Management Skills Development Exam Preparation Guide
Course Introduction
Management Skills Development is a course designed to equip students with essential managerial competencies necessary for effective leadership in modern organizations. Through a combination of theoretical frameworks and practical exercises, students develop critical skills such as communication, decision-making, team building, conflict resolution, strategic thinking, and time management. The course emphasizes self-assessment, experiential learning, and real-life case studies, enabling students to identify their strengths and areas for growth while applying learned skills to diverse business scenarios. By the end of the course, participants are better prepared to navigate complex workplace dynamics, motivate teams, and contribute to organizational success.
Recommended Textbook
Developing Management Skills 10th Edition by David A. Whetten
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971 Verified Questions
971 Flashcards
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Chapter 1: Developing Self-Awareness
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Sample Questions
Q1) Responding to a remark from a peer that a report looks like it was slapped together at the last minute (you had spent most of last week working on it), the sensitive line was crossed. Which of the following is a response most related to the sensitive line being crossed?
A) "I think you are right, thanks for the feedback."
B) "You don't know what you are talking about! Call my boss if you don't believe me!"
C) "Well, maybe I did or maybe I didn't, what do you care?"
D) "Could you tell me how I might improve the report?"
Answer: C
Q2) You are cheating on this test because you hold to the principle of "every man for himself" and principles supersede rules and laws for principled individuals. Your stage of values maturity is the highest (level 6).
A)True
B)False
Answer: False
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3
Chapter 2: Managing Personal Stress
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Sample Questions
Q1) A temporary stress-reduction technique one might use in child birthing is to have the mother focus on a pleasant experience from her past during the early stages of labor. What type of strategy does this reflect?
A) Reframing
B) Imagery and fantasy
C) Rehearsal
D) Social resiliency
Answer: B
Q2) Establishing clear goals in designing a performance appraisal process for clerical positions is likely to lead to the elimination of stress.
A)True
B)False
Answer: False
Q3) Wanting to make the most effective use of your time, you schedule the weekly staff meeting at 9:00 A.M. According to suggestions in the text, this is an effective time for a weekly staff meeting.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Solving Problems Analytically and Creatively
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Sample Questions
Q1) One way for a manager to foster creativity would be to pull an individual apart from others and give him/her space to work alone on a problem or idea.
A)True
B)False
Answer: True
Q2) When defining the problem, top priority should be placed on identifying all the underlying symptoms of the problem.
A)True
B)False
Answer: False
Q3) Breakthroughs, out-of-the-box thinking, and radical thinking would be examples of a type of creative problem solving that can be called "Imagination."
A)True
B)False
Answer: True
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Chapter 4: Building Relationships by Communicating
Supportively
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Sample Questions
Q1) You have noticed since your discussion with Mary about her performance in the team that she seems withdrawn and not very motivated. What should you suspect about your communication?
A) It was effective in that Mary is considering her performance.
B) It caused some defensiveness in Mary.
C) It caused some disconfirmation in Mary.
D) It caused both some defensiveness and disconfirmation in Mary.
Q2) How were principles of descriptive communication violated? What would you do differently to make the communication more descriptive? Provide specific examples of descriptive statements.
Q3) Problem-oriented communication focuses on the individual's personal traits that led to the unacceptable behavior.
A)True
B)False
Q4) 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.
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Chapter 5: Gaining Power and Influence
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Sample Questions
Q1) You are graduating this summer and are seeking an influential position. Your major is finance. Which job should you choose to maximize your relevant power?
A) Working for an electronics firm making $32,000
B) Working for a stockbroker firm making $25,000
C) Working for a small software firm making $20,000
D) Working for a large oil company making $35,000
Q2) The ability to transform power into influence hinges on securing the consent of others in ways that engender support and commitment instead of resistance and resentment.
A)True
B)False
Q3) You have been told that in order to advance your career you must be overly ambitious and be indifferent to problems others face. Is this good or bad advice?
A) This is good advice.
B) This is bad advice.
C) There is not enough information to decide.
Q4) What could you do to maintain position power if you were the plant manager?
Q5) Which influence strategy did you employ with Max?
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Chapter 6: Motivating Performance
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Sample Questions
Q1) What guideline should a firm follow to attain the greatest motivational impact from a new awards programs?
A) Use awards infrequently
B) Only acknowledge current recipients
C) Give the awards privately
D) Make sure the award is meaningful to the families of employees
Q2) Having determined that June's poor work performance is related to a lack of ability, what is the first question you should ask?
A) Why does June have a poor attitude?
B) Does June lack commitment?
C) Does June have the resources to do the job?
D) Why doesn't June try harder?
Q3) You paint the eyes on Barbie dolls. This is all you do. What you do has little impact on other jobs in your work unit. In this job, what will you likely experience?
A) A low level of meaningfulness of work and low internal motivation
B) A low level of meaningfulness of work and low external motivation
C) A high level of skill variety and low internal motivation
D) A high level of autonomy and high external motivation
Q4) Explain the key components of the path-goal theory of leadership.
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Chapter 7: Negotiating and Resolving Conflict
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Sample Questions
Q1) Once you, as the initiator, have successfully identified the problem, what should you do?
A) Ask for time to consider your options
B) Recommend some solutions that are most beneficial to you
C) Focus on common values and interests as the basis for requesting change
D) Seek a mediator to work through the solutions
Q2) Interpersonal problems don't get resolved, resulting in high levels of frustration. You probably used which approach to resolve conflicts?
A) Forcing
B) Avoiding
C) Compromising
D) Accommodating
E) Collaborating
Q3) Compare and contrast the four responses to interpersonal conflict other than collaborating. Also, briefly identify the situation where each response would be most appropriate.
Q4) Describe an example (real or fictional) of forcing as a conflict management approach. Diagnose whether the use of forcing was appropriate to the situation and, if not, what approach would have been preferable.
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Chapter 8: Empowering and Engaging Others
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Sample Questions
Q1) Your boss states, "Engaging employees usually refers to the assignment of a task, it is work focused. Empowerment, on the other hand, focuses on individuals' feelings." How should you respond?
A) You should agree.
B) You should disagree. Your boss has the definitions reversed.
C) You should disagree. Your boss is describing competence and motivation.
Q2) Alane is very passionate about her work for the American Cancer Society, experiencing a strong sense of self-worth from her job. Of the five dimensions, Alane would probably score highest on the meaningfulness dimension of empowerment.
A)True
B)False
Q3) Employee engagement works best when the manager uses it as a tool to relieve his or her stress and workload.
A)True
B)False
Q4) There are ten (10) proven principles involved in engaging employees effectively. Explain the following rule in more depth and provide an example: Match authority with responsibility.
Q5) What advantages can come to the store through proper engagement?
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Chapter 9: Building Effective Teams and Teamwork
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Sample Questions
Q1) At what stage does the team, rather than the leader, take responsibility for solving problems, confronting and correcting mistakes, and ensuring success?
A) Forming
B) Norming
C) Storming
D) Performing
Q2) Vince emphasizes the interpersonal aspects of the team. He focuses on assisting team members to feel good about one another. What type of role is Vince playing?
A) Task-facilitating role
B) Relationship-building role
C) Forming role
D) Reality-testing role
Q3) Team members from which orientation are more likely to expect to be involved in the creation and articulation of goals?
A) Individualist
B) Collectivist
C) Neutral
D) Affective
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11
Chapter 10: Leading Positive Change
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Sample Questions
Q1) A manager in an organization has four team members on the team she manages. Jill is her strongest performer on the team and Allen, Suzette, and Kirill are the weakest performers on the team. To improve productivity, the manager spends most of her time with Jill. What is the most likely outcome of this management decision?
A) Productivity will stay the same.
B) Productivity will decrease.
C) Productivity will increase significantly.
D) Productivity will increase slightly.
Q2) Change becomes institutionalized when it happens without anyone being held accountable to achieve it.
A)True
B)False
Q3) Small wins create commitment because (1) they enlarge the importance of any one change, (2) they help avoid resistance or retaliation, and (3) they create the image of progress. Which statements are correct?
A) Statements 1 and 2
B) Statements 1 and 3
C) Statements 2 and 3
D) Only statement 2
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