Q&A Hero

Q: The coaching function whereby the supervisor helps individuals recognize, talk about, gain insight, and solve problems is: a. confronting/challenging. b. tutoring. c. mentoring. d. counseling.

Q: is most directly performance related coaching function. a. Mentoring b. Confronting c. Tutoring d. Counseling

Q: refers to a coaching activity that involves helping employees understand how to approach and gain influence with powerful organization members. a. Confronting b. Counseling c. Mentoring d. Challenging

Q: Which of the following is NOT an example of a mentoring activity? a. Helping someone to learn who the key players are b. Helping someone to understand the culture of an organization c. Helping someone to continually question and challenge the authority of upper management d. Helping someone to understand how to approach and gain influence with powerful organizational members

Q: The coaching activity that develops political savvy, understanding of organizations culture, and ways of career advancement is: a. mentoring. b. counseling. c. confronting/challenging. d. tutoring.

Q: Which of the following functions of coaching involves helping a team member gain knowledge, skill, and competency? a. Challenging b. Counseling c. Confronting d. Tutoring

Q: The goal of tutoring is to: a. develop a commitment to continuous learning. b. identify underperforming employees and let them go. c. establish strict performance standards. d. boost employee confidence by assuring they have all the skills they'll ever need.

Q: Which of the following is NOT one of the reasons why managers might neglect their coaching role? a. They are embarrassed to counsel employees. b. They feel the quality of the relationship they share with employees might be jeopardized. c. They are too busy to spare time for coaching. d. They are more inclined to deal with problems passively.

Q: The supportive relationship required for effective coaching involves: a. open two-way communication. b. greater emphasis on disciplinary actions. c. focus on management procedures. d. finding solutions at a fire-fighting pace.

Q: Many coaches may neglect their coaching role because: a. they lack confidence to counsel employees. b. it is viewed as a proactive process. c. ignoring a problem helps it resolve itself faster. d. they think it does not improve performance.

Q: are often considered the "first-line" of counseling. a. Professional counselors b. Peers c. Individual supervisors d. Subordinates

Q: is the interpersonal process used to help individuals to reach their highest levels of performance. a. Coaching b. Supervising c. Reflecting d. Acknowledging

Q: The essence of is helping individuals become more effective performers in an organization. a. conflict coaching b. systemic coaching c. financial coaching d. supervisory coaching

Q: EAP (Employee Assistance Program) is considered a branch of human resources and is designed to replace certain management procedures. a. True b. False

Q: Participation in an EAP (Employee Assistance Program) is always voluntary. a. True b. False

Q: The extent to which a supervisor should counsel an employee with a personal problem depends largely on the extent to which the problem affects job performance. a. True b. False

Q: Counseling is only used when an employee is initially hired into an organization. a. True b. False

Q: The supervisor never counsels employees about physical or emotional illness. a. True b. False

Q: Problems in job performance usually don't require counseling. a. True b. False

Q: Counseling is involved in virtually all aspects of the supervisor-employee relationship. a. True b. False

Q: A coach often has no advance notice as to when counseling is needed. a. True b. False

Q: Framing your displeasure in an I message addresses the problem more openly and tactfully and is more likely to pave the way toward a resolution in an objective, supportive manner. a. True b. False

Q: The focus of an "I" message is on behavior, effect, and feelings. a. True b. False

Q: When a supervisor sends an "I" message he/she is demanding change rather than appealing for change. a. True b. False

Q: Pinpointed remarks often result in no change, a halfhearted change, or resentment at having been called on the carpet. a. True b. False

Q: When addressing an employees poor performance, a supervisor should never seek to get the employee to assist in determining a solution. a. True b. False

Q: When confronting team members about performance, it is best to use broad, general statements. a. True b. False

Q: One of the things that supervisors often do poorly, is addressing the performance problems of their subordinates. a. True b. False

Q: Pausing in the coaching conversation to summarize key points is reviewing. a. True b. False

Q: Coaches should act as resources for team members. a. True b. False

Q: Asking questions to obtain additional information or explore a topic in greater length is probing. a. True b. False

Q: Affirming is communicating to an employee his or her value, strengths, and contributions or other positive factors. a. True b. False

Q: Confirming is showing through a range of non-evaluative verbal responses that you have listened to what the employee has stated. a. True b. False

Q: The supervisor must create a supportive atmosphere that encourages contact. a. True b. False

Q: Most coaching actions are initiated by the supervisor rather than the team member.

Q: Confronting/Challenging involves understanding how to approach and gain influence with powerful organization members. a. True b. False

Q: Combining all four coaching functions in a single coaching session is impractical. a. True b. False

Q: When counseling, it is important for the supervisor to help the team member gain confidence in his or her ability to handle problems. a. True b. False

Q: Through confronting/challenging, successful coaches help less-than-successful performers become successful and challenge successful ones to reach even higher levels.

Q: Mentoring is more personal, practical, and job specific than training. a. True b. False

Q: Monitoring is the coaching activity that teaches teach political savvy, understanding of the organizations culture, and ways to advance ones career. a. True b. False

Q: Tutoring is helping team members gain knowledge, skill, and competency. a. True b. False

Q: Coaching is often neglected by supervisors because it is a time consuming task. a. True b. False

Q: Supervisors may neglect their coaching role because they lack confidence. a. True b. False

Q: Many supervisors reject coaching because they view it as a passive process. a. True b. False

Q: Employee assistance programs are successful when counselors work outside the formal chain of command. a. True b. False

Q: In the 1940s, a counsellor's primary job was to give advice. a. True b. False

Q: If a topic has present or future impact on an employee's performance, then it is a suitable topic for a coaching session. a. True b. False

Q: The focus of coaching conversations is employee discipline. a. True b. False

Q: Coaching is the process that supervisors use to help individuals continually reach their highest level of performance. a. True b. False

Q: A meeting held to make announcements of new programs or policies, or to update the present ones, is a(n) meeting. a. information-giving b. information-exchange c. fact-finding d. problem-solving

Q: software enables high-quality visual presentation. a. Excel b. Outlook c. PowerPoint d. Word

Q: Teleconferencing can reduce the expense of bringing people from distant locations to the meeting. a. True b. False

Q: Using the process consultation model of facilitation, the client makes the ultimate decision and develops the action plan. a. True b. False

Q: The doctor-patient model involves others in making a joint diagnosis and eventually providing others with the skills and tools to make their own diagnosis. a. True b. False

Q: The most widely used form of consultation is the purchase-of-expertise model. a. True b. False

Q: Facilitators require not only experience and knowledge, but also decision-making, problem-solving, communication, motivation, and leadership capabilities. a. True b. False

Q: Group facilitation is a process of intervening to help a group improve in goal setting, action planning, problem solving, conflict management, and decision making in order to increase the group's effectiveness. a. True b. False

Q: An effectively conducted meeting requires no follow-up. a. True b. False

Q: Closure means accomplishing the objective for a given item on the agenda. a. True b. False

Q: Consensus is easier to reach when there is much member diversity within a group. a. True b. False

Q: Consensus does not mean agreement with a decision; it means that there is agreement to accept a decision. a. True b. False

Q: The key points of a meeting that are distributed subsequent to the meeting, are known as the seconds of a meeting. a. True b. False

Q: A key skill of leaders at meetings is the ability to keep the meeting moving. a. True b. False

Q: The leader's most important job at meetings is to encourage openness and communication among members. a. True b. False

Q: In order to avoid controlling the meeting, the leader should usually leave his or her expectations vague. a. True b. False

Q: If attendees are late for a meeting, the leader should wait for their arrival to begin the meeting. a. True b. False

Q: Distributing copies of the meeting agenda in advance is usually not a good idea. a. True b. False

Q: Proper planning requires the leader to do some up-front work before the meeting actually begins, such as ensuring that key people will be able to attend. a. True b. False

Q: Meetings do not allow the personal interaction required for many sensitive issues. a. True b. False

Q: When calculating the cost of meetings, costs of meeting planning and preparation time, travel time/costs, and follow- up costs should be included. a. True b. False

Q: Meetings may result in watered-down decisions that simply reflect the average input of the members rather than the ideas of the best members. a. True b. False

Q: Meetings interrupt members work day, may take them away from higher priority tasks and compete with other activities such as deadline-driven tasks, and can add significantly to job stress. a. True b. False

Q: Meetings allow for a formal exchange of information to occur. a. True b. False

Q: To ensure consistent delivery of information, the supervisor should avoid holding a meeting and should contact each member individually. a. True b. False

Q: It is usually more efficient to communicate with employees on a one-to-one basis than to have a meeting. a. True b. False

Q: A leader ideally should not switch from one meeting type to another during the course of the same meeting. a. True b. False

Q: The groupcentered approach results in a better understanding of members viewpoints. a. True b. False

Q: The group-centered approach is not well suited to large groups. a. True b. False

Q: One disadvantage of the group-centered approach is that the meeting takes up more time than the leader-controlled approach. a. True b. False