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True / False Questions
1. The reason management skills create a competitive advantage for people
and organizations is because they are hard to master.
2. Collecting and analyzing an enormous amount of information is an
example of an administrative competency.
3. Understanding the various functions of business is categorized as the
conceptual competency of a manager.
4. By and large, managerial work, regardless of the occupation, is more the
same than it is different.
5. On average, great management skills get you noticed in organizations and
great technical skills get you promoted.
6. Evidence-based management of organizational behavior is widely
practiced.
7. Learning how to evaluate and use evidence to make decisions is a key
learning challenge in mastering management skills.
8. Big E evidence represents organizational specific data collection efforts to
inform a specific decision.
9. Little e evidence refers to generalizable knowledge regarding cause and
effect connections derived from scientific methods.
10. Management skills are linked to a more complex knowledge base than
other types of skills and are inherently connected to interaction with other
people.
11. Most great managers learn to manage themselves only after they first
learn to manage others effectively.
12. Great managers are born with the necessary skills and abilities;
management cannot actually be "learned."
13. Social learning notions are particularly appropriate for management skills
because there is such a big disconnect between knowing and doing.
14. Albert Bandura's social learning theory suggests that most learning is
actually done through observation and modeling of the behaviors of others.
15. Albert Bandura outlines four critical components required to learn through
observation: attention, recognition, feedback, and motivation.
16. Feedback is essential for developing any kind of skill.
17. When learning through observation, punishment and reinforcement work
equally well.
18. A critical aspect of self-set improvement goals is to learn from mistakes.
19. Mistakes are only problems if you repeat them or do not learn from them.
20. "Productive failures" are mistakes that ineffective managers make and
that tend to get repeated.
21. Easy goals lead to higher effort than challenging goals.
22. High goals frustrate people, and loose deadlines lead to more rapid work
pace than tight deadlines.
23. Positive self-talk and rehearsal are applications of the social learning
principle of motivation.
24. Self-awareness is essential to learning and growth in a management role.
25. Ability and personality are two types of important individual differences to
consider in management training.
26. Extraversion is a type of cognitive ability.
27. Behavior is solely a function of one's personality.
28. The Big Five Inventory is an example of a commonly used assessment tool
for emotional intelligence.
29. The Myers-Briggs Type Indicator measures personal values.
30. For improving managerial behavior, obtaining feedback from more than
one source is usually a waste of time.
31. Which of the following is NOT a managerial reality?
32. Which of the following is a managerial reality?
33. Managing people requires a wide variety of competencies. Which of the
following is a conceptual competency?
34. Managing people requires a wide variety of competencies. Which of the
following is a technical/administrative competency?
35. Managing people requires a wide variety of competencies. Which of the
following is an interpersonal competency?
