1. What was found in research on the effectiveness of self-managed teams?

a. productivity and quality improved substantially

b. organizational commitment usually increased

c. turnover and absenteeism were lower

d. the results were inconsistent across studies

2. Which leadership function is especially important when a cross-functional team is initially formed to carry out a project?

a. planning and scheduling team activities to meet project deadlines

b. influencing outsiders to provide adequate resources, approvals, and assistance

c. articulating a vision or objective that inspires commitment by team members

d. mediating conflicts among members and helping them find integrative solutions

3. Which of the following is least likely to be a reason for an organization's failure to adapt to a changing environment?

a. leaders with a long-term perspective

b. highly specialized subunits

c. declining financial performance

d. institutionalization of power

4. Which condition is least important for the success of a new strategy?

a. it is based on the core competencies of the organization

b. it is compatible with significant changes in the external environment

c. it has a few clear themes relevant to the shared values of the members

d. it is similar to a strategy that was previously successful

5. What pattern of behavior is most likely for a CEO who has been in office for 3-4 years?

a. after the CEO consolidates power, he or she becomes more willing to experiment with innovative strategies

b. as the CEO gains confidence with a strategy that is working, he or she becomes more excited about gathering information to improve it

c. after the CEO selects a strategy and implements it, he or she becomes complacent and inflexible about changing it

d. after the CEO institutionalizes power, he or she becomes more willing to allow others to participate in making major decisions