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Q:
People that are trying to resolve conflict and are in the problem definition step of the process should be
a. collecting facts about what has resulted from the conflict.
b. collecting facts about how the conflict arose, not what has resulted from it.
c. figuring out if a misunderstanding or disagreement exists.
d. trying to see the problem from another point of view.
Q:
Anne and Larry were discussing what restaurant to go to for dinner. Anne wants to go to a quiet Mexican food restaurant. Larry wants a quiet place and doesn't care about the food. In the course of the conversation, Anne becomes upset because she thinks Larry wants to stay home. In terms of the conflict resolution process, Anne and Larry are at what step in the process?
a. Deciding if they have a misunderstanding or a disagreement
b. Problem definition and information gathering
c. Clarifying perceptions
d. Developing options for mutual gain
Q:
You are starting up a new company and will structure the work to be done in teams. Based on Jim Collins' 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:
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:
A friend wants to know how to improve his relationship with his boss. Give him four tips for accomplishing that goal.
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:
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:
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:
John Hersey believes that a leader can influence others if they do two things. What are they?
Q:
Not paying attention to results and not holding other team members accountable for their low performance is a symptom of a ____________________.
Q:
One of the ways to be a good team member is not join a _______________ or small group within the team.
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 __________________ and no one knew about deadlines and completion of milestones. She wants the entire team to be current on information.
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 "on hold" longer than the required time. As a member of a ________________________ team, she is not criticized when she tells the team's supervisor.
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:
Jiro works for a small web design business. He and his coworkers feel empowered to make a variety of decisions as needs arise -from 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:
Technology enables people who live in other countries to work for a company. They are usually members of a ___________________.
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 exisiting product and make it more environmentally-friendly This is called a __________________ team.
Q:
____________________ is the process of coordinating people and other resources to achieve the goals of the organization.
Q:
Tamika always tries to give herself credit for the team's success. Dan may occasionally feel like he contributed more to the team, but realizes others helped him. He gives credit to those team members. Tamika is a member of a _______________ team and Dan is a member os a _______________ team.
Q:
Teamwork is a powerful strategy for increasing ____________________, the outcome of the interaction of two or more elements that produces a result greater than the sum of its parts.
Q:
When managing your relationship with your boss, you should develop an understanding of your boss and his or her communication style.
Q:
The most well-known management expert in the field of leadership said you can predict the future if you plan it.
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.
Q:
Team members of an effective team fulfill dual roles: that of team member and leader.
Q:
There is no reason that members of a virtual team can not perfrom as well as a team that meets together in a room.
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.
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.
Q:
When an employee is learning a new job, it is better for a manager to be patient and delay addressing any performance problems.
Q:
It is important for the development of structure skills to learn the values of each employee and build a climate of open communication.
Q:
An effective way to develop structure skills is to recognize employee accomplishments and to take a personal interest in each employee.
Q:
People who work under a manager who emphasizes structure will have a good relationship and be able to share ideas.
Q:
Trust among team members is a result of open communication, delegating tasks and sharing their completion..
Q:
A highly structured manager encourages up-ward communication.
Q:
An exemplary leader realizes there are some processes in an organization that should not be questioned or challenged.
Q:
McGregor believed that unity of purpose distinguishes most productive work groups from less productive teams.
Q:
Successful teams experience occasional disagreement and conflict.
Q:
Effective cross-functional teams need management to clearly state their purpose.
Q:
Self-managed teams encourage each team member to be responsible for one particular task.
Q:
Behavioral research suggests that leaders are born, not made.
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.
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 trained to be able to perform each other's tasks. 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 has a high, balanced valuing of both her people and their productivity. She seeks to be proactive in her management and works hard at rewarding the contribution of ideas and recognizing accomplishments. 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. 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:
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 trained to be able to perform each other's tasks. 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 has a high, balanced valuing of both her people and their productivity. She seeks to be proactive in her management and works hard at rewarding the contribution of ideas and recognizing accomplishments. 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. William's leadership style deomonstrates which leadership style in the Ohio State Study?
a. high consideration, low structure
b. high structure, low consideration
c. high structure, high consideration
d. low consideration, low structure
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 trained to be able to perform each other's tasks. 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 has a high, balanced valuing of both her people and their productivity. She seeks to be proactive in her management and works hard at rewarding the contribution of ideas and recognizing accomplishments. 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 style exemplifies which leader style in the Ohio State Study?
a. low consideration, high structure
b. low structure, low consideration
c. high stucture, high consideration
d. high consideration, low structure
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 trained to be able to perform each other's tasks. 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 has a high, balanced valuing of both her people and their productivity. She seeks to be proactive in her management and works hard at rewarding the contribution of ideas and recognizing accomplishments. 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. 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:
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 trained to be able to perform each other's tasks. 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 has a high, balanced valuing of both her people and their productivity. She seeks to be proactive in her management and works hard at rewarding the contribution of ideas and recognizing accomplishments. 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. The types of teams Harvey is seeking to implement are
a. self-managed teams.
b. cross-functional teams.
c. problem-solving teams.
d. special-project teams.
Q:
Managing your boss can be important for the success of your team. Which of the following is nota 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:
One important way to become a respected team member in an organization is to
a. form a sub-alliance within the team.
b. go along with the team regardless of your personal feelings or ideas.
c. express your own views.
d. avoid self-disclosure.
Q:
Because organizations must change rapidly in a volatile, global market, non-supervisory employees must be prepared to
a. behave in "work bee" mode all of the time to avoid falling behind.
b. provide a 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:
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:
Without ____ it is impossible to build a trusting relationship with the people you lead.
a. charisma
b. strength
c. intelligence
d. character
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:
Leaders must often assume a role of
a. follower.
b. superiority.
c. coach.
d. coworker.
Q:
As Jin's sales manager, Ines senses that Jin's customer retention has been slipping for the last two months. She wants to do what she can to prevent the trend from continuing. Ines' first step to responding to Jin's performance issues should be
a. getting Jin to recognize and agree that her customer retention needs improvement.
b. documenting Jin's customer retention rate.
c. getting Jin to commit to an improvement plan.
d. exploring ways that Jin can improve her customer retention.
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:
Common characteristics, such as integrity and high emotional intelligence, of successful leaders suggest 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:
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. it is proven to be an effective strategy.
Q:
Carter has been promoted after working at Quality Printing for 8 years. He is now a manager and 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:
Sophia spends most of her time as head of the engineering department on keeping the engineers "on task". She has daily reports to show them their progress. She demonstrates which kind of leader in the Ohio State Study?
a. low structure, low consideration
b. low structure, high consideration
c. high structure, low consideration
d. high structure, high consideration
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:
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.
Q:
In the beginning of Chapter 12, you were introduced to a story about an executive who worked out in the field with the front-line team. He did this to
a. understand how a self-managed team works.
b. understand the industry so he could get the job as CEO.
c. demonstrate his desire to build trust.
d. create empathy among the workers for executives.
Q:
Teams composed of part-time employees are more prone to experience team dysfunction due to
a. inattention to results.
b. lack of skill.
c. lower organizational commitment.
d. task-related factors.
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:
Which of the following would not be a positive result of self-managed teams?
a. Each member acquires knowledge and skills to do a variety of jobs.
b. Members feel more accountable for work of the total team.
c. The team achieves synergy through similar thinking patterns.
d. Members are more engaged and challenged.
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:
If you are going to create your personal brand, what steps should you take in creating a profile in social media?
Q:
In the age of technology, most people use a cell phone throughout the day. Identify three etiquette guidelines for cell phone use.
Q:
Explain the concept of the "business casual look." Draw an appropriate business casual look for a 24 year-old female dental office manager and 48 year-old nonprofit donor development director
Q:
What is surface language, and how important is it to you and your career?
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 at least five factors of this "perfect" handshake.
Q:
List the major factors that comprise a person's image.
Q:
What is professional presence, and how important is it to you?
Q:
A set of traditions based on kindness and consideration for others is called ____________________.
Q:
If you have created your personal brand using social media, you should constantly monitor the sites you use. You need to watch for postings by other people so that your _________ is not damaged.
Q:
The rule that business meetings should start and end on time or that you should not bring up a topic unless it is related to an agenda item is dictated by ____________________.
Q:
Khaki pants, a polo shirt with a CitiBank logo, and loafers would be appropriate ____________________ attire for a CitiBank loan manager.
Q:
____________________ is a picture you present that determines how people see and respond to you.
Q:
Uniforms worn by nurses or members of the police force can be classified as ____________________.