Management Skills Development Exam Practice Tests
Course Introduction
Management Skills Development is designed to equip students with the essential tools and techniques required to effectively lead individuals and teams in organizational settings. Through a blend of theoretical frameworks and practical applications, the course covers core competencies such as communication, decision-making, conflict resolution, motivation, delegation, performance management, and strategic thinking. Students engage in interactive exercises, real-world case studies, and self-assessment activities to enhance their managerial abilities and foster personal growth as future leaders. By the end of the course, participants gain a comprehensive understanding of how to apply management principles to achieve organizational goals and drive team success.
Recommended Textbook
Developing Management Skills 10th Edition by David A. Whetten
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971 Verified Questions
971 Flashcards
Source URL: https://quizplus.com/study-set/2029
Page 2
Chapter 1: Developing Self-Awareness
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Your co-worker Sandy plans her vacations 12 months in advance and is the first to volunteer to create agendas for team meetings. Which cognitive style does Sandy's behavior exhibit?
A) Creating cognitive style
B) Obsessive cognitive style
C) Planning cognitive style
D) None of the above
Answer: C
Q2) Research suggests individuals with low tolerance for ambiguity and low cognitive complexity are
A) better transmitters of information.
B) able to interpret more cues.
C) less behaviorally adaptive.
D) unable to understand abstract ideas.
Answer: C
Q3) Emotional intelligence can be developed and improved.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Managing Personal Stress
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99 Verified Questions
99 Flashcards
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Sample Questions
Q1) Millie is frustrated with her assembly line job because she never gets to see a completed product. She would love to feel that she had finished something. According to the job redesign model, what Millie's job lacks is
A) skill variety.
B) task identity.
C) task significance.
D) autonomy.
Answer: B
Q2) How was the stressed man's emotional intelligence developed through the beach experience?
Provide justification for your answer.
Answer: Emotional intelligence can be developed through increased self-awareness and self-discovery. Once the man's knowledge of himself and his emotions increased, so too did his ability to interact constructively with others.
Q3) Reactive strategies for managing stress are especially useful when an individual is facing time pressure.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Solving Problems Analytically and Creatively
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99 Verified Questions
99 Flashcards
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Sample Questions
Q1) You discover that there is an error in your Excel spreadsheet, but you don't know the source of the problem. In sorting out the problem, which problem style would be most appropriate?
A) Creative problem solving
B) Analytical problem solving
C) Synectic problem solving
Answer: B
Q2) You are a manager who would like to enhance the creative problem-solving abilities of your employees. What should you do?
A) Increase their formal education
B) Improve their thinking skills
C) Improve their interpersonal skills
D) Improve their exposure to information
Answer: B
Q3) The outcome is predictable, you have sufficient information, and the means-ends connections are clear. You should utilize a creative problem-solving approach.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Building Relationships by Communicating
Supportively
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) You just watched your employee handle a customer poorly. How should you respond?
A) "Can you tell me why you handled the customer that way?"
B) "I am disappointed with the way you handled the situation."
C) "You did not follow procedures outlined in the employee manual. I am upset with the way you handled that situation. Can we review that policy together?"
D) "You handled that customer poorly. Let me show you how to do it correctly."
Q2) The difference between saying "You are stubborn" and "This is the second time we are unable to reach agreement" is the difference between what two types of communication?
A) Congruent and incongruent communication
B) Owned and disowned communication
C) Superior and egalitarian communication
D) Person- and problem-oriented communication
Q3) If you make the comment, "You are doing it wrong," to a co-worker, you are engaging in evaluative communication.
A)True
B)False
Q4) Compare and contrast coaching and counseling. Give examples of both coaching and counseling.
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Chapter 5: Gaining Power and Influence
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Sample Questions
Q1) What should subordinates perceive about their boss in order to feel a higher status in the organization and to feel higher morale?
A) He is on their side.
B) He has considerable downward influence.
C) He has considerable "clout."
D) He is equal to them.
Q2) Which of the following is true about neutralizing retribution strategies?
A) You should avoid directly confronting exploitative people because they will use their power to seek retribution against you.
B) If necessary, you should actively resist, and "fight fire with fire."
C) You should move away from mutual dependence.
D) You should examine the intent of your superior's gift-giving.
Q3) Explain the three influence strategies and provide an example of each strategy. Identify how one might neutralize each influence strategy.
Q4) In order to neutralize reciprocity strategies, one should first examine the content of any favor-giving activity.
A)True
B)False
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Chapter 6: Motivating Performance
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91 Flashcards
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Sample Questions
Q1) According to the path-goal theory of leadership, if the task structure is low, what should management involvement with employees be?
A) Low, because the task is clearly defined. The employees know their jobs.
B) High, because management should always be involved, directing the process. That is what managers do.
C) Low and therefore more challenging to the employees.
D) High, because management involvement will be seen as both constructive and satisfying.
Q2) What should effective motivational programs do in terms of offering rewards?
A) Make a distinction between workers based on seniority
B) Not make a distinction between workers
C) Make a distinction between workers based on effort
D) Make a distinction between workers based on performance regardless of effort
Q3) Explain the key steps a manager may take to foster exceptional behavior in subordinates. Then, explain how an employee might act if the manager does not effectively utilize the key steps to foster exceptional behavior.
Q4) Feelings of equity can be influenced by peers' perspectives.
A)True
B)False
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Chapter 7: Negotiating and Resolving Conflict
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87 Verified Questions
87 Flashcards
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Sample Questions
Q1) What would conflicts between people in the production and sales departments likely be based on?
A) Personal differences
B) Informational deficiency
C) Role incompatibility
D) Environmental stress
E) Personality-defect theory
Q2) Participants become conditioned to seek expedient, rather than effective, solutions. You are probably using which approach to resolve conflict?
A) Forcing
B) Avoiding
C) Compromising
D) Accommodating
E) Collaborating
Q3) You feel vindicated, but others may feel defeated and possibly humiliated. The approach you probably used to resolve the conflict is forcing.
A)True
B)False
Q4) What are the sources of conflict in this case?
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Chapter 8: Empowering and Engaging Others
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Sample Questions
Q1) What guidelines related to engagement were violated by Shanaya?
Q2) What guidelines related to empowerment were violated by Shanaya Batra? By Ruth Cummings?
Q3) Issues related to engagement are noticeable in The Task Force case. Based on the information in the case, identify the principles related to fostering engagement that are evident; next, identify the principles that may either be lacking or cannot be determined due to insufficient information. Provide support for your answer.
Q4) Fostering personal mastery experiences is related to the self-efficacy dimension of empowerment.
A)True
B)False
Q5) 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.
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Chapter 9: Building Effective Teams and Teamwork
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) Explain briefly the task-facilitating roles that can enhance team performance.
Q2) Which of the following characteristics is least likely to be reflected in a SMART goal?
A) Specific
B) Measurable
C) Altruistic
D) Realistic but stretching
E) Time-bound
Q3) Which statement is an example of providing good feedback to a team member?
A) "You are incompetent."
B) "You have finished fewer projects than anyone else on the team."
C) "I don't like the way things are, so what are you going to do about it?"
D) "Let me show you how to do it."
Q4) Explain briefly the relationship-building roles that can enhance team performance.
Q5) What stages of team development do you see unfold under the leadership of General McChrystal?
What are the attributes you detect of each stage?
Q6) What were the keys to the dramatic success of the Joint Special Operations Task Force?
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Chapter 10: Leading Positive Change
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94 Verified Questions
94 Flashcards
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Sample Questions
Q1) Which question would facilitate articulating the left-brained side of a vision statement?
A) What is the best we can achieve?
B) What are the most important strengths of our organization?
C) What represents the best practice?
D) What stories tell what we stand for?
Q2) In 1982, how did Iacocca maintain positivity? What is the vision for the company?
What symbolic events are used?
Q3) In 1984, given the dramatic turnaround of the company, why doesn't Iacocca celebrate?
What is his motivation?
Why does he mix confrontation and challenge in his positive message?
Q4) "How are we doing compared to our improvement trends of the past" is a question that can be asked to help set an "Ideal standard."
A)True
B)False
Q5) The vision of Steve Jobs, former CEO of Apple, was "one person - one computer." Explain how this meets the characteristics of a vision of abundance.
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