Employees and Stakeholders Objective Assignment

Employees and Stakeholders Objective Assignment

1. Once a plan is developed, is critical as it allows for. (Points : 1)communication; a clear understanding of what to expect should the crisis occurtiming; employees and stakeholders to see a clear link between the crisis and the planleadership; consumers to know how the situation or crisis would be handledtraining; definition of terms, illustrative examples, and practiceQuestion 2. 2. Findings of research studies on organizations that lack an effective vision statement include all of the following EXCEPT . (Points : 1)Increased motivation to achieve financial rewardshigher employee turnover rateslower levels of employee commitmentlower levels of perceived meaning and purpose of work among employeesQuestion 3. 3. Soft components in the 7-S model . (Points : 1)are less strongly related to organizational culture than the hard componentsinclude an emphasis on the competencies, skills, and expertise of employeesinclude strategy, speed, and sustainabilityNone of the aboveQuestion 4. 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? (Points : 1)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. 5. All of the following individuals are likely to have prestige power EXCEPT . (Points : 1)an experienced leader with a strong track recorda new hire from a competitive company or programan inconsistent leader formally appointed to managementa leader with high seniorityQuestion 6. 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 . (Points : 1)strong performancegood negotiationeffective leadershipcreating coalitionQuestion 7. 7. In order to create a comprehensive strategy, a leader should . (Points : 1)ignore past organizational experience since a new strategy is being createduse business instincts and intuitive judgments rather than assessment data to guide the strategygive minimal attention to business competitors since they will undoubtedly change over timedevelop a clear understanding of the organizations core strengthsQuestion 8. 8. A mission statement . (Points : 1)helps to show connections among organizations within an industrydoes not help establish an organizations culture, unlike a vision statementcan help employees understand how they are working toward a common causeAll of the aboveQuestion 9. 9. In determining which potential risks should be addressed, the first priority should always be . (Points : 1)any risk with high impactany risk which is considered highly probableoutlining all possible risksa highly probable risk with high impactQuestion 10. 10. Which type of power relies on personal or relational power to get others to do what you want them to do? (Points : 1)Soft powerHard powerSpecific powerGeneral power


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