Deck 9: Career Development

Question 1

People who are attracted to work as biologists or professors are likely to have what kind of personality orientation?

A)artistic
B)investigative
C)conventional
D)mature
E)social

Answer 1

B

Question 2

Developmental activities provide

A)educational and training resources required to help managers identify job rotations.
B)on the job training.
C)educational and training resources required to help employees identify job-sharing opportunities.
D)educational and training resources required to help employees identify their career potential.
E)educational and training resources required to help employees identify career-related progress.

Answer 2

D

Question 3

People who are attracted to work as accountants are likely to have what kind of personality orientation?

A)enterprising
B)conventional
C)mature
D)investigative
E)realistic

Answer 3

B

Question 4

Which of the following career development functions is performed by the employer?

A)is altruistic and kind
B)manages employees' careers
C)offers career information
D)acts as coach and appraiser
E)provides a formal career path

Question 5

The deliberate process through which an employee becomes aware of personal career-related attributes and the lifelong series of activities that contribute to his or her career fulfillment is known as

A)empowerment.
B)a career cycle.
C)the exploration stage of the career cycle.
D)career planning and development.
E)the growth stage of the career cycle.

Question 6

A concern or value that a person who is engaged in career planning will not give up if a choice must be made, is referred to as a(n)

A)value anchor.
B)skill.
C)anchor.
D)planning anchor.
E)career anchor.

Question 7

People who are attracted to work as advertising executives are likely to have what kind of personality orientation?

A)enterprising
B)artistic
C)conventional
D)social
E)executive

Question 8

A person's aptitudes, such as intelligence and mathematical ability, are often measured with

A)career testing.
B)an essay on their most enjoyable occupational task.
C)the general aptitude test battery.
D)intelligence testing.
E)talent testing.

Question 9

The key factors in employee retention today are

A)an organizational culture that values and nurtures talented employees.
B)employees who understand what motivates them.
C)fair processes in "people"decisions.
D)an organizational culture that values and nurtures talented employees and fair processes in "people' decisions.
E)lifelong learning opportunities.

Question 10

Career-oriented firms stress career-oriented appraisals that link past performance and

A)fundamental skills.
B)career preferences and developmental needs.
C)teamwork skills.
D)training resources.
E)the internal job posting system.

Question 11

A lifelong series of activities (such as workshops)that contributes to a person's career exploration, establishment, success, and fulfillment is

A)retraining.
B)a job seminar.
C)product life-cycles.
D)career development.
E)empowerment.

Question 12

The manager performs all of the following career development functions except

A)listening to and clarifying the individual's career plans.
B)shielding the employee from organizational resources and career options.
C)offering organizational support.
D)giving feedback.
E)generating career options.

Question 13

The following are all personality types that John Holland found through his research except

A)realistic orientation.
B)social orientation.
C)vocational orientation.
D)investigative orientation.
E)enterprising orientation.

Question 14

You are a consultant that has been hired by a large retailer to lead a workshop for management trainees on the topic of career planning and development.Which of the following do you advise the trainees are the required skills for an employee accepting responsibility for his or her career?

A)goal orientation and networking
B)self motivation, independent learning, effective time and money management, and self-promotion
C)career planning and self-assessment
D)entrepreneurialism, networking, and money management
E)self-motivation and effective time management

Question 15

People who are attracted into the forestry industry are likely to have what kind of personality orientation?

A)agricultural
B)realistic
C)enterprising
D)artistic
E)conventional

Question 16

Young is the new director of human resources at a consulting engineering company.She wishes to implement career management initiatives and has been asked by the CEO why this would be of benefit to the business.How should she respond?

A)Career management initiatives promote compliance with employment equity laws.
B)Career management initiatives assist directly in human resource planning.
C)Career management initiatives reduce turnover.
D)Career management initiatives reduce turnover and increases employee commitment.
E)Career management initiatives increase employee commitment.

Question 17

Your colleague wishes to find a position with another employer and has asked you to define what is meant by networking as a career development tool.You advise her that

A)it involves asking a contact for a job.
B)the objective is to let people know about yourbackground and career goals and to share information so both parties benefit.
C)the objective is to let people know about background and career goals and to share information so the job seeker benefits.
D)the objective is to provide information so the employer can decide if the job seeker is the right candidate.
E)personal networking involves speaking to external professional contacts about career goals but not to colleagues within the organization.

Question 18

A series of work-related positions, paid or unpaid, that help a person grow in job skills, success, and fulfillment is

A)a job.
B)a career.
C)a position.
D)a profession.
E)work.

Question 19

The skills needed to be successful in a particular occupation are developed through

A)education and experience.
B)aptitudes.
C)motivation.
D)life skills.
E)job skills.

Question 20

A person with a strong social orientation might be attracted to careers that entail interpersonal, rather than intellectual or physical, activities and to occupations such as

A)social work.
B)accountant.
C)professor.
D)research chemist.
E)contemporary artist.

Question 21

The learning organization depends on experimentation, which means

A)systematic searching for, and testing of, new knowledge.
B)observing labour market trends.
C)exploiting data from primary research.
D)random testing of information.
E)intuitive guesswork about research data.

Question 22

According to Schein, graduates who are mostly concerned with long-run career stability have a career anchor of

A)managerial competence.
B)autonomy and independence.
C)creativity.
D)security.
E)technical and functional.

Question 23

According to Schein, people who have a strong technical/functional career anchor tend to avoid decisions that would drive them toward

A)certified public accountancy.
B)mechanical engineering.
C)specialized management.
D)technical work.
E)general management.

Question 24

Consultants, professors of business, freelance writers, and proprietors of small retail businesses tend to be identified with the career anchor of

A)managerial competence.
B)creativity and intuition.
C)technical and functional.
D)autonomy and independence.
E)security.

Question 25

Reverse mentoring is

A)younger workers provide guidance to older workers.
B)senior executives provide guidance to new employees.
C)senior executives provide guidance to junior employees in management.
D)younger workers provide guidance to senior executives.
E)older workers provide guidance to younger workers.

Question 26

The employer's role in career development includes all of the following except

A)providing career-oriented training.
B)offering career information and career programs.
C)paying for an MBA degree for high potential employees.
D)offering developmental opportunities.
E)giving employees career options.

Question 27

Hanan is the manager of a busy branch of a credit union.Her role in the career development of her staff includes

A)ensuring all work is performed according to established policies and procedures.
B)ensuring that employees she likes get good performance reviews.
C)monitoring who is willing to work unpaid overtime to get ahead.
D)establishing unrealistic expectations so she can see which employees can withstand the pressure.
E)providing timely and objective performance feedback.

Question 28

Which of the following is true of mentoring programs?

A)They provide benefits to protégés only.
B)They are costly to implement.
C)Effective mentoring builds trust both ways in the mentor-protégé relationship.
D)They are required in order to motivate senior employees to mentor.
E)Research shows no significant correlation to employee commitment.

Question 29

Yung made a choice to leave a large management consulting firm where she had worked for 10 years to become the executive director of a newly established nonprofit association, ChildAid, which is dedicated to helping children living in poverty.She had been volunteering with the organization prior to become the executive director, as she was inspired by the organization's mission.ChildAid has enough funds to give her a very modest salary for a year.She must engage in vigorous fundraising efforts to enable the organization to continue paying her salary beyond 1 year.Yung most likely has which of the following career anchors?

A)technical/functional
B)service/ dedication
C)service/dedication and security
D)creativity and autonomy
E)independence and lifestyle

Question 30

Learning organizations engage in all of the following activities except

A)learning from others.
B)unsystematic problem solving.
C)experimentation.
D)transferring knowledge.
E)learning from experience.

Question 31

The person with the primary responsibility of managing an employee's career with an organization is

A)the employee's manager.
B)the employee.
C)human resources.
D)executive leadership.
E)the employee's mentor, either inside or outside the organization.

Question 32

An organization focused on creating, acquiring, and transferring knowledge, and at modifying its behaviour to reflect new knowledge and insights, is a(n)

A)post-secondary institution.
B)in-house development centre.
C)training and development organization.
D)learning organization.
E)mentoring organization.

Question 33

Most experts agree that one of the most important things that an employer can do is to provide new employees with

A)high-pressure first jobs.
B)computer-oriented first jobs.
C)slow-paced first jobs.
D)comfortably paced first jobs.
E)challenging first jobs.

Question 34

People who are driven by the need to be on their own, free of the dependence that can arise when working in a large organization where promotions, transfers, and salary decisions make them subordinate to others, have a career anchor of

A)technical and functional.
B)creativity.
C)security.
D)managerial competence.
E)autonomy and independence.

Question 35

The use of an experienced individual to teach and train someone with less knowledge in a given area is called

A)basic training.
B)lecturing.
C)on-the-job training.
D)mentoring.
E)apprenticeship training.

Question 36

Renu made a choice to leave a mid-sized law firm and start her own law practice where she is the named principal in the firm.It will take her at least a year to pay back the loan she has taken out in anticipation that her practice will be successful.She will work very long work hours until she establishes a good client base and gains sufficient funds to hire support staff.Renu values the fact that she now chooses which clients to accept work from and which area of law to practice in.Renu most likely has which of the following career anchors?

A)technical/functional
B)service/ dedication and security
C)service/dedication and autonomy
D)creativity and autonomy and independence
E)lifestyle

Question 37

The most important promotion-related decisions are

A)whether or not the promotion will involve a transfer.
B)whether to take future potential into account.
C)whether the promotion process will be formal or informal.
D)whether promotion will be based on seniority or competence or some combination of the two.
E)how competence will be defined and measured.

Question 38

Harold is the recently hired CEO of a telecommunications company.He wishes to create a learning organization.Activities that are necessary for this to occur include

A)making effective promotion decisions.
B)making effective termination decisions.
C)transferring knowledge.
D)making effective transfer decisions.
E)establishing a career development program.

Question 39

A learning organization is an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behaviour to reflect

A)contemporary attitudes and norms.
B)conservative views and news.
C)new knowledge and insights.
D)traditional standards and values.
E)the skills of its employees.

Question 40

Edgar Schein identified all of the following career anchors except

A)technical/functional.
B)insecurity and inexperience.
C)managerial competence.
D)security.
E)autonomy and independence.

Question 41

The following are all advantages of the developmental job rotation technique except

A)avoiding stagnation through constant introduction of new points of view in each department.
B)providing experience in analyzing overall company problems.
C)broadening understanding of all parts of the business.
D)providing a well-rounded training experience for each trainee.
E)testing the trainee and helping identify the person's strong and weak points.

Question 42

Canadian firms tend to routinely transfer employees less today than was the case 10 years ago.The general reasons for this change in practice is

A)the cost of transferring employees has increased.
B)the difficulty in finding employees to fill the transferred employee's former position.
C)the negative impact on diversity programs.
D)that employees are less willing to disrupt their family life and the cost of transferring employees has increased.
E)the cost of transferring employees has decreased.

Question 43

Any attempt to improve managerial performance by imparting knowledge, changing attitudes, or enhancing skills, is called

A)assessment centre training.
B)management development.
C)T-group training.
D)career enhancement.
E)professional development.

Question 44

A management training technique that involves moving a trainee from department to department in order to broaden his or her experience and identify strong and weak points is called

A)job enrichment.
B)developmental job rotation.
C)action learning.
D)job enlargement.
E)global job rotation.

Question 45

An off-the-job management development technique which involves presenting a trainee with a written description of an organizational problem is called

A)the case study method.
B)an action learning program.
C)a coaching/understudy approach.
D)a role-play exercise.
E)a management game.

Question 46

When a management development program is individualized and it is aimed at filling a specific executive position, this process is usually called

A)management needs analysis and development.
B)individual development.
C)management forecasting.
D)succession planning.
E)personnel planning.

Question 47

All of the following are steps contained in a typical succession program except

A)arranging job rotation and executive development programs.
B)preparing management skills inventories.
C)making management forecasts of the competition.
D)making an organizational projection.
E)drawing management replacement charts.

Question 48

Employees seek transfers for all of the following reasons except

A)enhancement of family life.
B)a more interesting job.
C)personal enrichment.
D)better location of work.
E)greater possibility of advancement.

Question 49

Amy is the new director of learning and development at a pharmaceutical company, Medica Inc.She is designing the off-the-job management development program for Medica and will be including the case study method of learning.She wishes to improve the effectiveness of this method for the development of new management hires.Which of the following steps would not increase effectiveness?

A)Participants should discuss the case in small groups before class.
B)Cases should be actual scenarios from the trainees' own firm.
C)Cases should be scenarios from companies other than that of the trainees.
D)Instructors should guard against dominating the case analysis.
E)Instructors should act as a catalyst or coach.

Question 50

Harry's competence as a manager was rated very high.How is his competence defined and measured?

A)measuring career assessments
B)understanding employee needs
C)forecasting the person's potential
D)predicting an environmental assessment
E)predicting career-related decisions

Question 51

To overcome the record number of rejections of relocation offers, companies are

A)increasing salaries.
B)paying moving expenses.
C)increasing financial incentives.
D)offering additional perquisites.
E)offering spousal support through career transition programs.

Question 52

Transfer policies have fallen into disfavour partly because of the cost of relocating employees and also because of the assumption that frequent transfers have a bad effect on the employee's

A)family life.
B)job attitude.
C)job performance.
D)emotional stability.
E)financial responsibility.

Question 53

When employees are not made aware of jobs that are available, criteria for promotion, and how the decisions are made, the link between performance and promotion is

A)diminished.
B)severed.
C)strengthened.
D)weakened.
E)none of the above.

Question 54

A training technique by which management trainees are allowed to work full-time analyzing and solving problems in other departments is

A)action learning.
B)on-the-job training.
C)the coaching/understudy approach.
D)job rotation.
E)the case study method.

Question 55

In one management training technique, the trainee works directly with the person that he or she is to replace.This technique is called the

A)job-rotation approach.
B)learning approach.
C)coaching/understudy approach.
D)replacement approach.
E)direct replacement approach.

Question 56

Computerized management games are good developmental tools for all of the following reasons except

A)fostering teamwork.
B)development of problem-solving skills.
C)development of computer skills.
D)development of leadership skills.
E)fostering cooperation.

Question 57

A Canadian bank has, for several years, established formal promotion procedures and published these procedures so all employees are aware of the criteria by which promotions are rewarded.What are the benefits to the bank of doing this?

A)Replacement summaries are better utilized.
B)A greater number of qualified employees are likely to be considered for openings and managers have more discretion in promotion decisions.
C)A greater number of qualified employees are likely to be considered for openings and promotion becomes more closely linked to performance for employees.
D)Managers have greater autonomy and more discretion in promotion decisions.
E)None, there are no benefits.

Question 58

In this off-the-job management development technique, teams of managers compete with one another by making decisions regarding realistic but simulated companies.This technique is called

A)a computerized junior board.
B)a simulation exercise.
C)a computerized case study.
D)a computerized management game.
E)action learning.

Question 59

Amy is the new director of learning and development at a pharmaceutical company, Medica Inc.She is contemplating implementing an action learning program and is considering the advantages and disadvantages of this approach for the development of new managers recently hired.The benefits of action learning to Medica include all of the following except

A)it develops planning skills.
B)it develops problem analysis skills.
C)it encourages teamwork.
D)by working with others, trainees find solutions to major problems.
E)it benefits the manager's department during the training period.

Question 60

Amy is the new director of learning and development at a pharmaceutical company, Medica Inc.She is designing the off-the-job management development program for Medica and will be including the case study method of learning.All of the following elements are present in a case study method of training except

A)presenting findings and solutions to the group.
B)summarizing events to stockholders.
C)analyzing cases in private.
D)diagnosing problems.
E)discussion with other trainees.

Question 61

According to John Holland, most people have only one orientation, which makes career choices fairly straightforward for them.

Question 62

A person becomes aware of career anchors as a result of learning about his or her talents and abilities, motives and needs, and attitudes and values.

Question 63

The employer's role in university-related programs often involves the provision of an incentive for employees to develop job-related skills.This incentive often takes the form of

A)paid leave of absence.
B)cash.
C)tuition refunds.
D)lavish prizes.
E)exotic job assignments.

Question 64

Management development is an attempt to improve current or future managerial performance by imparting knowledge, changing attitudes, or increasing skills.

Question 65

Career planning is the lifelong series of activities that contribute to a person's career exploration.

Question 66

Succession planning is the process through which lower-level openings are planned and filled.

Question 67

Employees with security as a career anchor are interested in either geographic security or organizational security.

Question 68

Management replacement charts summarize potential candidates as well as development needs.

Question 69

A case study method approach is aimed at giving trainees realistic experience in identifying and analyzing complex organizational problems.

Question 70

People who have a strong technical/functional career anchor tend to make decisions that drive them toward general management.

Question 71

The basic behaviour modelling procedure includes all of the following except

A)computer program training.
B)transfer of training.
C)social reinforcement.
D)role-playing.
E)modelling.

Question 72

Some employers have in-house development centres for managers and employees that would include all of the following except

A)in-basket exercises.
B)job analysis programs.
C)role-playing.
D)assessment centres.
E)classroom learning.

Question 73

Avica Inc., a Toronto-based management consulting company, would like to encourage certain key consultants to continue employment past age 60.Which of the following steps would not be a good step for the company to take to keep older consultants fully engaged and willing to continue employment with the firm?

A)providing career counseling
B)encouraging training and development programs for this group
C)giving this group of employees more flexibility over their work schedules
D)canceling training and development programs for this group and requiring this group of employees to work long work weeks
E)offering creative work arrangements

Question 74

The employer's role in university-related programs increasingly involves granting technical and professional employees extended periods of time off to attend a college or university in pursuit of a higher degree or to upgrade skills.This employer support is called

A)an upgrade program.
B)a vacation.
C)a sabbatical.
D)professional leave.
E)leave without pay.

Question 75

Mentoring only provides benefits to the protégé.

Question 76

A training technique in which trainees act out the parts of people in a realistic management situation is called

A)situational training.
B)realistic training.
C)role-playing.
D)the case study method.
E)action learning.

Question 77

The manager's role in career development includes providing timely and objective performance feedback.

Question 78

A training program in which trainees are first shown good management techniques (in a film), are then asked to play roles in a simulated situation, and are then given feedback regarding their performance, is called

A)the case study method.
B)role-playing.
C)good-example training.
D)action learning.
E)behaviour modelling.

Question 79

At the executive level, 70 percent of learning comes from individuals such as mentors and coaches.

Question 80

Avica Inc., a Toronto based furniture manufacturer is considering encouraging certain key employees to continue employment past age 60.You are a consultant hired by Avica to advise on whether the company should take this step and to discuss the latest research in to the impacts on Canadian firms of continuing the employment of key employees past age 60.What do you advise?

A)These employees often have a higher rate of absenteeism.
B)These employees often have a stronger work ethic.
C)These employees are usually risk averse and backward looking.
D)These employees often have a stronger work ethic but a higher rate of absenteeism.
E)Many of these employees have diminished mental capacity.