Reference no: EM132206225

1. Why is it difficult for people to change their existing models of management?

a. They are almost always rewarded for behaving in ways that are consistent with their existing management models

b. They are rarely in situations where their existing models of management fail to work as expected

c. There are no real differences in management models, so there is no reason for them to change their existing management model

d. There are no sources of information available to them about alternative management models

e. Their identities and emotions are too closely tied with the management models they have used in the past

2. Which management model in the competing values framework includes competencies that relate to reducing information overload and improving information flows, working with people in different parts of the organization, managing projects, evaluating performance, and making sure employees comply with rules and regulations?

a. Internal Process

b. Emotional Intelligence

c. Rational Goal

d. Open Systems

e. Human Relations

3. The book is organized around a five step learning process called the ALAPA model. Which of the following is NOT one of the steps in the ALAPA model?

a. Assessment

b. Learning

c. Analysis

d. Argumentation

e. All of the following are part of the model

4. Which of the following is a warrant?

a. Two students were seen studying together in the library the day before a major examination

b. Two students cheated on the exam

c. Two students in the same class turned in exams with the same answers

d. Two students were seen talking during the exam

e. Students who talk during an exam and who have matching papers are usually cheating

5. All of the following are disadvantages of involving employees in the decision making process EXCEPT?

a. When group members are overly cohesive, they may also become overly concerned with gaining consensus and suffer from groupthink.

b. Employees are often able to identify potential obstacles to implementing a decision as well as ways to avoid them.

c. If meetings are not well structured, individuals with appropriate expertise may fail to contribute to the discussion.

d. If employees do not have the proper expertise, participative decision making will likely result in a low-quality decision.

e. If meetings are not well structured, individuals with little or insufficient knowledge can over-contribute and dominate the discussion.