and what level of impact is likely to occur, but effective combinations of effort and impact may vary for different organizations. Which statement accurately describes an effective strategy implementation for the given type of organization? 
Larger organizations where long-term results are desired can effectively implement strategies that require large amounts of effort but which have a large potential impact over time.
For a small organization even a high effort-low impact strategy should be implemented because small organizations need every positive effect that may occur.
Small effort-small impact strategies are popular with large organizations as a way to overcome employee resistance to change.
Organizations that quickly implement low effort-high impact strategies usually fail in the longer term because employees are no longer motivated to exert high effort in later strategic implementations.

Question 5. All of the following individuals are likely to have prestige power EXCEPT ______________. 
an experienced leader with a strong track record
a new hire from a competitive company or program
an inconsistent leader formally appointed to management
a leader with high seniority

Question 6. Finding a way for all parties to win rather than treating the discussion as a competitive situation where a win for one person translates into a loss for another is the key to __________________. 
strong performance
good negotiation
effective leadership
creating coalition

Question 7. In order to create a comprehensive strategy, a leader should _________________. 
ignore past organizational experience since a new strategy is being created
use business instincts and intuitive judgments rather than assessment data to guide the strategy
give minimal attention to business competitors since they will undoubtedly change over time
develop a clear understanding of the organization's core strengths

Question 8. A mission statement __________________. 
helps to show connections among organizations within an industry
does not help establish an organization's culture, unlike a vision statement
can help employees understand how they are working toward a common cause
All of the above

Question 9. In determining which potential risks should be addressed, the first priority should always be _____________. 
any risk with high impact
any risk which is considered highly probable
outlining all possible risks
a highly probable risk with high impact

Question 10. Which type of power relies on personal or relational power to get others to do what you want them to do? 
Soft power
Hard power
Specific power
General power