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Midterm\'s True or False in sociological management course in chapter 10 and 12.

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Leaders who fail to institute proper systems and controls that facilitate ethical conduct share responsibility with those who conceive, execute, and knowingly benefit from corporate misdeeds
Internal benchmarking is discouraged in most organizations because it creates competition and internal rivalries that are counterproductive
Inspiring and motivating people with a mission or purpose is a necessary and sufficient condition for developing a learning organization
A key function of the leaders in a learning organization is to generate an organization-wide commitment to the status quo
People with strong self-awareness are overly critical and unrealistically optimistic and are well suited to run organizations because they will make good judgment calls
Empathy, one of the components of emotional intelligence (EI), refers to personal proficiency in managing relationships and building networks
Emotional intelligence (EI) is one of the components of a high intelligence quotient (IQ)
Leaders must draw on a range of personal skills as well as organizational mechanisms to move their organizations forward in the face of barriers to change
Behavioral barriers to change occur because of conflicts between departments, conflicts arising from power relationships, and refusal to share information
The tendency of many individuals to invest further in decisions providing positive performance feedback is referred to as escalation
Setting a direction is the leadership activity that involves developing a strategic vision of what the organization could become
Three key interdependent strategic leadership activities are: designing the organization, determining its direction, and nurturing a culture dedicated to excellence and ethical behavior
One of the factors that explained the effectiveness of ambidextrous organizational designs in the O\'Reilly and Tushman study was that the reward systems emphasized traditional unit goals
The O'Reilly and Tushman study on ambidextrous organizational designs found that there was little support for the argument that organizational structure, management practices employed and performance of both the breakthrough initiative and the traditional business are related
Firms that place too strong a priority on either adaptability or alignment can expect short term gains only
One of the challenges of an ambidexterity in a firm is that it must ensure that it remains proactive in expanding or modifying its product-market scope to anticipate and satisfy market conditions
Ambidextrous organizational designs are useful for firms that wish to create modest, incremental innovations at the same time as dramatic, breakthrough innovation. This is done by maintaining adaptability and alignment of values and coordination across organizational activities
Managers trained in rigid hierarchies do not find it difficult to transition to participative style required for effective teamwork
According to author Jeffrey Pfeffer, the advantages of teams are that employees control themselves, develop more creative solutions to problems, and permit the absorption of administrative tasks previously performed by specialists
In a barrier-free organization, differences in skills, authority, and talent disappear
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