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CHAPTER ELEVEN: EMPLOYEE AND MANAGEMENT DEVELOPMENT
MULTIPLE-CHOICE QUESTIONS
1. The reason(s) companies are willing to invest more in employee development
today compared to the past include which of the following?
A) Employees are willing to change employers to advance their careers.
B) There is a shortage of skilled workers in the labor pool.
C) Companies are becoming more complex.
D) Both A & B.
E) All of the above.
Page Ref: 400
2. Creating a culture that supports employee development is the responsibility
of______.
A) the organization
B) the HR department
C) the supervisor
D) All of the above
Page Ref: 405
3. Developing systems and practices that support employee development is the
responsibility of______.
A) the organization
B) the HR department
C) the supervisor
D) All of the above
Page Ref: 406
4. Assisting in the creation of the development plan and identifying programs
where development objectives can be met is the responsibility of______.
A) the organization
B) the HR department
C) the supervisor
D) All of the above
Page Ref: 406-407
5. Ultimately, the responsibility for an employee’s development is _____.
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A) the organizations
B) the HR department
C) the supervisors
D) the employees
Page Ref: 407
6. Management development requires careful attention because
A) The manager’s job is complex.
B) Managers are accountable for success.
C) Companies that align management development with strategic
planning are generally more competitive.
D) All of the above.
Page Ref: 407
7. Which of the following is NOT a managerial interpersonal role?
A) Spokesperson
B) Leader
C) Liaison
D) Figurehead
E) All of the above
Page Ref: 410
8. Entrepreneur & Disturbance Handler are under which of Mintzberg’s
Managerial Roles?
A) Interpersonal
B) Informational
C) Decisional
D) Negotiator
Page Ref: 410
9. Mintzberg identified three types of managerial roles that managers took on.
They were
A) Informational, interpersonal, and decisional.
B) Authority, assignment, and monitor.
C) Rewarder, discipliner, and monitor.
D) None of the above.
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Page Ref: 410
10. To understand a manager’s development needs, you must first understand
_____.
A) The strategic direction of the organization
B) The technology of the manager’s unit
C) The structure of the manager’s unit in relation to the rest of the
organization
D) Both B & C
E) All of the above
Page Ref: 411
11. For a market leader the technology tends to be _____and the design _____.
A) Non routine; organic
B) Decentralized; non routine
C) Routine; mechanistic
D) High tech; unstructured
Page Ref: 411
12. For a cost leader, decision making tends to be _____ and the design _____.
A) Organic; centralized
B) Decentralized; mechanistic
C) Centralized; mechanistic
D) Routine; structured
Page Ref: 411
13. Management style is related to two dimensions of leader behavior – _____
and _____.
A) Employee-related; job-related
B) Employee-oriented; job-oriented
C) Task-oriented; organizationally-oriented
D) Employee-oriented; task-oriented
Page Ref: 412
14. What management style emphasizes goal setting and high-performance
expectations for subordinates?
A) Supportive
B) Participative
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112
C) Directive
D) Achievement
Page Ref: 412
15. What management style is characterized by friendliness, as well as empathy
and concern for meeting employees’ needs?
A) Supportive
B) Participative
C) Directive
D) Achievement
Page Ref: 412
16. In the _______ management style, subordinates are given
instructions about what to do, how to do it, and when to do it.
A) Supportive
B) Participative
C) Directive
D) Achievement
Page Ref: 412
17. What management style emphasizes involving subordinates in decision
making, particularly in how they go about achieving their task?
A) Supportive
B) Participative
C) Directive
D) Achievement
Page Ref: 412
18. _____ refer to the mental abilities required to analyze and diagnose complex
situations and make appropriate decisions.
A) Technical knowledge and skills
B) KSAs
C) Conceptual knowledge and skills
D) Personal traits
Page Ref: 412
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19. Conceptual knowledge is related to
A) Understanding technology.
B) Problem solving.
C) Carrying out operations in a functional area.
D) Conflict resolution.
Page Ref: 412-413
20. _____ knowledge and skills are also called human skills.
A) Communication
B) Motivation
C) Team building
D) Interpersonal
Page Ref: 413
21. _____ are qualities of the manager as a person.
A) Technical knowledge and skills
B) KSAs
C) Personal traits
D) Value creation skills
E) Interpersonal knowledge and skills
Page Ref: 413
22. Generally, the most effective managers are
A) High in nPow (personal), high in nAch, and low in nAut.
B) Moderately high in nPow (institutional), moderately high in nAch,
and moderately low in nAut.
C) High in nPow (institutional), moderately high in nAch, and
moderately low in nAut.
D) High in nPow (personal), moderately high in nAch, and moderately
low in nAut.
E) High in nPow (institutional), high in nAch, and moderately low in
nAut.
Page Ref: 414
23. Integrating strategy and managerial characteristics suggests that when
comparing market leaders and cost leaders, the market leader should be higher
in all of the following EXCEPT
A) Interpersonal skills.
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B) Flexibility traits.
C) Conceptual skills.
D) Directive style.
E) Participative style.
Page Ref: 416
24. Integrating strategy and managerial characteristics suggests that when
comparing market leaders and cost leaders in terms of supportive style
A) Cost leaders should be higher.
B) Market leaders should be higher.
C) There is no difference.
D) Supportive style is not a managerial characteristic.
Page Ref: 416
25. Which of the following is an effective way of determining a manager’s style,
traits, and ability to interact effectively with others?
A) Task analysis
B) Worker-oriented analysis
C) 360-degree feedback
D) Cognitive tests
Page Ref: 419
26. Which of the following is NOT an advantage to using externally based
training programs for managers?
A) Exposes managers to current thinking and theory in the management
area
B) Quality of instruction is superior
C) Allows an interchange of ideas among managers from different
organizations
D) Costs less per person for the training
Page Ref: 420
27. Which of the following statements about corporate universities is NOT true?
A) Their numbers are increasing.
B) They are able to control training content to match company needs.
C) They are a much less expensive approach than external programs.
D) They are only viable for large organizations.
