3 Brightspace I X 2 A #1 - INDIVIDUAL- Requires Respondus LockDown Browser Mark Ikpuri: Attempt 1 it: 2:30:00 Time Left:2:20:36 Question 7 (2 points) = ) Listen In the self management model (based on the Morning Star company), if someone said, "Define roles broadly, give individuals the authority to act, and make sure they get lots of recognition when they help others." Which gain would most likely result from such behaviour? More loyalty More flexibility More expertise More initiative More collegiality D View hint for Question 7 Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 7 of 33 Submit Quiz 0 of 33 questions saved 203Brightspace x 3 1 - INDIVIDUAL- Requires Respondus LockDown Browser 2:30:00 Time Left:2:20:31 Mark Ikpuri: Attempt 1 Question 8 (2 points) Listen The self management model (based on the Morning Star company) has several core considerations. Which of the following is NOT one of them? O Rely on clear targets, and transparent data Make the mission the boss Provide robust automation systems Empower everyone-truly Encourage competition for impact, not for promotions D View hint for Question 8 Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 8 of 33 Submit Quiz 0 of 33 questions saved 203 rightspace xCO A INDIVIDUAL- Requires Respondus LockDown Browser 0:00 Time Left:2:20:26 Mark Ikpuri: Attempt 1 Question 9 (2 points) =)Listen In the self management model (based on the Morning Star company), if someone said, "Structures need to appear and disappear based on the forces that are acting on the organization. When people are free to act, they are also able to sense those forces and act in ways that fit best with the reality. " Which gain would most likely result from such behaviour? More expertise More loyalty More collegiality More flexibility More initiative D View hint for Question 9 Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 9 of 33X2 A INDIVIDUAL- Requires Respondus LockDown Browser Time Left:2:19:49 Mark Ikpuri: Attempt 1 0:00 Question 11 (2 points) )Listen SAME STORY REPEATED An innovative and entrepreneurial digital marketing firm (IEDMF) wanted to become involved in work beyond what their current capabilities would allow. So, they actively pursued a larger and aggressive company (LAC) to buy them over. The Acquisitions Group within LAC have completed their assessment of IEDMF and finalized the terms of the offer that LAC should present to IEDMF owners. The CEO of LAC then submitted an acquisition plan to the Board of Directors of LAC a month ago. It showed powerful synergies that IEDMF would gain. The review process will be complete only when the board formally approves the purchase. The LAC Board is acting, as normal, within its mandate. It is representing the interests of the LAC shareholders as best as it can. It wants to ensure that the purchase of IEDMF adds substantial value for LAC shareholders. The purchase must be approved by the LAC Board before LAC employees can begin to work with IEDMF staff as fully integrated co-workers. The CEO of LAC had announced to her C-level team, last week, that the Board approval would likely come from the LAC board on Friday of that week. It was now the following Monday. The CEO had just received her regular Monday morning status update from her CMO. In that update, the CMO advised the CEO that LAC's current and highly strategic Go-to-Market plan for a major new product (Alpha-Z) was really in an idle state as of now. It could not proceed as planned, with all the originally intended actions, until the incoming IEDMF staff were fully integrated into LAC. The CMO made it clear that the integration of the new staff-meaning, the Board approval and finalization of the acquisition of IEDMF-needed to happen immediately. If that approval were delayed any further, the scope and schedule of the Alpha-Z marketing plan would be severely affected. The widely approved strategic direction was, and still is, to launch the full Alpha-Z plan. [Assuming that all factors are true, as stated in the story above] the impact of the incoming IEDMF staff on the Alpha-Z plans will reflect a: DEMAND by the CEO and a DEMAND on existing LAC employees "DEMAND on the CEO and a CHOICE by the CMO DEMAND on the Board and a CONSTRAINT on the CMO CONSTRAINT for the LAC employees and a CONSTRAINT for the CMO CHOICE by the Board and a DEMAND by the CEO &Brightspace O X 2 A #1 - INDIVIDUAL- Requires Respondus LockDown Browser imit: 2:30:00 Time Left:2:19:20 Mark Ikpuri: Attempt 1 5: Question 12 (2 points) )Listen SAME STORY REPEATED An innovative and entrepreneurial digital marketing firm (IEDMF) wanted to become involved in work beyond what e 6: their current capabilities would allow. So, they actively pursued a larger and aggressive company (LAC) to buy them over. The Acquisitions Group within LAC have completed their assessment of IEDMF and finalized the terms of the offer that LAC should present to IEDMF owners. The CEO of LAC then submitted an acquisition plan to the Board of Directors of LAC a month ago. It showed powerful synergies that IEDMF would gain. The review process will be complete only when the board formally approves the purchase. The LAC Board is acting, as normal, within its mandate. It is representing the interests of the LAC shareholders as ge 7: best as it can. It wants to ensure that the purchase of IEDMF adds substantial value for LAC shareholders. The purchase must be approved by the LAC Board before LAC employees can begin to work with IEDMF staff as fully integrated co-workers. The CEO of LAC had announced to her C-level team, last week, that the Board approval would likely come from the LAC board on Friday of that week. It was now the following Monday. The CEO had just received her regular Monday morning status update from her CMO. In that update, the CMO advised the CEO that LAC's current and highly strategic Go-to-Market plan for a major Page 8: new product (Alpha-2) was really in an idle state as of now. It could not proceed as planned, with all the originally intended actions, until the incoming IEDMF staff were fully integrated into LAC. The CMO made it clear that the integration of the new staff-meaning, the Board approval and finalization of the acquisition of IEDMF-needed to -- Nappen immediately. If that approval were delayed any further, the scope and schedule of the Alpha-Z marketing plan would be severely affected. The widely approved strategic direction was, and still is, to launch the full Alpha-Z plan. Page 9: Assuming that all factors are true, as stated in the story above] The decision by IEDMF leadership to a) seek a buyer to b) be able to work beyond their current capabilities reflects a: a) a CHOICE driven by b) a CONSTRAINT Page 10: ( a) a CHOICE driven by b) a DEMAND 10 a) a CONSTRAINT driven by b) a DEMAND a) a CONSTRAINT based on b) a CONSTRAINT a) a DEMAND driven by b) a CHOICE 9 Q W 70I X 2 A #1 - INDIVIDUAL- Requires Respondus LockDown Browser t: 2:30:00 Time Left:2:18:59 Mark Ikpuri: Attempt 1 SAME STORY REPEATED An innovative and entrepreneurial digital marketing firm (IEDMF) wanted to become involved in work beyond what their current capabilities would allow. So, they actively pursued a larger and aggressive company (LAC) to buy them over. The Acquisitions Group within LAC have completed their assessment of IEDMF and finalized the terms of the offer that LAC should present to IEDMF owners. The CEO of LAC then submitted an acquisition plan to the Board of Directors of LAC a month ago. It showed powerful synergies that IEDMF would gain. The review process will be complete only when the board formally approves the purchase. The LAC Board is acting, as normal, within its mandate. It is representing the interests of the LAC shareholders as best as it can. It wants to ensure that the purchase of IEDMF adds substantial value for LAC shareholders. The purchase must be approved by the LAC Board before LAC employees can begin to work with IEDMF staff as fully integrated co-workers. The CEO of LAC had announced to her C-level team, last week, that the Board approval would likely come from the LAC board on Friday of that week. It was now the following Monday. The CEO had just received her regular Monday morning status update from her CMO. In that update, the CMO advised the CEO that LAC's current and highly strategic Go-to-Market plan for a major new product (Alpha-2) was really in an idle state as of now. It could not proceed as planned, with all the originally intended actions, until the incoming IEDMF staff were fully integrated into LAC. The CMO made it clear that the integration of the new staff-meaning, the Board approval and finalization of the acquisition of IEDMF-needed to happen immediately. If that approval were delayed any further, the scope and schedule of the Alpha-Z marketing plan would be severely affected. The widely approved strategic direction was, and still is, to launch the full Alpha-Z plan. [Assuming that all factors are true, as stated in the story above] If the LAC Board of Directors approves the acquisition, the need for effective collaboration between existing LAC marketing team members and the new (former IEDMF) marketing staff will reflect a: O CONSTRAINT on existing LAC staff and a DEMAND on former IEDMF staff DEMAND on existing LAC staff and a DEMAND on former IEDMF staff DEMAND on existing LAC staff and a CONSTRAINT on former IEDMF staff CHOICE for existing LAC staff and a DEMAND on former IEDMF staff DEMAND on existing LAC staff and a CHOICE for former IEDMF staff % & 5 W R O SBrightspace A X 2 A #1 - INDIVIDUAL- Requires Respondus LockDown Browser t: 2:30:00 Time Left:2:18:48 Mark Ikpuri: Attempt 1 ) Listen SAME STORY REPEATED An innovative and entrepreneurial digital marketing firm (IEDMF) wanted to become involved in work beyond what their current capabilities would allow. So, they actively pursued a larger and aggressive company (LAC) to buy them over. The Acquisitions Group within LAC have completed their assessment of IEDMF and finalized the terms of the offer that LAC should present to IEDMF owners. The CEO of LAC then submitted an acquisition plan to the Board of Directors of LAC a month ago. It showed powerful synergies that IEDMF would gain. The review process will be complete only when the board formally approves the purchase. The LAC Board is acting, as normal, within its mandate. It is representing the interests of the LAC shareholders as best as it can. It wants to ensure that the purchase of IEDMF adds substantial value for LAC shareholders. The purchase must be approved by the LAC Board before LAC employees can begin to work with IEDMF staff as fully integrated co-workers. The CEO of LAC had announced to her C-level team, last week, that the Board approval would likely come from the LAC board on Friday of that week. It was now the following Monday. The CEO had just received her regular Monday morning status update from her CMO. In that update, the CMO advised the CEO that LAC's current and highly strategic Go-to-Market plan for a major new product (Alpha-Z) was really in an idle state as of now. It could not proceed as planned, with all the originally intended actions, until the incoming IEDMF staff were fully integrated into LAC. The CMO made it clear that the integration of the new staff-meaning, the Board approval and finalization of the acquisition of IEDMF-needed to happen immediately. If that approval were delayed any further, the scope and schedule of the Alpha-Z marketing plan would be severely affected. The widely approved strategic direction was, and still is, to launch the full Alpha-Z plan. [Assuming that all factors are true, as stated in the story above] If the LAC Board of Directors approves the acquisition, the impact of the Board's decision on incoming IEDMF staff will reflect a: DEMAND on the Board and a DEMAND on incoming IEDMF staff CONSTRAINT by the Board and a CHOICE for incoming IEDMF staff CONSTRAINT on the Board and a DEMAND on incoming IEDMF staff CHOICE by the Board and a CONSTRAINT on incoming IEDMF staff CHOICE by the Board and a DEMAND on incoming IEDMF staff 0A IVIDUAL- Requires Respondus LockDown Browser Time Left:2:18:37 Mark Ikpuri: Attempt 1 Question 15 (10 points) )Listen Fernanda and Zhang struck an instant friendship in university. That was after Fernanda, who worked part- time in academic A kept calling loudly for Zhang who was standing right in front of her. As their A/ encounters multiplied their friendship grew. Soon, the two women's interests advanced to exploring business ideas. They began to make a lot of A/ contacts with people in various fields of business that interested them. Both women wanted to build something that was in its appeal, to reach women of their ages and backgrounds. They explored ways combine their respective cultural views and practices to tap into deeply issues that they and their colleagues cared about. Both thought of each as an A/ person. They were open to new experiences. They had navigated the move to Canada and the immersion in the Canadian educational system comfortably. They also saw these successes as proof of their smarts in dealing with the unexpected. Both tended to be fearless, but not careless, when making an important . Now that they wanted funding, they needed to bring discipline to their A/ , but rewarding path of discovery. View hint for Question 153 Brightspace XO A - INDIVIDUAL- Requires Respondus LockDown Browser Time Left:2:17:53 Mark Ikpuri: Attempt 1 :30:00 Match each of the Mintzberg role to the MOS I RELEVAN I descriptive statement. As the VP of marketing and product development, Svetla knew that she could not go against Denise's desire (see another entry in this question) to limit the use of delivers. However, she saw great opportunity to turn the visits into a store into a full- scale TV style cooking show that would put the customers in the spotlight. She made that the big strategic thrust for growing the company's business. Hesketh, at one of the smaller delivery companies, that felt it was being treated unfairly, made it his business to keep a tally of all the work that came their way from Denise's company. That surely week by week count. It was Hesketh's way of letting them know that they were looking very closely at the agreements that were made.3Brightspace x 3 O X 2 A #1 - INDIVIDUAL- Requires Respondus LockDown Browser it: 2:30:00 Time Left:2:21:45 Mark Ikpuri: Attempt 1 Question 1 (2 points) = >Listen tion 1 Unsaved When considering the institutional logic how great companies think differently which of the six ways of institutional logic would the following expression imply: Conceiving of the firm as a social institution serves as a buffer against uncertainty and change, by providing the corporation with a coherent identity. A Common Purpose A Long-Term Focus Emotional Engagement le 4: Innovation Self-Organization ge 5: D View hint for Question 1 Get the Class Resources here: https://professordelsol.com/restricted-page-for- age 6: students-only-during-test/ Previous Page Next Page Page 1 of 33 Submit Quiz 0 of 33 questions savedBrightspace A INDIVIDUAL- Requires Respondus LockDown Browse 0:00 Time Left:2:17:45 Mark Ikpuri: Attempt 1 Given what she felt was her rock- solid understanding of health and food, Denise was not shy about expanding her role to also decide which of the company's initiatives would be deemed a priority, how much money they would get, and conversely which ones were under-performing and needed to be scrapped. Part of Jackson's responsibility as legal counsel, was to engage the four local delivery companies to agree on how his food chain would distribute work (deliveries) among them in an equitable manner, so as not to suffer any negative impact to deliveries after customers had paid and were expecting to receive them. One of the unique roles that the 1. Leader company reserved for someone perceived as its best new hire, 2. Entrepreneur was in that person's first year of employment, to have them be the 3. Disturbance HandlerBrightspace A - INDIVIDUAL- Requires Respondus LockDown Browser 30:00 Time Left:2:17:39 Mark Ikpuri: Attempt 1 1. Leader One of the unique roles that the company reserved for someone 2. Entrepreneur perceived as its best new hire, was in that person's first year of 3. Disturbance Handler employment, to have them be the one who would go to all parts of 4. Negotiator the company to gather best practices and share them around. 5. Spokesperson That was a great way to grow their organizational profile and 6. Monitor prepare them for promotion. As the influence of social media 7. Figurehead magnified all kinds of problems, and touched on all companies 8. Disseminator related to a controversy, even if the company was not a significant 9. Liaison player. Deanne, one of Jackson' more PR savvy lawyers had to 10. Resource Allocater continually inform the public about their company's role. Denise felt guilty at first, when she put her mom on the board of directors. However, it was her mother who had drilled deeprightspace A INDIVIDUAL- Requires Respondus LockDown Browser Time Left:2:17:33 Mark Ikpuri: Attempt 1 :00 more PR savvy lawyers had to 10. Resource Allocater continually inform the public about their company's role. Denise felt guilty at first, when she put her mom on the board of directors. However, it was her mother who had drilled deep healthy eating into her and thought that her mother's genuine care for healthy eating would make her a great person to have within the company to always remind them about their mission. With the amount of controversy around food, health, exercise, and medicine, Denise thought that the company needed a full- time high-level executive to continually engage key influencers in all those fields. She saw that as a competitive advantage which their small firm could use to retain and attract high-value clients. Recognizing that the pandemic had3 ghtspace x 6 2 A INDIVIDUAL- Requires Respondus LockDown Browser Time Left:2:17:26 Mark Ikpuri: Attempt 1 :00 could use to retain and attract high-value clients. Recognizing that the pandemic had changed the entire delivery model for pretty much everything, Denise decided that her original and highly regarded healthy foods retail chain would still only employ deliveries selectively. She wanted them to stay true to their vision of being a 'home' for healthy eaters. She wanted that home to have a strong physical presence. Although the food chain was small and did not use delivers extensively, it too was caught up in the whole controversy about the treatment of drivers. Jackson had to move quickly, in his role as legal counsel, to limit the damage to the company from being dragged into a fight which was really none of its business. D View hint for Question 162 A NDIVIDUAL- Requires Respondus LockDown Browser Time Left:2:17:15 Mark Ikpuri: Attempt 1 Question 17 (2 points) E Listen This individual ensures that their actions and decisions will always seek to benefit the organization, by focusing its resources on ways that will ensure organizational success. The leader of 'One Great Idea' Leader who is 'All About The Company' The 'Architecturally minded' leader The 'Organizationally Focused' leader The Clock Builder Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 17 of 33 Submit Quiz 0 of 33 questions savedA DIVIDUAL- Requires Respondus LockDown Browser Time Left:2:17:10 Mark Ikpuri: Attempt 1 Question 18 (2 points) Listen This individual always considers and seeks to address the mutual relationships between goals, groups, systems, people, constraints, and other important factors, to enable an approach that integrates and balances the diverse needs required to build an effective organization. Leader who is 'All About The Company' The 'Architecturally minded' leader The leader of 'One Great Idea' The 'Organizationally Focused' leader The Clock Builder Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 18 of 33 Submit Quiz 0 of 33 questions savedA IVIDUAL- Requires Respondus LockDown Browser Time Left:2:17:04 Mark Ikpuri: Attempt 1 Question 19 (2 points). ) Listen This individual is able to dominate and build an organization, sometimes even a fairly large one, that is identified with a singular and compelling purpose, that typically fades when they are gone. The 'Organizationally Focused' leader Leader who is 'All About The Company' The leader of 'One Great Idea' OfThe leader with Long-term Vision The leader who wants it to be 'All About Them' Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 19 of 33 Submit Quiz 0 of 33 questions savedDUAL- Requires Respondus LockDown Browser Left:2:16:58 Mark Ikpuri: Attempt 1 Question 20 (2 points) ) Listen This individual seeks to develop an organization that, overall, has resilience and is able to evolve and succeed through various leadership changes and economic challenges. The Resilient leader The Clock Builder The leader of 'One Great Idea' The 'Architecturally minded' leader The 'Idea Focused' Leader Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 20 of 33 Submit Quiz 0 of 33 questions savedA IDUAL- Requires Respondus LockDown Browser ime Left:2:16:50 Mark Ikpuri: Attempt 1 Question 21 (2 points) Listen In crafting a set of core beliefs to build a 21st Century workforce, W. L. Gore & Associates established four of them. Which of the following do you believe would NOT be one of those core beliefs promoted by management to the broad workforce? O Belief in the individual The power of small teams A long-term view Everyone in the same boat High-quality products D View hint for Question 21 Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 21 of 33 Submit Quiz O of 33 questions savedA NDIVIDUAL- Requires Respondus LockDown Browser Time Left:2:16:40 Mark Ikpuri: Attempt 1 Question 22 (2 points) =)Listen In crafting a set of core values to build a 21st Century workforce, W. L. Gore & Associates established nine of them. Which of the following do you believe would NOT be one of those core values promoted by management to the broad workforce? Personal relationships built on trust Innovation and creativity Knowledge-Based Decision-Making Direct One-to-One communication High ethics and integrity D View hint for Question 22 Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 22 of 33 Submit Quiz O of 33 questions savedX A INDIVIDUAL- Requires Respondus LockDown Browser :00 Time Left:2:21:30 Mark Ikpuri: Attempt 1 Question 2 (2 points) )Listen When considering the institutional logic how great companies think differently which of the six types of institutional logic would the following expression imply: The transmission of institutional values can evoke positive emotions, stimulate motivation, and propel self-regulation or peer regulation. Self-Organization A Common Purpose Emotional Engagement A Long-Term Focus O Partnering with the Public D View hint for Question 2 Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 2 of 33 5 D COA NDIVIDUAL- Requires Respondus LockDown Browser Time Left:2:16:30 Mark Ikpuri: Attempt 1 Question 23 (2 points) ) Listen Improved data sharing through the firm's supply chain management (SCM) was meant to enable WoodSynergy to develop and execute strategies that efficiently integrated manufacturing with suppliers and distributors. For WoodSynergy, the targeted level of interaction with its partners reflects: Basic capability No meaningful or direct evidence of a capability All the above capabilities Unique Capability O Core capability Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 23 of 33 Submit Quiz 0 of 33 questions saved 20pace A NDIVIDUAL- Requires Respondus LockDown Browser Time Left:2:21:25 Mark Ikpuri: Attempt 1 Question 3 (2 points) = )Listen Which of the following is NOT a benefit of a delayers management structure? Each individual is able to procure the tools needed for their work Everyone can spend the company's money responsibly O Employees can rely on their managers as a dependable second check before committing to a decision Employees can negotiate responsibilities with their peers No one has a boss D View hint for Question 3 Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 3 of 33 Submit Quiz 0 of 33 questions saved 20pace A NDIVIDUAL- Requires Respondus LockDown Browser Time Left:2:21:19 Mark Ikpuri: Attempt 1 Question 4 (2 points) Listen In the self management model (based on the Morning Star company), if someone said, " Few colleagues leave our organization to go to a competitor, but the reverse happens quite frequently. Even more we see temporary employees who are very dedicated to this company. " Which gain would most likely result from such behaviour? More collegiality More expertise More flexibility More loyalty More initiative D View hint for Question 4 Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 4 of 33Brightspace x CO A - INDIVIDUAL- Requires Respondus LockDown Browser 30:00 Time Left:2:20:47 Mark Ikpuri: Attempt 1 Question 5 (2 points) ) Listen In the self management model (based on the Morning Star company), if someone said, " We love to push expertise down. Most of our employees have completed courses and how to negotiate with suppliers. Many have also been trained in financial analysis. Since the doers and the thinkers are the same, decisions are wiser and more timely. " Which gain would most likely result from such behaviour? O More loyalty More flexibility More expertise More initiative O Better judgement D View hint for Question 5 Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 5 of 333 ghtspace xCO A INDIVIDUAL- Requires Respondus LockDown Browser :00 Time Left:2:20:40 Mark Ikpuri: Attempt 1 Question 6 (2 points) )Listen When we consider that a consumer can freely spend tens of thousands of dollars to make a new purchase, such as a car, yet, as an employee, may not even have the authority to requisition a $500 office chair, this reflects the management burden typically described as: The difficulty of requisitioning The slow hierarchical response The cost of management tyranny The risk of large, calamitous decisions O Logistical challenges D View hint for Question 6 Get the Class Resources here: https://professordelsol.com/restricted-page-for- students-only-during-test/ Previous Page Next Page Page 6 of 33 Submit Quiz 0 of 33 questions saved