Question 1

A person's ____ is how they perceive, process and use information, which affects how they solve problems and make decisions.

Accepted Answer

A)  cognitive style 
B)  behavior adjustability 
C)  self-monitoring 
D)  thinking style 
A)  cognitive style 
B)  behavior adjustability 
C)  self-monitoring 
D)  thinking style

Question 2

The ability to adjust behavior relative to shifting demands of work or social situations is called _____.

Accepted Answer

A)  Herrmann monitoring 
B)  behavior adjustability 
C)  self-monitoring 
D)  emotional stability 
A)  Herrmann monitoring 
B)  behavior adjustability 
C)  self-monitoring 
D)  emotional stability

Question 3

Vanessa is a high level manager in her company. Which brain quadrant should most of her thoughts come from?

Accepted Answer

A)  Quadrant A 
B)  she should have a balanced thinking style 
C)  Quadrant C 
D)  she should not follow any of the 4 quadrants 
A)  Quadrant A 
B)  she should have a balanced thinking style 
C)  Quadrant C 
D)  she should not follow any of the 4 quadrants

Question 4

An example of an unknown issue could be things like illnesses or repressed feelings.

Accepted Answer

A) True 
 B)False

Question 5

What product did CEO of Steelcase, Jim Hackett, recall due to potential safety issues?

Accepted Answer

A)  panels for cubicles or floor-to-ceiling walls 
B)  structural steel 
C)  carpeting 
D)  none of these 
A)  panels for cubicles or floor-to-ceiling walls 
B)  structural steel 
C)  carpeting 
D)  none of these

Question 6

What did CEO of Steelcase, Jim Hackett, do that showed his integrity, and what was the result of his actions?

Accepted Answer

Jim recalled the use of less-fire retard

Question 7

_____ is the degree to which a person has a broad range of interests and is curious.

Accepted Answer

A)  Openness to experience 
B)  Agreeableness 
C)  Extraversion 
D)  Emotional stability 
A)  Openness to experience 
B)  Agreeableness 
C)  Extraversion 
D)  Emotional stability

A person's ____ is how they perceive, process and use information, which affects how they solve problems and make decisions.

The ability to adjust behavior relative to shifting demands of work or social situations is called _____.

Vanessa is a high level manager in her company. Which brain quadrant should most of her thoughts come from?

An example of an unknown issue could be things like illnesses or repressed feelings.

What product did CEO of Steelcase, Jim Hackett, recall due to potential safety issues?

What did CEO of Steelcase, Jim Hackett, do that showed his integrity, and what was the result of his actions?

_____ is the degree to which a person has a broad range of interests and is curious.

Introduction

Your Manager Strengths and Weaknesses

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 3: Learning About Yourself

A person's ____ is how they perceive, process and use information, which affects how they solve problems and make decisions.

The ability to adjust behavior relative to shifting demands of work or social situations is called _____.

Vanessa is a high level manager in her company. Which brain quadrant should most of her thoughts come from?

An example of an unknown issue could be things like illnesses or repressed feelings.

What product did CEO of Steelcase, Jim Hackett, recall due to potential safety issues?

What did CEO of Steelcase, Jim Hackett, do that showed his integrity, and what was the result of his actions?

_____ is the degree to which a person has a broad range of interests and is curious.

Introduction

Your Manager Strengths and Weaknesses

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