Question 1

When working for a Wimp, you should ____.

Accepted Answer

A)  adapt to your boss's style 
B)  politick with him 
C)  avoid the boss 
D)  support as much as you can 
A)  adapt to your boss's style 
B)  politick with him 
C)  avoid the boss 
D)  support as much as you can

Question 2

Which of the following is a position source of upward influence?

Accepted Answer

A)  network of relationships 
B)  flow of information 
C)  central location 
D)  all of these 
A)  network of relationships 
B)  flow of information 
C)  central location 
D)  all of these

Question 3

The primary strategy for managing the boss is ____

Accepted Answer

A)  talking to him 
B)  politicking with him 
C)  to help him be a good boss 
D)  do extra tasks 
A)  talking to him 
B)  politicking with him 
C)  to help him be a good boss 
D)  do extra tasks

Question 4

Harrison is a middle manager at an electronics company. He thinks his boss doesn't like him because she doesn't talk to him much. He should talk to her about why she doesn't talk to him much before assuming that she doesn't like him.

Accepted Answer

A) True 
 B)False

Question 5

Developing insight into your boss is only useful if ____.

Accepted Answer

A)  you have realistic expectations of our bosses 
B)  you also have an understanding of yourself 
C)  you compliment him 
D)  you apply it every day 
A)  you have realistic expectations of our bosses 
B)  you also have an understanding of yourself 
C)  you compliment him 
D)  you apply it every day

Question 6

Jonathan, a department head, spends a lot of time with his boss, a vice president of the company, but very little time with his staff. Jonathan often volunteers to do special projects for his boss, and he's often so busy with those projects that he doesn't have time to pay attention to his employees' projects, needs, and issues. What type of boss is Jonathan?

Accepted Answer

A)  The Natural 
B)  The Politician 
C)  The Wimp 
D)  The Workaholic 
A)  The Natural 
B)  The Politician 
C)  The Wimp 
D)  The Workaholic

Question 7

A person with a pattern of ____ has developed a sense of self-worth and a healthy attitude of self-reliance.

Accepted Answer

A)  counterdependence 
B)  overdependence 
C)  independence 
D)  interdependence 
A)  counterdependence 
B)  overdependence 
C)  independence 
D)  interdependence

When working for a Wimp, you should ____.

Which of the following is a position source of upward influence?

The primary strategy for managing the boss is ____

Harrison is a middle manager at an electronics company. He thinks his boss doesn't like him because she doesn't talk to him much. He should talk to her about why she doesn't talk to him much before assuming that she doesn't like him.

Developing insight into your boss is only useful if ____.

A person with a pattern of ____ has developed a sense of self-worth and a healthy attitude of self-reliance.

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

People With Coaching, Delegation, and Deliberate Practice

Handling Difficult Conversations, Conflict, and Negotiation

Managing Teams

Achieving Desired Outcomes: Getting the Right People and Managing Performance

Managing Cross Culturally

Positive Leadership

Managing Personal and Organizational Change

Filters

Exam 12: Managing Your Boss

When working for a Wimp, you should ____.

Which of the following is a position source of upward influence?

The primary strategy for managing the boss is ____

Harrison is a middle manager at an electronics company. He thinks his boss doesn't like him because she doesn't talk to him much. He should talk to her about why she doesn't talk to him much before assuming that she doesn't like him.

Developing insight into your boss is only useful if ____.

A person with a pattern of ____ has developed a sense of self-worth and a healthy attitude of self-reliance.

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

People With Coaching, Delegation, and Deliberate Practice

Handling Difficult Conversations, Conflict, and Negotiation

Managing Teams

Achieving Desired Outcomes: Getting the Right People and Managing Performance

Managing Cross Culturally

Positive Leadership

Managing Personal and Organizational Change

Filters