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Difficulty: Easy
Page Ref: 421-422
28. Management development programs focus on developing all of the following
EXCEPT
A) Conceptual knowledge and skills.
B) Technical knowledge and skills.
C) Interpersonal knowledge and skills.
D) Personal traits conducive to effective leadership.
E) General intelligence.
Page Ref: 422-424
29. Which of the following is a strategy for developing mid- to upper-level
managers and executives that isn’t used for other employees?
A) Coaching
B) Being a mentor
C) Action learning
D) Job rotation
E) They are all special strategies
Page Ref: 450-456
30. Action learning is
A) Where a person higher in the hierarchy acts as both a coach and a
mentor.
B) Very similar to on-the-job training, but for executives.
C) Where trainees are given real and important company problems to
solve.
D) None of the above.
Page Ref: 427-428
31. For the executive, job rotation could mean
A) Working in different divisions of the organization.
B) Going to a subsidiary supplier for a while.
C) Being coached.
D) Job rotation is only for managers and below.
E) Both A & B
Page Ref: 428
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
116
TRUE/FALSE QUESTIONS
32. ____The main advantage to an employee for developing her KSAs is that she
is likely to be promoted.
33. ____By developing employees, the organization increases its flexibility.
34. ____When using job rotation for employee development, it isn’t necessary to
use the Training Process Model in the text.
35. ____The employee must wait for the supervisor or the HR department to
provide developmental opportunities.
36. ____The reason management development gets so much emphasis is that
managers don’t get much training.
37. ____Managerial context refers to the alignment of an organization’s
environment, strategy, structure, and technology.
38. ____A participative style of management is characterized by friendliness,
empathy, and concern for meeting employees’ needs.
39. ____The achievement style of management emphasizes goal setting and
providing high performance expectations for subordinates.
40. ____High nPow (institutional) is a focus on personal goals.
41. ____Those high in nAch are characterized by a strong desire to assume
personal responsibility, receive concrete feedback on task performance, and a
single-minded preoccupation with task and task accomplishment.
42. ____The managerial role of “liaison” needs both conceptual and interpersonal
knowledge and skills.
43. ____One of the appropriate methods of doing a managerial person analysis is
360-degree feedback.
44. ____Corporate universities are on the decline as they have become too
expensive to run effectively.
45. ____A mentoring relationship is usually a longer term relationship than a
coach.
46. ____When an executive is given a coach, it is a sign that the executive’s job is
in jeopardy.
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
117
47. ____Succession planning involves recruiting effective managers from
competing organizations.
Answer: (F; p. 428)
48. List four reasons why a company should be concerned about developing its
employees.
49. Indicate the parties who have responsibility for employee development and
summarize what their responsibilities are.
Employee Motivated to be effective performer
Ask for feedback and be open to areas of improvement
Take on new work and request stretch assignments
Make it known that development is desired
50. List the three reasons, and a short explanation of each, why management
development is an important focus.
51. Explain employee-oriented styles. Make sure to include an explanation of the
two employee-oriented styles explained in the text.
52. Explain both technical knowledge and skills, and interpersonal knowledge and
skills.
knowledge of human behavior that will be the primary determinant of
his/her success in influencing others and developing necessary
information networks.
53. What are the specific problems that are associated with development of
executives and why does coaching seem to deal with these problems?
54. Discuss the differences in developing employees for their current job versus
for a future job and include an explanation of how the needs analysis differs.
55. A successful manager at one company will be successful at any company. Do
you agree or disagree? Why?
56. Provide a list and a short explanation of the four interpersonal skills in which
management styles are often addressed in training.
57. Describe some advantages of 360-DF for managers.
58. Succession planning for top executives is very time consuming and
expensive to initiate, so many organizations do not have one in place. Also, it
is suggested that all the time preparing excellent candidates only results in
them leaving the organization if they are not selected for the promotion,
which means you helped groom an executive for your competition. Explain
why, even given the above, it is a good idea to have such a program in place.
