ASQ cmq-oe practice test

Manager of Quality/Organizational Excellence Exam

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Question 1

A modification of Lewins unfreezing-moving-refreezing model may provide support for change.
According to this model there are following ways to reduce change resistance Except:

  • A. Understand the emotional impact of change
  • B. Understand the impact of change to intellectual property
  • C. Be consistent in responding to resistance
  • D. Be flexible, be patient and be supportive
Answer:

B

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Question 2

Managing change is particularly complex due to the fact that much of what must be changed often
consists of intangibles such as beliefs, behavior s and policies. These types of constraints are more
difficult to identify. We can get help from:

  • A. GATT chart
  • B. PERT chart
  • C. A force-field analysis
  • D. None of these
Answer:

C

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Question 3

In an organization, the members do have generally inward focus. The day-to-day attention of many
members of the organization may not get external focus to look for ideas, support and feedback. The
possible solution for such a situation may be:

  • A. To ensure the strategic and operational plans clearly indicate the priorities and strategies for the organization
  • B. To communicate, communicate, and communicate!
  • C. To ensure that authority levels are clearly spelled out for typical situations
  • D. To have employees go outside the organizational walls
Answer:

D

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Question 4

Although an organization may have clearly communicated plans and have good cross functional
relationships but because of vertical communication alignment of goals and activities is often slower.
A possible solution to this issue is:

  • A. To ensure the strategic and operational plans clearly indicate the priorities and strategies for the organization
  • B. To communicate, communicate, and communicate!
  • C. To ensure that authority levels are clearly spelled out for typical situations
  • D. To have employees go outside the organizational walls
Answer:

C

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Question 5

In a typical organization, there are many different strategies and people put their focus where it
seems best placed, but this may not agree with what is actually expected or desired. A possible
solution for such a situation is:

  • A. To ensure the strategic and operational plans clearly indicate the priorities and strategies for the organization
  • B. To communicate, communicate, and communicate!
  • C. To ensure that authority levels are clearly spelled out for typical situations
  • D. To have employees go outside the organizational walls
Answer:

B

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Question 6

All organizations have limited resources and opportunities, and must allocate them so as to best
accomplish the mission with high efficiency. A possible solution is:

  • A. To ensure the strategic and operational plans clearly indicate the priorities and strategies for the organization
  • B. To communicate, communicate, and communicate!
  • C. To ensure that authority levels are clearly spelled out for typical situations
  • D. To have employees go outside the organizational walls
Answer:

A

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Question 7

A chairperson may be a leader and/or manager, depending much upon the influence he or she may
have on an organization and the decision authority granted. There are many roles a manager may
perform. As an organizer he/she:

  • A. Organizes, people, ideas and things to achieve the enterprise’s objectives
  • B. Builds an enterprise structure that supports the strategic goals and objectives
  • C. Embraces the principles, morals, and norms of the society in which organization impacts
  • D. Imparts knowledge and teaches skills to others
Answer:

A

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Question 8

A chairperson may be a leader and/or manager, depending much upon the influence he or she may
have on an organization and the decision authority granted. There are many roles a manager may
perform. As a trainer he/she:

  • A. Organizes, people, ideas and things to achieve the enterprise’s objectives
  • B. Builds an enterprise structure that supports the strategic goals and objectives
  • C. Embraces the principles, morals, and norms of the society in which organization impacts
  • D. Imparts knowledge and teaches skills to others
Answer:

D

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Question 9

is a person from outside the organization who has been hired to advise and help facilitate the change
process. He/she has greater degree of freedom and should be better able to access activities and
provide honest feedback.

  • A. Change agent
  • B. Mentor
  • C. Ethicist
  • D. Business Generator
Answer:

A

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Question 10

Drucker identifies four tasks of management Excluding:

  • A. The task of economic performance
  • B. The task to make work productive and worker achieving
  • C. The task to managing the social impacts and social responsibilities of the enterprise
  • D. The task of managing within the dimension of budget
Answer:

D

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Question 11

A chairperson may be a leader and/or manager, depending much upon the influence he or she may
have on an organization and the decision authority granted. There are many roles a manager may
perform. As an ethicist he/she:

  • A. Organizes, people, ideas and things to achieve the enterprise’s objectives
  • B. Builds an enterprise structure that supports the strategic goals and objectives
  • C. Embraces the principles, morals, and norms of the society in which organization impacts
  • D. Imparts knowledge and teaches skills to others
Answer:

C

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Question 12

A chairperson may be a leader and/or manager, depending much upon the influence he or she may
have on an organization and the decision authority granted. There are many roles a manager may
perform. As an architect he/she:

  • A. Organizes, people, ideas and things to achieve the enterprise’s objectives
  • B. Builds an enterprise structure that supports the strategic goals and objectives
  • C. Embraces the principles, morals, and norms of the society in which organization impacts
  • D. Imparts knowledge and teaches skills to others
Answer:

B

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Question 13

Considering the maturity factor, the task and relationship behaviors comprise four leadership styles.
These styles are: High task; low relationship, High task; High relationship, High relationship; Low task,
Low relationship; Low task. Leadership style where ideas are shared, encouragement is provided, and
leader acts as a coach is:

  • A. High task; low relationship
  • B. High task; High relationship
  • C. High relationship; Low task
  • D. Low relationship; Low task
Answer:

C

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Question 14

Considering the maturity factor, the task and relationship behaviors comprise four leadership styles.
These styles are: High task; low relationship, High task; High relationship, High relationship; Low task,
Low relationship; Low task. Leadership style where responsibility for decisions and implementation
are turned over to the employee is:

  • A. High task; low relationship
  • B. High task; High relationship
  • C. High relationship; Low task
  • D. Low relationship; Low task
Answer:

D

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Question 15

Considering the maturity factor, the task and relationship behaviors comprise four leadership styles.
These styles are: High task; low relationship, High task; High relationship, High relationship; Low task,
Low relationship; Low task. Leadership style where specific instructions and close supervision of
performance are indicated is:

  • A. High task; low relationship
  • B. High task; High relationship
  • C. High relationship; Low task
  • D. Low relationship; Low task
Answer:

A

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