Deck 9: Career and Management Deveopment

Question 1

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

A) Occupation
B) Career
C) Profession
D) Calling
E) Job

Answer 1

B

Question 2

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

A) Certified public accountancy
B) Mechanical engineering
C) Specialized management
D) Technical work
E) General management

Answer 2

E

Question 3

What is a concern or value that a person will not give up if a choice must be made?

A) Value anchor
B) Moral anchor
C) Occupational anchor
D) Planning anchor
E) Career anchor

Answer 3

E

Question 4

The necessity to shift to a more holistic life design for career development is related to which life trajectory?

A) From traits to context
B) From prescriptive to process
C) From linear to non-linear
D) From scientific facts to narrative evaluations
E) From describing to modeling

Question 5

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

A) Managerial competence
B) Autonomy and independence
C) Creativity
D) Security
E) Pure challenge

Question 6

Rita made a choice to leave a mid-sized law firm and start her own law practice. She wants to deliver legal services to clients in a different way that it has traditionally been delivered. Rita also values the fact that she now chooses which clients to accept work from and which area of law to practice in. Rita 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 and creativity

Question 7

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 which career anchor?

A) Technical and functional
B) Pure challenge
C) Security
D) Managerial competence
E) Autonomy and independence

Question 8

What is the lifelong series of activities that contribute to a person's career exploration, establishment, success, and fulfillment?

A) Career planning
B) Career cycles
C) Career growth
D) Career development
E) Career advancement

Question 9

Through which of the following are a person's skills most identified?

A) Education and experience
B) Training and evaluating
C) Recovering from mistakes
D) Outcomes when placed in a leadership position
E) Facing uncommon situations

Question 10

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

A) Managerial competence
B) Creativity and intuition
C) Technical and functional
D) Autonomy and independence
E) Pure challenge

Question 11

What is the deliberate process to identify career-related goals and establish action plans to attain specific goals part of?

A) Career planning
B) Career cycles
C) Career growth
D) Career development
E) Career advancement

Question 12

A person's aptitudes, such as intelligence and mathematical ability, are often measured with which of the following?

A) Career testing based on interests
B) An essay on their most enjoyable occupational task
C) The general aptitude test battery
D) Intelligence testing using conventional testing methods
E) Talent testing by evaluating the person on the job

Question 13

Career development must adapt to individual experiences, ambitions, abilities, opportunities, and perspectives. Which life trajectory is this related to?

A) From traits to context
B) From prescriptive to process
C) From linear to non-linear
D) From scientific facts to narrative evaluations
E) From describing to modeling

Question 14

Ken has a financial planning company that offers insurance services. Ken continually meets people to make connections to either offer his company's services to them or learn about what services they offer. What is this an example of?

A) Altruism
B) Career management
C) Networking
D) Coaching
E) Planning

Question 15

What is the theory that there are six basic personal orientations that determine the sorts of careers to which people are drawn?

A) Work-related orientation
B) Job orientation
C) Career orientation
D) Occupational orientation
E) Professional orientation

Question 16

Traditional career paths involving a single, committed occupational choice are no longer a reality. Instead, career planners must stay informed about all of the job-specific requirements and offer a best fit of career patterns, focusing on adding information and content to enable employees to achieve a range career ambitions. Which life trajectory is this related to?

A) From traits to context
B) From prescriptive to process
C) From linear to non-linear
D) From scientific facts to narrative evaluations
E) From describing to modeling

Question 17

Tasha left a prestigious and high-paying corporate position to become the executive director of a nonprofit organization. She had been volunteering with the organization prior to becoming its executive director. She receives a very modest salary and must engage in vigorous fundraising to enable the organization to continue paying her salary. Tasha 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 18

In the new economy career patterns should be viewed as professional identities that are dynamic. Which life trajectory is this related to?

A) From traits to context
B) From prescriptive to process
C) From linear to non-linear
D) From scientific facts to narrative evaluations
E) From describing to modeling

Question 19

Career development must empower employees to self-assess and interpret their own life experiences and assist employees in making sense their distinct perspective and implementing co-evolution. Which life trajectory is this related to?

A) From traits to context
B) From prescriptive to process
C) From linear to non-linear
D) From scientific facts to narrative evaluations
E) From describing to modeling

Question 20

The Vocational Preference Test (VPT) identifies six basic personality types or orientations. Which of the following is one of these?

A) Thinking
B) Investigative
C) Organizer
D) Achievement
E) Leader

Question 21

Which training technique do trainees act out the parts of people in a realistic management situation?

A) Situational training
B) Realistic training
C) Role-playing
D) The case study method
E) Action learning

Question 22

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 which of the following?

A) The case study method
B) Role-playing
C) Good-example training
D) Action learning
E) Behaviour modelling

Question 23

Predicting an employee's potential is related to which promotion decision made by employers?

A) Is seniority or competence the rule?
B) How is competence measured?
C) Is the process formal or informal?
D) Vertical, horizontal, or other?
E) Future management level?

Question 24

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 25

Hana is the manager of a busy branch of a credit union. Her role in the career development of her staff is related most closely to which of the following?

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 26

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 which of the following related to the employee?

A) Family life
B) Job attitude
C) Job performance
D) Emotional stability
E) Financial responsibility

Question 27

Who should oversee succession planning for senior managers?

A) Immediate manager
B) HR Executive
C) Board of Directors
D) Controller
E) CEO

Question 28

The first consideration in promotion-related decisions made by employers is which of the following?

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 the promotion will be based on seniority or competence
E) Whether the promotion will increase the overall cost of payroll

Question 29

A Canadian bank has, for several years, established formal promotion procedures and published these procedures so all employees are aware of the criteria and process. 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 30

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. Which of the following would not be a benefits of this action learning program?

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 31

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 32

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

A) Management needs development
B) Individual development
C) Management forecasting
D) Succession planning
E) Personnel planning

Question 33

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

A) Job-rotation approach
B) Learning approach
C) Coaching/understudy approach
D) Replacement approach
E) Direct replacement approach

Question 34

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

A) Diminished
B) Severed
C) Strengthened
D) Weakened
E) None of the above

Question 35

Which management training technique involves moving a trainee from department to department in order to broaden his or her experience and identify strong and weak points?

A) Job enrichment
B) Developmental job rotation
C) Action learning
D) Job enlargement
E) Global job rotation

Question 36

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

A) The employee's manager
B) The employee
C) Human resources
D) Executive leadership
E) Fellow employees

Question 37

Which training technique are management trainees allowed to work full-time analyzing and solving problems in other departments?

A) Action learning
B) On-the-job training
C) The coaching/understudy approach
D) Job rotation
E) The case study method

Question 38

People, groups, and organizations can be categorized into different areas of one's network. Which network would trade associations be must related to?

A) Personal
B) Professional
C) Career
D) Organizational
E) Charitable

Question 39

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

A) increasing salaries for employees requested to transfer.
B) paying moving expenses for all employee transfers.
C) increasing financial incentives to make transfers more desirable.
D) offering additional perquisites such as dedicated parking at the new location.
E) offering spousal support through career transition programs.

Question 40

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 41

A person's lifestyle choice is considered a career anchor.

Question 42

Behaviour modeling involves two steps: showing trainees the most efficient way of competing a task and letting them practice and develop speed.

Question 43

Which of the following is most closely related to mentoring programs?

A) They provide benefits to protégés only.
B) They are costly to implement and therefore rarely used by organizations.
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 44

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

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 45

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

Question 46

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. What is this employer support called?

A) Upgrade program
B) A vacation
C) A sabbatical
D) Professional leave
E) Leave without pay

Question 47

Succession planning is the process through which senior managers prepare for life in retirement.

Question 48

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

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

Question 49

Which traditional leadership style is losing its effectiveness?

A) Participative
B) Command-and-control
C) Laissez-faire
D) Democratic
E) Behavioural

Question 50

Networking is considered face-to-face interaction.

Question 51

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

Question 52

A company-based method for exposing prospective managers to realistic exercises to develop improved management skills is referred to which of the following?

A) Management game
B) In-house development centre
C) Role-playing
D) Assessment centres
E) Behaviour modelling

Question 53

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 what form?

A) Paid leave of absence
B) Cash
C) Tuition refunds
D) Lavish perks
E) Desirable job assignments

Question 54

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

A) Basic training
B) Lecturing
C) On-the-job training
D) Mentoring
E) Apprenticeship training

Question 55

A career is a series of work-related positions, that help a person grow in job skills, success, fulfillment, and provides compensation in the form of wages or salaries.

Question 56

Which of the following is most closely related to reverse mentoring?

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 57

Today, leadership development is a strategic priority for many organizations. What is the main reason for this emphasis on leadership development?

A) The coming exodus of Baby Boomer executives
B) Companies are realizing the value of good leadership
C) Competition is making the need for good leadership even more critical
D) Higher customer demands are can only be met properly with good leadership
E) Current executives are under great pressure and leave of absences are increasing

Question 58

Work transfers to a new locale enable employees to learn new skills and become better qualified for promotions. Transfers are in high demand and are well supported by employees' families.

Question 59

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

Question 60

Developmental job rotation is a management training technique used to identify an employee's weak points.

Question 61

Amy is the new director of learning and development at a pharmaceutical company, Medica Inc. She is designing a new management development program. Identify and describe how Amy might implement two different management development techniques.

Question 62

Kevin's company received the rights to sell a revolutionary office chair for all central and Eastern Canada. Kevin forecasts quick growth and the need for more employees in sales, logistics, operations, and quality control. He also sees his management team undergoing much change. Describe how Kevin should use succession planning to prepare for his company's growth.

Question 63

Identify and briefly describe 5 career anchors.