Professional Development Skills Practice Exam
Course Introduction
Professional Development Skills is a course designed to equip students with essential tools and competencies needed for success in academic, professional, and interpersonal settings. Through a combination of interactive workshops, reflective exercises, and collaborative projects, students cultivate effective communication, time management, critical thinking, teamwork, and leadership abilities. The course also emphasizes career planning, goal setting, networking, and adaptability in a rapidly changing workplace. By fostering personal growth and professional awareness, students are better prepared to transition into the workforce and pursue lifelong learning and advancement.
Recommended Textbook
Building Management Skills An Action First Approach 1st Edition by Richard L. Daft
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17 Chapters
1078 Verified Questions
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Page 2
Chapter 1: Introduction
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Q1) Building block 1 is a learning challenge based ____.
A) on a hypothetical example
B) on a real-world problem
C) on calculation
D) on experience
Answer: B
Q2) "Be friendly, be liked", a network builder, and initiates changes for better performance all describe ____.
A) expectations based on non-management job
B) reality of the manager's job
C) a specialists job
D) none of these
Answer: B
Q3) Managers who want to advance their careers pay attention to developing ____.
A) soft skills
B) hard skills
C) technical skills
D) industry trends
Answer: A
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Page 3
Chapter 2: Your Manager Strengths and Weaknesses
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Sample Questions
Q1) Which term would most likely describe an unsuccessful manager?
A) good communication skills
B) good work relationship
C) good with people
D) Arrogant
Answer: D
Q2) How many fundamental categories of emotional intelligence are there?
A) 4
B) 3
C) 5
D) 6
Answer: A
Q3) Which strength describes someone who is almost always on time for appointments?
A) goal-directed mindset
B) time management skill
C) agility
D) ability to organize
Answer: B
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Chapter 3: Learning About Yourself
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Sample Questions
Q1) Self-awareness is essential to being an effective manager.
A)True
B)False
Answer: True
Q2) What product did CEO of Steelcase, Jim Hackett, recall due to potential safety issues?
A) panels for cubicles or floor-to-ceiling walls
B) structural steel
C) carpeting
D) none of these Answer: A
Q3) The ____ provides a way of measuring differences among individuals in their psychological preferences for how they interact with others and perceive the world.
A) Johari Window
B) Big 5 Model
C) MITB
D) MBTI
Answer: D
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Chapter 4: Managing Yourself to Get Things Done
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Sample Questions
Q1) Which technique for overcoming procrastination uses the idea to "slice and dice" a project into small pieces that you can do one at a time?
A) maximize your prime time
B) just get started
C) use deadlines
D) targeted self-talk
Q2) Poor time management may indicate poor ____ skills.
A) self-management
B) old brain
C) personal
D) work
Q3) People typically waste how much time every day because they are unorganized?
A) at least one hour
B) 10 minutes
C) 4 hours
D) 7 hours
Q4) What are the three basic principles for self-management?
Q5) How does task urgency influence procrastination? How can urgency and importance be categorized?
Page 6
Q6) How does using deadlines help someone get something important done?
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Chapter 5: Creative Problem Solving
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Sample Questions
Q1) Suppose there is a puddle of oil on a manufacturing plant floor. Wiping it up will fix the problem but what will find the reason of the leaking oil?
A) Root cause analysis
B) The five why's
C) Creative intuition
D) all of these
Q2) Which of the following is a key to effective brainstorming?
A) no criticism
B) freewheeling is welcome
C) quantity desired
D) all of these
Q3) An important aspect of collaborative problem solving is devoting time to talking ____.
A) about the corporate environment
B) about other people's lives
C) about the outcomes other people want
D) about the timeline for the solution
Q4) Why is always perpetuating the status quo not a good idea, and what are some ways to overcome the status quo trap?
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Chapter 6: How Managers Communicate
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Sample Questions
Q1) What can you do to build an open communication climate?
A) Have weekly staff meetings
B) Institute a suggestions box
C) Remove conventional hierarchical and departmental boundaries
D) Require weekly written reports
Q2) Managers are watched, and their appearance, behavior, actions, and attitudes are symbolic to others.
A)True
B)False
Q3) What is the term that refers to the process of influencing how others construct meaning and make sense of their environment?
A) sensegiving
B) counseling
C) supervising
D) informing
Q4) Many people don't realize they are always communicating by their ______.
A) facial expressions
B) body language
C) behavior
D) all of these
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Chapter 7: Becoming an Ethical Manager
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Sample Questions
Q1) What is the difference between moral and immoral leadership? Provide an example.
Q2) The acceptance of ______ is almost non-existent in many of today's large organizations.
A) actions
B) responsibility
C) conversations
D) all of these
Q3) The individual who must make an ethical choice in an organization is the ______.
A) moral agent
B) stakeholder
C) customer
D) manager
Q4) In a general sense, ______ is the code of moral principles and values that governs the behavior of a person or group with respect to what is right or wrong.
A) ethics
B) decision-making
C) innovation
D) all of these
Q5) Should companies do more than have an employee code of ethics? Explain.
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Chapter 8: Motivating for Performance
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Sample Questions
Q1) Increasing employee _____ heightens motivation for task accomplishment because people improve their own effectiveness.
A) power
B) boundaries
C) change
D) none of these
Q2) One significant way managers meet higher motivational needs is to shift power down from the top of the organization and share it with employees to enable them to achieve goals.
A)True
B)False
Q3) To increase satisfaction, motivation, and commitment, managers have to incorporate ______ into the work environment.
A) hygiene factors
B) interpersonal relationships
C) motivators
D) incentives
Q4) What are four key points to remember for setting goals? Briefly describe.
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Page 10
Chapter 9: Getting Things Done Through Networks, Relationships, and Soft Power
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Sample Questions
Q1) The development of _____ is at the heart of any manager's duties.
A) capital
B) relationships
C) markets
D) investments
Q2) What should you do when you meet a new person?
A) describe your online networks
B) ask for a business card
C) discuss reading habits
D) develop industry relations
Q3) What is a primary way to gain social influence?
A) be selfish
B) ignore others
C) share what you have
D) all of these
Q4) What type of power depends on the manager's personal characteristics?
A) legitimate
B) referent
C) expert
D) reward
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Chapter 10: People With Coaching, Delegation, and Deliberate Practice
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Sample Questions
Q1) How do you engage in deliberate practice?
A) Think really hard on the subject.
B) Tackle each task or activity with the explicit goal of getting much better.
C) Discover your emotional well-being.
D) Do lots of research on a subject and write an essay.
Q2) A deadline for the goal to be attained gives it priority. Having intermediate and ending dates offers:
A) measurable outcomes
B) clear structure
C) both of these
D) neither of these
Q3) If a manager doesn't ________, he or she is limiting an important potential means of developing employees.
A) deliberate
B) listen
C) develop
D) delegate
Q4) List three differences each between the mindset and behavior required for managing versus coaching.
Q5) Briefly explain what happens in the implementation stage.
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Chapter 11: Handling Difficult Conversations, Conflict, and Negotiation
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Sample Questions
Q1) When delivering bad news, you should follow the ILETS model by listening first and speaking second.
A)True
B)False
Q2) Which of the following is a conversation killer?
A) speaking your opinion as truth
B) acting like you're right and the other person is wrong
C) saying "it's your fault"
D) all of these
Q3) Explain the five steps of the ILETS model for conducting difficult conversations and why they're each important.
Q4) ___ is a formal process of discussion used to reach an agreement between parties in conflict.
A) Resolution
B) Collaboration
C) Negotiation
D) Accommodation
Q5) What is the difference between robust dialogue and typical group decision making?
Q6) When having a negotiation, what is the key step and why?
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Chapter 12: Managing Your Boss
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Sample Questions
Q1) People have ____ with regards to their boss.
A) little power
B) more power than they think
C) more power than their boss has
D) no power
Q2) Jonathan, a department head, spends a lot of time with his boss, a vice president of the company, but very little time with his staff. Jonathan often volunteers to do special projects for his boss, and he's often so busy with those projects that he doesn't have time to pay attention to his employees' projects, needs, and issues. What type of boss is Jonathan?
A) The Natural
B) The Politician
C) The Wimp
D) The Workaholic
Q3) Yandel needs to learn to manage her boss better. The thought of this makes her
A) energetic
B) optimistic
C) comfortable
D) uncomfortable
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Chapter 13: Managing Teams
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Sample Questions
Q1) Most people have had ___ experiences with teams.
A) negative
B) positive
C) indifferent
D) successful
Q2) When having a virtual meeting, what are some special things you should take note of?
Q3) During the ___ stage, the major emphasis is on accomplishing goals.
A) adjourning
B) storming
C) norming
D) performing
Q4) In the forming stage of development, team members find out what behavior is acceptable to others.
A)True
B)False
Q5) Dylan encourages contributions from other team members, therefore he fills the organizer role in his team.
A)True
B)False
Page 15
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Chapter 14: Achieving Desired Outcomes: Getting the Right
People and Managing
Performance
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Sample Questions
Q1) Meeting task needs first involves __________ and defining desired outcomes for the team's work.
A) establishing work procedures
B) setting goals
C) learning government regulations
D) setting company policies
Q2) Why must a manager sometimes fire people?
Q3) What gives people specific details about where they are headed and how to get there?
A) a plan of action
B) evaluations
C) operations matrices
D) a performance review
Q4) What do managers have to do in order for organizations to succeed?
A) Hold meetings
B) Have systems to hold people accountable for achieving specific desired results
C) Search for goals and actions
D) Follow up on their subordinates' actions daily
Page 16
Q5) What are the key steps to a performance appraisal?
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Chapter 15: Managing Cross Culturally
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Sample Questions
Q1) Perhaps the most difficult aspect of managing globally relates to ____.
A) cultural differences
B) timezone differences
C) language differences
D) handshake style differences
Q2) Cultural intelligence includes two components that work together: cognitive and emotional.
A)True
B)False
Q3) What type of managers can move organizations toward a more inclusive culture?
A) laid back, empathetic managers
B) strong, culturally sensitive managers
C) disabled managers
D) active managers
Q4) Which of the following are low in assertiveness?
A) Norway
B) Spain
C) Austria
D) the United States
Q5) Why is it important to understand these critical areas of value differences?
Page 17
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Chapter 16: Positive Leadership
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Sample Questions
Q1) When a person feels that a task is beyond his or her capacity, _______ impedes a flow experience.
A) forcefulness
B) anxiety
C) learning
D) all of these
Q2) Heroism means the vision is based on being _________.
A) strong
B) aggressive
C) effective
D) all of these
Q3) Using the discovery approach, what inspires people to see the adventure in their work and experience the joy of pioneering or entrepreneurial spirit?
A) a slump in the economy
B) more efficient computers
C) a vision
D) none of these
Q4) What is the Pike Syndrome and how is it related to independent thinking?
Q5) What are the three aspects of positive leadership?
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Chapter 17: Managing Personal and Organizational Change
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Sample Questions
Q1) Which key helps people learn and practice the new skills and habits needed to change?
A) repetition
B) support system
C) behavioral
D) positive emotional attractor
Q2) Why do managers analyze the organization and the environment?
A) To look busy.
B) To consider personal development.
C) To determine what strategy or course of action can help reach desired goals.
D) none of these
Q3) Managers should look for ways to __________ the new approach/change.
A) improve
B) cooperate
C) institutionalize
D) achieve
Q4) What are the five stages of grief as applied to change management?
Q5) What are the eight stages of Planned Organizational Change? Of these, which one do you think is the most important, and why?
Q6) What are the three transitions that must take place for successful change?
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