Sustainable Management 2 (B)

A conceptual image illustrating sustainability in business and education, incorporating elements like green technology, teamwork, and eco-friendly practices.

Sustainable Management Quiz

Test your knowledge on sustainable management practices and their impact on teaching and student performance. This quiz covers various topics including business simulation games, sustainable practices, and organizational structures.

  • Evaluate your understanding of sustainability in business.
  • Engage with real-world scenarios and decision-making processes.
  • Receive instant feedback on your performance.
9 Questions2 MinutesCreated by EngagingLeader321
Business Simulation Games and Student Performance.
Dr Matt Offord PhD MBA
 
 
You are being invited to take part in a research study. Before you decide to take part it is important for you to understand why the research is being done and what it will involve. Please read the following information carefully and discuss it with others if you wish. Ask the researcher/s if there is anything that is not clear or if you would like more information. Take some time to decide whether or not you wish to take part.
 
 
Thank you for reading this.
 
 
This study is designed to explore the relationship between different types of teaching and student performance. You have been selected to participate as you are studying on a course which uses simulations games as a method of teaching. We will collect anonymous performance data from both simulation and non-simulation sections of the course to compare performance. We collect these data in the normal course of teaching, so you will not be doing anything differently, other than consenting to the use of your anonymous performance data. In this study we will be looking at traditional teaching methods like presentations and serious games. You will participate in either of these forms of teaching. You will then be offered the chance to complete some multi-choice questions (MCQ). The MCQ will give you feedback about how much of the content you have remembered, what areas need revision etc. This is for your benefit. We will, additionally, collect data on student performance but this will be anonymous, we will not know how you specifically performed. The MCQ will take 10 minutes. You will get feedback and we will get anonymous results.
 
 
Your personal information is safe as we will not collect these data from you at any point in the process.
 
 
Please note that assurances on confidentiality will be strictly adhered to unless evidence of wrongdoing or potential harm is uncovered. In such cases the University may be obliged to contact relevant statutory bodies/agencies. In this case, this scenario is extremely unlikely.
 
 
The data we collect will be anonymised performance scores along with the type of teaching you received. There is no personal data, all the data is called research data. This means we will keep the data for 10 years in a secure repository. The data will be used for conference papers and journals as well as presentations and talks. Additionally, other researchers may ask to use the data for their own research or to verify our results. Since the data contains no personal identifiers, it will be impossible for anyone to work out what your score is. We will destroy the data after 10 years.
 
 
 
 
This project is approved by the College of Social Sciences Research Ethics Committee
 
 
To pursue any complaint about the conduct of the research: contact the College of Social Sciences Ethics Officer, Dr Susan Batchelor, email: socsci-ethics-lead@glasgow.ac.uk
 
 
 
 
Business Simulation Games and Student Performance.
Dr Matt Offord PhD MBA
 
 
You are being invited to take part in a research study. Before you decide to take part it is important for you to understand why the research is being done and what it will involve. Please read the following information carefully and discuss it with others if you wish. Ask the researcher/s if there is anything that is not clear or if you would like more information. Take some time to decide whether or not you wish to take part.
 
 
Thank you for reading this.
 
 
This study is designed to explore the relationship between different types of teaching and student performance. You have been selected to participate as you are studying on a course which uses simulations games as a method of teaching. We will collect anonymous performance data from both simulation and non-simulation sections of the course to compare performance. We collect these data in the normal course of teaching, so you will not be doing anything differently, other than consenting to the use of your anonymous performance data. In this study we will be looking at traditional teaching methods like presentations and serious games. You will participate in either of these forms of teaching. You will then be offered the chance to complete some multi-choice questions (MCQ). The MCQ will give you feedback about how much of the content you have remembered, what areas need revision etc. This is for your benefit. We will, additionally, collect data on student performance but this will be anonymous, we will not know how you specifically performed. The MCQ will take 10 minutes. You will get feedback and we will get anonymous results.
 
 
Your personal information is safe as we will not collect these data from you at any point in the process.
 
 
Please note that assurances on confidentiality will be strictly adhered to unless evidence of wrongdoing or potential harm is uncovered. In such cases the University may be obliged to contact relevant statutory bodies/agencies. In this case, this scenario is extremely unlikely.
 
 
The data we collect will be anonymised performance scores along with the type of teaching you received. There is no personal data, all the data is called research data. This means we will keep the data for 10 years in a secure repository. The data will be used for conference papers and journals as well as presentations and talks. Additionally, other researchers may ask to use the data for their own research or to verify our results. Since the data contains no personal identifiers, it will be impossible for anyone to work out what your score is. We will destroy the data after 10 years.
 
 
 
 
This project is approved by the College of Social Sciences Research Ethics Committee
 
 
To pursue any complaint about the conduct of the research: contact the College of Social Sciences Ethics Officer, Dr Susan Batchelor, email: socsci-ethics-lead@glasgow.ac.uk
 
 
 
 
If you were responsible for drafting a vision statement for board consideration, you would begin by
Describing what the organization ultimately should become in the long run.
defining what the business should be and do in the present to fulfil its purpose.
highlighting the normative values that should be the underlying fabric of organizational culture and which should guide all actions taken.
The VP of operations of an online retailers explains: “While most of our packaging was made of paper anyway, many of the labels were of plastic and hard to remove as we even patched another transparent plastic layer on top of it. So, this created immense complications in the paper recycling system and unnecessary environmental impacts. We now stopped using these labels. We keep printing the label information directly onto the paper parcel now instead of onto a label on it. The same process, just without the label. We believe that with this small change dispatching has become much more sustainable.” Which type of change is this?
Patching
Relabelling
Trimming
Cooperating
As public relations manager of a gaming platform, you are developing a new procedure for engaging with the families, friends, and other contacts of the gamers who are your customers, in order to early on spot any signs of gaming addiction or other health and wellbeing issues. This engagement activity will be carried out by a dedicated new team of family engagement operators in parallel to your company’s other management processes. Which organizational structure element best describes what you are doing?
Promoting community-based engagement
Designing a specialized responsibility management process.
Helping to organize the work of ‘green collar workers’
All of these
Harry, a sales team manager tells you how he had this great idea to transform the way everyone is working from ‘every (wo)man for themselves’ to a collaborative team sales approach. After initial resistance from his colleagues, the change has now been implemented, but currently everything seems extremely chaotic and the performance has decreased alarmingly. He wonders if he made a mistake and shouldn’t have pressed for this change so hard. Based on your knowledge of the typical performance curve throughout the stages of a change process, which one of the following pieces of advice would be the most adequate one to give to Harry.
Reverse the change as quickly as possible to avoid further damage! If performance goes down, the change will fail very soon
Stick to your guns! A chaos phase with low performance is quite common before transformation happens and the performance goes back up again.
Stick with it as reversing would inflict even further damage, but be prepared: Your performance is unlikely to ever get back to what it used to be. Yes, it was a mistake.
That’s normal. Change is unlikely to ever affect performance positively. For the next time around just don’t change anything. If you are lucky the performance of the new status quo after the change will be on the same level as the performance before
 Imagine you are the agricultural manager of a sheep farm producing wool for cruise ships, hotels, and casinos’ carpets which are exchanged on an annual basis. Due to a global health pandemic, these customers did not buy this year. There have been three main responses by other agricultural managers. 1. A few of your colleagues have made headlines by burning their wool as a protest against the fallen prices, which emits enormous amounts of carbon dioxide that would have been captured otherwise. 2. An alternative out there used by most agricultural managers in the same situation is to hire costly specialized storage space which is quite energy intensive (wool easily decays and needs drying and heating) to sell it next year hoping that demand will pick up again. 3. Some colleagues have thought out of the box and have managed to sell the wool to gardening centres and to private customers through d.i.y. stores, who can use the wool in gardening, which also leads to the capture of more carbon as it helps plants to grow better. The association of wool farmers has asked you to rank these alternatives based on their environmental sustainability, particularly, their carbon impact. How would you classify these three alternative organizing options using sustainability benchmarking?
1. Below-average unsustainable; 2. Sustainable; 3. Restorative
1. Average unsustainable; 2. Sustainable; 3. Neutral impact
1. Below-average unsustainable; 2. Average unsustainable; 3. Restorative
1. Below-average unsustainable; 2. Sustainable; 3. Neutral impact
Management of an e-sports promoter business prides themselves in having created enormous amounts of shared value as both their employees and the business owners have earned above average amounts of money over the last two years. Which of the following statements is inconsistent with the shared value framework as it has been presented in this chapter?
This is not shared value as all value has been created for internal stakeholders
This is clearly shared value as both owners and employees share some of the economic value created
This would be shared value if value had also been created for e-sports fans and athletes.
All of these are inconsistent.
You discuss with a friend, an environmentalist, about responsible management. He says that what he does not like about the topic is that managers “always think that humans go first-I think the bigger responsibility is the one we have for the environment!” Before you respond, you might want to think about which position your friend argues from. Which of the following sentences describes this statement best?
Your friend says managers should focus on implicit business responsibility.
Your friend proposes a soft approach to responsible management.
The statement is a call for accountability
Your friend stresses the importance of non-social stakeholders.
A major corporation has recently gone bankrupt as they were unable to keep up with environmental sustainability legislation. When asking why they failed to change, a member of the board tells you in confidence: “Everyone knew things would turn sour soon. Our mistake was to work too much in preparing the organization for a smooth transition, while not really knowing what or where to transition to.” What do you think was the main problem here?
Lack of sense of urgency
Lack of vision
Not removing obstacles
Not anchoring changes in culture
{"name":"Sustainable Management 2 (B)", "url":"https://www.quiz-maker.com/QPREVIEW","txt":"Test your knowledge on sustainable management practices and their impact on teaching and student performance. This quiz covers various topics including business simulation games, sustainable practices, and organizational structures.Evaluate your understanding of sustainability in business.Engage with real-world scenarios and decision-making processes.Receive instant feedback on your performance.","img":"https:/images/course4.png"}
Powered by: Quiz Maker