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Course 711004- Good to Great - Corporate Success
  Final Exam
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711004v - Good to Great - Corporate Success

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12 CPE Credit Hours

Final Exam
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Read 'Chapter 1: Good is the Enemy of Great' & answer the following question(s):
1. Larger than life celebrity CEOs were found to have an impact on great companies?
2. Long term strategic planning was found to have an impact on great companies.
3. Mergers and acquisitions play a huge role in transforming companies from good to great.
4. Great companies focus on what not to do as equally as what to do.
5. Greatness is not a function of circumstance. Greatness is largely a matter of conscious choice.
Read 'Chapter 2: Level 5 Leadership' & answer the following question(s):
6. In the "Good to Great" hierarchy, a Level 5 executive builds enduring greatness through a paradoxical blend of personal humility and professional will.
7. A Level 1 leader is a "contributing team member" in the "Good to Great" hierarchy.
8. The ambition of Level 5 leaders is first and foremost for the institution (company), not themselves.
9. Many leaders of the comparison companies set their successors up for failure.
10. Abraham Lincoln was a Level 5 president.
Read 'Chapter 3: First Who . . . Then What' & answer the following question(s):
11. "First who…then what" means get the right people on the bus, then figure out the path to greatness.
12. The "genius with a thousand helpers" model seems to be successful even when the genius leaves.
13. Getting the right people is only effective when it's "before" direction, strategic planning, and tactics.
14. Good to great leaders are rigorous, not ruthless, in people selection.
15. The old adage "People are your most important asset." is correct.
16. When in doubt, don't hire - keep looking.
17. "Good to Great" companies put their best people:
Read 'Chapter 4: Confront the Brutal Facts (Yet Never Lose Faith)' & answer the following question(s):
18. "Good to Great" companies breakthrough results come about by:
19. "Good to Great" companies infuse the decision making process with the brutal facts of reality.
20. Charisma can be as much a liability as an asset.
21. To get to the truth, lead with answers, not questions.
22. Spending time and energy to motivate people:
23. Engage in dialogue and debate, not coercion.
24. "Good to Great" companies faced less adversity than the comparison companies.
Read 'Chapter 5: The Hedgehog Concept (Simplicity within the Three Circles)' & answer the following question(s):
25. To hedgehogs, the essence of profound insight is simplicity.
26. Foxes emerge scattered, diffused, and inconsistent.
27. The hedgehog concept is:
28. The council can be a useful device in the hedgehog concept.
29. You need to be in a great industry to produce sustained great results.
30. The key is to understand what your organization can be the best in the world at?
31. To go from good to great requires a deep understanding of three intersecting circles translated into a simple, crystalline concept.
32. "Good to Great" companies understand that doing what you are good at will only make you good and:
Read 'Chapter 6: A Culture of Discipline' & answer the following question(s):
33. Amgen avoided bureaucracy and hierarchy and instead created a culture of discipline.
34. The fact that something is an once-in-a-lifetime opportunity is irrelevant if it doesn't fit within the three circles.
35. Sustained great results depend upon building a culture full of self-disciplined people who take disciplined action, fanatically consistent with the three circles.
36. Bureaucratic cultures arise to compensate for incompetence.
37. The purpose of budgeting in good to great companies is to decide how much each activity gets.
38. A culture of discipline is all about action.
39. "Stop doing" lists are more important than "to do" lists.
Read 'Chapter 7: Technology Accelerators' & answer the following question(s):
40. How a company reacts to technological change is a good indicator of its inner drive for greatness versus mediocrity.
41. Technology is good for its own sake irregardless of whether it fits into your hedgehog philosophy or not.
42. When used right, technology becomes an accelerator of momentum, not a creator of it.
43. Mediocre companies are motivated more by the fear of being left behind.
44. "Crawl, walk, run" can be a very ineffective approach.
45. Technology by itself is never a primary cause of either greatness or decline.
Read 'Chapter 8: The Flywheel and the Doom Loop' & answer the following question(s):
46. The good to great matrix of creative discipline charts an organizations culture of discipline and its:
47. Good to great comes about by a cumulative process, step by step.
48. Good to great transformations often look like dramatic revolutionary events from the inside.
49. Most good to great executives were keenly aware when a transformation was underway.
50. No matter how dramatic the end result, the good to great transformations never happened in one fell swoop.
51. The doom loop starts with buildup and moves to breakthrough.
52. Unsustainable transformations follow a predictable pattern of buildup and breakthrough.
53. The good to great leaders spent essentially no energy trying to create alignment, motivate the troops, or manage change.
54. "Good to Great" companies used acquisitions as :
Read 'Chapter 9: From Good to Great to Built to Last' & answer the following question(s):
55. In great companies, shareholder return, like blood and water to the healthy body, is essential for life, but is not the very point of life.
56. "Good to great" is a prequel to "built to last".
57. Enduring great companies preserve their core values and purpose.
58. Core values and purposes should adapt.
59. The business strategies and operating practices of enduring great companies are endlessly adapting to a changing world.
60. Operating practices and strategies should be preserved.
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