Managing the Organization Coursera Quiz Answers

All Weeks Managing the Organization Coursera Quiz Answers

Orientation Quiz

Q1. This course includes ___ modules.

  • 2
  • 3
  • 4
  • 5

Q2. I am required to purchase a textbook for this course.

  • True
  • False

Q3. Which of the following activities is NOT required in each module?

  • Watch the lecture videos.
  • Complete the practice lesson quizzes.
  • Complete the module quizzes.
  • Complete the peer assessment.

Q4. The following tool(s) will help me use the discussion forums:

  • Upvoting posts
  • Reporting inappropriate posts
  • Following a thread
  • All of the other options are correct.

Q5. If I have a problem in the course I should:

  • Email the instructor
  • Call the instructor
  • Drop the class
  • Report it to the Learner Help Center (if the problem is technical) or to the Content Issues forum (if the problem is an error in the course materials).

Q6. Which of the following activity is optional?

  • Module Quizzes
  • Lectures
  • Peer review assignment
  • Discussion

Q7. Supplemental readings are optional.

  • True
  • False

Q8. You may attempt each Module Quiz two times every four hours.

  • True
  • False

Lesson 1.2 Practice Quiz

Q1. Using a rational systems lens, power originates outside the organization.

  • True
  • False

Q2. Using an open systems lens, power tends to be derived from communities of people?

  • True
  • False

Q3. Kahenman & Tversky are known for developing the framework about the 5 basic sources of power.

  • True
  • False

Q4. Power can be derived from positional or personal sources.

  • True
  • False

Q5. Power tends to be derived from relationships, culture, and internal networks when viewed with which organizational lens?

  • Natural System
  • All of Above
  • Rational System
  • Open System

Q6. Leaders tend to have referent power when followers recognize their legitimate position of power.

  • True
  • False

Lesson 1.3 Practice Quiz

Q1. Organizational networks are made up of connections called “ties”.

  • True
  • False

Q2. Common examples of individuals whom one might have strong ties to include all the following EXCEPT:

  • Co-workers from a different division within the company
  • Close Co-workers – Those in the same department, worked on projects
  • Family & Friends
  • Those who we work with frequently

Lesson 1.4 Practice Quiz

Q1. One way to use power is to allocate valuable resources to help gain support.

  • True
  • False

Q2. The tendency to return actions “in kind” is also known as the principal of reciprocity.

  • True
  • False

Q3. Managers can help shape behavior using incentives and the threat of punishment.

  • True
  • False

Lesson 1.5 Practice Quiz

Q1. Organizational change only refers to dramatic changes aimed at transforming the entire organizations.

  • True
  • False

Q2. Successful change efforts focus not only on WHAT you want to change, but also on HOW you plan to change.

  • True
  • False

Q3. Force field analysis suggests that effective change can only happen when the forces driving change are stronger than the forces working against it.

  • True
  • False

Lesson 1.6 Practice Quiz

Q1. All of the following are examples of tools to address resistance to change EXCEPT:

  • Facilitation and Support
  • Coercion
  • Education and Communication
  • Measurable Goals

Q2. Which of the following are examples of ways to use the change strategy of education and communication?

  • A: Company wide presentations
  • B: One to One Conversations
  • C: Email Blasts to all internal employees and stakeholders
  • D: Threatening a demotion for those who don’t engage
  • A, B, C

Lesson 1.7 Practice Quiz

Q1. Which of the following situations would typically call for a slower pace of change:

  • Little need for commitment to change
  • High level of leader Power
  • Low levels of Resistance Anticipated
  • Low levels of leader knowledge about the change

Q2. Once leaders find a change strategy that works, they should always use that strategy to implement change in future situations.

  • True
  • False

Lesson 1.8 Practice Quiz

Q1. Creating a sense of urgency is an important motivational tool because major change initiatives require sustained cooperation from many people.

  • True
  • False

Quiz : Power and Organizational Change

Q1. Resource dependence theory tends to be more of a rational system view of power.

  • True
  • False

Q2. Legitimate, reward and ________ are sources of power identified as positional bases of power.

  • Expert
  • Coercive
  • Resource dependence
  • Referent

Q3. Which of the following does Network “Centrality” refers to?

  • How many people we are connected to
  • The strength of your ties
  • Connecting disconnected groups
  • One’s connections as a source of power

Q4. Information from the strong ties in your network is more likely to be redundant.

  • True
  • False

Q5. Co-opting antagonists occurs when you bring individuals who are opposed to your plan onto the team.

  • True
  • False

Q6. Lewin’s model suggests that organizational change happens in three stages: freeze, unfreeze, and refreeze.

  • True
  • False

Q7. Managers should choose the change tool that best fits with the type of resistance one is likely to experience when implementing a change.

  • True
  • False

Q8. A rapid, top-down, and pre-planned change strategy, is typically the best approach.

  • True
  • False

Q9. Which of the following are the steps to Kotter’s change model that are concerned with activating leadership and setting the direction of the change effort? Select all that apply:

  • Creating a Compelling Vision
  • Create an Established 1-5 year plan of where the change will take the firm.
  • Discover and Promote Supporters
  • Establishing A Sense of Urgency
  • Forming a Powerful Guiding Coalition

Q10. Many change agents underestimate the sustained political power required to drive major change.

  • True
  • False

Managing the Organization Week 02 Quiz Answers

Lesson 2.1 Practice Quiz

Q1. When trying to understand an organization’s culture, it is more important to understand the organization’s values than its norms.

  • True
  • False

Q2. Subcultures are more likely to develop as an organization grows.

  • True
  • False

Lesson 2.2 Practice Quiz

Q1. The observable elements of organizational culture are typically described as:

  • Artifacts
  • Basic Assumptions
  • Norms
  • Values

Q2. The Basic Assumptions of an organization’s culture are described as:

  • Guiding principles
  • Observable
  • Enacted by CEO
  • Beliefs, behaviors and ways of thinking that are generally taken for granted.

Lesson 2.3 Practice Quiz

Q1. Consensus refers to how widely the norms and values in a culture are shared.

  • True
  • False

Q2. High intensity and low consensus can lead to the development of subcultures and even warring factions in the organization.

  • True
  • False

Lesson 2.4 Practice Quiz

Q1. Cultures with high levels of adaptability are associated with poor firm performance.

  • True
  • False

Lesson 2.5 Practice Quiz

Q1. Societal shifts in culture rarely have an impact on organizational culture.

  • True
  • False

Q2. Examples of Substantive Action are:

  • Changes in Structure
  • Promotion Practices
  • Compensation Practices
  • All of Above

Quiz : Managing Organizational Culture

Q1. Organizational culture is an individual level phenomenon that is experienced differently by each individual.

  • True
  • False

Q2. Organizational culture is likely to be particularly salient when viewing the organization through a _______ lens.

  • Stakeholder
  • Rational system
  • Open system
  • Natural system

Q3. Basic assumptions of organizational culture can be described as the tip of the iceberg of culture because they are observable.

  • True
  • False

Q4. An organization’s enacted values are found in a formal values statement

  • True
  • False

Q5. When people disagree on the content of certain values and norms in a culture, but feel very passionately about those values, we say that there is:

  • high consensus, high intensity
  • low consensus, high intensity
  • low consensus, low intensity
  • high consensus, low intensity

Q6. Strong cultures can give a sense of unity of purpose to employees so that it easier for leaders to encourage desired behaviors in employees.

  • True
  • False

Q7. Strong organizational cultures almost always lead to _____.

  • Higher financial gains for the employee
  • Higher financial gains for the organization
  • Higher financial gains for the investor
  • None of the above

Q8. Offering fixed pay to employees and encouraging centralized decision-making are two of the main practices that helped to build culture at Southwest Airlines.

  • True
  • False

Q9. Because of bottom-up processes, there can be a disconnect between the culture that leaders think exists, and the culture that employees actually experience.

  • True
  • False

Q10. Investing in training for both current and new employees is a key way to shape company culture.

  • True
  • False

Managing the Organization Week 03 Quiz Answers

Lesson 3.1 Practice Quiz

Q1. From an open system perspective, decision-making is a political process which tends to be made by people using their power to influence decisions.

  • True
  • False

Lesson 3.2 Practice Quiz

Q1. An optimal decision outcome is the goal of a rational decision-making process.

  • True
  • False

Q2. A rational decision-making process would include which of the following steps: (check all that apply).

  • choose the best alternative
  • evaluate the outcome.
  • establish the criteria
  • evaluate each alternative
  • identify the problem
  • generate alternative solutions
  • weighting those criteria

Q3. The rational decision-making model guarantees the chosen alternative will produce the best outcome.

  • True
  • False

Q4. Managers typically intend to make rational decisions but usually use decision-making processes best described as boundedly rational.

  • True
  • False

Q5. Rational decision-making models account for ambiguity and uncertainty that is inherent in most decisions.

  • True
  • False

Q6. Boundedly rational decision-making is most consistent with a rational system perspective.

  • True
  • False

Q7. If someone has trouble making decisions, it’s usually best to “go with your gut”.

  • True
  • False

Lesson 3.3 Practice Quiz

Q1. Expert decision-makers may experience both excessive optimism and overconfidence.

  • True
  • False

Q2. Anchoring bias occurs when we underestimate the starting point in the decision-making process.

  • True
  • False

Q3. Present bias occurs when we underweight outcomes that will occur in the distant future.

  • True
  • False

Q4. Groupthink occurs when a group considers less information and yields stronger agreement than is warranted.

  • True
  • False

Lesson 3.4 Practice Quiz

Q1. According to the prospect theory, gains loom larger than losses.

  • True
  • False

Q2. Which is NOT a recommendation to combat status quo bias?

  • Changing the reference point so that not having the new product is seen as a loss.
  • Setting modest expectations by planning for the change to happen more slowly.
  • Changing the reference point that giving up the older product is seen as a loss.
  • Minimizing losses

Lesson 3.5 Practice Quiz

Q1. Ethics in organizations are shaped by both individual and organizational factors.

  • True
  • False

Q2. Government regulations, societal norms and societal values typically do not impact how people decipher right from wrong within organizations.

  • True
  • False

Q3. Managers tend to have ethical breakdowns when faced with pressure and/or adversity. Below are all common breakdowns EXCEPT:

  • Overvaluing Outcomes
  • Indirect Blindness       
  • Product Completion
  • Slippery Slope

Lesson 3.6 Practice Quiz

Q1. When managers attempt to “rationalize” their behaviors and actions, it is known as Moral Disengagement.

  • True
  • False

Q2.  “Euphemistic Labeling” is also another way of renaming potential harmful or unethical behaviors with better sounding language.

  • True
  • False

Q3. Choosing reference groups that make our own unethical behavior seem better is known as which form of rationalization?

  • Blaming the Victim
  • Displacement of Responsibility
  • Diffusion of Responsibility
  • Advantageous Comparison

Q4. Which of the following is NOT a common rationalization approach by managers?

  • Distortion of Consequence
  • Status Quo Bias
  • Euphemistic Labeling
  • Moral Justification

Lesson 3.7 Practice Quiz

Q1. If you feel that something is wrong, it is definitely worth looking at in more detail. This notion is referred as the gut test.

  • True
  • False

Q2. Which of the following is a challenge for implementing the Rights test?

  • We should ask whether our course of action respects the basic rights of others.
  • People don’t always agree about what is fair, both in terms of outcome and process.
  • People don’t always agree about what basic rights are.
  • It makes it difficult to identify the underlying principle that will serve as the precedent.

Q3. By using a categorical imperative test, we try to ensure that the decision is fair to all parties and that they receive the same outcome.

  • True
  • False

Quiz : Decision-Making and Ethics

Q1. A rational system view of decision-making tends to portray a systematic and logical process.

  • True
  • False

Q2. A rational decision-making process assumes that decision-makers will end their search as soon as a satisfactory alternative is found.

  • True
  • False

Q3. Managers work until they reach an optimal solution in a boundedly rational decision-making process.

  • True
  • False

Q4. Employing intuitive decision making rather than rational decision making, is useful when the decision maker lacks deep subject matter expertise

  • True
  • False

Q5. You can use anchoring bias to your favor in a negotiation by making the initial offer.

  • True
  • False

Q6. Controllability bias is based on a belief that you will be able to control future outcomes.

  • True
  • False

Q7. Keeping what we have rather than taking a better alternative is known as the _________.

  • Prospect effect
  • Availability bias
  • Status quo bias
  • Endowment effect

Q8. Ethical fading occurs when

  • Managers fail to recognize the potential ethical components of the decisions that they make.
  • Managers reflect on prior decisions to help influence future decisions
  • Supervisors lean on veteran employees to impact decisions, to make sure ethics are upheld
  • Government regulations make it harder for companies to choose right from wrong

Q9. When we compare our own unethical behavior to something that is even worse, it is known as

  • Blaming the Victim
  • Advantageous Comparison
  • Moral Justification
  • Distortion of Consequences

Q10. In practice, it is difficult to implement the utilitarianism ethical decision-making test because people don’t always agree about what is fair, both in terms of outcome and process.

  • True
  • False

Managing the Organization Week 04 Quiz Answers

Lesson 4.1 Practice Quiz

Q1. The behavioral approach of leadership tends to consider the importance of cultivating relationships vs. the focusing on tasks.

  • True
  • False

Lesson 4.2 Practice Quiz

Q1. The path-goal model of leadership is best described as a behavioral model.

  • True
  • False

Q2. According to path-goal theory, participative and supportive leadership styles can be applied interchangeably.

  • True
  • False

Q3. A leader who is new to an organization tends to benefit from employing a participative leadership style when employees may have more expertise than the leader.

  • True
  • False

Q4. A leader may use an achievement-oriented style along with a participative leadership style.

  • True
  • False

Lesson 4.3 Practice Quiz

Q1. A leader who inspires others tends to be a transformational leader.

  • True
  • False

Q2. Charisma is necessary for someone to be a transformational leader.

  • True
  • False

Q3. Intellectual Stimulation energizes and challenges followers to re-imagine the status quo and make the new vision real.

  • True
  • False

Lesson 4.4 Practice Quiz

Q1. Charisma is the most important personality trait of an effective leader.

  • True
  • False

Q2. Because of their focus on creating systems and processes, time tellers are thought to be more successful leaders than clock builders.

  • True
  • False

Quiz : Leadership in Organizations

Q1. From a rational system view, a leader’s influence is based primarily on mediating conflict and creating a strong culture.

  • True
  • False

Q2. The contingency approach to leadership suggests that great leaders have certain inherent traits.

  • True
  • False

Q3. According to the managerial grid framework, leaders with high concern for relationships are the most successful.

  • True
  • False

Q4. The path-goal model of leadership highlights the following four leadership styles:

  • Directive, Supportive, Participative, and Achievement Oriented
  • Command, Control, Administrative, Goal Oriented
  • Directive, Supportive, Task-Oriented, Concerns for People.
  • Authoritarian, collaborative, process oriented, reward focused

Q5. A new employee tends to benefit the most when a leader uses a participative style.

  • True
  • False

Q6. Viewing leadership as an exchange is consistent with a __________ form of leadership.

  • Achievement-oriented
  • Transactional
  • Transformational
  • Participative

Q7. Tapping into intrinsic motivation is consistent with transactional leadership.

  • True
  • False

Q8. A transformational leader may also be transactional in their leadership style.

  • True
  • False

Q9. Level 5 leaders display a unique combination of:

  • Charisma and cooperation.
  • Transactional and transformational styles.
  • Intense professional will and humility.
  • Emotional intelligence and inner drive.

Q10. The window and mirror principle suggests that great leaders first look to hold others accountable when things go poorly.

  • True
  • False
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