Question 1

The planning function for management refers to defining the direction toward which the efforts of individuals are to be measured.

Accepted Answer

The planning function in management involves setting objectives and determining a course of action for achieving those objectives, not measuring efforts.

Question 2

Two practical applications of experiential learning methods include job rotations and special assignments.

Accepted Answer

Experiential learning methods involve hands-on, practical experiences rather than just theoretical instruction. Job rotations and special assignments are examples of such methods, as they allow individuals to gain new skills and knowledge through firsthand experience in different roles or projects. Therefore, it is true that these are practical applications of experiential learning methods.

Question 3

An example of a management education program is an executive MBA. This type of management education program is best leveraged if trainees have little exposure or experience managing people.

Accepted Answer

An executive MBA is designed for experienced professionals who already have management experience and are looking to advance their career. It is not recommended for individuals with little management experience or exposure as they may struggle to keep up with the material and the pace of the program.

Question 4

Management education refers to the acquisition of a broad range of managerial knowledge and general conceptual abilities.

Accepted Answer

Management education indeed encompasses a wide range of managerial knowledge and general conceptual abilities that are applicable across various business sectors and industries. It equips individuals with the necessary skills and competencies to effectively manage organizational resources, influence others, make informed decisions, and propel organizational growth and success.

Question 5

Management skills can be learned through training and on-the-job experiences.

Accepted Answer

Management skills are not innate abilities and can be developed over time through training, coaching, and on-the-job experiences.

Question 6

Most management training programs are focused on the development of "people skills."

Accepted Answer

Management training programs typically aim to develop skills related to effective communication, conflict resolution, motivation, leadership, and team building, which are all essential for dealing with people. Therefore, they are often referred to as "people skills" training programs.

Question 7

According to Henry Mintzberg, the fundamental roles managers play in organizations are interpersonal, informational, and transactional based.

Accepted Answer

According to Henry Mintzberg, the fundamental roles managers play in organizations are interpersonal, informational, and decisional, not transactional.

Question 8

As managers undertake the functions of management they play one or more of the interpersonal, decisional, and informational roles, drawing on skills associated with each of these three roles.

Accepted Answer

This statement is true. Managers are expected to perform various roles that are associated with interpersonal, decisional, and informational skills while carrying out the functions of management.

Question 9

Dealing successfully with stress involves several steps. The first and most critical step is being able to recognize it.

Accepted Answer

Recognizing stress is the first step to dealing successfully with it. It allows individuals to identify triggers and take necessary actions to manage it.

Question 10

Within the context of a decisional role, when a manager moves the unit in a direction that takes advantage of opportunities or shifts the activities of the group to reduce threats the manager is said to be acting as an entrepreneur.

Accepted Answer

This statement is true. Acting as an entrepreneur involves identifying and pursuing opportunities to create value, as well as adapting to changes in the environment to mitigate threats and maintain competitiveness. In a decisional role, a manager who takes actions to capitalize on opportunities or address threats is exhibiting entrepreneurial behavior.

Question 11

When leading people, managers usually draw on "soft skills" or "people skills" to accomplish goals or outcomes.

Accepted Answer

Soft skills or people skills are important for managers to effectively lead and collaborate with their team members. Soft skills such as communication, emotional intelligence, and teamwork can help managers build trust, motivate their team, and resolve conflicts.

Question 12

Whetten and Cameron identified nine frequently cited skills of effective managers, which include managing conflict, motivating and influencing others, and self-awareness.

Accepted Answer

The answer of Whetten and Cameron identified nine frequently cited...

Question 13

The higher the management position in the organization's hierarchy, the more critical it becomes to focus management development efforts on technical skills.

Accepted Answer

While technical skills are important for all levels of management, higher level positions typically require more emphasis on strategic thinking, leadership, and soft skills such as communication and emotional intelligence. Technical skills may still be important, but they become less important as managers move up the hierarchy and need to focus on broader organizational issues.

Question 14

The textbook identifies five strategies that will help managers deal with conflict, recognizing that not one strategy will work in all circumstances. The five strategies are avoidance, accommodating, forcing, compromising, and collaborating.

Accepted Answer

This statement accurately reflects the information presented in the textbook. The five conflict resolution strategies are avoidance, accommodating, forcing, compromising, and collaborating, and none of them are universally effective.

Question 15

The training and development initiatives introduced by the Société des Transports de Montréal (STM) used cohorts of 12 to 15 managers drawn from similar functions at STM.

Accepted Answer

The training and development initiatives introduced by the Société des Transports de Montréal (STM) used cohorts of 12 to 15 managers, but these managers were deliberately drawn from a mix of functions at STM, not from similar functions. This approach was designed to foster cross-functional collaboration and understanding.

Question 16

Research appears to support the notion that both "emotional intelligence" and "intellectual intelligence" are relatively stable over one's lifetime; hence, efforts to improve on these variables should not be done via development or training programs.

Accepted Answer

Research actually suggests that both emotional and intellectual intelligence can be improved through development and training programs, despite being relatively stable over one's lifetime.

Question 17

Extensive research has been conducted in determining the effectiveness of outdoor wilderness training programs. Support for the effectiveness of this type of management development approach is overwhelmingly positive.

Accepted Answer

While there is some support for the effectiveness of outdoor wilderness training programs, the evidence is not overwhelmingly positive, and results can vary based on the specific program and context.

Question 18

Within the context of interpersonal roles, managers play three key functions: they motivate others, act as liaison, and play a representational function.

Accepted Answer

The statement is true. Interpersonal roles refer to a manager's ability to interact with others and influence their behavior. Motivating others, acting as a liaison between different teams or departments, and playing a representational function by representing the organization in outside interactions are all key functions of interpersonal roles.

Question 19

Most models of management skill development share four key themes: skill assessment, skill acquisition, skill practice, and skill application.

Accepted Answer

The answer of Most models of management skill development share...

Question 20

Based on material presented by the authors of this textbook, the lines between leaders and managers are becoming more difficult to separate.

Accepted Answer

The authors argue that leadership and management are increasingly intertwined, and that effective managers must possess leadership qualities in order to be successful. Therefore, the lines between leaders and managers are becoming less clear.

Quiz 13: Management and Leadership Development