Deck 13: People-Oriented Behaviors

Question 1

Which of the following represents the distinct elements of consulting?

A) Soliciting information and inviting people to be involved
B) Fitting people into schedules and making work changes
C) Coaching and mentoring
D) Providing inspiration and encouragement

Answer 1

Soliciting information and inviting people to be involved

Question 2

Consulting is related to all of the following competencies except:

A) Assessment and evaluation.
B) Decisiveness.
C) Motivating
D) Decision making

Answer 2

Motivating

Question 3

The guidelines for consulting include all of the following except:

A) Analyze factors in the decision environment
B) Evaluate the decision environment surrounding substantive decisions
C) Seek as much input as possible for substantive decisions
D) Utilize the ideas, suggestions, and input of others for substantive decisions to the maximum degree possible

Answer 3

Analyze factors in the decision environment

Question 4

Planning and organizing personnel include all of the following elements except:

A) Analyzing subordinates' overall performance and identifying deficiencies
B) Fitting people to schedules and making work changes
C) Matching talents, interests, and preferences of people to the work
D) Utilizing personal time management skills

Question 5

It is hard to respect leaders who do not have the discipline to manage their own time well or address all their major responsibilities. This comment refers to which of the following planning and organizing personnel guidelines?

A) Stay on top of scheduling changes
B) Match staff preferences and competencies to the work
C) Review long-term organizational competencies to ensure organizational capacity
D) Manage your personal schedule effectively

Question 6

Three aspects of good scheduling are gathering sufficient data, fairness of policies, and clarity of assignment. This advice pertains to which of the following guidelines for planning and organizing personnel?

A) Match staff preferences and competencies
B) Ensure that specific staff assignments are understood and accepted
C) Stay on top of scheduling changes
D) Review long-term organizational competency needs

Question 7

Developing staff involves which of the following three elements?

A) Supporting, coaching, and mentoring.
B) Motivating, supporting, and training.
C) Assessing, training, and evaluating.
D) Directing, coaching, and delegating.

Question 8

When considering developing staff, __________ helps a person identify with his/her job, focus energy on productive issues, and accept criticism.

A) Coaching
B) Assessing
C) Supporting
D) Mentoring

Question 9

Elements of motivating include:

A) Positive incentives, disincentives, and inspiriation
B) Security, achievement, and self-actualization
C) Expectancy, instrumentality, and valence
D) Recognition, rewards, and fair punishment

Question 10

According to most researchers, __________ is/are underutilized and perhaps one of the most neglected management practices.

A) Rewards
B) Disincentives
C) Fair punishment
D) Recognition

Question 11

Considering Vroom's Expectancy Theory, the linkage between good performance and the delivery of rewards is referred to as:

A) Expectancy
B) Instrumentality
C) Valence
D) Satisfaction

Question 12

Considering Vroom's Expectancy theory, __________ explains why additional compensation may be a weak motivator if the recipient is more desirous of time off, more support or better working conditions.

A) Expectancy
B) Instrumentality
C) Valence
D) Satisfaction

Question 13

There are three important parameters that capture most of the differentiation of groups in organizations. Which of the following is not one of the three parameters?

A) Group membership
B) Work function and scope
C) Degree of authority for independent decision making
D) Skill levels and competencies of members

Question 14

Although diversity can add to creativity and comprehensiveness, it is the sharing of common interests that enhances cohesion and enables high performance. This comment relates to which of the following guidelines on building and managing teams?

A) Analyze the work in order to assess the best group structure to use
B) Provide teams with special training
C) When team building, use and emphasize common interests and shared values
D) When team building, enhance group identity and morale

Question 15

The text discusses ten common problems that teams encounter based on a book by Peter Scholtes (1993). When team members do not take the time to assess problems thoroughly, or take the time to analyze their decision and action processes they risk accomplishing the wrong thing. This situation is called:

A) Floundering
B) Rush to accomplishment
C) Wanderlust
D) Attribution

Question 16

Leaders that are good at conflict management channel it in productive ways to enhance friendly rivalry and group originality. The guidelines to achieve this include all except:

A) Suppress unnecessary conflict
B) Set the stage for positive interactions and analysis
C) Seek common ground for genuine consensus
D) Create an environment that reduces the likelihood of dysfunctional conflict

Question 17

When managing conflict the leaders should consider that __________ among group members spur more demanding individual goals, while simultaneously improving group goals.

A) Groupthink
B) Problem-based conflict
C) Pro-active conflict
D) Modest competition

Question 18

Brainstorming a variety of ideas provides a range of acceptable solutions. Side benefits can be identified at the same time, so that the solution can be a positive enhancement of the process. This comment relates to which of the following guidelines for managing conflict?

A) Set the stage for positive interactions and analysis
B) Seek common ground for genuine consensus
C) Create an environment that reduces the likelihood of dysfunctional conflict
D) Utilize the positive aspects of conflict

Question 19

Managing personnel change involves establishing an environment that provides the emotional support and motivation to change. The subelements of managing personnel change include all except:

A) Reducing the reasons to resist change
B) Increasing the reasons to support change
C) Providing personal involvement and support
D) Provide positive incentives to change

Question 20

When personnel changes are traumatic, it is better to identify the realistic threats to job security, make the necessary cuts as soon as they are identified and practical and emphasize fairness. This comment relates to which of the following guidelines for managing personnel change?

A) Generate a sense of importance or urgency about the need for change
B) Involve and empower people in the change process
C) Be honest about the challenges of change
D) Ensure people are well informed about the progress of change

Question 21

Consulting has two distinct elements. The first is soliciting information and the second is an invitation to be involved in decision making.

Question 22

While personal time management skills are important, they are not one of the three subelements of planning and organizing personnel.

Question 23

The primary responsibility for performance improvement lies with the supervisor, whose job it is to provide intermittent on-the-job training and suggestions.

Question 24

Mentors act as performance or behavior models and provide advice on the culture of the organization and profession.

Question 25

Recognition involves tangible incentives such as promotions, increases in pay, increased discretion, superior work assignments, and perquisites.

Question 26

Maslow's motivation theory sets out the stimulus-response chain that must work effectively for high performance to occur through positive incentives.

Question 27

Teams also have many potential liabilities, including lopsided representation, coordination problems, divided loyalty and role stress or confusion, time consumption, lack of commitment, and challenges in implementation.

Question 28

In personality-based conflict, facilitators often share concerns about the conflict and the well-being of the protagonists.

Question 29

In problem-based conflict, facilitators often build on positive perceptions while exploring negative perceptions.

Question 30

The competency of managing personnel change is born of the reality that people must want to change and be assisted through what is often an uncomfortable or even painful process.

Question 31

The Vroom and Yetton (1973) decision making model relates to the competency of consulting. Briefly describe the model and the aspects that involve consultation.

Question 32

The competency of motivation involves knowledge of motivation theories. Maslow's hierarchy of needs and Vroom's expectancy theory are used to illustrate the elements of motivation. Explain the difference between the two theories.

Question 33

Although they share many characteristics, groups and teams are not the same. Explain the difference between work groups and teams.

Question 34

Conflict can have either positive or negative consequences for organizations depending on how much exists and how it is handled. Describe some of the positive aspects of conflict.

Question 35

Describe the difference between the competency of managing personnel change and the competency of planning and organizing personnel.