Human Resource Management
Pre-Test Questions
Course Introduction
Human Resource Management is a comprehensive course that explores the strategies and practices involved in attracting, developing, and retaining an organizations workforce. Students will learn about recruitment and selection processes, training and development, performance management, compensation and benefits, labor relations, and the legal and ethical considerations in HR. The course examines the critical role that Human Resource Management plays in supporting organizational goals, fostering positive workplace culture, and managing diversity. Throughout, students will engage with real-world cases and current issues, preparing them to effectively address HR challenges in a dynamic business environment.
Recommended Textbook
Leadership Enhancing the Lessons of Experience 7th Edition by Richard L. Hughes
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16 Chapters
813 Verified Questions
813 Flashcards
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Chapter 1: What Do We Mean by Leadership
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Sample Questions
Q1) What are the advantages of formally studying leadership?
Answer: A formal study provides a variety of ways of examining a particular leadership situation. By studying the different ways, researchers have defined and examined leadership, one can use these definitions and theories to better understand what is going on in any leadership situation.
Q2) Are leaders and managers different kinds of people? Why or why not?
Answer: According to Zaleznik, the differences between leaders and managers reflect fundamentally different personality types. Leaders and managers are basically different kinds of people. He says some people are managers by nature while others are leaders by nature.
Q3) You only need common sense to be a good leader.
A)True
B)False
Answer: False
Q4) According to the text, leadership is often more associated with A)consistency.
B)planning.
C)paperwork.
D)change.
Answer: D
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Chapter 2: Leader Development
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53 Flashcards
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Sample Questions
Q1) Which of the following statements concerning perceptual sets is false?
A)Perceptual sets can influence any of our senses.
B)Perceptual sets are the tendency to perceive everything.
C)Feelings can trigger a perceptual set.
D)They are the tendency to perceive one thing and not another.
Answer: B
Q2) Define double-loop learning.
Answer: Double-loop learning involves a willingness to confront one's own views and an invitation to others to do so, too. It is associated with a view that openness to information and power sharing with others can lead to better recognition and definition of problems, improved communication and increased decision-making effectiveness.
Q3) Crediting your own successes to dispositional factors and others' successes to factors in the environment are aspects of A)attribution.
B)fundamental attribution error.
C)self-fulfilling prophecy.
D)double-loop learning.
Answer: B
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4
Chapter 3: Skills for Developing Yourself As a Leader
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Sample Questions
Q1) When you are a new hire, it is a good idea to ask your boss for copies of budget information.
A)True
B)False
Answer: True
Q2) Individuals with high levels of technical competence are not likely to be a member of a leader's in-group.
A)True
B)False
Answer: False
Q3) Leaders should assume that feedback is invited when they have an open-door policy.
A)True
B)False
Answer: False
Q4) Leadership practitioners can enhance the learning value of their experiences by taking a 10 percent stretch.
A)True
B)False
Answer: True
Page 5
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Chapter 4: Power and Influence
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Sample Questions
Q1) Influence tactics refer to one person's actual behaviors designed to change another person's attitudes, beliefs, values or behaviors.
A)True
B)False
Q2) Followers are more likely to use _____ power to change their leader's behavior if they have a relatively high amount of referent power with their fellow co-workers.
A)reward
B)coercive
C)legitimate
D)expert
Q3) Coercive power is the potential to influence others through the administration of negative sanctions.
A)True
B)False
Q4) Power refers to actual behaviors used by one person to influence another.
A)True
B)False
Q5) Define and distinguish between power, influence and influence tactics.
Q6) Define and explain the Thematic Apperception Test with examples.
Page 6
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Chapter 5: Values, Ethics, and Character
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Sample Questions
Q1) Some individuals believe that family security is an important goal to strive for. In terms of instrumental values, such individuals may think that it is important to always act in a(n)
A)helpful manner.
B)courageous manner.
C)honest manner.
D)imaginative manner.
Q2) Leaders following the authentic leadership approach
A)put on a different act with different audiences.
B)have realistic self-perceptions.
C)do whatever it takes to assure that things run smoothly.
D)have misperceptions of self.
Q3) Moral reasoning refers to
A)the process leaders use to make decisions about values and ethics.
B)the espoused values of individuals.
C)the morality of individuals.
D)the process leaders use to make decisions about ethical and unethical behaviors.
Q4) Identify and describe the four generations of workers as illustrated by Zemke.
Q5) Name four ways that values affect leadership.
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Chapter 6: Leadership Attributes
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Sample Questions
Q1) Smart but inexperienced leaders were more effective in stressful situations than less intelligent, experienced leaders.
A)True
B)False
Q2) All of the following are accepted among the major definitions of emotional intelligence except:
A)a group of mental abilities that help people recognize their own feelings and those of others.
B)self-motivation, persistence in the face of frustration, mood management, ability to adapt, and ability to empathize and get along with others.
C)a set of 15 abilities necessary to cope with daily situations and get along in the world.
D)All of these are accepted as definitions of emotional intelligence.
Q3) By discouraging cross-functional collaboration, leaders can help guarantee that
A)focusing on only short-term outcomes will dampen team members' creativity.
B)team members will have little motivation to change the status quo.
C)team members will only offer up tried and true solutions to problems.
D)the tighter the deadlines, the more likely that innovation will be reduced.
Q4) Describe at least three major definitions of emotional intelligence.
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Page 8
Chapter 7: Leadership Behavior
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Sample Questions
Q1) The Leadership Pipeline is a useful model that exemplifies the progression of a manager from a task oriented leader to a people oriented leader.
A)True
B)False
Q2) According to Hogan and Warrenfelz, the four major categories of competency models are interpersonal, intrapersonal, business and followership skills.
A)True
B)False
Q3) Behaviors concerned with motivating subordinates to accomplish the task at hand are called:
A)interaction facilitation behaviors.
B)work facilitation behaviors.
C)goal emphasis behaviors.
D)leader support behaviors.
Q4) Framing is the leadership competency of developing relationships that allow people to work together in the community across their differences.
A)True
B)False
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Chapter 8: Skills for Building Personal Credibility and Influencing Others
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Sample Questions
Q1) Write a brief description of the steps involved in the systems view of communication and provide an example of what each step entails.
Q2) Leaders in the second quadrant of the credibility matrix may be joining the company from an entirely different industry.
A)True
B)False
Q3) Acquiescence is avoiding interpersonal conflict entirely either by giving in or by conveying our needs in an apologetic, self-effacing way.
A)True
B)False
Q4) Name five of the helpful tips for running meetings provided by Guth and Shaw that were described in the textbook.
Q5) Name the methods to increase your assertiveness that were described in the text.
Q6) One way to maximize the attendance and benefits of a meeting is to
A)make it convenient.
B)encourage participation.
C)stick to the agenda.
D)provide pertinent materials.
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Chapter 9: Motivation, Performance, and Effectiveness
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Sample Questions
Q1) What are the most powerful determinants of task behaviors, according to Locke and Latham?
A)Values
B)Goals
C)Abilities
D)Needs
Q2) According to the text, what is the main reason for people staying with organizations?
A)Bases job evaluation on innovation.
B)Supports training and education.
C)Encourages fun, collegial relationships.
D)Promises of long-term employment.
Q3) The emotions generated by political campaigns often seem to provide a better explanation for the large amount of time and effort people contribute.
A)True
B)False
Q4) Compare and contrast the two conceptualizations of empowerment. Discuss the criticism of empowerment.
Q5) List and define the three components of organizational justice.
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Chapter 10: Satisfaction, Engagement, and Potential
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Sample Questions
Q1) For a team to do well, the individuals composing the team must sometimes not maximize their individual effort. This is referred to as
A)subsystem nonoptimization.
B)span of control.
C)process loss.
D)intersender role conflict.
Q2) Define group cohesion. List some of the problems if a group becomes too cohesive.
Q3) Describe two benefits and two drawbacks of greater group cohesion.
Q4) List two benefits and two costs of increasing group size.
Q5) Ollieism occurs when people in a highly cohesive group become more concerned with striving for unanimity than in objectively appraising different courses of action.
A)True
B)False
Q6) Geographically dispersed teams are more commonly referred to as A)self-managed teams.
B)interdependent teams.
C)independent teams.
D)virtual teams.
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Chapter 11: Groups, Teams, and Their Leadership
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Sample Questions
Q1) According to Tuckerman, _______ is the first stage teams go through.
A)forming
B)storming
C)norming
D)buy in
Q2) The first requirement for a team intervention to be success is that it involves
A)a range of intervention techniques.
B)raising awareness.
C)instrument-based feedback.
D)a good sense of real-time.
Q3) Team building interventions will always help remove root causes of problems.
A)True
B)False
Q4) Specific goals do not work as well as general goals.
A)True
B)False
Q5) Followers will seek feedback from peers if their leader is not trustworthy.
A)True
B)False
Q6) List and describe the components of the Rocket Model of Team Effectiveness.
Page 13
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Chapter 12: Skills for Developing Others
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Sample Questions
Q1) Organizational climate is partly a function of organizational culture.
A)True
B)False
Q2) Industrial age companies prospered by offering low-cost but standardized products and services. This pertains to A)customer segmentation.
B)links to customers and suppliers.
C)innovations.
D)cross functions.
Q3) Explain how level of authority affects leaders' and followers' behavior.
Q4) GLOBE researchers identified 22 specific attributes and behaviors that are viewed universally across cultures as contributing to leadership effectiveness. Which of the following attributes was not included in that list?
A)Dependable
B)Decisive
C)Foresighted
D)Nonexplicit
Q5) Define task structure. Describe the leadership style(s) needed to train and supervise a new worker on a job with high task structure.
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Chapter 13: The Situation
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Sample Questions
Q1) The only situational consideration in situational leadership is
A)decision making.
B)readiness.
C)knowledge of the task.
D)goal setting.
Q2) This is the weakest element of situational favorability.
A)Subordinate acceptance
B)Leader-member relations
C)Task structure
D)Position power
Q3) Acceptance of a decision is not always critical for implementation.
A)True
B)False
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 are some of the problems with the normative decision model?
Page 15
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Chapter 14: Contingency Theories of Leadership
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Sample Questions
Q1) Leaders should think about the organization as a set of interlocking systems in A)reframing.
B)siloed thinking.
C)systems thinking approach.
D)resistance.
Q2) This leadership serves to change the status quo by appealing to followers' values and their sense of higher purpose.
A)Supportive
B)Transactional
C)Transformational
D)Participative
Q3) Persons derive authority because of their exemplary characteristics in the A)charismatic authority system.
B)traditional authority system.
C)legal-rational authority system.
D)legal authority system.
Q4) Compare the traditional to the legal-rational system of authority and provide examples of where they can be seen in organizations today.
Q5) How can the C = D x M x P > R model help leadership practitioners?
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Chapter 15: Leadership and Change
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Sample Questions
Q1) Name and briefly describe the four managerial derailment patterns.
Q2) Most managers exhibiting derailment behavioral patterns are aware of the negative impact they have on others.
A)True
B)False
Q3) Briefly contrast bad leadership with managerial incompetence.
Q4) The key to success for organizations is to make sure that
A)They have higher percentages of in name only managers who occupy critical positions
B)They have a higher percentage of competent managers than their competitors
C)They have a high percentage of cheerleaders
D)They have results-only-managers in pivotal leadership roles
Q5) _________ is defined as the relevant knowledge a person can leverage to solve a problem.
A)Managerial competence
B)Technical expertise
C)Subject matter expertise
D)Team building know how
Q6) Contrast episodic managerial incompetence and chronic managerial incompetence.
17
Q7) Discuss the idea of organizational fit and how it can affect leadership success.
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Chapter 16: The Dark Side of Leadership
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Sample Questions
Q1) Researchers found that first-line and midlevel managers spend more than 75% of their time dealing with conflict.
A)True
B)False
Q2) __________ is an approach to managing conflict that is characterized by a compromise between domination and appeasement.
A)Avoidance
B)Sharing
C)Collaboration
D)Accommodation
Q3) The work performed at the executive level requires all team members to be present.
A)True
B)False
Q4) A leadership vision consists of six related components.
A)True
B)False
Q5) Correctly administered punishment does not cause emotional side effects.
A)True
B)False
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