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Management
Q:
Refer to Case 12.1. What could William do to improve his consideration skills?
a. Increase production by hiring more employees.
b. Take a personal interest in each employee.
c. Provide specific feedback during open office hours.
d. All of these.
Q:
Refer to Case 12.1. Assuming William possesses a certain amount of self-awareness, he would be well advised to
a. communicate his expectations more.
b. work on developing his emotional intelligence.
c. adjust his leadership style and behaviors so as to prevent unhappiness and dissension among the employees.
d. all of the above.
Q:
According to McGregor, an effective work team is characterized by
a. an avoidance of disagreement.
b. the free expression of the team members' feelings as well as their ideas.
c. participation by all members with diverse visions.
d. a formal, highly structured atmosphere.
Case 12.1
Harvey is considering implementing team-building management in his company. He wants to start with teams that work on the production line. He wants groups of five to fifteen people, responsible for one clearly defined product, and he wants them to be individually accountable for the work of the team as a whole. Harvey believes that effective teams permit free expression of feelings as well as ideas, have members who listen to each other, and have well-understood tasks and objectives.
Cynthia is a first-line supervisor in Harvey's company. She values her people and their productivity relatively equally. She seeks to be proactive in her management and works hard at rewarding the contribution of ideas and recognizing accomplishments. Her fellow manager William, in contrast, is far more task-oriented and is more concerned with production than with his people. To William, employees are instruments of production.
Q:
Because organizations must change rapidly in a volatile, global market, non-supervisory employees must be prepared to
a. behave in "worker bee" mode all of the time to avoid falling behind.
b. contribute to diversity of leadership by demonstrating leadership on the job.
c. avoid behaving as rigid "rule followers," lest they stifle others' creativity.
d. rely on management's vision and leadership.
Q:
In the beginning of Chapter 12, you were introduced to a story about an executive who was able to increase profits by changing the company culture. He instituted Taking People with You, which is _____, at Yum Brands.
a. a set of guidelines for how a self-managed team works
b. an awards program for high performers based on recognition
c. a leadership development program designed to foster teamwork
d. a training program that creates empathy among the workers for executives
Q:
According to The Leadership Challenge, which is a practice of exemplary leadership?
a. Model the way.
b. Take on more action for others.
c. Manage resources.
d. All of these.
Q:
Good advice for anyone who wants to become an outstanding leader is to be guided by the law of empathy, which states:
a. Leaders engage in candid personal conversation with those they lead.
b. Leaders recognize individuals' accomplishments and celebrate them.
c. Leaders are sensitive to and aware of the needs, feelings, and motivations of those they lead.
d. Leaders create structure within the organization.
Q:
Carter has been promoted after working at Quality Printing for 8 years. In his new role as a manager, he is expected to
a. find the potential in his employees.
b. be participative among the staff.
c. be sure employees know how and when to run all the machines.
d. create common values among the employees.
Q:
When an organization has a leadership style that emphasizes team building, you tend to also have
a. higher productivity and profitability.
b. greater job satisfaction and lower stress for employees.
c. outcomes that are greater than the sum of the various inputs.
d. all of these.
Q:
Sophia spends most of her time as head of the engineering department on keeping the engineers on task. She distributes daily reports to show them their progress. She demonstrates which kind of leadership style based on the research from Ohio State University?
a. Low structure, low consideration
b. Low structure, high consideration
c. High structure, low consideration
d. High structure, high consideration
Q:
A highly structured manager encourages upward rather than downward communication.
a. True
b. False
Indicate the answer choice that best completes the statement or answers the question.
Q:
Emotional intelligence is a powerful predictor of leadership success because it gives you the ability to monitor your own and others' emotions and deal with them effectively.
a. True
b. False
Q:
When an employee is learning a new job, it is better for a manager to be patient and delay addressing any performance problems.
a. True
b. False
Q:
Situational leadership theory emphasizes consideration concerns above structure concerns.
a. True
b. False
Q:
People who work under a manager who emphasizes structure will have a good relationship and be able to share ideas.
a. True
b. False
Q:
Successful teams experience constructive disagreement and conflict.
a. True
b. False
Q:
An exemplary leader realizes there are always some processes in an organization that should not be questioned or challenged.
a. True
b. False
Q:
More than 30 years ago, thought leader Warren Bennis predicted that the pyramid-shaped organization chart with top management in a position of absolute power and decision making would become obsolete.
a. True
b. False
Q:
McGregor believed that productive work teams are characterized by a clear understanding and acceptance of their tasks or objectives.
a. True
b. False
Q:
Participants in an effective team fulfill dual roles: those of team member and leader.
a. True
b. False
Q:
One of the ways an employee can function as a leader is in the role of the "worker bee," who frequently serves as a leader when the issue is how to get the work done.
a. True
b. False
Q:
Self-managed teams encourage each team member to be responsible for one particular task.
a. True
b. False
Q:
Two effective ways to develop structure skills are to recognize employee accomplishments and to take a personal interest in each employee.
a. True
b. False
Q:
The most well-known management expert in the field of leadership said you can predict the future if you plan it.
a. True
b. False
Q:
Effective cross-functional teams need a clear and common purpose or objective.
a. True
b. False
Q:
Supervising a diverse work force is less demanding than supervising a homogeneous work force because diversity makes the work force more interesting to work with.
a. True
b. False
Q:
A virtual team can perform just as well as a team that meets together in a room.
a. True
b. False
Q:
When managing your relationship with your boss, you should develop an understanding of your boss and his or her communication style.
a. True
b. False
Q:
Trust among team members is a result of fair delegation of tasks and sharing of task completion..
a. True
b. False
Q:
Behavioral research suggests that leaders are born, not made.
a. True
b. False
Q:
Before documenting a problem with an employee's performance, a good coach must first convince the employee that an issue exists and that improvement is necessary.
a. True
b. False
Q:
Do you agree with the statement "Leaders are made, not born"? What theories would support or discredit this statement, and how? What ideas can you add to support your position?
Q:
You are starting up a new company and will structure the work to be done by assigning projects to teams. Based on Jim Collinss research, what would be your list of core values to achieve the best performance? You plan to post this list all over the building.
Q:
Do you feel that there is one overall best leadership style? What theories would support or discredit this statement, and how? What ideas can you add to support your position?
Q:
A friend wants to know how to improve his relationship with his boss. Give him four tips for accomplishing that goal.
Q:
According to Patrick Lencioni, what are the five key factors that make work teams dysfunctional and unproductive?
Q:
John Hersey believes that a leader can influence others if they do two things. What are they?
Q:
Darnell is less participative as a manager. Under his belief, the employees should be responsible and able enough to direct and monitor themselves and their workloads. Unfortunately, the employees are feeling unsure that they're working toward the same vision or that their judgment of their performances is consistent with Darnell's. What advice would you offer Darnell?
Q:
Many of today's leaders are no longer molded by seniority and experience. What are five tips for young managers?
Q:
What are some of the characteristics that influence team dynamics?
Q:
Liz is highly focused on pushing employees through the challenges of providing quality service, adhering to tight timetables, and maintaining heavy workloads in a down-sized, short-staffed organization. In the process, employees feel stressed, braced for failure, and underappreciated. What advice would you offer Liz?
Q:
Keiko has been working as a customer relations representative for five months now and realizes two other representatives are not answering phone calls promptly. Many customers are placed on hold for longer than the required time. Keiko has also noticed that their supervisor, Lynn, often observes this behavior but does not say anything about it. Lynn needs to improve her __________________ skills.
Q:
One of the ways to be a good team member is not to join a _______________ or subgroup within the team.
Q:
____________________ is the process of coordinating people and other resources to achieve the goals of the organization.
Q:
Jen goes to school and works full-time. Her manager is aware of her taxing schedule but refuses her request to flex her schedule on school days. She abides and works doubly hard, somehow meeting assignment goals and earning a 3.8 GPA. Throughout the semester, her manager never asks her how classes are going or acknowledges her persistence at work. Jen's manager seems to be lacking the ____________________ skills of good leadership.
Q:
Teamwork is a powerful strategy for increasing ____________________, the interaction of two or more elements that produces a result greater than the sum of its parts.
Q:
Technology enables people who live in other countries to work for a company. They are usually members of a ___________________.
Q:
Rachel has been promoted from a virtual team member to a manager. She wants to do a better job. While she was working as a member she noticed there was a lack of detailed ____________ reports and ______________ results, and no one knew about deadlines or completion of milestones. She wants the entire team to be current on information.
Q:
Madison is a middle manager in the design department. Matthew is a senior engineer. Joseph is from the accounting department and Julia is the manager of marketing. They must take an existing product and make it more environmentally-friendly. This is called a __________________ team.
Q:
Tamika hopes to outshine her coworkers, so she sometimes withholds information from other members of her team and attempts to blame others for problems. Dan approaches team meetings with a friendly competitive spirit but is always prepared to listen to others suggestions as well as offer his own when the team faces a challenge. Tamika is a member of a ________-performing team and Dan is a member of a ________-performing team.
Q:
Jiro works for a small web design business. He and his coworkers feel empowered to make a variety of decisions as needs arisefrom distributing client assignments, to creating project timetables, to holding one another accountable for meeting deadlines and performance standards. The working dynamic of Jiro and his coworkers is characteristic of ____________________.
Q:
Case 12.1 Harvey is considering implementing team-building management in his company. He wants to start with teams that work on the production line. He wants groups of five to fifteen people, responsible for one clearly defined product, and he wants them to be individually accountable for the work of the team as a whole. Harvey believes that effective teams permit free expression of feelings as well as ideas, have members who listen to each other, and have well-understood tasks and objectives. Cynthia is a first-line supervisor in Harvey's company. She values her people and their productivity relatively equally. She seeks to be proactive in her management and works hard at rewarding the contribution of ideas and recognizing accomplishments. Her fellow manager William, in contrast, is far more task-oriented and is more concerned with production than with his people. To William, employees are instruments of production. Refer to Case 12.1. Cynthia's leadership exemplifies which leadership style based on the Ohio State research? a. Low consideration, high structure b. Low structure, low consideration c. High structure, high consideration d. High consideration, low structure Enter the appropriate word(s) to complete the statement.
Q:
To help promote purposeful action and sustained improvement, leaders must often assume the role of
a. follower.
b. superior.
c. coach.
d. coworker.
Q:
The Situational Leadership Model
a. places the most emphasis on relationship building.
b. uses a more structured approach to management style.
c. adapts the leadership style to the employee.
d. identifies the manager's leadership style based on his/her current practice.
Q:
Managing your boss can be important for the success of your team. Which of the following is not a general consideration to keep in mind when you are practicing "boss" management?
a. Reflect on your own strengths, weaknesses, work habits, etc.
b. Maintain a distant and professional relationship.
c. Be frank and candid.
d. Flex your communication style to build rapport and avoid unnecessary stress.
Q:
Organizations in America are using teams because:
a. there is not one overall "best" management style.
b. there are so many layoffs and mergers.
c. leaders find it saves them money.
d. team building has proven to be an effective strategy.
Q:
Without ____ it is impossible to build a trusting relationship with the people you lead.
a. charisma
b. strength
c. intelligence
d. character
Q:
One of the most effective ways to align how a team will work together and facilitate team involvement is to _____.
a. increase team synergy
b. minimize member diversity
c. create team core values
d. provide educational materials
Q:
Common characteristics of successful leaders include character and high emotional intelligence. It follows that
a. some individuals are genetically predisposed to become leaders.
b. individuals can develop strong leadership qualities.
c. leaders are highly sociable and dominant.
d. there is one universal "best" style of leadership.
Q:
Gabriela is having a focused conversation with Emily about her current responsibilities at the company. Emily has exceeded all her goals and Gabriela is discussing more training so she can do different jobs in the department. What kind of coaching is taking place?
a. Development
b. Career
c. Performance
d. Support learning
Q:
A manager working to improve consideration skills should specifically
a. learn about the values of individual employees.
b. encourage individual goal setting.
c. carefully communicate plans to the group.
d. deal with poor performance immediately.
Q:
Case 11.1 Wayne is making a sales call on a new client company. The previous sales professional servicing this account, Tom, left to join another company. Wayne had liked Tom the moment he met him but thought of him as a bit of a slob because of the way he always chewed gum. Wayne is calling on Cassandra, the operations manager for this company. She is a middle-level manager. As Wayne walks into Cassandra's office, he notes her expensively tailored suit, her professional demeanor, the simple cologne, and the lack of jewelry. Cassandra's appearance and office dcor are reminiscent of the VP's office in Wayne's own company. During the sales call Wayne is somewhat nervous. He stutters occasionally during the presentation, stumbles over the answers to a couple of Cassandra's questions, and tends to end his statements with a question. At the end of the call, Cassandra thanks him for his visit and the information, and walks out to the main entrance with him, making casual conversation. They shake hands, and Wayne goes on to his next sales call. As she walks back to her office, she thinks, "Should I do business with a company represented by someone with so little self-confidence?" Refer to Case 11.1. Wayne's first impression of Tom is an example of a. the power of facts to shape impressions. b. the importance of properly selecting your career apparel. c. a handshake shaping someone's impression of you. d. the primacy effect.
Q:
Networking: a. cannot be replicated in the online recruiting environment. b. is an effective job search method that can be pursued at meetings or social events. c. allows job candidates to rely on verbal interactions alone instead of thank-you notes and other written communications. d. usually allows well-qualified individuals to secure employment at first contact with an organization.
Q:
A major factor influencing your choice of clothing for work should be a. the availability of suitable career apparel. b. the products and services offered by your employer. c. what competitors wear. d. the cost of the career apparel.
Q:
"Judging a book by its cover" summarizes the impact of a. etiquette. b. personal charisma. c. integrity. d. surface language.
Q:
The stiff competition in today's labor market makes standing out in a sea of job applicants all the more important. So, brand yourself! Describe what you want to convey through your personal brand and how you will express it.
Q:
Do you believe in making and trusting first impressions? Explain why you do or do not believe in their importance in a business context.
Q:
Do you believe that dress codes infringe on workers' rights? What do you consider the most important factors to consider when forming an opinion on the matter?
Q:
Explain the concept of the "business casual look." Describe an appropriate business casual look for a 24-year-old female dental office manager and a 48-year-old nonprofit donor development director.
Q:
What is professional presence, and how important is it to you?
Q:
What steps should you take to create a social media profile that positively represents your personal brand?
Q:
In the age of technology, most people use a smartphone throughout the day. Identify four etiquette guidelines for smartphone use.
Q:
Imagine you are attending a job fair. Based on the primacy effect, what can you predict will happen as you interact with company representatives at the fair? What steps would you take to make the most of this networking opportunity?
Q:
Imagine you are preparing for a job interview, and you want to be sure to execute the "perfect" handshake: one that communicates care, confidence, interest, and warmth. Describe this "perfect" handshake.
Q:
List the major factors that comprise a person's image.
Q:
When in charge of a ________________, you should start and end on time and avoid bringing up a topic unless it is related to an agenda item.
Q:
A set of traditions based on kindness, efficiency, logic, and consideration for others is called ____________________.
Q:
A first impression, positive or negative, is often formed within the first few ____________________ of meeting someone.
Q:
Your personal ____________________ describes the attributes you wish to portray to others and incorporates both what you believe and who you are.
Q:
Khaki pants, a polo shirt with a CitiBank logo, and loafers would be appropriate ____________________ attire for a CitiBank loan manager.