Coursera | Fundamentals of Management

Review >> Week 1

Review >> Week 1 >> Fundamentals of Management

1. Managers motivate and influence people, who want to follow them voluntarily, to set and achieve goals.

  • True
  • False

2. The top person (CEO, president, etc.) is always a leader.

  • True
  • False

3. Leaders push and managers pull people to set and achieve goals.

  • True
  • False

4. The “boss” is the primary reason why people left their job according to the Gallup organization survey.

  • True
  • False

5. Customers are those who buy our products or services, or use the output of our efforts.

  • True
  • False

6. Organizational planning starts with, and needs to be aligned with:

  • The culture of the organization
  • The strategic plan
  • The organization’s vision
  • The organization’s mission

7. Organizational behavior and change are driven by:

  • Competition
  • Customer satisfaction
  • Financial pressure
  • Product and process and permits
  • All of the above

8. Lean:

  • Focuses on how products and processes flow through the organization
  • Is a holistic continual improvement approach
  • Eliminates waste
  • Creates better value for the organization
  • All of the above

9. The change process starts with:

  • New actions
  • New thoughts
  • A failure in the current situation
  • A new feeling

10. People resist change when:

  • The reasons for the change are unclear
  • People are committed to the old way of doing things
  • It involves a loss of status or security
  • Key people in the organization say one thing (to change) but continue to do things the old way
  • All of the above

11. The four cornerstones of Lean described in the lecture are:

  • Mission, Vision, Commitment, Tools & Technology
  • Philosophy, Culture, Commitment, Tools & Technology
  • Strategy, Culture, Vision, Tools & Technology
  • Accountability, Habits, Commitment, Tools & Technology

12. The “change barrier” refers to:

  • Employees wanting to know what the change is before committing
  • Leaders who fail to address employees’ fears
  • Leaders who put up obstacles to organizational change
  • Employees refusing to change due to innate stubbornness

13. What are the three common reactions to change that people have, according to the lecture?

  • Distractor, Fence-Sitter, Supporter
  • Cheerleader, Distractor, Fence-Sitter
  • Saboteur, Supporter, Fence-Sitter
  • Opposer, Supporter, Fence-Sitter

14. The Three-Step Change model developed by Kurt Lewin consists of which of the following: (select all that apply)

  • Change should be introduced as a three-step process.
  • After unfreezing, change is introduced
  • Freezing refers to people’s refusal to change no matter what
  • Distractors and Fence-Sitters represent the toughest challenges when it comes to change
  • “Unfreezing” prepares people for impending change
  • Refreezing allows the new change to become the regular way of doing things

15. You are a business consultant advising your client, a national chain of day spas. In order to be more competitive, they are considering moving from an appointment-only model to a walk-in model. This change represents a significant shift in how they do business. Because they are concerned that their spa managers may resist and not implement this change, you decide to share with them which of the following?

  • The Importance of Organizational Drivers
  • The Kurt Lewin Three Step Model
  • The Nine Wastes
  • The Hierarchy of Planning

16. You are a business consultant who’s been hired to help a national chain of muffler repair shops implement new business processes. You meet with a manager of one of the repair shops and you find him to be largely neutral and indifferent about the changes ahead. Based on the lecture, what type is this manager resembling?

  • He’s a Supporter; you can count on him to come around
  • He’s a Fence-Sitter and unwilling to commit at this time
  • He’s a classic Distractor and likely to be hard to persuade

17. The Fear Gap refers to:

  • Managers being afraid to implement change because it’s difficult
  • The gap between people’s fears and actual reality
  • The notion that people are afraid to change
  • The gap in productivity due to people’s fears about change

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