Question 1

Coaching has a different orientation than a traditional approach to management.

Accepted Answer

A) True 
 B)False

Question 2

The _________ that all living organisms share starts with action to feedback to synthesis and then to a new action.

Accepted Answer

A)  circle of life 
B)  active listening process 
C)  adaptive learning cycle 
D)  managerial cycle 
A)  circle of life 
B)  active listening process 
C)  adaptive learning cycle 
D)  managerial cycle

Question 3

In an organization, an employee's _______ goals should relate in a meaningful way to both the needs of the employee and the needs of the organization.

Accepted Answer

A)  development 
B)  outcome 
C)  personal 
D)  none of these 
A)  development 
B)  outcome 
C)  personal 
D)  none of these

Question 4

When you delegate effectively, no one benefits.

Accepted Answer

A) True 
 B)False

Question 5

List three differences each between the mindset and behavior required for managing versus coaching.

Accepted Answer

Managing Coaching
Telling Empo

Question 6

If a manager doesn't ________, he or she is limiting an important potential means of developing employees.

Accepted Answer

A)  deliberate 
B)  listen 
C)  develop 
D)  delegate 
A)  deliberate 
B)  listen 
C)  develop 
D)  delegate

Question 7

A deadline for the goal to be attained gives it priority. Having intermediate and ending dates offers:

Accepted Answer

A)  measurable outcomes 
B)  clear structure 
C)  both of these 
D)  neither of these 
A)  measurable outcomes 
B)  clear structure 
C)  both of these 
D)  neither of these

Question 8

What are the two approaches to managerial coaching? Which is the best approach? Briefly describe each.

Accepted Answer

Directive Coaching - a push to solve som

Question 9

Once you have gathered information by observing, asking, listening, and collecting feedback from others, it's time to provide the valuable _______ to the coachee.

Accepted Answer

A)  research 
B)  vision 
C)  feedback 
D)  pay raise 
A)  research 
B)  vision 
C)  feedback 
D)  pay raise

Question 10

The ability to delegate is a sign of _______ but it can be difficult, especially for new managers.

Accepted Answer

A)  leadership 
B)  daily production 
C)  role playing 
D)  negativity 
A)  leadership 
B)  daily production 
C)  role playing 
D)  negativity

Question 11

When you delegate effectively, the employee gets to ______ and assume additional responsibility and your time is freed up.

Accepted Answer

A)  learn new skills 
B)  consider options 
C)  strengthen projects 
D)  make tentative decisions 
A)  learn new skills 
B)  consider options 
C)  strengthen projects 
D)  make tentative decisions

Question 12

Anitra has been in her job for three years now, and during her last performance review she told her supervisor, Carol Ann, that she would like to get a promotion. Carol Ann gave her several recommendations, such as volunteering to take on more complex projects and offering to get involved in a special problem-solving task force in their department. Carol Ann's actions are an example of:

Accepted Answer

A)  Deliberation 
B)  Delegation 
C)  Coaching 
D)  none of these 
A)  Deliberation 
B)  Delegation 
C)  Coaching 
D)  none of these

Question 13

What is 360-degree feedback? Explain in your own words why it is a key tool for a manager.

Accepted Answer

360-degree feedback gathers data from th

Question 14

How do managers benefit from coaching?

Accepted Answer

A)  improve their interpersonal skills 
B)  learn to delegate some of their daily tasks 
C)  neither of these 
D)  both of these 
A)  improve their interpersonal skills 
B)  learn to delegate some of their daily tasks 
C)  neither of these 
D)  both of these

Question 15

Samuel has observed that one of his employees, Dani, is quite a perfectionist. She often spends far more time on individual tasks than she should because she's trying so hard to do them perfectly. Samuel knows he can't change this aspect of her personality, but he can teach her to recognize when something is "good enough." What key rule of coaching is he using?

Accepted Answer

A)  Don't learn from mistakes. 
B)  Do what people tell you to do. 
C)  Don't try to fix people. 
D)  Don't be helpful. 
A)  Don't learn from mistakes. 
B)  Do what people tell you to do. 
C)  Don't try to fix people. 
D)  Don't be helpful.

Question 16

The manager observes the employee, figures out what the person is doing wrong, and corrects the employee with statements and directives. Which type of managerial approach is this?

Accepted Answer

A)  non-directive 
B)  directive 
C)  consultative 
D)  collective 
A)  non-directive 
B)  directive 
C)  consultative 
D)  collective

Question 17

A ______ coach encourages people to learn for themselves in order to improve performance and correct any weaknesses that prohibit them from becoming outstanding employees.

Accepted Answer

A)  directive 
B)  social 
C)  non-directive 
D)  collective 
A)  directive 
B)  social 
C)  non-directive 
D)  collective

Question 18

Evidence shows that people need around ____ years of hard, focused work before reaching the level of world-class performance.

Accepted Answer

A)  five 
B)  fifteen 
C)  twenty 
D)  ten 
A)  five 
B)  fifteen 
C)  twenty 
D)  ten

Question 19

The ______ can determine which skills are more important in each employee's job to help the individual develop appropriately.

Accepted Answer

A)  leadership process 
B)  coaching process 
C)  deliberation process 
D)  delegation process 
A)  leadership process 
B)  coaching process 
C)  deliberation process 
D)  delegation process

Question 20

When is the employee more likely to change an ineffective behavior?

Accepted Answer

A)  once it is clearly specified 
B)  after punishment 
C)  immediately after pay is cut 
D)  once they calm down 
A)  once it is clearly specified 
B)  after punishment 
C)  immediately after pay is cut 
D)  once they calm down

Coaching has a different orientation than a traditional approach to management.

The _________ that all living organisms share starts with action to feedback to synthesis and then to a new action.

In an organization, an employee's _______ goals should relate in a meaningful way to both the needs of the employee and the needs of the organization.

When you delegate effectively, no one benefits.

List three differences each between the mindset and behavior required for managing versus coaching.

If a manager doesn't ________, he or she is limiting an important potential means of developing employees.

A deadline for the goal to be attained gives it priority. Having intermediate and ending dates offers:

What are the two approaches to managerial coaching? Which is the best approach? Briefly describe each.

Once you have gathered information by observing, asking, listening, and collecting feedback from others, it's time to provide the valuable _______ to the coachee.

The ability to delegate is a sign of _______ but it can be difficult, especially for new managers.

When you delegate effectively, the employee gets to ______ and assume additional responsibility and your time is freed up.

What is 360-degree feedback? Explain in your own words why it is a key tool for a manager.

How do managers benefit from coaching?

The manager observes the employee, figures out what the person is doing wrong, and corrects the employee with statements and directives. Which type of managerial approach is this?

A ______ coach encourages people to learn for themselves in order to improve performance and correct any weaknesses that prohibit them from becoming outstanding employees.

Evidence shows that people need around ____ years of hard, focused work before reaching the level of world-class performance.

The ______ can determine which skills are more important in each employee's job to help the individual develop appropriately.

When is the employee more likely to change an ineffective behavior?

Introduction

Your Manager Strengths and Weaknesses

Learning About Yourself

Managing Yourself to Get Things Done

Creative Problem Solving

How Managers Communicate

Becoming an Ethical Manager

Motivating for Performance

Getting Things Done Through Networks, Relationships, and Soft Power

Handling Difficult Conversations, Conflict, and Negotiation

Managing Your Boss

Managing Teams

Achieving Desired Outcomes: Getting the Right People and Managing Performance

Managing Cross Culturally

Positive Leadership

Managing Personal and Organizational Change

Filters

Exam 10: People With Coaching, Delegation, and Deliberate Practice

Coaching has a different orientation than a traditional approach to management.

The _________ that all living organisms share starts with action to feedback to synthesis and then to a new action.

In an organization, an employee's _______ goals should relate in a meaningful way to both the needs of the employee and the needs of the organization.

When you delegate effectively, no one benefits.

List three differences each between the mindset and behavior required for managing versus coaching.

If a manager doesn't ________, he or she is limiting an important potential means of developing employees.

A deadline for the goal to be attained gives it priority. Having intermediate and ending dates offers:

What are the two approaches to managerial coaching? Which is the best approach? Briefly describe each.

Once you have gathered information by observing, asking, listening, and collecting feedback from others, it's time to provide the valuable _______ to the coachee.

The ability to delegate is a sign of _______ but it can be difficult, especially for new managers.

When you delegate effectively, the employee gets to ______ and assume additional responsibility and your time is freed up.

What is 360-degree feedback? Explain in your own words why it is a key tool for a manager.

How do managers benefit from coaching?

The manager observes the employee, figures out what the person is doing wrong, and corrects the employee with statements and directives. Which type of managerial approach is this?

A ______ coach encourages people to learn for themselves in order to improve performance and correct any weaknesses that prohibit them from becoming outstanding employees.

Evidence shows that people need around ____ years of hard, focused work before reaching the level of world-class performance.

The ______ can determine which skills are more important in each employee's job to help the individual develop appropriately.

When is the employee more likely to change an ineffective behavior?

Introduction

Your Manager Strengths and Weaknesses

Learning About Yourself

Managing Yourself to Get Things Done

Creative Problem Solving

How Managers Communicate

Becoming an Ethical Manager

Motivating for Performance

Getting Things Done Through Networks, Relationships, and Soft Power

Handling Difficult Conversations, Conflict, and Negotiation

Managing Your Boss

Managing Teams

Achieving Desired Outcomes: Getting the Right People and Managing Performance

Managing Cross Culturally

Positive Leadership

Managing Personal and Organizational Change

Filters