QUIZ 1 SET- B

1. Which of the following is considered a core competence when managing at the action level?

A Technical expertise. B Effective communication. C Managing conflict. D Strategic flexibility.

2. A psychological contract differs from a legal contract in which of the following ways? A It is based on perception and individual expectations. B It is based on spoken communication. C It is based on individual circumstances. D It is based on written communication.

3. Which of the following defines complexity in an organizational context? A Organizations designed to reflect functional divisions. B The trend towards the individualization of markets.

C The infinite number of possibilities created by global networking through ICT. D The wide range of demands and forces placed on modern organizations.

4. According to Mintzberg, the frame of a job consists of which of the following?

A Networking, communications and interpersonal skills.B Purpose, perspective and position. CConceiving and planning. D Purpose, position and conceiving.

5. Which one of the following best describes a ‘well-rounded manager’?

A Someone who is flexible in exercising leadership styles. B Someone who is flexible in style and can work at different levels. C Someone who is slightly overweight. D Someone who can deal effectively with customers and employees.

6. ………………… is the tendency to see one’s own personal traits in other people?

A StereotypingB Halo effectC ProjectionD Perceptual distortion

7. A CEO makes a number of promises on providing bonus payments to his workforce as part of his personal vision to have everyone benefit from the success of the business. Unfortunately, the promises failed to materialize because of poorer-than-expected results. As a result, workforce morale plummets dramatically and many people begin to look for other jobs. Which of the following reasons is most likely to be the main cause of these negative outcomes, resulting in employees treating the psychological contract as having been breached? A The CEO lied.

B The CEO should have consulted his colleagues before announcing this direction. C The rewards did not materialize. D The CEO had made a personal commitment regarding the bonuses.

8. Which one of the following describes the most likely out-come from increased feelings of psychological ownership? A Employees are more likely to feel self-worth. B Heightened perceptions that employees have rights and feelings of a sense of duty. C Increased employee support for the organization’s values. D Employees are more likely to remain in the organization.

9. When thinking about leadership, why might it be less important to focus on the characteristics of leaders than on the motivations of followers? A The characteristics of leaders are not as important as the style of leadership. B Leaders cannot lead people in a direction that they don’t want to travel, but have to establish a common purpose. C Researchers cannot agree on the key characteristics of leaders, but understand employee motivation. D In order to understand what motivates people in different cultures.

10. Early studies on managers were mainly criticized for which one of the following reasons?

A Being too simplistic. B Not having enough prescription of how managers should behave. C Lacking evidence of how managers behaved in practice. D Lacking cohesion between roles and activities.

11. You have just been asked to think about taking on a new job, which takes you outside your present function and would put you in charge of a large number of people. Which of the following characteristics should be highest on your list of ‘things to reflect on’?

A Your self-awareness. B Your social awareness. C Your interpersonal effectiveness. D Your ability to deal with ambiguity.

12. Which of the following characteristic is NOT associated with the Quadrant D i.e. ‘Upper right’ part of Herrmann’s Whole Brain Model?

A KinestheticB HolisticC SynthesizingD Integrating

13. According to the Contingency Model ‘Coaching toward achievement style’ is a …….. Task-……… Relationship leadership style.

A High, LowB High, HighC Low, HighD Low, Low

14. ……………… Leadership behavior is open, friendly and approachable, and the leader creates a team climate and treats subordinates as equal.A Participative leadershipB Achievement-oriented leadershipC Supportive leadership

D Directive leadership

15. Which one of the following best explains why the employability thesis has not become a widespread phenomenon in all industries? A There is little evidence to support the claim that many people are taking greater responsibility for managing their own careers. B Employability is restricted mainly to knowledge workers. C The evidence suggests that organizations are still characterized by traditional relational psychological contracts and long-term careers with a single company. D Most employers don’t want to project an image of instability among the workforce.

16. Which one of the following has been the most damaging consequence of ‘the individualization of the employment relationship’? A The short supply of talent. B The lack of flexibility among employees.

C The greater responsibility given to HR to manage individual careers. D Employers decreasing responsibility for job security.

17. An HR area manager wants the employee reward system to support a team-based organizational structure designed to deliver high levels of customer satisfaction. Which one of the following is most likely to achieve this? A Linking rewards to group-based objectives. B Having everyone paid equally. C Creating bonus targets for high achievers.

D Creating a competitive reward structure for individuals based on customer feedback.

18. According to Mintzberg, when trying to understand key influences on organizational structure, which one of the following should be taken into account? A The local context and the amount of flexibility. B The local context and the historical structure of the organization. C The historical structure of the organization and the organizational culture. D The historical structure of the organization and the processes that inform them.

19. A new CEO wants to introduce a talent management strategy and has asked her HR managers to initiate the process. Which one of the following should the HR manager set as her first priority?

A Look for new pools of talent from non-traditional sources. B Evaluate existing staff to identify their performance levels. C Create comprehensive action plans for the development and retention of high performers.

D Use consultants to identify lists of high-potential people.

20. When creating a survey to find employee expectations, why is it important for an HR manager to distinguish between commitment, identification and citizenship? A To be precise about what you are trying to measure and achieve. B To show line managers that they are actively seeking to achieve ‘bottom-line’ results.

C To show they know what they are talking about. D To relay to the employees that HR managers are truly concerned about finding out their real beliefs and attitudes to work.

21. A trade union has adopted a ‘passive positive’ stance to new changes that have been enforced after many months of tense negotiation. Which one of the following is most likely to occur?

A The employees and union representatives call a meet-ing to discuss the new changes. B The employees accept the negotiated deal. C The employees and union representatives go out on a strike.

D Some employees take voluntary redundancy.

22. Which of the following defines the extent of task-orientation of a leader?A ConsiderationB IntegrityC ConscientiousnessD Initiating Structure

23. Which of the following is not a leadership style defined by the ‘Leadership Grid Model’?A Team ManagementB Impoverished ManagementC Resource ManagementD Authority-Compliance Management

24. Scheduling is the ability to do which of the following?

A Understand the frame of the job. B Prioritize targets, activities and resources. C Create a performance culture. D Produce a quantifiable outcome.

25. During your appraisal, you boss tells you that he wants you to develop a ‘performance-oriented culture’ in your department. He then asks you for ideas on how to achieve this at the next meeting. Which one of the following would be the best response for long-run success?

A Create an environment in your department in which everyone has an equal say in decision-making. B Create an environment where you welcome new ideas and encourage everyone to engage in continuous off-and on-the-job training. C Create an environment in which change is the norm and in which maintaining things as they are is discouraged. D Create a system of rewards in which people are paid extra for their expertise.