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peter senge's learning organisation

Total questions: 30

Worksheet time: 10mins

Name
Class
Date
1.

------------------------ are organizations where people continually expand their capacity to create the results they truly desire

a)

learning organizations

b)

business organizations

c)

commercial organizations

d)

minimal organizations

2.

organizations need to ------------- how to tap people’s commitment and capacity to learn at all levels’

a)

rule

b)

discover

c)

probe

d)

succeed

3.

For -------------, real learning gets to the heart of what it is to be human

a)

David scotch

b)

henry Fayol

c)

Peter Senge

d)

Alexander Smith

4.

‘Survival learning” or what is more often termed “-------------------”

a)

connected learning

b)

relationship learning

c)

innovative learning

d)

adaptive learning”

5.

there are ------------- principles of Peter Senge's learning organization

a)

3

b)

1

c)

4

d)

5

6.

Instead of focusing on individual issues, ------------ reflects the observational process of an entire system.

a)

systems thinking

b)

leadership role

c)

personal mastery

d)

team learning

7.

----------------- occurs when an individual has a clear vision of a goal, combined with an accurate perception of reality.

a)

Personal mastery

b)

team learning

c)

systems thinking

d)

mental models

8.

The organization has to be flexible in accepting changes to new -------------- and a new image of the company

a)

personal mastery

b)

systems thinking

c)

team learning

d)

mental models

9.

this principle means that the vision should be created through interaction with the employees in the enterprise

a)

personal mastery

b)

systems thinking

c)

shared vision

d)

mental models

10.

this principle means individual commitment to the process of learning

a)

personal mastery

b)

systems thinking

c)

shared vision

d)

mental models

11.

interdependence among all functions working together as a system

a)

shared vision

b)

mental models

c)

systems thinking

d)

team learning

12.

unlearn unwanted values, learn new and applicable values is the principle of -----------------.

a)

shared vision

b)

team learning

c)

mental models

d)

systems thinking

13.

accumulation of individual learning, shared together with others to become team knowledge is ------------------------------

a)

shared vision

b)

team learning

c)

mental models

d)

systems thinking

14.

vision owned by all levels

a)

shared vision

b)

systems thinking

c)

mental models

d)

personal mastery

15.

The working environment should be safe where honest mistakes are--------------.

a)

penalized

b)

forgiven.

c)

punished

d)

repeated

16.

The only way to create a --------------- is by compromising the organization’s and individual’s visions.

a)

shared vision

b)

systems thinking

c)

mental models

d)

team learning

17.

this principle says It is crucial for the workforce to consider its colleagues as team members instead of rivals.

a)

shared vision

b)

team learning

c)

systems thinking

d)

mental models

18.

People who do not ----------------- might not contribute as much to the organization.

a)

talk together

b)

fight together

c)

share the same vision

d)

watch each other

19.

The organization has to be ------- in accepting changes to new mental models and a new image of the company.

a)

innovative

b)

flexible

c)

rigid

d)

obedient

20.

The gap between the vision and -------- drives the employee to practice all necessary related activities to realize the vision.

a)

reality

b)

mission

c)

outcome

d)

objective

21.

According to Peter Senge, we should train our --------------- because it can handle more complex problems quicker.

a)

open mind

b)

subconscious mind

c)

conscious mind

d)

unconscious mind

22.

According to Peter Senge, the employees must identify the ------------------ and what the business is all about.

a)

mission of the company

b)

values of the company

c)

goals of the company

d)

objectives of the company

23.

this principle changes the relationship with the company, and it turns its performances in a learning mechanism.

a)

personal mastery

b)

building a shared vision

c)

systems thinking

d)

applying mental models

24.

To accomplish excellent functional team dynamics, team-learning is a primary importance.

a)

shared vision

b)

systems thinking

c)

personal mastery

d)

team-learning

25.

--------------------- is the fundamental or basic function of educational management.

a)

staffing

b)

controlling

c)

planning

d)

directing

26.

this function ensures right person at the right place at the right time.

a)

controlling

b)

planning

c)

organizing

d)

staffing

27.

there are ------------ steps in process of controlling.

a)

3

b)

6

c)

4

d)

2

28.

a systematic procedure followed to conduct the activities is called --------------

a)

organization

b)

staffing

c)

controlling

d)

directing

29.

instruction received from the top management downwards is a part of -----------------.

a)

staffing

b)

planning

c)

directing

d)

controlling

30.

the second step of controlling process is ------------------

a)

take corrective actions

b)

set standards

c)

comparing performance

d)

measure performance