Exam 9: Getting Things Done Through Networks, Relationships, and Soft Power
Exam 1: Introduction10 Questions
Exam 2: Your Manager Strengths and Weaknesses67 Questions
Exam 3: Learning About Yourself67 Questions
Exam 4: Managing Yourself to Get Things Done67 Questions
Exam 5: Creative Problem Solving67 Questions
Exam 6: How Managers Communicate65 Questions
Exam 7: Becoming an Ethical Manager66 Questions
Exam 8: Motivating for Performance66 Questions
Exam 9: Getting Things Done Through Networks, Relationships, and Soft Power66 Questions
Exam 10: People With Coaching, Delegation, and Deliberate Practice68 Questions
Exam 11: Handling Difficult Conversations, Conflict, and Negotiation67 Questions
Exam 12: Managing Your Boss67 Questions
Exam 13: Managing Teams67 Questions
Exam 14: Achieving Desired Outcomes: Getting the Right People and Managing Performance67 Questions
Exam 15: Managing Cross Culturally68 Questions
Exam 16: Positive Leadership66 Questions
Exam 17: Managing Personal and Organizational Change67 Questions
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To succeed as a manager, you have to develop social capital as well. Social capital includes:
(Multiple Choice)
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Networking is about people helping each other move forward in their:
(Multiple Choice)
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Unlike the positions on a formal organization chart, roles in a network are hard to see. What are the two types of structure? Explain the difference between the two.
(Short Answer)
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What are some examples of activities for networking opportunities?
(Multiple Choice)
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Networking is the primary skill used to increase an individual's _______.
(Multiple Choice)
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An online networking presence is becoming vital to one's career, but aspiring managers need to learn some guidelines to effectively use this networking tool.
(True/False)
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Effective soft-power managers realize that influence depends heavily on their perceived:
(Multiple Choice)
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The employee's role is to influence others to get things done, energize and persuade others, and demonstrate the wherewithal to pull together a team.
(True/False)
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Hard power includes _________, which are defined largely by the organization's policies and procedures.
(Multiple Choice)
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The IT department at Tomas's company has decided to replace the software program that his employees use with a new program that is more complicated but also more efficient and powerful. Tomas knows that some of his employees will be nervous about the change, so he calls them together for a group meeting where he explains all the benefits of the new software program. He also assures them that they'll get plenty of training and support. Tomas is skillfully helping his team deal with:
(Multiple Choice)
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The fundamental challenge of management is to figure out how to get things done with and through other people.
(True/False)
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What type of power depends on the manager's personal characteristics?
(Multiple Choice)
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_____ individuals readily give and receive information and resources to help others work effectively, which saves time and money for the organization.
(Multiple Choice)
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As a manager, you should make the effort to show your ____ before you need to exert influence.
(Multiple Choice)
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What are some examples of the human capital that make each of us valuable in the workplace?
(Multiple Choice)
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Marcus works in the accounting department. He speaks to very few people at work, and eats lunch alone nearly every day. He is not active in any professional organizations outside of work, and he doesn't engage in social media. What type of employee is Marcus?
(Multiple Choice)
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In terms of learning to network, no matter how busy you are, you should never eat lunch alone in your office when you are at work.
(True/False)
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