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CHAPTER ELEVEN: EMPLOYEE AND MANAGEMENT DEVELOPMENT

MULTIPLE-CHOICE QUESTIONS

1. The reason(s) companies are willing to invest more in employee developmenttoday compared to the past include which of the following?

A) Employees are willing to change employers to advance their careers.B) There is a shortage of skilled workers in the labor pool.

) ompanies are becoming more comple!.

") Both A # B.

E) All of the above.Answer$ "

"ifficulty$ %oderate

&age 'ef$ *

2. reating a culture that supports employee development is the responsibilityof++++++.

A) the organi,ation

B) the -' department) the supervisor  

") All of the above

Answer$ A"ifficulty$ %oderate

&age 'ef$ /

3. "eveloping systems and practices that support employee development is theresponsibility of++++++.

A) the organi,ation

B) the -' department) the supervisor  

") All of the above

Answer$ B

"ifficulty$ %oderate&age 'ef$

4. Assisting in the creation of the development plan and identifying programswhere development ob0ectives can be met is the responsibility of++++++.A) the organi,ation

B) the -' department) the supervisor  

") All of the aboveAnswer$

"ifficulty$ %oderate

&age 'ef$ 12

5. 3ltimately4 the responsibility for an employee5s development is +++++.

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A) the organi,ations

B) the -' department

) the supervisors") the employees

Answer$ "

"ifficulty$ %oderate&age 'ef$ 2

6. %anagement development re8uires careful attention becauseA) The manager5s 0ob is comple!.B) %anagers are accountable for success.

) ompanies that align management development with strategic

 planning are generally more competitive.") All of the above.

Answer$ "

"ifficulty$ Easy

&age 'ef$ 2

7. 9hich of the following is :;T a managerial interpersonal role?A)

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&age 'ef$ *

10. To understand a manager5s development needs4 you must first understand +++++.

A) The strategic direction of the organi,ation

B) The technology of the manager5s unit) The structure of the manager5s unit in relation to the rest of theorgani,ation

") Both B #

E) All of the aboveAnswer$ E

"ifficulty$ Easy

&age 'ef$ @

11. >or a market leader the technology tends to be +++++and the design +++++.A) :on routine organic

B) "ecentrali,ed non routine) 'outine mechanistic") -igh tech unstructured

Answer$ A

"ifficulty$ Easy&age 'ef$ @

12. >or a cost leader4 decision making tends to be +++++ and the design +++++.A) ;rganic centrali,edB) "ecentrali,ed mechanistic

) entrali,ed mechanistic

") 'outine structuredAnswer$ "ifficulty$ Easy

&age 'ef$ @

13. %anagement style is related to two dimensions of leader behavior +++++and +++++.A) Employee1related 0ob1related

B) Employee1oriented 0ob1oriented

) Task1oriented organi,ationally1oriented") Employee1oriented task1oriented

Answer$ "

"ifficulty$ Easy&age 'ef$ /7

14. 9hat management style emphasi,es goal setting and high1performancee!pectations for subordinates?A)

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) "irective

") Achievement

Answer$ ""ifficulty$ Easy

&age 'ef$ /7

15. 9hat management style is characteri,ed by friendliness4 as well as empathyand concern for meeting employees5 needs?

A)

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19. onceptual knowledge is related toA) 3nderstanding technology.

B) &roblem solving.) arrying out operations in a functional area.

") onflict resolution.

Answer$ B"ifficulty$ hallenging&age 'ef$ /71/

20.  +++++ knowledge and skills are also called human skills.A) ommunication

B) %otivation) Team building

") nterpersonal

Answer$ ""ifficulty$ Easy

&age 'ef$ /

21.  +++++ are 8ualities of the manager as a person.A) Technical knowledge and skills

B) C

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B) >le!ibility traits.

) onceptual skills.

") "irective style.E) &articipative style.

Answer$ "

"ifficulty$ %oderate&age 'ef$ /

24. ntegrating strategy and managerial characteristics suggests that whencomparing market leaders and cost leaders in terms of supportive styleA) ost leaders should be higher.

B) %arket leaders should be higher.

) There is no difference.")

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"ifficulty$ Easy

&age 'ef$ /@17

28. %anagement development programs focus on developing all of the followingEFE&T

A) onceptual knowledge and skills.B) Technical knowledge and skills.) nterpersonal knowledge and skills.

") &ersonal traits conducive to effective leadership.

E) eneral intelligence.Answer$ E

"ifficulty$ %oderate

&age 'ef$ 71

29. 9hich of the following is a strategy for developing mid1 to upper1levelmanagers and e!ecutives that isn5t used for other employees?

A) oachingB) Being a mentor  ) Action learning

") Job rotation

E) They are all special strategiesAnswer$

"ifficulty$ %oderate

&age 'ef$ G*1H

30. Action learning isA) 9here a person higher in the hierarchy acts as both a coach and a

mentor.B) Dery similar to on1the10ob training4 but for e!ecutives.) 9here trainees are given real and important company problems to

solve.

") :one of the above.Answer$

"ifficulty$ Easy

&age 'ef$ 21G

31. >or the e!ecutive4 0ob rotation could meanA) 9orking in different divisions of the organi,ation.

B) oing to a subsidiary supplier for a while.

) Being coached.") Job rotation is only for managers and below.

E) Both A # B

Answer$ E"ifficulty$ %oderate

&age 'ef$ G

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TRUE/FALSE QUESTIONS

32.  ++++The main advantage to an employee for developing her C pp. *1@)

33.  ++++By developing employees4 the organi,ation increases its fle!ibility. (T p.@)34.  ++++9hen using 0ob rotation for employee development4 it isn5t necessary to

use the Training &rocess %odel in the te!t. (> pp. 71)35.  ++++The employee must wait for the supervisor or the -' department to

 provide developmental opportunities. (> pp. 12)36.  ++++The reason management development gets so much emphasis is that

managers don5t get much training. (> p. 2)37.  ++++%anagerial conte!t refers to the alignment of an organi,ation5s

environment4 strategy4 structure4 and technology. (T p. @)38.  ++++A participative style of management is characteri,ed by friendliness4

empathy4 and concern for meeting employees5 needs. (> p. /7)39.  ++++The achievement style of management emphasi,es goal setting and providing high performance e!pectations for subordinates. (T p. /7)

40.  ++++-igh n&ow (institutional) is a focus on personal goals. (> p. /)41.  ++++Those high in nAch are characteri,ed by a strong desire to assume

 personal responsibility4 receive concrete feedback on task performance4 and a

single1minded preoccupation with task and task accomplishment. (T p. /)42.  ++++The managerial role of KliaisonL needs both conceptual and interpersonal

knowledge and skills. (T p. /)43.  ++++;ne of the appropriate methods of doing a managerial person analysis is

/G71degree feedback. (T p. /H)

44.  ++++orporate universities are on the decline as they have become tooe!pensive to run effectively. (> p. /@)45.  ++++A mentoring relationship is usually a longer term relationship than a

coach. (T p. /)46.  ++++9hen an e!ecutive is given a coach4 it is a sign that the e!ecutive5s 0ob is

in 0eopardy. (> pp. /1)47.  ++++ p. G)

SHORT-ANSWER QUESTIONS

48. =ist four reasons why a company should be concerned about developing itsemployees.

• In today! "#ono$y% "$&'oy""! (a)" '"!! 'oya'ty to an o*+an,at,on and

a*" .,t" 0,'',n+ to $o)" to anot("* o*+an,at,on to ad)an#" t(",*

#a*""*!1

• T("*" ,! a !(o*ta+" o2 !3,''"d 0o*3"*! ,n t(" 'a4o* &oo'1

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• S3,''"d and 3no0'"d+"a4'" "$&'oy""! a*" 4"#o$,n+ ")"* $o*" ,$&o*tant

,n t(" ."!t 2o* (,+(-.a',ty +ood! and !"*),#"! ,n a #o$&"t,t,)"

$a*3"t&'a#"1

• To 4" "22"#t,)"% o*+an,at,on! n""d to 4"#o$" $o*" 2'"5,4'"1 E$&'oy""!

0(o a*" a4'" to do $o*" t(an 6!t on" 6o4 on a $o$"nt! not,#" +,)" t("

o*+an,at,on a 'ot $o*" 2'"5,4,',ty1

49. ndicate the parties who have responsibility for employee development andsummari,e what their responsibilities are.

R"!&on!,4'" Fo*

O*+an,at,on limate for development

'esources and support

HR n,t reation and maintenance of emp. development systems$

• -'<

• Training process systems (needs analysis4 etc.)

S&"*),!o* &erformance feedback 

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51. E!plain employee1oriented styles. %ake sure to include an e!planation of thetwo employee1oriented styles e!plained in the te!t.

E$&'oy""-o*,"nt"d !ty'"! #an 4" !a,d to 4" *"2'"#t"d ,n &a*t,#,&at,)" o*

!&&o*t,)" $ana+"*,a' a#t,on! and *".,*" (,+("* '")"'! o2 t("

,nt"*&"*!ona' !3,''!1• Pa*t,#,&at,)" !ty'" "$&(a!,"! ,n)o'),n+ !4o*d,nat"! ,n d"#,!,on

$a3,n+% &a*t,#'a*'y (o0 t("y +o a4ot a#(,"),n+ t(",* ta!31 R"a!on

!++"!t! t(at &a*t,#,&at,)" !ty'"! a*" $o*" "22"#t,)" ,n $a*3"t '"ad"*

o*+an,at,on!1

• S&&o*t,)" !ty'" ,! #(a*a#t"*,"d 4y 2*,"nd',n"!!% "$&at(y% and

#on#"*n 2o* $""t,n+ "$&'oy""! n""d!1 T("*" ,! no "),d"n#" to !(o0

t(at a !&&o*t,)" !ty'" ,! $o*" o* '"!! "22"#t,)" ,n any o*+an,at,ona'

#ont"5t1

52. E!plain both technical knowledge and skills4 and interpersonal knowledge and

skills.

T"#(n,#a' 3no0'"d+" and !3,''! a*" n"#"!!a*y to #a**y ot t(" o&"*at,on!

o2 a &a*t,#'a* 2n#t,ona' a*"a1 T(" $o!t 2*"."nt'y $"nt,on"d a*"

2,nan#,a' ana'y!,!% 4d+"t,n+% $ana+"*,a' a##ont,n+% and $a*3"t,n+1

Int"*&"*!ona' 3no0'"d+" and !3,''!% o2t"n #a''"d 7($an8 !3,''!% *"2"* to

t(" a4,',ty to 0o*3 0,t(% nd"*!tand% and $ot,)at" ot("*!% 4ot(

,nd,),da''y and ,n +*o&!1 It ,! t(" $ana+"*! ,nt"*&"*!ona' !3,''! and

3no0'"d+" o2 ($an 4"(a),o* t(at 0,'' 4" t(" &*,$a*y d"t"*$,nant o2

(,!/("* !##"!! ,n ,n2'"n#,n+ ot("*! and d")"'o&,n+ n"#"!!a*y

,n2o*$at,on n"t0o*3!1

53. 9hat are the specific problems that are associated with development ofe!ecutives and why does coaching seem to deal with these problems?

E5"#t,)"! a*" at t(" to& o2 t(" o*+an,at,on !o ,t ,! d,22,#'t 2o* t("$ to

a!3 2o* o* ")"n 3no0 t("y n""d ,t1 T("y a*" )"*y 4!y and 0o*3 'on+

(o*!% !"'do$ (a),n+ t(" '5*y o2 ta3,n+ o22 t,$" 2o* d")"'o&$"nt1

Coa#(,n+ ,! &a*t,#'a*'y a$"na4'" to d"a',n+ 0,t( t("!" &*o4'"$!1 F,*!t%

,2 ,t ,! !tanda*d &*o#"d*" 2o* a'' "5"#t,)"! to (a)" a #oa#( at on" t,$" o*

anot("*% !++"!t,n+ an "5"#t,)" ta3" on" on ,! not t(*"at"n,n+1 S"#ond%

a! an ot!,d"*% t(" #oa#( ,! !a''y an "5&"*t ,n t(" 2,"'d t(at d"a'! 0,t(t(" #*"d,4,',ty ,!!"1 T(,*d% t(" &"*!ona' #oa#( #an 4" !#("d'"d ,n at any

t,$"% a''o0,n+ t(" "5"#t,)" to !t,'' $""t (,!/("* 4!y !#("d'"1 It ,! on"

on on" !o ,t ,! d,*"#t'y 2o#!"d on t(" n""d! o2 t(" &a*t,#'a* "5"#t,)"1

ESSAY QUESTIONS

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2. "iscuss the differences in developing employees for their current 0ob versus

for a future 0ob and include an e!planation of how the needs analysis differs.

A +ood an!0"* 0,'' ,n#'d" a d,!#!!,on o2 t(" *"a#t,)" 9#**"nt 6o4 and

&*oa#t,)" 92t*" 6o4 a&&*oa#("! to n""d! ana'y!,!1 It 0,'' a'!o d,!#!! t("

ty&"! o2 t*a,n,n+ t(at a*" ',3"'y 2o* "a#( 9t*ad,t,ona' 2o* #**"nt 6o4 and 6o4 *otat,on% and !&"#,a' a!!,+n$"nt! 2o* t(" 2t*" 6o41

22. A successful manager at one company will be successful at any company. "oyou agree or disagree? 9hy?

F*o$ t(" #ont,n+"nt a&&*oa#( 0" (a)" ta3"n% t(" an!0"* ("*" ,! no1

S3,''! o2 a $ana+"* a! #o!t '"ad"*! a*" d,22"*"nt t(an $a*3"t '"ad"*!1

D,!#!!,on o2 t("!" d,22"*"n#"!% and t(" n""d to 4" !*" $ana+"*! (a)" t("

*".,!,t" !3,''! !(o'd 4" d,!#!!"d1

2G. &rovide a list and a short e!planation of the four interpersonal skills in whichmanagement styles are often addressed in training.

A #o$&'"t" an!0"* !(o'd #onta,n t(" 2o''o0,n+ &o,nt!1

• Int"*a#t,)" !3,''! t*a,n,n+ - !"! !,$'at,on! and 2""d4a#3 2*o$ 0(,#(

o4!"*)"*! &*o),d" t*a,n""! 0,t( 0ay! o2 ,nt"*a#t,n+ $o*" "22"#t,)"'y

0,t( ot("*!1

• L"ad"* $at#( t*a,n,n+ - t*a,n! $ana+"*! to d,a+no!" t(",* !,tat,on

and t("$!"')"! to d"t"*$,n" t(" 4"!t 2,t; t(" $ana+"* ,! !(o0n (o0 to

#*"at" a !,tat,on ,n 0(,#( t(" $ana+"*! !ty'" ,! $o!t a&&*o&*,at"1

• G*,d $ana+"$"nt - t0o $o!t ,$&o*tant $ana+"*,a' #(a*a#t"*,!t,#!

a*" t(" $ana+"*! #on#"*n 2o* 0o*3 ot#o$"! and #on#"*n 2o* &"o&'";$ana+"*! 0(o (a)" #on#"*n! ,n 4ot( t("!" a*"a! a*" t(" 4"!t

$ana+"*!1

• Wo*3!(o&! and !"$,na*! - ty&,#a''y 2o#! on a &a*t,#'a* !3,'' a*"a1

2H. "escribe some advantages of /G71"> for managers.

• -DF #an ,d"nt,2y a*"a! o2 d")"'o&$"nt 2o* ,nd,),da' $ana+"*!1

• It #an 4" !"d to ,d"nt,2y #a!"-and-"22"#t *"'at,on!(,&! 4"t0""n t("

$ana+"*! 4"(a),o* and ot("*! *"a#t,on!1

• It &*o),d"! t(" &"*!&"#t,)" o2 &""*!% !4o*d,nat"!% and !&"*,o*!1

• It &*o),d"! 2""d4a#3 a4ot &"*!ona' #(a*a#t"*,!t,#! t(at do not

ty&,#a''y !(o0 & ,n ot("* ,n!t*$"nt!1

2*.

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which means you helped groom an e!ecutive for your competition. E!plain

why4 even given the above4 it is a good idea to have such a program in place.

S##"!!,on &'ann,n+ ,! a (+" and #o!t'y nd"*ta3,n+% 4t t("*"

a*" a n$4"* o2 *"a!on! 0(y ,t ,! ,$&o*tant to (a)" on"1

•T(" 2a!t"* yo *"&'a#" a !"n,o* "5"#t,)"% t(" 4"tt"* o22 yo a*"1

• Ha),n+ a !##"!!,on &'an 3""&! ta'"nt a! yo a*" d")"'o&,n+ t("$1 I2

yo do not (a)" on"% "$&'oy""! 0,'' ',3"'y 4" 'oo3,n+ "'!"0("*"1

• T(" &oo' o2 a)a,'a4'" $ana+"*! to 2,'' "5"#t,)" &o!,t,on! ,! !(*,n3,n+1

• R"#*,t,n+ #o!t! 2o* (,+(-'")"' "5"#t,)"! ,! ,n#*"a!,n+1

• T*no)"* o2 "5"#t,)"! ,! +o,n+ to *"$a,n (,+(1

• W("n yo do #(oo!" a #and,dat" to *"&'a#" an "5"#t,)"% yo o2t"n

'o!" !o$" "$&'oy""! 0(o t(o+(t t("y !(o'd (a)" +ott"n t(" 6o41

Ho0")"*% yo +ot 2,*!t #(o,#" 2*o$ a$on+ t(" #and,dat"!% !o t(o!"

t(at '"a)" a*" !"#ond 4"!t1 A'!o% yo +ot yo* *"&'a#"$"nt a'$o!t

,$$"d,at"'y1 T(" o*+an,at,on t(at +ot yo* !"#ond-&'a#" &"*!on

',3"'y !"a*#("d 2o* = $ont(! at a +*"at "5&"n!"1 Yo a*" !t,'' 0ay

a("ad ,n t"*$! o2 4",n+ "22"#t,)" ,n t(,! *"+a*d1

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