Deck 14: Management Development

Question 1

Emotional intelligence,unlike IQ,is believed to be controllable and learnable.

Answer 1

True

Question 2

Dealing successfully with stress involves several steps.The first and most critical step is being able to recognize it.

Answer 2

True

Question 3

As managers undertake the functions of management they play one or more of the interpersonal,decisional,and informational roles,drawing on skills associated with each of these three roles.

Answer 3

True

Question 4

The textbook identifies five strategies that will help managers deal with conflict,recognizing that not one strategy will work in all circumstances.The five strategies are avoidance,accommodating,forcing,compromising,and collaborating.

Question 5

The planning function for management refers to defining the direction toward which the efforts of individuals are to be measured.

Question 6

Within the context of interpersonal roles,managers play three key functions: they motivate others,act as liaison,and play a representational function.

Question 7

There are four broad approaches to most management development programs: management education programs,management training programs,on-the-job training programs,and off-the-job training programs.

Question 8

The role of a manager may be compared with that of a conductor of an orchestra.

Question 9

Leading implies influencing the actions of others in such a manner as to drive organizational goals and objectives.

Question 10

Most management development programs tend to focus on enhancing managers' technical skills.

Question 11

The authors of this textbook support the notion that leadership is a function of senior organizational leadership.

Question 12

Most models of management skill development share four key themes: skill assessment,skill acquisition,skill EI development,and skill application.

Question 13

According to Henry Mintzberg,the fundamental roles that managers play in organizations are interpersonal,informational,and transactional.

Question 14

Management skills can be learned through training and on-the-job experiences.

Question 15

Management development is a prudent business investment given the role management plays in delivering organizational goals and objectives.

Question 16

Extensive research has been conducted in determining the effectiveness of wilderness training programs.Support for the effectiveness of this type of management development approach is overwhelmingly positive.

Question 17

Management education refers to the acquisition of a broad range of managerial knowledge and general conceptual abilities.

Question 18

Whetten and Cameron identified nine frequently cited skills of effective managers which include managing conflict,motivating and influencing others,and self-awareness.

Question 19

Managers typically adopt three different decisional roles including entrepreneur,negotiator,and trouble-shooter.

Question 20

An example of a management education program is an executive MBA,usually geared toward recent university graduates with little management experience.

Question 21

According to Phillip Hunsaker,what is the primary purpose of the TIMS procedure?

A) communication training
B) behavioural modelling
C) management development
D) emotional intelligence

Question 22

A manager receives information from a superior that her business expansion proposal was outright rejected by senior management.Within hours of receiving the news,she meets her superior and excitedly points out the lack of creativity on the part of senior management,and indicates that she may have to consider employment with another more creative company.Which component/skills of EI does the manager potentially lack?

A) empathy
B) self-awareness
C) self-control
D) emotional Intelligence

Question 23

What is one way in which management development is different from employee training?

A) Management development is much more generalized than the specialized training that employees receive.
B) Management development tends to have off-the-job instructional systems that are technical and conceptual.
C) Management development is focused on credible and effective training rather than on the personalities and preferences of managers.
D) Management development is a longitudinal and gradual process whereas employee training is short-term.

Question 24

Mary and John,two workers at ABC Inc,have a profound dislike for each other.In weekly sales meetings,it is not uncommon to find Mary and John calling each other names for no apparent reason.What type of conflict best describes the situation between Mary and John?

A) intrapersonal
B) accommodating
C) issue-based
D) interpersonal

Question 25

According to Mintzberg,what contributes to managers settling for a solution that suffices in addressing their challenge?

A) time pressures and the need to make decisions quickly
B) too much information and data available
C) lack of research and analysis
D) lack of foundational knowledge on decision making

Question 26

According to Cameron and Tschirhart,which of the following is associated with skills and competencies embedded in cluster number three?

A) competitiveness and control
B) order and rationality
C) individual entrepreneurship and innovativeness
D) human relations skills

Question 27

Which of the four broad management development steps would include the concept of transferring learned principles?

A) skill practice
B) skill acquisition
C) skill assessment
D) skill application

Question 28

On which category of employees do Canadian organizations spend the most on a per-capita basis?

A) front-line employees
B) administrative and clerical employees
C) management
D) technical employees

Question 29

According to Whetten and Cameron,which of the following broad skill categories captures the essence of the most important skills needed of managers?

A) political skills
B) motivational skills
C) technical skills
D) people skills

Question 30

A school of business dean meets with a local mayor to secure a permit to allow the university to expand.Which of Henry Mintzberg's three management roles does this scenario best fit?

A) informational
B) interpersonal
C) socializing
D) decisional

Question 31

Why do Canadian organizations spend so much money developing managers?

A) because of sunk recruitment and selection costs
B) because managers ensure organizations perform efficiently and effectively
C) because it protects organizations from potential sexual harassment court actions
D) because managers ensure that organizations perform efficiently and ethically

Question 32

According to Kouzes and Posner,which of the following is NOT a quality of a successful leader?

A) making sure the company acts in a socially responsible manner
B) asking why the organization does what it does, and how it does it
C) getting support for a shared corporate vision
D) recognizing a team for delivering on time and on budget

Question 33

What does the acronym COPL represent?

A) cognitive, organization, procedures, learning
B) conditioning, organizing, producing, leading
C) cognitive, organization, productivity, learning
D) controlling, organizing, planning, leading

Question 34

Author J.F.Bolt identifies several mechanisms organizations are utilizing to bolster what Bolt references as "bench strength." What macro environmental forces are making the issue of "bench strength" so critical to organizations?

A) pending demographic changes
B) internal HR capacity issues
C) the speed of change
D) high costs associated with leadership development programs

Question 35

Coaching and mentoring are two management development approaches targeting the same short-term outcome.The main difference is the scope of the intervention: coaching is broad while mentoring is more focus on a specific skill set.

Question 36

According to Stanford Graduate School of Business,which of the following is the single most frequent topic in its briefing videos?

A) dealing with people
B) verbal communication
C) self-awareness
D) problem solving

Question 37

What is the concept that refers to the ability of a manager to manage his/her emotions and the emotions of his/her employees?

A) emotional security
B) emotional intelligence
C) emotional understanding
D) emotional awareness

Question 38

According to the textbook,which conflict resolution outcome is described as best,but not always possible?

A) accommodating
B) collaboration
C) compromise
D) avoidance

Question 39

What was the most critical conclusion from Muller and Turner's research addressing the linkages between IQ,EI,and successfully managing projects?

A) Both IQ and EI are important; however, IQ is more critical.
B) Critical thinking skills and emotional intelligence are associated with successful projects.
C) No linkage was found among the three.
D) Emotional intelligence is a necessary and sufficient condition.

Question 40

What types of supplementary training programs might serve to enhance emotional intelligence?

A) self-awareness
B) communication
C) leadership
D) management

Question 41

John has experience managing marketing functions in a particular company.As part of his management development,he is asked to take on roles with similar levels of responsibility in other functional areas of the company.What management development approach is John's company using?

A) job rotation
B) job enlargement
C) job enrichment
D) job broadening

Question 42

What are two well-known work-related stressors?

A) role conflict and role ambiguity
B) uncertainty and risk
C) financial and work overload
D) contingent work and lack of benefits

Question 43

Identify and briefly describe the four components that all management development programs should include.

Question 44

Explain the differences between management education and management training programs.

Question 45

Define emotional intelligence,list the 5 key skill sets of EI,and explain its importance to management development.

Question 46

According to estimates provided by the Conference Board of Canada,what percentages of organizations are satisfied with the results of their management development programs?

A) 26 percent
B) 38 percent
C) 16 percent
D) 49 percent

Question 47

Why are coaching and mentoring popular management development approaches in Canada?

A) because they typically require little up-front work
B) because they are employee-focused and hence tend to provide high levels of motivation
C) because they are highly integrated with the culture of an organization
D) because they tend to be inexpensive when compared to other management development approaches

Question 48

Identify and briefly describe the three general categories or clusters of skills that comprise the content of management development programs.

Question 49

In addition to increasing motivation by the trainee,what other benefits are usually associated with experimental learning?

A) declarative knowledge and procedural knowledge
B) procedural knowledge and self-efficacy
C) teamwork and fewer work-related stressors
D) enhanced IQ and EI

Question 50

What type of skill is likely to result from wilderness training that forces trainees to face stressful situations?

A) role-play skills
B) procedural skills
C) declarative skills
D) coping skills

Question 51

Explain the role coaching plays in management development and describe the five conditions in the "management pipeline" that is the focus of the coaching effort.

Question 52

The textbook describes one type of conflict as not being necessarily "bad." What type of conflict may actually lead to a better outcome for the organization?

A) interpersonal conflict
B) intrapersonal conflict
C) issue-based conflict
D) product-based conflict

Question 53

What is the concept that refers to highly experiential programs designed to help managers develop greater levels of life experience by participating in physically and psychologically demanding tasks and activities?

A) management education
B) active learning
C) wilderness training
D) specialized workshops

Question 54

According to the textbook,what is one key difference between coaching and mentoring?

A) the level of HR support
B) the scope of intervention
C) the level of energy required
D) mentors tend to be external to the company

Question 55

A recent university graduate landed a dream job as a sales representative for a major winery.She describes her first day as follows: "I have no idea what to do,whom to report to,or how I should go about doing my job." What type of work-related stressor is she describing?

A) role contingent stressor
B) role reporting stressor
C) role ambiguity stressor
D) role conflict stressor

Question 56

What type of conclusions does the research on wilderness training provide?

A) it is not sufficient to clearly provide a conclusion
B) it shows a very positive relationship to on-the-job performance improvements
C) it shows that it works across a broad set of learning outcomes
D) it shows a positive relationship to a limited set of outcomes, particularly for short programs