Question 1

What gives people specific details about where they are headed and how to get there?

Accepted Answer

A)  a plan of action 
B)  evaluations 
C)  operations matrices 
D)  a performance review 
A)  a plan of action 
B)  evaluations 
C)  operations matrices 
D)  a performance review

Question 2

Effective managers use both hard and soft power in organizations.

Accepted Answer

A) True 
 B)False

Question 3

Michael Mahoney, CEO of Brittenford Systems, took which of the following steps when he needed to hire a second in command of the company?

Accepted Answer

A)  Define the position 
B)  Do a pre-screening in person 
C)  Pick the top 80% to review closely 
D)  all of these 
A)  Define the position 
B)  Do a pre-screening in person 
C)  Pick the top 80% to review closely 
D)  all of these

Question 4

If a manager can properly diagnose a situation and find the flexibility to apply the appropriate style, a successful performance outcome is ______.

Accepted Answer

A)  likely 
B)  not likely 
C)  rare 
D)  none of these 
A)  likely 
B)  not likely 
C)  rare 
D)  none of these

Question 5

How does someone define a job position?

Accepted Answer

To find the right person, managers have

Question 6

The "R" part of the SMART goals is defined as:

Accepted Answer

A)  What exactly will you accomplish with this goal? 
B)  How will you know when you have accomplished the goal? 
C)  What is this goal significant to your job? 
D)  When will you complete the achievement of the goal? 
A)  What exactly will you accomplish with this goal? 
B)  How will you know when you have accomplished the goal? 
C)  What is this goal significant to your job? 
D)  When will you complete the achievement of the goal?

Question 7

Organizations allocate huge amounts of resources. These resources are allocated downward from top management.

Accepted Answer

A) True 
 B)False

Question 8

When we have goals, we are rudderless and prone to wander off course.

Accepted Answer

A) True 
 B)False

Question 9

Why is it important that organizations have a systematic process for hiring?

Accepted Answer

A)  to get someone in the position as quickly as possible 
B)  it is not important- mainly because it takes too long 
C)  to get the best chance they can that they will hire the right person 
D)  to get 100% chance of getting the right person 
A)  to get someone in the position as quickly as possible 
B)  it is not important- mainly because it takes too long 
C)  to get the best chance they can that they will hire the right person 
D)  to get 100% chance of getting the right person

Question 10

Explain the concept of performance management.

Accepted Answer

Performance management is a continuous p

Question 11

When roles and responsibilities are ___ , people can be accountable for the benchmarks they need to accomplish.

Accepted Answer

A)  complex 
B)  clearly defined 
C)  simple 
D)  all of these 
A)  complex 
B)  clearly defined 
C)  simple 
D)  all of these

Question 12

The ________ is easy to play when a culture of not holding people accountable is present in an organization.

Accepted Answer

A)  head games 
B)  accountability cycle 
C)  blame game 
D)  power play 
A)  head games 
B)  accountability cycle 
C)  blame game 
D)  power play

Question 13

Some combination of interviews and testing is typically used to select the best person for the job.

Accepted Answer

A) True 
 B)False

Question 14

Gina is the Executive Director of her department, and her subordinates carry out her plans, goals, and organization. What type of power does Gina possess?

Accepted Answer

A)  coercive 
B)  positional 
C)  legitimate 
D)  reward 
A)  coercive 
B)  positional 
C)  legitimate 
D)  reward

Question 15

Most organizations have no system by which they evaluate the performance of individual employees.

Accepted Answer

A) True 
 B)False

Question 16

When there is a lack of accountability for __________, it creates problems for managers, employees, and the organization.

Accepted Answer

A)  management 
B)  subordinates' actions and behavior 
C)  administration 
D)  none of these 
A)  management 
B)  subordinates' actions and behavior 
C)  administration 
D)  none of these

Question 17

When conducting an interview, which of the following is acceptable to ask the applicant?

Accepted Answer

A)  race 
B)  marital status 
C)  hobbies 
D)  none of these 
A)  race 
B)  marital status 
C)  hobbies 
D)  none of these

Question 18

Power that stems from the authority of a manager to bestow rewards on people is called ______.

Accepted Answer

A)  coercive power 
B)  positional power 
C)  legitimate power 
D)  reward power 
A)  coercive power 
B)  positional power 
C)  legitimate power 
D)  reward power

Question 19

A major part of your job as a manager will be to develop a disciplined approach that accomplishes work on time and with budget, while also __________.

Accepted Answer

A)  giving details of your job to supervisors. 
B)  coordinating payroll with the budget committee. 
C)  aligning the work of your team/department with the needs and goals of the larger organization 
D)  none of these 
A)  giving details of your job to supervisors. 
B)  coordinating payroll with the budget committee. 
C)  aligning the work of your team/department with the needs and goals of the larger organization 
D)  none of these

Question 20

When conducting a performance appraisal, which of the following actions should the manager follow?

Accepted Answer

A)  be candid 
B)  compare performance to goals 
C)  come up with a workable plan 
D)  all of these 
A)  be candid 
B)  compare performance to goals 
C)  come up with a workable plan 
D)  all of these

What gives people specific details about where they are headed and how to get there?

Effective managers use both hard and soft power in organizations.

Michael Mahoney, CEO of Brittenford Systems, took which of the following steps when he needed to hire a second in command of the company?

If a manager can properly diagnose a situation and find the flexibility to apply the appropriate style, a successful performance outcome is ______.

How does someone define a job position?

The "R" part of the SMART goals is defined as:

Organizations allocate huge amounts of resources. These resources are allocated downward from top management.

When we have goals, we are rudderless and prone to wander off course.

Why is it important that organizations have a systematic process for hiring?

Explain the concept of performance management.

When roles and responsibilities are ___ , people can be accountable for the benchmarks they need to accomplish.

The ________ is easy to play when a culture of not holding people accountable is present in an organization.

Some combination of interviews and testing is typically used to select the best person for the job.

Gina is the Executive Director of her department, and her subordinates carry out her plans, goals, and organization. What type of power does Gina possess?

Most organizations have no system by which they evaluate the performance of individual employees.

When there is a lack of accountability for __________, it creates problems for managers, employees, and the organization.

When conducting an interview, which of the following is acceptable to ask the applicant?

Power that stems from the authority of a manager to bestow rewards on people is called ______.

A major part of your job as a manager will be to develop a disciplined approach that accomplishes work on time and with budget, while also __________.

When conducting a performance appraisal, which of the following actions should the manager follow?

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 Your Boss

Managing Teams

Managing Cross Culturally

Positive Leadership

Managing Personal and Organizational Change

Filters

Exam 14: Achieving Desired Outcomes: Getting the Right People and Managing Performance

What gives people specific details about where they are headed and how to get there?

Effective managers use both hard and soft power in organizations.

Michael Mahoney, CEO of Brittenford Systems, took which of the following steps when he needed to hire a second in command of the company?

If a manager can properly diagnose a situation and find the flexibility to apply the appropriate style, a successful performance outcome is ______.

How does someone define a job position?

The "R" part of the SMART goals is defined as:

Organizations allocate huge amounts of resources. These resources are allocated downward from top management.

When we have goals, we are rudderless and prone to wander off course.

Why is it important that organizations have a systematic process for hiring?

Explain the concept of performance management.

When roles and responsibilities are ___ , people can be accountable for the benchmarks they need to accomplish.

The ________ is easy to play when a culture of not holding people accountable is present in an organization.

Some combination of interviews and testing is typically used to select the best person for the job.

Gina is the Executive Director of her department, and her subordinates carry out her plans, goals, and organization. What type of power does Gina possess?

Most organizations have no system by which they evaluate the performance of individual employees.

When there is a lack of accountability for __________, it creates problems for managers, employees, and the organization.

When conducting an interview, which of the following is acceptable to ask the applicant?

Power that stems from the authority of a manager to bestow rewards on people is called ______.

A major part of your job as a manager will be to develop a disciplined approach that accomplishes work on time and with budget, while also __________.

When conducting a performance appraisal, which of the following actions should the manager follow?

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 Your Boss

Managing Teams

Managing Cross Culturally

Positive Leadership

Managing Personal and Organizational Change

Filters