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Q:
Circumstances that resemble an invisible barrier that keep most women and minorities from attaining the top jobs in organizations are referred to as the:
A. revolving door.
B. fixed wall.
C. glass ceiling.
D. closed door.
E. glass escalator.
Q:
Employees tend to be more emotionally committed to the vision of charismatic leaders who are trusted and respected.
Q:
During the action planning and follow-up step of the career management process, the employer:
A. has the responsibility of communicating the performance evaluation.
B. should identify opportunities and personal areas needing improvement.
C. should ensure that the goal is specific.
D. is responsible for identifying the steps and timetable to reach the goals.
E. should identify resources needed.
Q:
The vision of an organization typically stretches people beyond their current capabilities and thinking.
Q:
The final step in the career management process is:
A. self-assessment.
B. reality check.
C. goal setting.
D. action planning.
E. feedback.
Q:
Resistance can help identify specific problem areas where a change is likely to cause difficulties, so that management can take corrective action before serious problems develop.
Q:
What is the organization's responsibility in the goal-setting stage of the career management process?
A. To identify what skills can be developed realistically
B. To identify goals and methods to determine goal progress
C. To identify steps and a timetable to reach goals
D. To ensure that the goal is specific, challenging, and attainable
E. To communicate performance evaluation and opportunities available to the employee
Q:
Psychological resistance is internally logical from the perspective of the employees attitudes and feelings about change.
Q:
Usually the employer conducts the reality check as part of a performance appraisal or as the _____ stage of performance management.
A. self-assessment
B. action planning
C. goal setting
D. data gathering
E. feedback
Q:
Logical objections are a type of resistance to change.
Q:
In the feedback step of the career management process, the employee is primarily responsible for:
A. ensuring that the goal is specific, challenging, and attainable.
B. identifying company resources needed to reach goals.
C. identifying what skills he/she could realistically develop in light of the opportunities available.
D. identifying resources needed, including courses, work experiences, and relationships.
E. identifying strengths, weaknesses, interests, and values.
Q:
Regardless of the nature of the change, some employees will try to protect themselves from its effects.
Q:
The step in the career management process in which employees receive information about their skills and knowledge and where these assets fit into the organization's plans is called:
A. self-assessment.
B. feedback.
C. goal setting.
D. action planning.
E. data gathering.
Q:
Continuous rounds of change can produce negative effects for individuals and corrosive results for the entire organization.
Q:
Which of the following helps identify employees' preferences for working in different types of environments like sales and counseling?
A. Myers-Briggs Type Indicator
B. Self-Directed Search
C. Leaderless group discussion
D. Occupational Outlook Handbook
E. Strong-Campbell Interest Inventory
Q:
Unless changes can provide benefits above costs, there is no reason for the changes.
Q:
The _____ is a self-assessment tool that helps employees identify their occupational and job interests.
A. Myers-Briggs Type Indicator
B. Self-Directed Search
C. Leaderless group discussion
D. Occupational Outlook Handbook
E. Strong-Campbell Interest Inventory
Q:
Feelings are the indirect result of logical thinking.
Q:
The career management process starts with:
A. self-assessment.
B. goal setting.
C. reality checking.
D. identifying the steps and timetable to reach a goal.
E. specifying competencies to be developed.
Q:
Change is merely a technical problem.
Q:
The step in the career management process in which psychological tests, such as Myers-Briggs Type Indicator and the Strong-Campbell Interest Inventory, are used is:
A. follow-up.
B. reality check.
C. goal setting.
D. action planning.
E. data gathering.
Q:
Change is any alteration occurring at work or in the work environment that affects the ways in which employees must act.
Q:
What is the employee's responsibility in the data gathering stage of career management?
A. To identify opportunities and areas needing improvement
B. To communicate performance evaluations
C. To identify steps and a timetable to reach goals
D. To provide assessment information to identify strengths, weaknesses, interests, and values
E. To ensure that goals are specific, challenging, and attainable
Q:
Chapter 14
Managing Change
True/False Questions
Q:
Which of the following is a component of a basic career management system?
A. Stress management
B. Goal setting
C. Externship
D. Team building
E. Workplace ethics
Q:
Modern organizations differ from classical organizational structures in that modern organizations:
A) are flexible, organic, and open.
B) are strong in task support but weak in psychological support.
C) are essentially mechanistic in their attempts to get people to act as predictably as machines.
D) exemplify the centralized decision-making process.
Q:
A peer or manager who works closely with an employee to motivate him/her, help him/her develop skills, and provide reinforcement and feedback is known as a:
A. protg.
B. coach.
C. moderator.
D. high-potential employee.
E. facilitator.
Q:
Virtual teams are groups of individuals from around the globe that meet through the use of technological aids without all of their members being present in the same location.
Q:
Acting as a mentor gives managers:
A. career support and sponsorship.
B. increased visibility among the organization's managers.
C. a chance to talk about their worries.
D. a chance to develop their interpersonal skills.
E. more chances of being promoted.
Q:
Boundary spanners keep communication channels open and active by constantly sharing information with other units in the organization and with people at other levels.
Q:
Which of the following is a characteristic of a successful formal mentoring program?
A. Mentor and protg participation is mandatory.
B. Managers are rewarded for employee development.
C. Mentors are chosen on a random basis.
D. Mentors become therapists for their protgs.
E. Mentor-protg relationships are artificially created.
Q:
Reduced flexibility of staff is a disadvantage of self-managing teams.
Q:
Which of the following is true of mentoring?
A. Mentoring is the best substitute for therapy.
B. Most mentoring relationships develop formally as a result of interests or values officially discussed by the mentor and protg.
C. Employees most likely to seek a mentor are emotionally unstable and have a low need for power and achievement.
D. Mentoring programs tend to be most successful when they are voluntary and participants understand the details of the program.
E. Informal mentoring programs ensure access to mentors for all employees, regardless of gender or race.
Q:
Self-managing teams are natural work groups that are given substantial autonomy and in return are asked to control their own behavior and produce significant results.
Q:
A mentor is generally a(n):
A. employee's peer who provides friendship and guidance.
B. employee's manager who provides feedback on performance.
C. employee's family member who provides emotional and financial support.
D. experienced, productive senior employee who helps develop a protg.
E. experienced person who disseminates knowledge to the entire organization.
Q:
Planning and conducting a study is as an example of a research skill.
Q:
Providing employees with the opportunity to get away from the day-to-day stresses of their job and acquire new skills and perspectives is known as a(n):
A. transfer.
B. expatriate assignment.
C. sabbatical.
D. externship.
E. downward move.
Q:
Public speaking is an example of a consultation skill.
Q:
Allowing employees to take a full-time temporary position at another company is known as a(n):
A. transfer.
B. expatriate assignment.
C. sabbatical.
D. externship.
E. lateral move.
Q:
Negotiation between conflicting parties is an example of a presentation skill.
Q:
The organization may demote an employee to a lower-level position:
A. to provide greater challenges to him/her.
B. so that the employee can learn different skills.
C. to increase the employee's visibility.
D. so that the employee can get more authority.
E. to give him/her more responsibility.
Q:
Collection of relevant data is typically the first stage in team building.
Q:
A move to a job with a similar level of responsibility within the same organization is called a(n):
A. externship.
B. promotion.
C. downward move.
D. upward move.
E. lateral move.
Q:
Team building encourages team members to examine how they work together, identify their weaknesses, and develop more effective ways of cooperating.
Q:
Which of the following is true about a transfer?
A. It typically involves a full-time temporary position at another organization.
B. A transfer fundamentally increases job responsibilities.
C. A transfer essentially increases compensation.
D. It occurs when an employee is given less responsibility and authority.
E. It is an assignment of an employee to a position in a different area of the company, usually in a lateral move.
Q:
Which of the following is true about job rotation?
A. According to research, job rotation typically does not benefit managers.
B. Job rotation is a simple process and rarely requires the involvement or the commitment of top management.
C. The system is restricted to a limited number of key positions and employees within the company.
D. The system ensures that employees understand the specific skills to be developed.
E. Rotation schedules are decided solely on the ability of other departments to accommodate new employees.
Q:
Team members are likely to feel more motivated and empowered when they share a sense of potency.
Q:
A superordinate goal is a higher goal that integrates the efforts of two or more persons.
Q:
Which of the following is a potential problem of job rotation?
A. Employees typically develop a short-term perspective on problems and solutions.
B. Employees generally earn less.
C. Promotions usually take longer.
D. Employees typically develop specialized skills but fail to use them due to quick rotations.
E. It decreases employees' understanding of different company functions.
Q:
A supportive environment is an ingredient of effective teams.
Q:
Job rotation involves:
A. adding challenges or new responsibilities to the employee's current job.
B. moving the employee through a series of job assignments in one or more functional areas of the company.
C. allowing the employee to work full-time in a temporary position at another company.
D. allowing the employee to switch between two different jobs within the company on a daily or weekly basis.
E. assigning an employee to a position with less responsibility and authority.
Q:
Social loafing is a potential team problem.
Q:
Which of the following is true of job enlargement?
A. It is a systematic approach to help an organization modify its core processes to achieve more efficient results.
B. It aims at greater productivity through reduced application of mental and physical effort.
C. It involves attempts to motivate employees by giving them the opportunity to use specific skill sets.
D. It involves moving employees through a series of job assignments in one or more functional areas.
E. It involves adding challenges or new responsibilities to employees' current jobs.
Q:
Adjourning is typically the last step in the life cycle of a team.
Q:
Using job experiences for development assumes that:
A. development occurs only when job demands involve obstacles.
B. development occurs only through promotions.
C. development is most likely to occur when employees experience high levels of negative stress in their jobs.
D. development is most likely to occur when employees skills and experiences do not entirely match the skills required for the current job.
E. development is most likely to occur when the employee has the prerequisite skills to perform the job.
Q:
The stages of team development are rigidly followed.
Q:
Most employee development occurs through:
A. performance appraisals.
B. job experiences.
C. formal education.
D. technical training.
E. interpersonal relationships.
Q:
The classical organizational process, when applied on a large scale across internal organizational boundaries, creates cross-functional teams.
Q:
How does 360-degree feedback help organizations?
A. Managers can identify subordinates who provide negative feedback.
B. Delivering ratings provides a simple way for a manager to act on the feedback.
C. Performance improves and behavior changes as a result of participation.
D. It demands very little time, so the raters can focus on other tasks.
E. Managers can easily interpret the results themselves and take necessary action.
Q:
Since the structure of a matrix organization is more flexible than traditional hierarchy, it can better handle the changes that occur in complex projects.
Q:
The 360-degree feedback process:
A. involves rating the individual in terms of work-related behaviors.
B. does not lead to any improvement in performance.
C. breaks down formal communications about behaviors and skill ratings between employees and their internal and external customers.
D. gives results that can be easily interpreted by anyone.
E. demands very little time of the raters to complete the evaluations.
Q:
Organic forms work well if the environment is stable, not requiring any change within the organization.
Q:
Which of the following statements about Benchmarks is true?
A. While managers enjoy completing the instrument and find the results interesting, research is inconclusive regarding the skills measured and their relationship to on-the-job performance.
B. The items measured by Benchmarks are based on research into the lessons that executives learn in critical events of their careers.
C. The instrument measures 24 skills and perspectives including how well managers accomplish tasks by completing the tasks themselves.
D. To provide a complete picture of managers' skills, only the managers' supervisors and peers should complete the instrument.
E. Research suggests that Benchmarks are valid for predicting performance, salary level, and career advancement.
Q:
The classical structure is strong in psychological support and weak in task support.
Q:
Classic organizational structures are essentially mechanistic in their attempts to get people to act as efficiently and predictably as machines.
Q:
Which of the following skills do managers demonstrate if they accomplish tasks through managing others?
A. Compassion and sensitivity
B. Straightforwardness and composure
C. Team orientation
D. Decisiveness
E. Self-awareness
Q:
Which of the following skills do managers demonstrate if they show genuine interest in others?
A. Compassion and sensitivity
B. Straightforwardness and composure
C. Team orientation
D. Decisiveness
E. Self-awareness
Q:
Chapter 13
Teams and Team Building
True/False Questions
Q:
List the skills needed for boundary spanners.
Q:
Identify the skill related to a successful manager.
A. Accomplishes tasks by completing all the tasks himself/herself
B. Is willing to sacrifice personal life for work life
C. Is infallible and leads by the telling-and-selling approach
D. Can behave in ways that are often seen as opposites
E. Prefers slow and precise actions for management situations
Q:
List the disadvantages of self-managing teams.
Q:
The measurement tool Benchmarks focuses on measuring:
A. an organization's performance against major competitors.
B. a manager's use of skills associated with success in managing.
C. the output of a group or team of employees.
D. performance differences among employees.
E. employees' progress in carrying out their action plans.
Q:
List the different stages in team building.
Q:
In assessment centers, typically, each assessor observes and records _____ employees behaviors in each exercise.
A. six or seven
B. four or five
C. eight or nine
D. one or two
E. ten or eleven
Q:
List the signals that indicate when it is more appropriate to devote attention to the team-building process.
Q:
Which of the following assessment center exercises is being used when a team of five to seven employees is assigned a problem and must work together to solve it within a certain time period?
A. Interview session
B. Leaderless group discussion
C. Role playing
D. In-basket exercise
E. Personality test
Q:
List the conditions most likely to motivate and empower employees.
Q:
Which of the following is true of in-basket exercises?
A. They require teams of five to seven employees to work together to solve assigned problems within a certain time period.
B. They are paper-and-pencil tests designed to measure participants' communication styles and skills.
C. They simulate the administrative tasks of a manager's job, using a pile of documents for the employee to handle.
D. They require participants to take the part of a manager or employee in a situation involving the skills to be assessed.
E. They require the use of interest and aptitude tests to evaluate an employee's vocabulary, general mental ability, and reasoning skills.
Q:
List the ingredients of effective teams.
Q:
An employee's tolerance for uncertainty and the ability to get along with others are assessed in _____.
A. leaderless group discussions
B. in-basket exercises
C. personality tests
D. role-plays
E. interviews