Question 1

A good question in coaching employees helps them

Accepted Answer

A)  understand their need for development. 
B)  recognize that they are wrong. 
C)  understand that the manager is just doing his or her job. 
D)  recognize the precise nature of performance standards. 
A)  understand their need for development. 
B)  recognize that they are wrong. 
C)  understand that the manager is just doing his or her job. 
D)  recognize the precise nature of performance standards. A

Question 2

The final step in progressive discipline is

Accepted Answer

A)  discharge. 
B)  a visit to the EAP. 
C)  suspension. 
D)  appeal. 
A)  discharge. 
B)  a visit to the EAP. 
C)  suspension. 
D)  appeal. A

Question 3

A recommended way of giving advice is to

Accepted Answer

A)  promise a reward for following the advice. 
B)  promise a punishment for not following the advice. 
C)  ask an insightful question. 
D)  send an e-mail message to the person. 
A)  promise a reward for following the advice. 
B)  promise a punishment for not following the advice. 
C)  ask an insightful question. 
D)  send an e-mail message to the person. C

Question 4

Employees who believe in a just world are likely to

Accepted Answer

A)  think that punishment is unjust. 
B)  take an active role in punishing coworkers. 
C)  demand due process when they have been punished. 
D)  accept punishment when they have performed poorly. 
A)  think that punishment is unjust. 
B)  take an active role in punishing coworkers. 
C)  demand due process when they have been punished. 
D)  accept punishment when they have performed poorly.

Question 5

An important part of active listening is to ask open-ended questions.

Accepted Answer

A) True 
 B)False

Question 6

Corrective discipline

Accepted Answer

A)  allows employees to correct their behavior before punishment is applied. 
B)  is the immediate discharge of an employee. 
C)  is part of a performance review. 
D)  results in firing. 
A)  allows employees to correct their behavior before punishment is applied. 
B)  is the immediate discharge of an employee. 
C)  is part of a performance review. 
D)  results in firing.

Question 7

An emerging approach is to assign a low-performing worker to a group of high-performing workers.

Accepted Answer

A) True 
 B)False

Question 8

According to the red-hot-stove rule, employee discipline should be the immediate result of inappropriate behavior, just as a burn is the result of touching a very hot stove.

Accepted Answer

A) True 
 B)False

Question 9

The recommended time to give negative feedback about poor performance is

Accepted Answer

A)  close in time to the incident of poor performance. 
B)  immediately after regular working hours. 
C)  just before the start of the workday. 
D)  as part of the annual performance evaluation. 
A)  close in time to the incident of poor performance. 
B)  immediately after regular working hours. 
C)  just before the start of the workday. 
D)  as part of the annual performance evaluation.

Question 10

Bullying and intimidation by managers typically enhances employee job performance because such tactics are great motivators.

Accepted Answer

A) True 
 B)False

Question 11

Middle manager Demetrius engages in organizational citizenship behavior when he helps an employee from another department who is struggling with understanding a jammed office copier.

Accepted Answer

A) True 
 B)False

Question 12

Nonhostile humor is recommended as a way of helping a difficult person understand how his or her behavior is blocking others from doing their jobs.

Accepted Answer

A) True 
 B)False

Question 13

Fear of traveling, especially flying, is yet another contributor to ineffective performance.

Accepted Answer

A) True 
 B)False

Question 14

Showing empathy for an employee stems naturally from

Accepted Answer

A)  giving advice. 
B)  imposing progressive discipline. 
C)  active listening 
D)  asking closed-end questions. 
A)  giving advice. 
B)  imposing progressive discipline. 
C)  active listening 
D)  asking closed-end questions.

Question 15

Disgruntled workers typically blame supervisors, coworkers, and customers for their problems.

Accepted Answer

A) True 
 B)False

Question 16

The major purpose of coaching employees conflicts with the major purpose of management.

Accepted Answer

A) True 
 B)False

Question 17

To deal with a difficult employee,

Accepted Answer

A)  listen and then confront or respond. 
B)  give recognition and attention. 
C)  both a & b 
D)  give in to all demands. 
A)  listen and then confront or respond. 
B)  give recognition and attention. 
C)  both a & b 
D)  give in to all demands.

Question 18

An analysis of many different studies indicated that employees with high standing on organizational citizenship behavior are more likely to engage in counterproductive employee behavior.

Accepted Answer

A) True 
 B)False

Question 19

An important part of coaching a substandard performer is to obtain a commitment to change.

Accepted Answer

A) True 
 B)False

Question 20

Two business psychologists cited in the management text claim that good coaching

Accepted Answer

A)  is simply good management. 
B)  cannot be done by managers. 
C)  should not be part of a manger's responsibility. 
D)  should be the responsibility of top-level management only. 
A)  is simply good management. 
B)  cannot be done by managers. 
C)  should not be part of a manger's responsibility. 
D)  should be the responsibility of top-level management only.

A good question in coaching employees helps them

The final step in progressive discipline is

A recommended way of giving advice is to

Employees who believe in a just world are likely to

An important part of active listening is to ask open-ended questions.

Corrective discipline

An emerging approach is to assign a low-performing worker to a group of high-performing workers.

According to the red-hot-stove rule, employee discipline should be the immediate result of inappropriate behavior, just as a burn is the result of touching a very hot stove.

The recommended time to give negative feedback about poor performance is

Bullying and intimidation by managers typically enhances employee job performance because such tactics are great motivators.

Middle manager Demetrius engages in organizational citizenship behavior when he helps an employee from another department who is struggling with understanding a jammed office copier.

Nonhostile humor is recommended as a way of helping a difficult person understand how his or her behavior is blocking others from doing their jobs.

Fear of traveling, especially flying, is yet another contributor to ineffective performance.

Showing empathy for an employee stems naturally from

Disgruntled workers typically blame supervisors, coworkers, and customers for their problems.

The major purpose of coaching employees conflicts with the major purpose of management.

To deal with a difficult employee,

An analysis of many different studies indicated that employees with high standing on organizational citizenship behavior are more likely to engage in counterproductive employee behavior.

An important part of coaching a substandard performer is to obtain a commitment to change.

Two business psychologists cited in the management text claim that good coaching

The Managers Job

International Management and Cultural Diversity

Ethics and Social Responsibility

Essentials of Planning

Problem Solving and Decision Making

Quantitative Techniques for Planning and Decision Making

Job Design and Work Schedules

Organization Structure, Culture, and Change

Staffing and Human Resource Management

Leadership

Motivation

Communication

Teams, Groups, and Teamwork

Information Technology and E-Commerce

Essentials of Control

Enhancing Personal Productivity and Managing Stress

Filters

Exam 16: Managing Ineffective Performers

A good question in coaching employees helps them

The final step in progressive discipline is

A recommended way of giving advice is to

Employees who believe in a just world are likely to

An important part of active listening is to ask open-ended questions.

Corrective discipline

An emerging approach is to assign a low-performing worker to a group of high-performing workers.

According to the red-hot-stove rule, employee discipline should be the immediate result of inappropriate behavior, just as a burn is the result of touching a very hot stove.

The recommended time to give negative feedback about poor performance is

Bullying and intimidation by managers typically enhances employee job performance because such tactics are great motivators.

Middle manager Demetrius engages in organizational citizenship behavior when he helps an employee from another department who is struggling with understanding a jammed office copier.

Nonhostile humor is recommended as a way of helping a difficult person understand how his or her behavior is blocking others from doing their jobs.

Fear of traveling, especially flying, is yet another contributor to ineffective performance.

Showing empathy for an employee stems naturally from

Disgruntled workers typically blame supervisors, coworkers, and customers for their problems.

The major purpose of coaching employees conflicts with the major purpose of management.

To deal with a difficult employee,

An analysis of many different studies indicated that employees with high standing on organizational citizenship behavior are more likely to engage in counterproductive employee behavior.

An important part of coaching a substandard performer is to obtain a commitment to change.

Two business psychologists cited in the management text claim that good coaching

The Managers Job

International Management and Cultural Diversity

Ethics and Social Responsibility

Essentials of Planning

Problem Solving and Decision Making

Quantitative Techniques for Planning and Decision Making

Job Design and Work Schedules

Organization Structure, Culture, and Change

Staffing and Human Resource Management

Leadership

Motivation

Communication

Teams, Groups, and Teamwork

Information Technology and E-Commerce

Essentials of Control

Enhancing Personal Productivity and Managing Stress

Filters