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

Question 1

There is a clear correlation between effective performance management systems and an organization's _____________.

A) strategic performance
B) administration
C) account services
D) none of these

Answer 1

A

Question 2

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

Answer 2

True

Question 3

To succeed as a manager, you do not need to be aware of the inherent tensions between the needs of work and the needs of people.

Answer 3

False

Question 4

Meeting task needs first involves __________ and defining desired outcomes for the team's work.

A) establishing work procedures
B) setting goals
C) learning government regulations
D) setting company policies

Question 5

Effective managers use both hard and soft power in organizations.

Question 6

If the manager has an inflexible style, high performance is not likely when the manager is in a situation that fits his/her particular style.

Question 7

The first people need is the need to get the right people on the bus, which means ________________.

A) hiring people who fit the team's culture and requirements of the job
B) getting people on a bus
C) letting people leave on a bus if they choose
D) organizing people into groups

Question 8

What is the term for a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with strategic goals of the organization?

A) personal enjoyment
B) organizational satisfaction
C) performance management
D) performance coordination

Question 9

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 __________.

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 10

Even as a lower-level manager, you will sometimes have to rely on the power and authority of your formal position to manage employee performance and accountability.

Question 11

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

Question 12

For any organization to succeed, managers have to have systems that hold people accountable for achieving specific desired results.

Question 13

What do managers have to do in order for organizations to succeed?

A) Hold meetings
B) Have systems to hold people accountable for achieving specific desired results
C) Search for goals and actions
D) Follow up on their subordinates' actions daily

Question 14

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

Question 15

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

Question 16

What are the two paths to the kind of high performance that effective managers pay attention to?

A) Path less taken & path well traveled
B) Path to meet the needs of the work and meet the needs of the people who do the work.
C) Direction of specific results and goals
D) none of these

Question 17

What are some things managers need to do when they get the right people on board?

A) support
B) encourage
C) motivate
D) all of these

Question 18

What will you need to do as a manager to keep work progressing as desired?

A) Leave the team alone.
B) Approach the team with more work.
C) Periodically monitor the team's work.
D) none of these

Question 19

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

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

Question 20

All organizations need a systematic process to find and hire the right people for their specific needs and culture.

Question 21

The ________ and the maturity and cohesiveness of team members are two variables that make a significant difference to the most effect style of management.

A) style of competition
B) focus on relationship
C) nature of the work
D) none of these

Question 22

For organizations to function well, everyone needs to know what they are accountable for and accept the responsibility for performing it. One system you can use to manage people and projects is called the _________.

A) power plays
B) accountability cycle
C) blame game
D) none of these

Question 23

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

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

Question 24

What is the negative side of reward power?

A) coercive power
B) criticism
C) promotions
D) sales

Question 25

A ________ or low relationship style means that a manager focuses primarily on work structure such as planning short-term activities and monitoring operations and performance, while giving little attention to the people needs of team members.

A) moderate task
B) low task
C) high task
D) none of these

Question 26

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?

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

Question 27

People are willing __ when they genuinely admire their manager's competence and style.

A) to work harder
B) to be more cooperative
C) to collaborate with team members
D) all of these

Question 28

The source of ________ is a manager's ability to earn respect, trust, and commitment based on the manager's personal style and expertise.

A) soft power
B) hard power
C) coercive power
D) none of these

Question 29

Researchers have identified two meta-categories that all managers apply to some extent to drive performance. These basic behavior patters are called __________ and __________.

A) financially-oriented and non-financially-oriented behavior
B) task-oriented and relationship-oriented behavior
C) high task and low task behavior
D) none of these

Question 30

Hard power, or _________ power, includes legitimate, reward, and coercive power.

A) soft power
B) positional
C) coercive power
D) none of these

Question 31

For managers to _________ means that they require their employees to meet specific standards of performance and produce specific results, which often depends on the use of power.

A) keep duties
B) hold people accountable
C) be responsible
D) none of these

Question 32

The use of coercive power is sometimes necessary, but good managers limit their use of this ______ type of power.

A) positive
B) creative
C) negative
D) none of these

Question 33

What promotes success?

A) expectations
B) targets
C) goals
D) none of these

Question 34

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

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

Question 35

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

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

Question 36

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

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

Question 37

What is the term for the potential ability of one person in an organization to influence other people to bring about desired outcomes?

A) freedom
B) competence
C) power
D) none of these

Question 38

What is the effectiveness of a manager's focus and behavior contingent on?

A) organizational situations
B) high relationships
C) operational needs
D) none of these

Question 39

What term means that people with various responsibilities in organizations are subject to reporting and justifying task outcomes to those above them in the chain of command?

A) accountability
B) marketing
C) augmentation
D) none of these

Question 40

What are two key ways to meet the needs of people so they are motivated to work, grow, and learn?

A) engagement & empowerment
B) encouragement & effectiveness
C) delegation and design
D) all of these

Question 41

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

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

Question 42

When must a manager fire someone?

A) if the employee is a poor performer
B) if the employee has medical issues
C) if the employee has to be made the scapegoat for an issue
D) all of these

Question 43

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

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

Question 44

Dean supervises six employees on the manufacturing plant floor. He has been keeping a tally of each worker's daily output so that he can rank the employees in a forced ranking system according to ____.

A) their performance relative to a standard
B) their absolute performance
C) their relative performance to each other
D) how much money they make

Question 45

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

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 46

What is commonly used to measure the progress towards a goal?

A) scorecard
B) metrics
C) performance dashboard
D) all of these

Question 47

Performance is improved when employees are ____.

A) committed to attaining the goal
B) motivated because they help decide what is expected
C) free to be resourceful
D) all of these

Question 48

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

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

Question 49

Stu was hired quickly without much interviewing, and now it has become obvious that he was the wrong person for the job. What are some negative consequences of the rushed hiring process?

A) costs
B) wasted time
C) discouraging for Stu and the company
D) all of these

Question 50

___ is the process by which a manager evaluates an employee's work effectiveness by using objective criteria, provides feedback to the employee, and shows where improvements are needed.

A) Performance appraisal
B) Preparation
C) ILETS
D) Performance identification

Question 51

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

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

Question 52

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

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 53

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

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 54

To find the right person for any job, managers have to ____.

A) clearly define the position
B) clearly define the pay
C) ask for the person's race
D) post the opening online

Question 55

The ____ gives candidates a comprehensive view of the job and the organization.

A) organizational overview
B) realistic job preview
C) overall job preview
D) none of these

Question 56

Which of the following is a negative aspect of the forced ranking system?

A) leads to cheating
B) increases cut-throat competition among employees
C) creates and sustains a high-performance culture
D) all of these

Question 57

When a manager and employee are coming up with goals, what should they try to do when defining the goals?

A) let the manager set the goals
B) let the employee set the goals
C) look at only general goals
D) make the goals jointly derived

Question 58

How often (at a minimum) should managers review with their employees their goals?

A) once a week
B) once a month
C) once a year
D) every day

Question 59

The final step in the accountability cycle is to ____.

A) appraise performance
B) apply corrections
C) apply consequences
D) all of these

Question 60

___ is when the organization looks outside its ranks to fill a job position.

A) E-recruiting
B) Social recruiting
C) External recruiting
D) Internal recruiting

Question 61

How does someone define a job position?

Question 62

Explain the concept of performance management.

Question 63

What does the SMART acronym stand for?

Question 64

What are the sources of hard power for managers?

Question 65

What are the broad categories of leader focus and style? Identify which one is your personal leadership style, and provide a couple of characteristics and/or examples that support your choice.

Question 66

Why must a manager sometimes fire people?

Question 67

What are the key steps to a performance appraisal?