BUSI 310 test 2 Liberty University complete answers

BUSI 310 test 2 Liberty University complete answers

Buy this one and get an A grade for sure! Complete all different versions!

LUO TA and liberty university professor guide versions all the solutions are here.

 

Question 1 Traditional organizational structures include

Question 2 Effective planning will help an organization

Question 3 When an organization organizes employees by comparable duties, the organization is said to have a

Question 4 Which of the flowing is does NOT describe a well written policy?

Question 5 The first three stages of the formal planning process are

Question 6 Which of the following is NOT included in an organizational chart?

Question 7 The components of the internal control process are

Question 8 All of the following are advantages of a Matrix structure EXCEPT

Question 9 Concentration, vertical integration, conglomerate diversification, and concentric diversification are all types of

Question 10 Which of the following is NOT one of the three situational characteristics defined by Fiedler?

Question 11 The _____ studied the characteristics of a leader and the situation in which they were leading.

Question 12 Which type of leadership is most closely related to McGregor’s Theory X?

Question 13 Behavior theories only reflect the tendencies of a leader; they do not account for external influences.

Question 14 According to Path­Goal theory, substitutes for leadership include all of the following EXCEPT

Question 15 Which of the following characterizes a manager?

Question 16 Which type of leadership style results in subordinates exhibiting negative attitudes and lower performance because the leader has dissociated themselves from the subordinates?

Question 17 Which of the following is one of the five concepts that organizations must consider and accept in order to achieve greatness?

Question 18 ____ power is found inherent to a position.

Question 19 Match the following Question Selected Match

Evaluating the current condition of an organization and its capabilities to determine future plans.

An organizational structure where employees are grouped according to the product or service they produce.

A small number of people who have complementary skills committed to a common purpose, or performance goals.

The overarching goal of an organization used to guide management.

Anticipating as many future events as possible to formulate a course of action.

A formal statement expressing the purpose of the organization.

A picture of an organization’s future that works to build commitment of the organization’s goals.

The adding of new products or business unrelated to any of the organization’s products, markets, or business.

The adding of new products or business that produce similar products/services to the organization’s current products or business.

Made at the mid­level of an organization as a foundation for operational plans.

Outlines actions to be taken in certain events listing what is acceptable and not acceptable in the workplace.

Steps that employees take to ensure the successful completion of a task

Question 20 Match the following Question Selected Match

Makes decisions after having gathering input from subordinates.

Involves the creation of pleasant working environment by forecasting the needs of subordinates.

Leaders who operate at the level of greatness and want their organization continue to be successful after they have gone.

When a leader engages in two­way communication by providing socioemotional support.

Facilitating and establish overall direction, but allow subordinated to conduct daily operations.

Employs a domineering approach to leadership.

The ability of a leader to dispense rewards and punishment.

Assume that individuals are born with traits that are suited to leadership.

When a leader engages in one­way communication by explaining what each follower is to do, and when, where, and how tasks are to be accomplished.

Closely supervise and direct subordinates.

Question 21 Read John 14:10, I Timothy 1:15 and Matthew 4. From these verses and others with which you are familiar, what was the mission and vision of Jesus? Be specific as to what was his Mission and what was his Vision. How did knowing His personal mission and vision help when he was in the desert?

Question 22 From your reading of Ezekiel 36:16­28 and Proverbs 27:17 discuss the change process as it relates specifically to Lewin’s and Kotter’s change processes. Provide specific examples of each step in the change process.

 

·         Question 1

2 out of 2 points

 
 
 
All of the following are advantages of a Matrix structure EXCEPT
 
 
 
 
 
 
 
·         Question 2

2 out of 2 points

 
 
 
Effective planning will help an organization
 
 
 
 
 
 
 
·         Question 3

2 out of 2 points

 
 
 
Efficiency and effectiveness are incompatible goals that have a specified beginning and ending.
 
 
 
 
 
 
 
·         Question 4

2 out of 2 points

 
 
 
When a company adds new products or business that are unrelated to any of the organization’s products, markets, or business, the organization is employing
 
 
 
 
 
 
 
·         Question 5

2 out of 2 points

 
 
 
Traditional organizational structures include
 
 
 
 
 
 
 
·         Question 6

2 out of 2 points

 
 
 
Strategic plans that are made at mid-level of an organization are
 
 
 
 
 
 
 
·         Question 7

2 out of 2 points

 
 
 
Concentration, vertical integration, conglomerate diversification, and concentric diversification are all types of
 
 
 
 
 
 
 
·         Question 8

2 out of 2 points

 
 
 
The third step in the MBO process is
 
 
 
 
 
 
 
·         Question 9

2 out of 2 points

 
 
 
Which of the following is true of Scenario planning?
 
 
 
 
 
 
 
·         Question 10

2 out of 2 points

 
 
 
Which of the following characterizes a leader?
 
 
 
 
 
 
 
·         Question 11

2 out of 2 points

 
 
 
Behavior theories only reflect the tendencies of a leader; they do not account for external influences.
 
 
 
 
 
 
 
·         Question 12

2 out of 2 points

 
 
 
According to Vroom-Jago’s leadership theory, success is built upon the principles of character, competence, and trust.
 
 
 
 
 
 
 
·         Question 13

2 out of 2 points

 
 
 
According to the Vroom-Jago Model of decision making, which of the following is NOT a decision- making option?
 
 
 
 
 
 
 
·         Question 14

2 out of 2 points

 
 
 
According the Path-Goal theory,  ____           leadership involves subordinates in the decision-making process where information is freely exchanged between the two.
 
 
 
 
 
 
 
·         Question 15

2 out of 2 points

 
 
 
Which of the following is NOT one of the three situational characteristics defined by Fiedler?
 
 
 
 
 
 
 
·         Question 16

2 out of 2 points

 
 
 
The  _____  studied the characteristics of a leader and the situation in which they were leading.
 
 
 
 
 
 
 
·         Question 17

2 out of 2 points

 
 
 
The three different aspects of leadership are
 
 
 
 
 
 
 
·         Question 18

2 out of 2 points

 
 
 
When does an organization favor the leader-centered methods of decision making?
 
 
 
 
 
 
 
·         Question 19

21.5 out of 21.5 points

 
 
 
Match the following
 
 
 
o     
Question
Selected Match
 
H. 

Outline the steps that employees are to take in performing their job.
 
J. 

The process where an organization compares its performance against its competitors and high performing organizations.
 
D. 

When a company acquires a company that supplies products used in production.
 
K. 

The awareness of potential risks and developing plans for possible future conditions.
 
C. 

Gives managers the tools needed to effectively monitor progress towards an objective.
 
A. 

Actions that are taken to address risk affecting an organization’s ability to achieve its objectives.
 
E. 

A central organization that works together with assorted independent companies.
 
I. 

The number of workers who report directly to a supervisor or manager.
 
F. 

The point at which total sales revenues equal total costs.
 
B. 

Utilized to analyze trends and determine an organization’s financial numbers over a period of time.
 
G. 

The efficient transformation of an organization’s input in to the output of a product or service.
 
 
 
·         Question 20

21.5 out of 21.5 points

 
 
 
Match the following
 
 
 
o     
 
Selected Match
C. 

Makes decisions after having gathering input from subordinates.
G. 

Involves the creation of pleasant working environment by forecasting the needs of subordinates.
I. 

Leaders who operate at the level of greatness and want their organization continue to be successful after they have gone.
H. 

When a leader engages in two-way communication by providing socio-emotional support.
E. 

Facilitating and establish overall direction, but allow subordinated to conduct daily operations.
F. 

Employs a domineering approach to leadership.
D. 

The ability of a leader to dispense rewards and punishment.
A. 

Assume that individuals are born with traits that are suited to leadership.
B. 

When a leader engages in one-way communication by explaining what each follower is to do, and when, where, and how tasks are to be accomplished.
J. 

Closely supervise and direct subordinates.
 
 
 
 
 
 
 
·         Question 21

10 out of 10 points

 
 
 
From your reading in Genesis 1:7, 2:7; Exodus 40: 1 – 16; Jeremiah 23: 3 – 4; I Corinthians 12:28; and,
Romans 12: 3 – 8, what aspect of the management function of Organizing, as noted in Chapter 3 of the textbook, do these verses focus?  Provide specific examples from each verse.
 
 
 
 
 
 
 
·         Question 22

11 out of 11 points

 
 
 
From your reading of Matthew 27 and Mark 16, discuss the effect of the leaders on the group? Using two specific leadership theories from Chapter 4, explain what happened in each of these passages
 
 
 
 
 
 
 
 

Question 1

Which of the following is involved in inventory management?

Question 2

Traditional organizational structures include

Question 3

Bring in outside assessors, evaluating the team, performing risk analysis and implementing an early warning system are all steps that a _____ manager would need to take.

Question 4

The process by which an organization compares its performance against not only its competitors but also other high performing organizations is referred to as

Question 5

All of the following are advantages of a Matrix structure EXCEPT

Question 6

The third step in the MBO process is

Question 7

Concentration, vertical integration, conglomerate diversification, and concentric diversification are all types of

Question 8

The second step of the Spendolini Benchmarking Model is

Question 9

When an organization organizes employees by comparable duties, the organization is said to have a

Question 10

According the PathGoal theory, ____ leadership involves subordinates in the decisionmaking process where information is freely exchanged between the two.

Question 11

According to PathGoal theory, substitutes for leadership include all of the following EXCEPT

Question 12

Which of the following is one of the five concepts that organizations must consider and accept in order to achieve greatness?

Question 13

The _____ studied the characteristics of a leader and the situation in which they were leading.

Question 14

_____ is the belief than an employee will comply in exchange for rewards controlled by the supervisor.

Question 15

According to VroomJago’s leadership theory, success is built upon the principles of character, competence, and trust.

Question 16

Which type of leadership style results in subordinates exhibiting negative attitudes and lower performance because the leader has dissociated themselves from the subordinates?

Question 17

Behavior theories only reflect the tendencies of a leader; they do not account for external influences.

Question 18

According to the VroomJago Model of decision making, which of the following is NOT a decisionmaking option?

Question 21

From your reading in Numbers 11:16–30. Why did God empower the seventy leaders to work with Moses? According to the passage, what did the seventy leaders need to be effective? How is this still relevant today? Provide specific examples.

Question 22

From your reading of Ezekiel 36:1628 and Proverbs 27:17 discuss the change process as it relates specifically to Lewin’s and Kotter’s change processes. Provide specific examples of each step in the change process.

 

Internal controls

In a highly centralized organization

Which of the following is NOT one of the five lessons managers should apply to better understand and control risk

The components of the internal control process are

When an organization organizes employees by comparable duties, the organization is said to have a

Which of the following is NOT a step in the basic planning process

The goal of planning is to

Which of the flowing is does NOT describe a well written policy

The first three stages of the formal planning process are

Which of the following is NOT one of the three situational characteristics defined by Fiedler

According to Path-Goal theory, substitutes for leadership include all of the following EXCEPT

The transactional leadership method proves to be the more dynamic approach to leadership with a focus on individuals within the organization

When does an organization favor the leader-centered methods of decision making

Which of the following characterizes a manager

Which of the following is one of the five concepts that organizations must consider and accept in order to achieve greatness

When a leader engages in one-way communication by explaining what each follower is to do, and when, where, and how tasks are to be accomplished

Closely supervise and direct subordinates

Define subordinate assignments and provide direction but rely heavily on training

Include regularity of tasks and the availability of feedback

When a leader focuses on what the organization does best instead of the organization being the best

Proposed the theory of Servant Leadership

How a leader’s traits and behaviors within a given situation would impact leadership effectiveness

Proposed the theory of Principle-Centered leadership

The establishment of specific objectives and clear rules including detailed job assignments, providing comprehensive training, and creating well-defined operational structure

Based on the premise that a leader should have the ability to adapt different leadership styles to different leadership styles

Include clear, concise plans and formal rules and procedures

Measures the degree to which tasks, procedures, and goals are clear and unambiguous

Is most appropriately applied when subordinates are highly mature in task competence and commitment

Choose 2 of the following verses that deal with SWOT analysis: Matthew 20:23, 25:34, Luke 12:47, Luke 14:28–32. Address each component of a SWOT analysis and provide specific examples of each as found in Chapter 3 of the textbook.

From your reading of  Matthew 7:12 and  25:34–36 discuss why are the actions of man in those verses important? How do these requirements manifest themselves in the business environment? How do they provide a foundation of success?  Provide two specific theories found in Chapter 4 of the textbook and connect the theories to these verses.

 

The process by which an organization compares its performance against not only its competitors but also other high performing organizations is referred to as

Effective planning will help an organization

The third step in the MBO process is

The first three stages of the formal planning process are

Concentration, vertical integration, conglomerate diversification, and concentric diversification are all types of

The goal of planning is to

Which of the following is the major disadvantage of a Functional structure?

Which of the following is involved in inventory management?

Traditional organizational structures include

Which type of leadership style results in subordinates exhibiting negative attitudes and lower performance because the leader has dissociated themselves from the subordinates?

_____define subordinate assignments and provide direction but they rely heavily training and seek to pass their knowledge and skill on to the subordinate.

When does an organization favor the leader-centered methods of decision making?

The four levels of Principle-centered leadership are

Which of the following is NOT one of the three situational characteristics defined by Fiedler?

According to Vroom-Jago’s leadership theory, success is built upon the principles of character, competence, and trust.

Which of the following is NOT a trait necessarily associated with successful leaders?

Which type of leadership is most closely related to McGregor’s Theory X?

_____   is the belief than an employee will comply in exchange for rewards controlled by the supervisor.

 

Which of the following characterizes a leader?

Which of the following chracterizes a manager

The three different aspects of leadership are

___ power is found inherent to a position

People-oriented leaders

Behavior theories only reflect the tendencies of a leader; they do not account for external influences

The ____ studied the characteristics of a leader and the situation in which they were leading

Task structure can be either strong or weak and measures the degree to which tasks, procedures, and goals are clear and unambiguous

The key to ____ leadership is to put the leader's style in situations where the style is the most effective

WHich leadership model states that leadership style is affected on task behavior and relationship behavior?

The ability and willingness of a person to take responsibility for directing their own actions in relation to a specific task is known as

According the Path-Goal theory, _____ leadership involves subordinates in the decision-making process where information is freely exchanged between the two.

According to Path-Goal theory, substitutes for leadership include all of the following EXCEPT

According to the Vroom-Jago Model of decision making, which of the following is Not a decision-making option?

The transactional leadership method proves to be more dynamic approach to leadership with a focus on individuals within the organization.

A common trait of the transformational leader is

WHich of the following is one of the five concepts that organizations must consider and accept in order to achieve greatness

The four levels of Principle- centered leadership are

Which of the following characterizes a leader

The  _____  studied the characteristics of a leader and the situation in which they were leading

According the Path-Goal theory,  ____           leadership involves subordinates in the decision-making process where information is freely exchanged between the two

Evaluating the current condition of an organization and its capabilities to determine future plans

An organizational structure where employees are grouped according to the product or service they produce

A small number of people who have complementary skills committed to a common purpose, or performance goals

The overarching goal of an organization used to guide management

Anticipating as many future events as possible to formulate a course of action

A formal statement expressing the purpose of the organization

A picture of an organization’s future that works to build commitment of the organization’s goals

The adding of new products or business unrelated to any of the organization’s products, markets, or business

The adding of new products or business that produce similar products/services to the organization’s current products or business

Made at the mid-level of an organization as a foundation for operational plans

Outlines actions to be taken in certain events listing what is acceptable and not acceptable in the workplace

Steps that employees take to ensure the successful completion of a task

Outline the steps that employees are to take in performing their job

The process where an organization compares its performance against its competitors and high performing organizations

When a company acquires a company that supplies products used in production.

The awareness of potential risks and developing plans for possible future conditions

Gives managers the tools needed to effectively monitor progress towards an objective

Actions that are taken to address risk affecting an organization’s ability to achieve its objectives

A central organization that works together with assorted independent companies

The number of workers who report directly to a supervisor or manager.

The point at which total sales revenues equal total costs

Utilized to analyze trends and determine an organization’s financial numbers over a period of time

The efficient transformation of an organization’s input in to the output of a product or service

Makes decisions after having gathering input from subordinates

Involves the creation of pleasant working environment by forecasting the needs of subordinates

Leaders who operate at the level of greatness and want their organization continue to be successful after they have gone

When a leader engages in one-way communication by explaining what each follower is to do, and when, where, and how tasks are to be accomplished

Facilitating and establish overall direction, but allow subordinated to conduct daily operations

Employs a domineering approach to leadership

The ability of a leader to dispense rewards and punishment

Assume that individuals are born with traits that are suited to leadership

 

According to Convey, which of the following is NOT considered a characteristic of principle-centered leaders?

The three steps in the change process described by Kurt Lewin are

Which of the following was in one of John Kotter's eight steps leading to organizational change?

An organization's code of ethics should

WHich of the following is NOT a step in the basic planning process

The ____ is the reason that an organization exists

The second step of the Spendolini Benchmarking Model is

Concentration, vertical integration, conglomerate diversification, and concentric diversification are all types of

Strategic plans that are made at mid-level of an organization are

When a compnay adds new products or business that are unrelated to any of the organization's products, markets, or business, the organizion is employing

Which of the flowing is does not describe a well written policy

Bring in ouside assesors, evaluating the team, performing risk analysis and implmenting an early warning system are all steps that a ______ manager would need to take

Which of the following is true of scenario planning

The components of the internal control process are

Formal discipline can include

Which of the following is NOT included in an organizational chart

All of the following are advantages of a Matrix structure EXCEPT

Which of the following is the major disadvantage of a Functional structure

In a highly centralized organization

 

Evaluating the current condition of an organization and its capabilities to determine future plans.

An organizational structure where employees are grouped according to the product or service they produce.

A small number of people who have complementary skills committed to a common purpose, or performance goals.

The overarching goal of an organization used to guide management.

Anticipating as many future events as possible to formulate a course of action.

A picture of an organization’s future that works to build commitment of the organization’s goals

The adding of new products or business unrelated to any of the organization’s products, markets, or business.

The adding of new products or business that produce similar products/services to the organization’s current products or business.

Made at the mid-level of an organization as a foundation for operational plans.

Outlines actions to be taken in certain events listing what is acceptable and not acceptable in the workplace.

Steps that employees take to ensure the successful completion of a task

Outline the steps that employees are to take in performing their job.

The process where an organization compares its performance against its competitors and high performing organizations

When a company acquires a company that supplies products used in production.

The awareness of potential risks and developing plans for possible future conditions.

Is most appropriately applied when subordinates are highly mature in task competence and commitment.

From your reading in Genesis 1:7, 2:7; Exodus 40: 1 – 16; Jeremiah 23: 3 – 4; I Corinthians 12:28; and,
Romans 12: 3 – 8, what aspect of the management function of Organizing, as noted in Chapter 3 of the textbook, do these verses focus?  Provide specific examples from each verse.

From your reading of Exodus 20:1 – 17,  Deuteronomy 6:5; 10:12, provide specific examples of how these requirements manifest themselves in the business environment.  Provide two specific theories found in Chapter 4 of the textbook and connect the theories to how those verses provide a foundation for success.

 

The second step of the Spendolini Benchmarking Model is

The first three stages of the formal planning process are

The components of the internal control process

The third step in the MBO process is

Which of the following is NOT included in an organizational chart?

Internal controls

The ____ is the reason that an organization exists.

Strategic plans that are mad at mid-level of an organization are

Formal discipline can include

_____ Define subordinate assignments and provide direction but they rely heavily training and seek to pass their knowledge and skill on to the subordinate.

Task structure can be either strong or weak and measures the degree to which tasks, procedures and goals are clear and unambiguous.

People-oriented leaders

The three different aspects of leadership are

When does an organization favor the leader-centered methods of decision making?

_____ power is found inherent to a position.

_____ is the belief that an employee will comply in exchange for rewards controlled by the supervisor.

According the Path-Goal theory, _____ leadership involved subordinates in the decision-making process where information is freely exchanged between the two.

Which of the following is one of the five concepts that organizations must consider and accept in order to achieve greatness?

Evaluating the current condition of an organization and its capabilities to determine future plans.

An organizational structure where employees are grouped according to the product or service they produce.

A small number of people who have complementary skills committed to a common purpose, or performance goals.

The overarching goal of an organization used to guide management.

Anticipating as many future events as possible to formulate a

A formal statement expressing the purpose of the organization

A picture of an organization's future that works to build commitment of the organization's goals.

The adding of new products or business unrelated to any of the organization's products, markets, or business.

The adding of new products or business that produce similar products/services to the organization's current products or business.

Made at the mid-level of an organization as a foundation for operational plans.

Outlines actions to be taken in certain events listing what is acceptable and not acceptable in the workplace.

Gives managers the tools needed to effectively monitor progress towards an objective.

Actions that are taken to address risk affecting an organization’s ability to achieve its objectives.

A central organization that works together with assorted independent companies.

The number of workers who report directly to a supervisor or manager.

The point at which total sales revenues equal total costs.

Utilized to analyze trends and determine an organization’s financial numbers over a period of time.

The efficient transformation of an organization’s input in to the output of a product or service.

Makes decisions after having gathering input from subordinates.

Involves the creation of pleasant working environment by forecasting the needs of subordinates.

Leaders who operate at the level of greatness and want their organization continue to be successful after they have gone.

When a leader engages in two-way communication by providing socio-emotional support.

Facilitating and establish overall direction, but allow subordinated to conduct daily operations.

Employs a domineering approach to leadership.

The ability of a leader to dispense rewards and punishment.

Assume that individuals are born with traits that are suited to leadership.

When a leader engages in one-way communication by explaining what each follower is to do, and when, where, and how tasks are to be accomplished.

Closely supervise and direct subordinates.

Define subordinate assignments and provide direction but rely heavily on training.

Include regularity of tasks and the availability of feedback.

When a leader focuses on what the organization does best instead of the organization being the best.

Proposed the theory of Servant Leadership

How a leader’s traits and behaviors within a given situation would impact leadership effectiveness.

Proposed the theory of Principle-Centered leadership.

The establishment of specific objectives and clear rules including detailed job assignments, providing comprehensive training, and creating well-defined operational structure.

Based on the premise that a leader should have the ability to adapt different leadership styles to different leadership styles.

Include clear, concise plans and formal rules and procedures.

Measures the degree to which tasks, procedures, and goals are clear and unambiguous.

 

Steps that employees take to ensure the the successful completion of a task.

Outline the steps that employees are to take in performing their job.

The process where an organization compares its performance against its competitors and high performing organizations.

When a company acquires a company that supplies products used in production.

The awareness of potential risks and developing plans for possible future conditions.

Gives managers the tools needed to effectively monitor progress towards an objective

Actions that are taken to address risk affecting an organization's ability to achieve its objectives

A central organization that works together with assorted independent companies.

The number of workers who report directly to a supervisor or manager.

The point at which total sales revenues equal total costs.

Utilized to analyze trends and determine an organization's financial numbers over a period of time.

The efficient transformation of an organization's input in to the output of a product or service.

Makes decisions after having gathering input from subordinates.

Involves the creation of pleasant working environment by forecasting the needs of subordinates.

Leaders who operate at the level of greatness and want their organization continue to be successful after they have gone

Bring in outside assessors, evaluating the team, performing risk analysis and implementing an early warning system are all steps that a _manager would need to take.

Which of the following is true of Scenario planning?

Which of the following is NOT one of the five lessons managers should apply to better understand and control risk?

Which of the following is involved in inventory management?

When an organization organizes employees by comparable duties, the organization is said to have a

All of the following are advantages of a Matrix structure except

A central organization that works together with assorted independent companies as if they were a single operation is a

Traditional organizational structures include

Which of the following is the major disadvantage of a Functional structure?

In a highly centralized organization

Which of the following characterizes a leader?

Which of the following characterizes a manager?

Which type of leadership style results in subordinates exhibiting negative attitudes and lower performance because the leader has dissociated themselves from the subordinates?

Which type of leadership is most likely related to McGregor's Theory X?

Which of the following is NOT a trait necessarily associated with successful leaders?

Behavior theories only reflect the tendencies of a leader; they do not account for external influences.

The _ studied the characteristics of a leader and the situation in which they were leading.

Which of the following is NOT one of the three situational characteristics defined by Fiedler?

The key to _ leadership is to put the leader's style in situations where the style is the most effective.

Which leadership model states that leadership style is affected on task behavior and relationship behavior?

The ability and willingness of a person to take responsibility for directing their own actions in relation to a specific task is known as

According to Path-Goal theory, substitutes for leadership include all of the following EXCEPT

According to the Vroom-Jago Model of decision making, which of the following is NOT a decision-making option?

The transactional leadership method proves to be the more dynamic approach to leadership with a focus on individuals within the organization

A common trait of the transformational leader is

According to Vroom-Jago's leadership theory, success is built upon the principles of character, competence, and trust.

The four levels of Principle-centered leadership are

According to Covey, which of the following is NOT considered a characteristic of principle-centered leaders?

The three steps in the change process decribed by Kurt Lewin are

Which of the following was one of John Kotter's eight steps leading to organizational change?

An organization's code of ethics should

 

When a leader engages in two-way communication by providing socio-emotional support.

Facilitating and establish overall direction, but allow subordinated to conduct daily operations.

Employs a domineering approach to leadership.

The ability of a leader to dispense rewards and punishment.

Assume that individuals are born with traits that are suited to leadership.

When a leader engages in one-way communication by explaining what each follower is to do, and when, where, and how tasks are to be accomplished.

Closely supervise and direct subordinates.

Define subordinate assignments and provide direction but reply heavily on training.

Include regulatory of tasks and the availability of feedback

When a leader focuses on what the organization does best instead of the organization.

Proposed the theory of Servant Leadership.

How a leader's traits and behaviors within a given situation would impact leadership effectiveness

Proposed the theory of Principle-Centered leadership.

The establishment of specific objectives and clear rules including detailed job assignments, providing comprehensive training, and creating well-defined operational structure.

Based on the premise that a leader should have the ability to adapt different leadership styles to different leadership styles.

Include clear, concise plans and formal rules and procedures.

Measures the degree to which tasks, procedures, and goals are clear and unambiguous.

Is most appropriately applied when subordinates are highly mature in task competence and commitment.

Increase revenues; Satisfy owner requirements; Successfully formulate course of action

Effective planning will help an organization

Concerning effective planning, it can be said that failing to organize is planning to fail.

Which of the following is NOT a step in the basic planning process?

Efficiency and effectiveness are incompatible goals that have a specified beginning and ending.

The process by which an organization compares its performance against not only its competitors but also other high performing organizations is referred to as

Concentration, vertical integration, conglomerate diversification, and concentric diversification are all types of

When a company adds new products or business that are unrelated to any of the organization's products, markets, or business, the organization is employing

Which of the following does NOT describe a well written policy? Complete, Objective, Subjective, Coherent

 
Powered by