answer 33 principles of manangment questions.chapter 12-17 of Harvard business review ovans,porter Maxwell,thomas and maxwell etc

Help me study for my Management class. I’m stuck and don’t understand.

will include questions on chapter 12-17 of Harvard business review ovans,porter Maxwell,thomas and maxwell etc
QUESTION 1
Which financial statement has the greatest bearing on a manager’s job?
income statement
statement of cash flows
balance sheet
budget
3 points
QUESTION 2
If the statement, “We are all on the same team, with our differences—not despite them” characterizes your attitude, you are likely to embrace which of the following diversity paradigms?
learning-and-effectiveness
access-and-legitimacy
discrimination-and-fairness
engagement-and-encouragement
3 points
QUESTION 3
When you connect with a colleague to resolve differences between the two of you, begin by
letting your adversary speak first,… the person who speaks last is the one who is likely to shape the debate
explaining that if the two of you can’t find a quick solution to your differences, you will be forced to upline the problem
finding common ground by discussing non-work issues in which you are expected to agree (like your favorite football team or the weather)
summarizing each other’s ideas or concerns—in good faith
3 points
QUESTION 4
10-Qs are
filed on an annual basis by all publicly traded companies
filed on an annual basis by all foreign-owned businesses
filed by all businesses on a quarterly basis
filed by publicly traded businesses on a quarterly basis
3 points
QUESTION 5
According to Bruce Henderson, competitive advantage is found in:
the common goals and objectives that a leader and his/her employees share
the great ideas that are generated by the member of the C-Suite
the differences between you and your competitors that form the basis of your advantage
green ocean environments
3 points
QUESTION 6
Psychologists have an explanation for why good problem formulation can be, it is rarely practiced….
the brain is prone to leaping straight from a situation to a solution without pausing to define the problem clearly
it is a function of intellect, and most people don’t have the brain power
employees are spending most of their time in discipline-focused classes, and not in the kinds of classes that round out their understanding
the limbic system competes with the brain, thereby short-circuiting the formulation process
3 points
QUESTION 7
Edgar Schien identifies culture as
a pattern of basic assumptions—invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration—that has worked well enough to be considered valid
the growth that is found in a petri dish
manners that managers develop (usually as a part of their early childhood development)
managerial arrogance that creates a wall between bosses and their subordinates
3 points
QUESTION 8
If introverts are energized by reflection, extroverts thrive on
events and believe there are no strangers in the world, just a lot of people they haven’t met yet
showing off to a crowd
dominating their environment
the praise of peers and supervisors
3 points
QUESTION 9
To gauge a prospective employee’s potential, you should ask
what do you do to broaden your thinking, experience, or personal development?
what steps do you take to seek out the unknown?
how do you react when someone challenges you?
all of the above
3 points
QUESTION 10
Control has been historically defined as
how close a unit/organization reaches the financial goals set for it
the degree of management engagement in a unit’s activities
another word for Theory X management
the systems that a manager puts in place to achieve organizational goals
3 points
QUESTION 11
To gauge experience and competencies of a prospective employee, what might you ask in an interview?
how well did you do in your college stem classes?
what three things in the past six months are you the most proud of?
what extracurricular activities were you involved in, and did you ever serve in a leadership position?
what would your closest friends say when asked about your leadership potential?
3 points
QUESTION 12
To Michael Porter, the least desirable position for a business to be in is
stuck in the middle
leader of the pack
out in left field
behind the 8 ball
3 points
QUESTION 13
Chan Kim and Renée Mauborgne describe those markets where there are many competitors fight for a finite share of the market
red oceans
unsettled waters
green oceans
closed constellations
3 points
QUESTION 14
To preserve diversity and reconcile differences, a manager should make sure that team members
allow every member to relate on their own terms
have a clear picture of what being a good team member looks like
let an image of good team practices evolve to fit the circumstances
minimize conflict
3 points
QUESTION 15
Resumes are great at
showcasing a prospective employee’s hard skills, but seldom their soft ones
providing the who, what, where, why information about a prospective employee
identifying ideal candidates for a job
demonstrating a candidate’s potential to grow
3 points
QUESTION 16
What is the progress principle?
you will never soar with the eagles if you have to work with a bunch of turkeys
when you place the company’s progress first, yours will naturally fall into place
the more frequently people experience that sense of progress, the more likely they are to be creatively productive in the long run
if you don’t have a plan for rising through the ranks, it is not likely that good things will just happen
3 points
QUESTION 17
Porter argues that finding your strategic position comes from which of the following?
performing similar activities in different ways
creating unique value propositions
reducing time from development to marketplace
creating the most creative work environment
3 points
QUESTION 18
Ghosting (in the context of virtual teams) can best be managed by
determining who covers for a team member who is not performing
reporting the non-participating member to the boss
docking non-participating team members a portion of their pay
setting an email policy, stipulating how quickly people should answer emails and return calls and regular check-ins over text or Messenger
4 points
QUESTION 19
The best business cases
aren’t the product of one person’s genius but collaboration between colleagues
are generated by well-educated and experienced managers
often come as a result of a serendipitous experience
are the ones that have the potential to change the world
3 points
QUESTION 20
The Big-5 Personality tests all of the following except
openness
conscientiousness
extroversion
intellect
3 points
QUESTION 21
If your professor said, “The role of a manager is to minimize all conflict on the team,” how would you respond?
Got it! I realize that conflict will ultimately tear a team apart
Not so. The trick is to facilitate constructive conflicts and resolving harmful ones I disagree.
Teams work better with a little tension than with none at all
I agree. A manager produces synergistic results when she/he can mute conflict so that organizational goals can be accomplished
3 points
QUESTION 22
A good place to start your development of a strategy is by
considering all the obstacles that exist between you and your ultimate destination
surveying your employees for ideas
using swot analysis
identifying empty spots in the market place overlooked by the competition
3 points
QUESTION 23
When can “jumping to conclusions” be an effective approach to problem solving?
when experts facing extreme time pressure, like fighting a fire or performing emergency surgery
when arguments among team members have brought a planning/ problem solving process to a screeching halt
when the manager is actively engaged in the planning/problem solving process
when the consequences of a poor decision are not significant
3 points
QUESTION 24
The balanced scorecard achieved popularity in
the Execution Era, when the balance sheet was first developed
the Expertise Era, when business people started borrowing sports metaphors to describe financial statements
the Empathy Era, when managers realized that there were more ways to assess manager effectiveness than the bottom line
academia, because it distinguished between the information that managers get from income statements with those that come from 10-Qs
3 points
QUESTION 25
The goal is for your team members to
avoid becoming so preoccupied with the social dynamics of the team that they can’t focus on its organizational objectives
get the team inter-relationships right first; then, get to work
become self-aware enough to manage their frustrations without forming implacable grudges
check their idiosyncrasies at the door and focus on the task at hand
3 points
QUESTION 26
What is the easiest way to find information about a publicly traded company?
search the internet for the business’ most recent 10-Q
calling the company customer service hotline and requesting a copy of its financials
calling your local librarian for a reference
search through the Wall Street Journal
3 points
QUESTION 27
Michael Porter says there are 3 generic competitive strategies. Which one of the following is not one of the 3?
cost leadership
differentiation
focus
killer culture
3 points
QUESTION 28
Borrowing from one of Warren Bennis’ famous quotes, the authors of your Handbook say that while managers focus on doing things right, those at the strategic level focus on
focusing on the bottom line
doing the right things
recruiting the best people
watching the employees with an eagle eye
3 points
QUESTION 29
The authors of your Handbook make clear that people must first accept
the message before they accept the messenger
the messenger before they accept the message
the company’s strategic vision before the manager’s plans that get them there
the fairness of the compensation system before the company strategy
3 points
QUESTION 30
Managers are increasingly using ________ to assess a prospective employee’s soft skills.
platform presence
standardized tests
grades in ELA, social studies and the arts
church attendance
3 points
QUESTION 31
What must Good-to-Great leaders get right?
if you begin with the “who,” rather than the “what,” you can more easily adapt to a changing world.
if you have the right people on the bus, the problem of how to motivate and manage people largely goes away.
if you have the wrong people, it doesn’t matter whether you discover the right direction
all of the above
3 points
QUESTION 32
Rule #1 for resolving conflict?
find someone who can arbitrate
upline your concerns before your adversary does
respectfully confront the colleague you disagree with before bringing others into the conflict
get your facts straight,… arguing against the facts will weaken your adversary’s position
3 points
QUESTION 33
Breakthrough ideas and technologies sometimes come from
experienced hands
relative newcomers who weren’t experienced enough to “know better”
people who respond to gestalt moment
balancing exploration with emotional intelligence
3 points
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