Human Resource Management
Midterm Exam
Course Introduction
Human Resource Management is a fundamental course that explores the essential practices, theories, and strategies involved in managing people within an organization. The course covers a range of topics including recruitment and selection, training and development, performance appraisal, compensation and benefits, labor relations, and legal issues affecting the workplace. Students will analyze how effective human resource management contributes to organizational success by enhancing employee productivity and satisfaction, fostering diversity and inclusion, and ensuring compliance with employment laws and ethical standards. Through case studies and practical exercises, the course equips learners with the skills and knowledge necessary to address real-world HR challenges in a dynamic business environment.
Recommended Textbook
Leadership Enhancing the Lessons of Experience 8th Edition by Richard L. Hughes
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Page 2
Chapter 1: What Do We Mean by Leadership
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Q1) Leaders tend to have more influence with in-group followers than with out-group followers.
A)True
B)False
Answer: True
Q2) According to the glass cliff concept,when an organization's performance is declining,a female candidate is more likely to be hired for an executive position than an equally qualified male candidate.
A)True
B)False
Answer: True
Q3) According to some leadership experts,leadership:
A) is an interpersonal relation in which others comply because they want to.
B) is the study of leaders independent of the people they interact with.
C) postulates that leaders administer rather than innovate.
D) requires that leaders accept the status quo.
Answer: A
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Page 3
Chapter 2: Leader Development
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Q1) In the informal coaching process,a leader is most likely to help a follower to grow skills by:
A) reviewing a 360-degree feedback.
B) creating a coaching plan.
C) identifying long-term career goals.
D) conducting a personality assessment.
Answer: B
Q2) Insight on a leader's strengths and development needs can be gathered through 360-degree feedback.
A)True
B)False
Answer: True
Q3) Role-playing activities are used extensively during informal coaching sessions.
A)True
B)False
Answer: False
Q4) Mentoring and coaching are essentially the same types of programs.
A)True
B)False
Answer: False
Page 4
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Chapter 3: Skills for Developing Yourself As a Leader
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Q1) Discuss two ways to establish and maintain good peer relationships. Answer: One of the best ways to establish effective working relationships with peers is to acknowledge shared interests,values,goals,and expectations.In order to acknowledge shared aspirations and interests,however,one must know what peers' goals,values,and interests actually are.Establishing informal communication links is one of the best ways to discover common interests and values.A second way to establish peer relationships is to understand the nature of each other's work.Building a cooperative relationship with others depends,therefore,on knowing the sorts of tasks others perform in the organization.It also depends on understanding their problems and rewards.With the former,one of the best ways to establish strong relationships is by lending a hand whenever peers face personal or organizational problems.With the latter,it is especially important to remember that people tend to repeat behaviors that are rewarded and are less likely to repeat behaviors that go unrewarded.Another way is to view peers from a Theory Y perspective.When a person assumes that others are competent,trustworthy,willing to cooperate if they can,and proud of their work,peers will view that person in the same light.
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Chapter 4: Power and Influence
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Q1) Having a more open office reflects,but does not affect,power differentials between people.
A)True
B)False
Q2) Coalition tactics are most likely exhibited when agents:
A) seek the aid of others to influence the target.
B) ask targets to participate in activity planning.
C) arouse enthusiasm or emotions in targets.
D) ask others to provide favors out of friendship.
Q3) Studies show that female managers are less likely than male managers to compromise or negotiate during their influence attempts.
A)True
B)False
Q4) Discuss expert power and provide examples for illustration.
Q5) The overall composite Miner's Sentence Completion Scale (MSCS)score has consistently been found to predict leadership success in hierarchical organizations.
A)True
B)False
Q6) How does the need for power differ from the motivation to manage?
Page 6
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Chapter 5: Values, Ethics, and Character
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Q1) What is the main criticism of servant leadership?
A) Motivating through coercion is unethical.
B) It is derived from a bureaucratic view of organizations.
C) Too much emphasis is placed on listening effectively to workers.
D) Serving employees conflicts with the realistic goals of organizations.
Q2) The study of authentic leadership has gained momentum recently because of the belief that enhancing self-awareness can help people in organizations find more meaning and connection at work.
A)True
B)False
Q3) In-group favoritism occurs when people overrate the quality of their work or the extent of their group contributions.
A)True
B)False
Q4) Millennials tend to share an optimism that is most likely the result of having very devoted parents.
A)True
B)False
Q5) What is authentic leadership? What are the characteristics of authentic leaders?
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Chapter 6: Leadership Attributes
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Q1) Analytic intelligence is general problem-solving ability and can be assessed using standardized mental abilities tests.
A)True
B)False
Q2) Write a description of the FFM or OCEAN Model of Personality.Explain each of the five personality dimensions and what aspects of a person's behaviors each dimension most likely affects.
Q3) What have been the results of the increased interest and research into emotional intelligence (EQ)?
Q4) Explain the two meanings of personality.
Q5) In the context of the OCEAN model,what is meant by conscientiousness? What leader behaviors are associated with conscientiousness? What types of jobs or tasks are best for those who have high levels of conscientiousness?
Q6) Provide a brief description of the components of the Triarchic Theory of Intelligence.How does each component relate to leadership?
Q7) Compare and contrast ability-based EQ training programs and mixed model-based EQ training programs.
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Chapter 7: Leadership Behavior
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Q1) What is a competency model? How do organizations benefit from developing competency models?
Q2) In general,researchers have reported that subordinates are more satisfied when leaders:
A) monitor performance results.
B) set clear and challenging goals.
C) exhibit a high level of consideration.
D) explain what followers are expected to do.
Q3) Which of the following leadership questionnaires measured the extent to which leaders in industrial settings exhibited consideration and initiating structure behaviors?
A) LBDQ
B) LOQ
C) LBDQ-XII
D) SBDQ
Q4) Based on the Leadership Pipeline,people frequently turn out to be effective leaders even when they skip organizational levels.
A)True
B)False
Q5) Compare and contrast intrapersonal skills with interpersonal skills.
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Chapter 8: Skills for Building Personal Credibility and Influencing Others
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Q1) Describe assertiveness and differentiate it from acquiescence and aggression.
Q2) What are the steps in the systems view of communication? Provide an example to illustrate what each step entails.
Q3) What are the two components necessary for leaders to build trust? How can these components be developed?
Q4) _____ use a graphic approach to systematically represent the root causes of a problem,the relationships between different causes,and sometimes a prioritization of which causes are most important.
A) Cause analysis approaches
B) Force field analysis
C) Cause-and-effect diagrams
D) Root-cause diagrams
Q5) Using the example of starting a new exercise program,which of the following would be a restraining force in a force field analysis?
A) Dissatisfaction with appearance
B) Coworkers entering a 10K run
C) No regular exercise partner
D) Concern for health
Q6) Differentiate between active listening and passive listening.
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Chapter 9: Motivation, Satisfaction, and Performance
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Q1) What are organizational citizenship behaviors? Provide examples to illustrate your response.
Q2) Leaders that use operant principles to motivate workers should limit themselves to administering organizationally sanctioned rewards and punishments,which are most effective at motivating followers.
A)True
B)False
Q3) Performance is best described as:
A) the likelihood that behaviors will be repeated without reward.
B) judgments about the adequacy or inadequacy of behavior.
C) behaviors directed toward the organization's mission.
D) how much an individual enjoys a work activity.
Q4) A firm with a "pay for performance" culture that distributes bonuses and commissions for results obtained is most likely using the empowerment approach to motivate employees.
A)True B)False
Q5) Describe the three types of satisfaction components that researchers typically assess on job satisfaction surveys?
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Chapter 10: Groups, Teams, and Their Leadership
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Q1) _____ are the informal rules that groups adopt to regulate and regularize group members' behaviors.
A) Values
B) Norms
C) Ethics
D) Outputs
Q2) Task-oriented behavior is adequate for accomplishing long-term objectives.
A)True
B)False
Q3) A manager makes the following statement to a subordinate,"I need this report back in five minutes,and it had better be perfect." Which term best describes this type of role conflict?
A) Interrole conflict
B) Intrasender role conflict
C) Person-role conflict
D) Intersender role conflict
Q4) Design is often the most frequently omitted step in teamwork that occurs in traditional organizations.
A)True
B)False
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Chapter 11: Skills for Developing Others
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Q1) Describe the five steps of coaching.
Q2) What are three reasons that delegation is important?
Q3) Which of the following statements about feedback is most likely FALSE?
A) Sometimes supervisors hesitate to use positive feedback because they believe subordinates will view it as insincere.
B) Leaders may give positive feedback infrequently if they believe good performance is expected.
C) Research shows that subordinates believe their leaders give more feedback than their leaders think they do.
D) Followers will most likely perform at a higher level if they are given accurate,frequent feedback.
Q4) Which of the following would LEAST likely improve a leader's feedback skills?
A) Being flexible
B) Being critical
C) Being descriptive
D) Being specific
Q5) Briefly describe the components of the Rocket Model of Team Effectiveness.
Q6) What is involved with providing constructive feedback? Why is constructive feedback important for subordinates?
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Chapter 12: The Situation
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Q1) Explain how level of authority affects leaders' and followers' behavior.
Q2) Define formalization and discuss its advantages and disadvantages for leaders and followers.
Q3) What are leadership cultures? Describe the characteristics of dependent,independent,and interdependent leadership cultures.
Q4) Organizations with a _____ culture tend to have formalized rules and procedures.
A) clan
B) adhocracy
C) hierarchy
D) market
Q5) In general,job satisfaction has more to do with non-task perceptions of work,such as feelings about co-workers,while organizational climate relates to perceptions of workload and the nature of the tasks involved.
A)True
B)False
Q6) With the Myers-Briggs Type Indicator,judgers prefer activities that are unstructured.
A)True
B)False
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Chapter 13: Contingency Theories of Leadership
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Q1) According to path-goal theory,followers will actively support a leader as long as they view the leader's actions as a means for increasing their own levels of satisfaction.
A)True
B)False
Q2) What is the weakest element of situational favorability?
A) Subordinate acceptance
B) Leader-member relations
C) Task structure
D) Position power
Q3) Describe the primary difference between Fiedler's contingency model and the other contingency theories presented.What are the implications of this difference in an organizational setting?
Q4) In terms of the four leadership styles of situational leadership,a high task/low relationship behavior is referred to as:
A) delegating.
B) selling.
C) participating.
D) telling.
Q5) What is follower readiness? Provide an example.
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Chapter 14: Leadership and Change
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Q1) Which of the following is the most important situational factor associated with charismatic leadership?
A) Technological innovation
B) Task interdependence
C) Organizational downsizing
D) Presence/absence of a crisis
Q2) In the charismatic authority system,unwritten laws of the society dictate who has authority and how this authority can be used.
A)True
B)False
Q3) More than 350 studies have used the MLQ to investigate transformational and transactional leadership in various situations.What have researchers learned about these two leadership styles?
Q4) A personalized leadership style seems to be responsible for the feelings of empowerment notable among followers of transformational leaders.
A)True
B)False
Q5) How did Conger and Kanungo differentiate charismatic from noncharismatic leaders?
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Chapter 15: The Dark Side of Leadership
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Q1) People in positions of authority often leverage the intelligence and experience of their staffs to develop solutions that help their teams succeed.
A)True
B)False
Q2) Destructive leadership can occur at many levels in the organization.
A)True
B)False
Q3) Cheerleaders strive to get along with others and make the workplace fun.
A)True
B)False
Q4) Name and briefly describe the four managerial derailment patterns.
Q5) Which of the following is NOT a dark-side personality trait?
A) Cautious
B) Mischievous
C) Charismatic
D) Diligent
Q6) What are dark-side personality traits,and how might they come into play with college athletic coaches?
Q7) Contrast episodic managerial incompetence and chronic managerial incompetence.
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Chapter 16: Skills for Optimizing Leadership As Situations
Change
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Q1) Identify the positive and negative effects of conflict in a team or organization.
Q2) Which of the following is most likely a true statement about negotiation?
A) Negotiators should separate the people from the problem.
B) Win-win negotiation is always the best technique.
C) Negotiation generally involves only two people.
D) Negotiators benefit from embracing their fears.
Q3) Winning a negotiation at your counterpart's expense will usually result in a long-term gain.
A)True
B)False
Q4) When a leader wants to allow subordinates to learn from their mistakes,then compromising is the best conflict management approach.
A)True
B)False
Q5) Which of the following would LEAST likely cause a conflict in a work group?
A) Group members competing for rewards
B) Group members facing uncertain demands
C) Group members having similar short-term goals
D) Group members having strong differences in values
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