Deck 14: Management and Leadership Development

Question 1

Based on material presented by the authors of this textbook,the lines between leaders and managers are becoming more difficult to separate.

Answer 1

True

Question 2

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

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

Question 5

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

Question 6

An example of a management education program is an executive MBA.This type of management education program is best leveraged if trainees have little exposure or experience managing people.

Question 7

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

Question 8

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

Question 9

When leading people,managers usually draw on "soft skills" or "people skills" to accomplish goals or outcomes.

Question 10

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 11

Within the context of a decisional role,when a manager moves the unit in a direction that takes advantage of opportunities or shifts the activities of the group to reduce threats the manager is said to be acting as an entrepreneur.

Question 12

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

Question 13

Two practical applications of experiential learning methods include job rotations and special assignments.

Question 14

The higher the management position in the organization's hierarchy,the more critical it becomes to focus management development efforts on technical skills.

Question 15

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

Question 16

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

Question 17

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

Question 18

The training and development initiatives introduced by the Société des Transports de Montréal (STM)used cohorts of 12 to 15 managers drawn from similar functions at STM.

Question 19

Most management training programs are focused on the development of "people skills."

Question 20

Research appears to support the notion that both "emotional intelligence" and "intellectual intelligence" are relatively stable over one's lifetime; hence,efforts to improve on these variables should not be done via development or training programs.

Question 21

Author J.F.Bolt identifies several mechanisms organizations are utilizing to bolster what Bolt calls "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 22

What was the most critical conclusion from Muller and Turner's research addressing the linkages between IQ,EI,and the successful management of 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 for success

Question 23

Your organization has asked you to lead a discussion dealing with the differences between management development and employee training.Which of the following statements provides the best explanation

A)Management development is much more generalized than the specialized training 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

Carlos is very much aware his mood will have an impact on his ability to lead his human resource team effectively.What is Carlos displaying

A)emotional intelligence
B)intellectual intelligence
C)political intelligence
D)social intelligence

Question 25

Peter,a union representative,and Mary,a senior manager with a local manufacturer,are looking to resolve a problem in such manner as to allow both parties to maximize their utility-they both want to get everything they want! What term best describes this conflict resolution technique

A)accommodating
B)collaborating
C)compromising
D)competing

Question 26

Which of the following statements is congruent with the notion of a "transformational leader" as demonstrated by John,who is the leader of his sales team

A)John convinces a sales person to give up some of her territory to facilitate a team goal
B)John provides a 20 percent bonus for employees who exceed predetermined targets
C)John clarifies team members' individual goals
D)John monitors individual work behaviour and rewards appropriately

Question 27

Most models of management skill development share four basic principles.Which principle involves helping managers become self-aware of their own strengths and weaknesses relative to the skill in question

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

Question 28

What activity do the textbook's authors suggest should be added to the acronym COP to better reflect management's role in the 21st century

A)"I" for informational
B)"D" for decisional
C)"S" for socializing
D)"L" for leadership

Question 29

According to Cameron and Tschirhart,the most important skills and competencies required of managers fall within four so called "clusters." Which of the following is NOT one of those clusters

A)human relations skills
B)competitiveness and control
C)internal or external locus of control
D)order and rationality

Question 30

Which of the following statements relating to emotional intelligence (EI)and intellectual intelligence (IQ)is NOT supported by evidence

A)both EI and IQ arelearnable and changeable over time
B)EI can be developed indirectly through exposure and feedback
C)empirical research has shown that managers with higher levels of EI are more effective versus managers with low EI
D)IQ is a relatively stable and enduring characteristic over one's life

Question 31

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

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 32

A business school 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 33

Henry Mintzberg identified three roles associated with the formal authority and status of a management position.Which of the following is NOT one of the roles identified by Mintzberg

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

Question 34

Which of the following terms can be defined as "the ability to manage interactions with others effectively through an understanding,integration,and management of emotions"

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

Question 35

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 36

Given that coaching and mentoring share distal goals,the two terms should be used interchangeably by human resources professionals.

Question 37

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

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

Question 38

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

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

Question 39

What is the main reason why organizations in Canada spend more on a per capita basis on management development programs

A)to capture sunk recruitment and selection costs
B)management positions tend to require more technical skills
C)management positions play a strategic role in organizations
D)management positions tend to have higher stress levels

Question 40

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 41

Which concept involves 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 42

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 43

a)Define emotional intelligence,list the five key skill sets of EI,and explain its importance to management development.
b)Why is emotional intelligence an exciting notion from a training and development perspective

Question 44

Explain the differences between management education and management training programs.

Question 45

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

Question 46

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 47

The textbook describes one type of conflict as being not 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 48

According to the Conference Board of Canada Learning and Development Outlook,over 33 percent of Canadian organizations have a coaching and/or mentoring program in place.What percentage of these organizations consider coaching and mentoring to be positive tools in their people development strategies

A)12 percent
B)65 percent
C)55 percent
D)78 percent

Question 49

What conclusions does the research on wilderness training seem to indicate

A)some level of incongruence between what is actually learned and what should have been learned by trainees
B)a very positive relationship to on-the-job performance improvements
C)it works across a broad set of learning outcomes
D)a positive relationship to a limited set of outcomes, particularly for short programs

Question 50

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

Question 51

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 52

Managers are often under time pressure to make decisions,often picking a solution that suffices or meets their minimum requirements.The textbook describes four steps managers can take to avoid this "suffice" mentality,providing managers with an opportunity to make better decisions.What steps might managers take to improve their decision-making process

Question 53

Which of the following are practical on-the-job development method(s)business may leverage to take advantage of "experiential learning" in a formal and structured manner

A)lectures and seminars
B)job rotations and special assignments
C)on the spot coaching and mentoring programs
D)development programs that target improvements in cognitive intelligence

Question 54

As a factory floor manager,Parandeep has been asked to innovate and come up with a better way to manufacture the company's products,a concept that excites Parandeep.Unfortunately,he is aware this particular company does not tolerate errors or failures.What work-related stressor is Parandeep likely to experience working for this company

A)role conflict
B)role ambiguity
C)role overload
D)role compromise

Question 55

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

Question 56

The Conference Board of Canada has undertaken a series of surveys to ascertain the level of satisfaction reported by Canadian organizations with their management development programs.What is suggested in the results of these surveys

A)most are not satisfied
B)most are satisfied
C)most are satisfied and would like these programs to be expanded to include supervisors
D)most are modestly satisfied

Question 57

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,to whom I report,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