Management Skills Development
Chapter Exam Questions
Course Introduction
Management Skills Development is designed to equip students with the essential competencies necessary for effective leadership and organizational success. The course covers a range of core management skills, including strategic decision-making, communication, conflict resolution, team building, and time management. Through a blend of theoretical frameworks and practical exercises such as case studies, role-playing, and group projects, students develop critical thinking and problem-solving abilities. Emphasis is placed on self-awareness, emotional intelligence, and ethical leadership, preparing students to manage both people and processes in dynamic business environments. By the end of the course, participants will possess a toolkit of practical skills to enhance their managerial effectiveness and drive positive outcomes within their organizations.
Recommended Textbook
Developing Management Skills 10th Edition by David
A. Whetten
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10 Chapters
971 Verified Questions
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Chapter 1: Developing Self-Awareness
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Sample Questions
Q1) The concept of personality refers to the relatively enduring combination of traits that produces consistencies in thoughts and behaviors.
A)True
B)False
Answer: True
Q2) In Trompenaars' dimensions of national culture, which value dimensions refer to how individuals relate to others?
1) Universalism vs. particularism
2) Individualism vs. collectivism
3) Affective vs. neutral
4) Specific vs. diffuse
5) Achievement vs. ascription
6) Past and present vs. future
7) Internal vs. external
A) All of the dimensions
B) Only dimensions 1, 2, and 4
C) The first five dimensions
D) Only dimension 2
Answer: C
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Chapter 2: Managing Personal Stress
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Sample Questions
Q1) How could Chet build a stronger sense of community to manage his stress?
Answer: Community, which helps eliminate encounter stress, can be achieved by setting up work teams. In this situation, it appears that Chet feels isolated because he individually deals with employees and problems in the plant. One step he should consider is to hire an assistant. Another he should consider is to set up special work teams to brainstorm and generate creative ideas. This would help him feel more of a sense of community.
Q2) If you want to talk to a subordinate, it would probably be a more efficient use of your time if you go to her office rather than meet in your office.
A)True
B)False
Answer: True
Q3) Attending a seminar to increase your professional development would fall under which of the following categories?
A) High urgency/high importance
B) High urgency/low importance
C) Low urgency/high importance
D) Low urgency/low importance
Answer: C
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Page 4
Chapter 3: Solving Problems Analytically and Creatively
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Sample Questions
Q1) Explain specific techniques related to defining problems and generating alternatives that can enhance the creative problem-solving process.
Answer: Methods to improve problem definition: (1) Make the strange familiar and the familiar strange-By analyzing what you know and applying it to what you don't know, you can develop new insights and perspectives. (2) Elaborate on the definition-Involves enlarging, altering, or replacing a problem definition once it has been specified. Force yourself to specify at least two plausible definitions of the problem in addition to the one originally accepted. (3) Reverse the definition-Involves turning the problem upside down, inside out, or back to front; i.e., reverse the way in which you think of the problem. Ways to generate more alternatives: (1) Defer judgment-Use the technique of brainstorming to help people generate alternatives for problem solving without prematurely evaluating, and hence discarding, them. (2) Expand current alternatives-Use subdivision, which involves dividing a problem into smaller parts. (3) Combine unrelated attributes-Involves forcing the integration of seemingly unrelated elements.
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Page 5
Chapter 4: Building Relationships by Communicating
Supportively
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Sample Questions
Q1) What is the outcome of each meeting that is held under the personal management interview program?
A) Problems have been discussed.
B) Information has been shared.
C) Action items have been formulated.
D) Feedback has been given.
Q2) The type of response that provides instruction or direction is an advising response.
A)True
B)False
Q3) You want to utilize supportive communication. You plan to employ validation in your communication with your subordinate. In particular, you want to practice areas of mutual agreement. What will you do?
A) List the subordinate's disadvantages before his/her advantages to finish on a strong positive note.
B) List the subordinate's past mistakes to establish a foundation so that new positive steps can be utilized.
C) List areas of disagreements first followed by areas of agreement.
D) List compliments before criticisms.
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Chapter 5: Gaining Power and Influence
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Sample Questions
Q1) Your boss is discussing power and influence and states, "Power is a necessary precondition for influence." Should you agree or disagree?
A) You should agree.
B) You should disagree.
C) There is not enough information to decide.
Q2) If you were part of the selection committee for the River Woods plant manager position, based on what you've learned about the sources of personal power in this chapter, describe what you would consider to be the ideal candidate's qualifications.
Q3) If you want to increase the relevance of your job to the organization, what should you do?
A) Make at least part of your job unique
B) Reduce the percentage of routine activities in your job
C) Expand the number of contacts you have with senior people
D) Become a trainer or mentor for new employees
Q4) What is the notion of legitimacy within an organization related to?
A) Corporate cultural values
B) Policies, procedures, and rules
C) The position within the hierarchy
D) The credibility of the education level of a person
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Chapter 6: Motivating Performance
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Sample Questions
Q1) Which of the following does not apply to individuals with high institutional power needs?
A) They are often willing to sacrifice their own self-interests for the good of the organization.
B) They feel personally responsible for advancing the purposes of the organization.
C) They have a strong sense of justice and equity.
D) They enjoy work and accomplishing tasks in a random manner.
E) They seek expert advice and are not defensive when their ideas are criticized.
Q2) Assume Carrie is a poor performer. You have already provided the necessary resources, redesigned her job, and provided her with training, yet her performance is lacking. What is the next step?
A) Release Carrie
B) Refit Carrie's job
C) Reassign Carrie to another position
D) Place Carrie in a position where her performance will not hurt the company
Q3) Is anyone in particular exhibiting low motivation? Who?
What evidence do you have to support your conclusion?
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Chapter 7: Negotiating and Resolving Conflict
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Sample Questions
Q1) In discussing a problem with someone, what is the first step?
A) Be sure your feelings are not known to the person who caused the problem in the first place
B) Acknowledge accountability for your feelings
C) Encourage two-way discussion
D) Persist until understood
Q2) Time is a moderately significant factor, the issue is not important to you, and the ongoing relationship is not critical. Which conflict response should be used?
A) Forcing
B) Accommodating
C) Avoiding
D) Compromising
Q3) In effectively handling a conflict, what should you do?
A) Adopt the most appropriate approach based on your dominant personality characteristics.
B) Adopt the most appropriate approach depending on the nature of the conflict.
C) Always choose collaboration.
Q4) Based on the behavioral guidelines for the collaborative approach, how could Dan have managed this conflict more effectively?
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Chapter 8: Empowering and Engaging Others
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Q1) As a manager, Bill understands the concept of empowerment. He recognizes he can empower his employees by creating circumstances in which his employees feel empowered.
A)True
B)False
Q2) Fei is competent at engaging her employees in work and effectively applies the principles of engagement. She can expect to produce all of the following results except A) development of subordinates' capabilities and knowledge.
B) improvement in the quality of decision making.
C) an increase in the time and resources required for decision making.
D) an increase in the coordination and integration of work.
E) an increase in the commitment of those being engaged.
Q3) Your department is average in its performance. You believe if you were in charge, the department would perform above average. Of the five dimensions, you would probably score highest on the self-efficacy dimension of empowerment.
A)True
B)False
Q4) Explain the advantages or positive outcomes of engaging employees.
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Page 10
Chapter 9: Building Effective Teams and Teamwork
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Q1) In order to ensure tensions and differentiation of roles don't tear your team apart during the storming phase, you implement a process where team members express the group's vision and values to all new hires. This will likely be effective.
A)True
B)False
Q2) The task of the team in the forming stage is to clarify direction.
A)True
B)False
Q3) Barry is known to challenge unproductive behavior in team meetings by consistently trying to ensure his team members display proper behavior. What role is Barry playing?
A) Task-facilitating role
B) Enforcing role
C) Confronting role
D) Monitoring role
Q4) What was lacking at the outset of McChrystal's arrival in Iraq in the Joint Special Operations Task Force?
Why wasn't it a high performing team?
Q5) Explain briefly the task-facilitating roles that can enhance team performance.
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Chapter 10: Leading Positive Change
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Sample Questions
Q1) Currently the department you manage is full of conflict. People seem to be picking sides over a particular issue and they are becoming bitter toward people on the opposing side of the issue. However, when the issue is resolved, some great results will come to the organization. This is an example of how people tend to focus on the problems, challenges and negative parts of an issue.
A)True
B)False
Q2) "Creating irreversible momentum" refers to the "generating commitment to the vision" step of the framework for leading positive change.
A)True
B)False
Q3) A manager that is trying to change an organization from being inefficient to being efficient is trying to close an abundance gap.
A)True
B)False
Q4) Why do small wins create commitment?
Explain the advantages of small wins and give one example of a small win that would create commitment for change within an organization.
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Page 12