Question 1

How is a talent turned into a strength?

Accepted Answer

A talent becomes a strength when it is s

Question 2

____ is the basis of all other competencies.

Accepted Answer

A)  Self-awareness 
B)  Social awareness 
C)  Self-management 
D)  Relationship management 
A)  Self-awareness 
B)  Social awareness 
C)  Self-management 
D)  Relationship management

Question 3

Managers should engage in ____, which is displaying compassion, concern and a helpful attitude toward others without becoming so wrapped up in other's emotions that it clouds their judgement.

Accepted Answer

A)  professional intimacy 
B)  emotional contagion 
C)  social management 
D)  all of these 
A)  professional intimacy 
B)  emotional contagion 
C)  social management 
D)  all of these

Question 4

Managers with a high level of _____ learn to trust their "gut feelings."

Accepted Answer

A)  self-awareness 
B)  social awareness 
C)  self-management 
D)  relationship management 
A)  self-awareness 
B)  social awareness 
C)  self-management 
D)  relationship management

Question 5

What trait would best suit a manager in a situation where an unexpected event occurs?

Accepted Answer

A)  goal-directed mindset 
B)  time management 
C)  agility 
D)  ability to organize 
A)  goal-directed mindset 
B)  time management 
C)  agility 
D)  ability to organize

Question 6

_____ refers to the ability to look forward and define a goal or vision for the future.

Accepted Answer

A)  A goal-directed mindset 
B)  Relationship building 
C)  Initiative 
D)  Ability to organize 
A)  A goal-directed mindset 
B)  Relationship building 
C)  Initiative 
D)  Ability to organize

Question 7

John is a manager at IBM. He does not have very good communication skills and his work relationships are not the best either. Despite these issues, John could still be a good manager.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following characteristics describe someone who has low self-control?

Accepted Answer

A)  able to focus on long term goals 
B)  does not make impulse purchases 
C)  does not switch jobs often 
D)  none of these 
A)  able to focus on long term goals 
B)  does not make impulse purchases 
C)  does not switch jobs often 
D)  none of these

Question 9

____ is the foundation for many important manager behaviors.

Accepted Answer

A)  Objectivity 
B)  Emotional control 
C)  Focus 
D)  Self-confidence 
A)  Objectivity 
B)  Emotional control 
C)  Focus 
D)  Self-confidence

Question 10

It is important to recognize your ___ in addition to your strengths.

Accepted Answer

A)  threats 
B)  opportunities 
C)  scores 
D)  weaknesses
W 
A)  threats 
B)  opportunities 
C)  scores 
D)  weaknesses
W

Question 11

A manager who ____ might walk through the hallways of the office literally carrying a baseball bat to symbolize his toughness.

Accepted Answer

A)  never feels good enough 
B)  is a marshmallow 
C)  runs roughshod over others 
D)  plays Mr. Spock 
A)  never feels good enough 
B)  is a marshmallow 
C)  runs roughshod over others 
D)  plays Mr. Spock

Question 12

People with a high ____ can clearly identify the activities and arrange the resources needed to accomplish plans and goals.

Accepted Answer

A)  goal-directed mindset 
B)  relationship building attitude 
C)  Initiative 
D)  ability to organize 
A)  goal-directed mindset 
B)  relationship building attitude 
C)  Initiative 
D)  ability to organize

Question 13

Aware of own feelings, believes in self, and welcomes criticisms describes which emotional intelligence category?

Accepted Answer

A)  self-awareness 
B)  social awareness 
C)  self-management 
D)  relationship management 
A)  self-awareness 
B)  social awareness 
C)  self-management 
D)  relationship management

Question 14

Personal constraints typically fall into three basic groups.

Accepted Answer

A) True 
 B)False

Question 15

No one can be good at everything, but everyone has ____.

Accepted Answer

A)  some area of strength 
B)  some efficacy 
C)  self-control 
D)  self-confidence 
A)  some area of strength 
B)  some efficacy 
C)  self-control 
D)  self-confidence

Question 16

How do you turn facts and information into knowledge?

Accepted Answer

A)  use your talents 
B)  focus on them and think about them 
C)  link them to experience and apply them 
D)  study them 
A)  use your talents 
B)  focus on them and think about them 
C)  link them to experience and apply them 
D)  study them

Question 17

Which constraint would belong to a manager who sabotages his own career?

Accepted Answer

A)  never feeling good enough 
B)  being a marshmallow 
C)  running roughshod over others 
D)  playing Mr. Spock 
A)  never feeling good enough 
B)  being a marshmallow 
C)  running roughshod over others 
D)  playing Mr. Spock

Question 18

In which of the following categories do personal constraints belong?

Accepted Answer

A)  minor constraints that don't affect work 
B)  constraints that managers can hire someone else to do for them 
C)  major constraints that can prevent a manager from performing as needed 
D)  all of these 
A)  minor constraints that don't affect work 
B)  constraints that managers can hire someone else to do for them 
C)  major constraints that can prevent a manager from performing as needed 
D)  all of these

Question 19

_____ includes the ability to control disruptive, unproductive, or harmful emotions.

Accepted Answer

A)  Self-awareness 
B)  Social awareness 
C)  Self-management 
D)  Relationship management 
A)  Self-awareness 
B)  Social awareness 
C)  Self-management 
D)  Relationship management

Question 20

You will develop into an effective manager more quickly if you ____.

Accepted Answer

A)  discover your strengths and learn to apply them 
B)  listen more 
C)  discover your weaknesses and apply them 
D)  work more hours 
A)  discover your strengths and learn to apply them 
B)  listen more 
C)  discover your weaknesses and apply them 
D)  work more hours

How is a talent turned into a strength?

____ is the basis of all other competencies.

Managers should engage in ____, which is displaying compassion, concern and a helpful attitude toward others without becoming so wrapped up in other's emotions that it clouds their judgement.

Managers with a high level of _____ learn to trust their "gut feelings."

What trait would best suit a manager in a situation where an unexpected event occurs?

_____ refers to the ability to look forward and define a goal or vision for the future.

John is a manager at IBM. He does not have very good communication skills and his work relationships are not the best either. Despite these issues, John could still be a good manager.

Which of the following characteristics describe someone who has low self-control?

____ is the foundation for many important manager behaviors.

It is important to recognize your ___ in addition to your strengths.

A manager who ____ might walk through the hallways of the office literally carrying a baseball bat to symbolize his toughness.

People with a high ____ can clearly identify the activities and arrange the resources needed to accomplish plans and goals.

Aware of own feelings, believes in self, and welcomes criticisms describes which emotional intelligence category?

Personal constraints typically fall into three basic groups.

No one can be good at everything, but everyone has ____.

How do you turn facts and information into knowledge?

Which constraint would belong to a manager who sabotages his own career?

In which of the following categories do personal constraints belong?

_____ includes the ability to control disruptive, unproductive, or harmful emotions.

You will develop into an effective manager more quickly if you ____.

Introduction

Learning About Yourself

Managing Yourself to Get Things Done

Creative Problem Solving

How Managers Communicate

Becoming an Ethical Manager

Motivating for Performance

Getting Things Done Through Networks, Relationships, and Soft Power

People With Coaching, Delegation, and Deliberate Practice

Handling Difficult Conversations, Conflict, and Negotiation

Managing Your Boss

Managing Teams

Achieving Desired Outcomes: Getting the Right People and Managing Performance

Managing Cross Culturally

Positive Leadership

Managing Personal and Organizational Change

Filters

Exam 2: Your Manager Strengths and Weaknesses

How is a talent turned into a strength?

____ is the basis of all other competencies.

Managers should engage in ____, which is displaying compassion, concern and a helpful attitude toward others without becoming so wrapped up in other's emotions that it clouds their judgement.

Managers with a high level of _____ learn to trust their "gut feelings."

What trait would best suit a manager in a situation where an unexpected event occurs?

_____ refers to the ability to look forward and define a goal or vision for the future.

John is a manager at IBM. He does not have very good communication skills and his work relationships are not the best either. Despite these issues, John could still be a good manager.

Which of the following characteristics describe someone who has low self-control?

____ is the foundation for many important manager behaviors.

It is important to recognize your ___ in addition to your strengths.

A manager who ____ might walk through the hallways of the office literally carrying a baseball bat to symbolize his toughness.

People with a high ____ can clearly identify the activities and arrange the resources needed to accomplish plans and goals.

Aware of own feelings, believes in self, and welcomes criticisms describes which emotional intelligence category?

Personal constraints typically fall into three basic groups.

No one can be good at everything, but everyone has ____.

How do you turn facts and information into knowledge?

Which constraint would belong to a manager who sabotages his own career?

In which of the following categories do personal constraints belong?

_____ includes the ability to control disruptive, unproductive, or harmful emotions.

You will develop into an effective manager more quickly if you ____.

Introduction

Learning About Yourself

Managing Yourself to Get Things Done

Creative Problem Solving

How Managers Communicate

Becoming an Ethical Manager

Motivating for Performance

Getting Things Done Through Networks, Relationships, and Soft Power

People With Coaching, Delegation, and Deliberate Practice

Handling Difficult Conversations, Conflict, and Negotiation

Managing Your Boss

Managing Teams

Achieving Desired Outcomes: Getting the Right People and Managing Performance

Managing Cross Culturally

Positive Leadership

Managing Personal and Organizational Change

Filters