a.

Focuses on having a flexible structure to meet the needs of employees

b.

Focuses on the aesthetics of the physical space where employees work

c.

Focuses on deciding how to organize information flows to be more efficient

d.

Focuses on organizational structure and culture

e.

Focuses on the same type of activities that are included in the competency for planning and coordinating projects

a.

Make sure to follow through with promised outcomes based on performance.

b.

Be a positive Pygmalion.

c.

Encourage employee effort.

d.

Make certain that they know what outcomes are important to employees.

e.

Identify the performance outcome without the participation of the employee.

a.

Long-term

b.

External

c.

Internal

d.

Individualistic

e.

Collaborative

a.

I will do my best to improve my ranking in the sales department.

b.

I will increase my sales calls by 10% next month.

c.

I will try really hard to get my sales report done on time.

d.

I will learn Spanish for my trip to my new customer in Mexico.

e.

I will increase my earnings from commission sales by 10% next month.

a.

Making the case for change

b.

Making the vision short and to the point

c.

Making the methods to achieve the vision explicit

d.

All of these are equally difficult

e.

None of these are particularly difficult

a.

Recording their time

b.

Managing their time

c.

Consolidating their time

d.

Prioritizing their time

e.

None of the activities listed is difficult for managers to achieve in the workplace today

a.

Goal clarification is unnecessary when workers are empowered

b.

Clear direction leads to de-motivated employees

c.

Goal clarification only works when workers are fully engaged

d.

Rational analysis can be replaced with more subjective measures

e.

Clear direction critical to effectiveness

a.

Conduct a benchmarking study of the competition

b.

Encourage a strong customer focus

c.

Set up an off-site retreat to encourage employees to work harder

d.

Set ambitious goals

e.

Challenge others to achieve high levels of performance

a.

Deciding where you want to go and how best to get there

b.

Hiring the right people for the organization

c.

Dividing work into manageable components and assigning activities

d.

Monitoring performance and comparing to the plan

e.

Acquiring resources and allocating them based on performance

a.

Work related outcomes, the O element in the model

b.

Instrumentality, the P to O condition

c.

Expectancy, the E to P condition

d.

Motivation, the level of Effort predicted to be exerted

e.

Valence, the Value of the Outcome to the individual

a.

Clarifying your values

b.

Scheduling appointments back to back to avoid any wasted time.

c.

Planning and prioritize on a regular basis

d.

Regularly reviewing how you are spending your time

e.

All of these are consistent with Drucker’s advice for managing your time

a.

Additional levels in the hierarchy

b.

Additional employees

c.

Integrating mechanisms

d.

Centralized decision making

e.

Differentiation

a.

Because productivity is no longer important to organizational effectiveness

b.

Because it is more important to measure an organizations carbon footprint than its productivity

c.

Because it is more complex to measure the productivity of intellectual capital than other forms of capital such as natural resources

d.

Because employees today are less likely to stay with an employer for many years

e.

Because we already know as much about productivity as we need to know, so spending time and money on additional measurement is wasteful