Your Results:

The correct answer for each question is indicated by a .

1
INCORRECT


An example of ethical behavior occurs in the opening case about Duke
Energy, its executives, and their relationship with state energy regulators.


A)
True


B)
False

2
INCORRECT

The leadership perspective in which leaders take the best of different
philosophies and business practices while avoiding the negatives is known
as omnicentric.


A)
True


B)
False

3
INCORRECT

In the _______ stage of integrative thinking, the decision-maker uses a
mental map to arrange a sequence of decisions that will lead to a specific
outcome.


A)
architecture


B)
salience


C)
causality


D)

resolution

4 CORRECT


A leader who has personal attributes or charisma that influence
subordinates and make them devoted to that leader possesses __________
power.


A)
information


B)
referent


C)
expert


D)

legitimate

5 CORRECT


Too much emotional intelligence can result in difficulty making tough
decisions that will the feelings of others.


True
A)


B)
False
.

6 CORRECT


According to Peter Senge, it is no longer possible for anyone at the top of
the organization to figure it all out. Integrated thinking and acting must
take place at all levels of the organization.


A)
True


B)
False

7 CORRECT


________ benchmarking endeavors to determine best practices, regardless
of industry.


A)
competitive


B)
process


C)
functional


D)

non-interfering

8 CORRECT


The methods used in a compliance-based approach to organizational ethics
include education, reduced discretion, auditing and controls, and penalties.


A)
True


B)
False

9 CORRECT


Which of the following is NOT a key element in developing a highly ethical
organization?


A)
corporate credos and codes of conduct


B)
role models


C)
external reporting obligations


D)

policies and procedures

10
CORRECT

The Sarbanes-Oxley Act of 2002 provides considerable legal protection to
employees of publicly traded companies who report unethical or illegal
practices.


A)
True


B)
False
Your Results:
The correct answer for each question is indicated by a .
1 CORRECT


Structure provides a means of balancing two conflicting forces: a need for
the division of tasks into meaningful groupings and the need to integrate
such groupings in order to ensure efficiency and effectiveness.


A)
True


B)
False

2
INCORRECT


The strategic business unit and holding company structures are variations
of a modular organizational structure.


A)
True


B)
False

3 CORRECT


Firms following multidomestic strategies are driven by ________and
______ imperatives that require managers to respond to local conditions.


A)
political and economic


B)
economic and functional


C)
global and functional


D)

political and cultural

4 CORRECT


Firms pursuing a differentiation strategy should base its incentives and
rewards on behavioral measures rather than set quantitative criteria.


A)
True


B)
False

5
INCORRECT


Firms that follow related diversification strategies have intense needs for
loose interdependencies among the functional areas and business units.


A)
True


B)
False

6
INCORRECT

The term boundaryless as applied to organizational structure implies that
all internal and external boundaries vanish completely; they become more
open and permeable.


A)
True


B)
False

7
INCORRECT

One of the potential downsides of the ______________ structure is the
difficulty in overcoming political and authority boundaries inside and outside
the organization.


A)
divisional


B)
modular


C)
barrier-free


D)

virtual

8
INCORRECT

Reebok contracts out manufacturing, thus enabling it to focus on its
strengths in designing and marketing high-tech, fashionable footwear. This
exemplifies a _________organization.


A)
functional


B)
barrier-free


C)
virtual


D)

modular

9
INCORRECT


Which of the following is NOT a strategic concern when using outsourcing?


A)
development of the wrong skills


B)
loss of cross-functional skills


C)
loss of control over a rival


D)

loss of power over a supplier

10
INCORRECT


Firms that do not achieve both adaptability and alignment are considered
ambidextrous organizations.


A)
True


B)
False