CHAPTER 9- PEOPLE WITH COACHING, DELEGATION, AND DELIBERATE PRACTICE. All Answers

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TRUE/FALSE 1. Managers have many pressing responsibilities, and the opportunity to develop people often gets pushed aside in the pressure to complete other urgent work. T PTS: 1 DIF: Easy NAT: ... BUSPROG: Analytic LOC: DISC: Creation of Value TOP: Discover Knowledge KEY: Bloom's: Comprehension 2. Managerial coaching is not an important skill for managers who take seriously the responsibility of enhancing the skills, performance, and career options of their direct reports. F PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: What is Managerial Coaching? TOP: What is Managerial Coaching? KEY: Bloom's: Analysis 3. As the bond develops between a coach and coachee, a positive work culture is created where all employees improve their contributions to the employer. T PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: What is Managerial Coaching? KEY: Bloom's: Analysis 4. Coaching has a different orientation than a traditional approach to management. T PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Ethical Responsibilities TOP: The Coaching Friendly Mindset KEY: Bloom's: Analysis 5. If the solution is simple and clear and the coach has the answer, it is often best to allow the employee to flounder indefinitely. F PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Strategy TOP: The Coaching Friendly Mindset KEY: Bloom's: Analysis 6. If, as a manager, you decide to become a coach to one or more direct reports, you will need to change your mindset from being a “doer ” to being a person who “helps others do.” T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: HRM TOP: The Coaching Model KEY: Bloom's: Knowledge 7. Even if people have a foundation of self-awareness, understanding who they are and why they behave ineffectively, they still cannot achieve their goals. F PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Environmental Influence TOP: The Coaching Model KEY: Bloom's: Analysis 8. When managers are able to delegate work, they give their subordinates the opportunity to grow, stretch, and learn new skills. T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Motivation Concepts TOP: Learn to Develop People with Delegation KEY: Bloom's: Comprehension 9. When you delegate effectively, no one benefits. F PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Learn to Develop People with Delegation KEY: Bloom's: Knowledge 10. Research shows that natural talent is directly related to achieving great success in any endeavor, whether it is golfing, scientific research, or management. F PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Group Dynamics TOP: Learn to Use the Power of Deliberate Practice KEY: Bloom's: Analysis MULTIPLE CHOICE 1. An often overlooked responsibility of managers is to ______ so they make a bigger contribution to the organization, qualify for promotion, and enjoy successful careers. a. foster the growth and progress of people’s talents and skills b. send memos c. hold meetings d. none of these A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Strategy TOP: Discover Knowledge KEY: Bloom's: Comprehension 2. Anitra has been in her job for three years now, and during her last performance review she told her supervisor, Carol Ann, that she would like to get a promotion. Carol Ann gave her several recommendations, such as volunteering to take on more complex projects and offering to get involved in a special problem-solving task force in their department. Carol Ann’s actions are an example of: a. Deliberation c. Coaching b. Delegation d. none of these C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: What is Managerial Coaching? KEY: Bloom's: Application 3. What are some of the things managerial coaching can correct? a. performance problems b. help the employee learn new skills c. resolve a behavior that is inappropriate d. all of these D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Motivation Concepts TOP: What is Managerial Coaching? KEY: Bloom's: Comprehension 4. The ______ can determine which skills are more important in each employee’s job to help the individual develop appropriately. a. leadership process c. deliberation process b. coaching process d. delegation process B PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Group Dynamics TOP: What is Managerial Coaching? KEY: Bloom's: Synthesis 5. The coach’s role is to_________, observe, _________, and provide feedback. a. criticize, invoke arguments c. do nothing, threaten b. actively listen, question d. train, instruct B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: HRM TOP: What is Managerial Coaching? KEY: Bloom's: Analysis 6. What are some things the coach should avoid because they will not help the employee learn and improve? a. negative judgments b. threatening comments c. ultimatums about the employee’s behavior d. all of these D PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Strategy TOP: What is Managerial Coaching? KEY: Bloom's: Comprehension 7. What is something both sports coaches and managerial coaches have to do? a. win b. make big profits c. bring out the best in others rather than do the job themselves d. all of these C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Group Dynamics TOP: What is Managerial Coaching? KEY: Bloom's: Analysis 8. What do people want from their coaches? a. honest feedback c. clarity about performance b. Learning own strenths/weaknesses d. all of these D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Environmental Influence TOP: What is Managerial Coaching? KEY: Bloom's: Application 9. How do managers benefit from coaching? a. improve their interpersonal skills b. learn to delegate some of their daily tasks c. neither of these d. both of these D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: What is Managerial Coaching? KEY: Bloom's: Application 10. Samuel has observed that one of his employees, Dani, is quite a perfectionist. She often spends far more time on individual tasks than she should because she’s trying so hard to do them perfectly. Samuel knows he can’t change this aspect of her personality, but he can teach her to recognize when something is “good enough.” What key rule of coaching is he using? a. Don’t learn from mistakes. c. Don’t try to fix people. b. Do what people tell you to do. d. Don’t be helpful. C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Environmental Influence TOP: The Coaching Friendly Mindset KEY: Bloom's: Application 11. What are some characteristics of traditional management? a. person in charge telling followers what to do b. directing and controlling behavior c. judging employees’ performance d. all of these D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: HRM TOP: The Coaching Friendly Mindset KEY: Bloom's: Analysis 12. The manager observes the employee, figures out what the person is doing wrong, and corrects the employee with statements and directives. Which type of managerial approach is this? a. non-directive c. consultative b. directive d. collective B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Coaching Friendly Mindset KEY: Bloom's: Application 13. The ________ approach may work if the individuals being critiqued can be motivated to improve, especially if they respect and value the manager’s expertise and position. a. collective c. non-directive b. directive d. consultative B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: The Coaching Friendly Mindset KEY: Bloom's: Knowledge 14. A ______ coach encourages people to learn for themselves in order to improve performance and correct any weaknesses that prohibit them from becoming outstanding employees. a. directive c. non-directive b. social d. collective C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: HRM TOP: The Coaching Friendly Mindset KEY: Bloom's: Application 15. With this type of managerial coaching, the individual being coached has the freedom to think through the dynamics of the problem and come up with his or her own answers in a supportive environment. a. directive c. collective b. behavioral d. non-directive D PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: The Coaching Friendly Mindset KEY: Bloom's: Comprehension 16. In reality, coaching is _____ a combination of the directive and non-directive coaching. a. often c. rarely b. never d. always A PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Strategy TOP: The Coaching Friendly Mindset KEY: Bloom's: Synthesis 17. Stage 1 is _____, which includes mental preparation, discussion and agreement with the employee (the coachee) to proceed, and setting broad goals. a. engagement c. agreement b. implementation d. planning D PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: The Coaching Model KEY: Bloom's: Knowledge 18. ________ is essential for coaching, because a change in behavior requires thoughtful intention and practice. a. Mental preparation c. Procrastination b. Selfishness d. Selflessness A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Individual Dynamics TOP: The Coaching Model KEY: Bloom's: Analysis 19. When Samuel realized that his employee, Dani, was a perfectionist, he sat down with her and explained how her actions were inefficient and actually lowered her performance rating because she didn’t accomplish all that she was expected to do on time. She was surprised, but she quickly understood his point of view. He asked her if she would like his help in learning to overcome this problem, and she welcomed it. This is an example of: a. mutual agreement c. commitment b. time d. openness A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: The Coaching Model KEY: Bloom's: Application 20. Now that Dani has agreed to accept some coaching from her boss, Samuel, they need to make a plan. What is the first thing they should do? a. Discuss his or her future opportunities with the company b. Discuss his or her downfalls c. Discuss his or her goals and expectations of coaching d. Discuss his or her pay scale C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Ethical Responsibilities TOP: The Coaching Model KEY: Bloom's: Application 21. What is the best first step for gathering information in the engagement stage? a. Listen to the employee b. Directly observe the employee’s work performance c. Ask open-ended questions d. Provide feedback B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Strategy TOP: The Coaching Model KEY: Bloom's: Knowledge 22. When you act as a coach, ______ is essential. a. active listening c. not paying attention b. being impatient d. hiding your emotions A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Coaching Model KEY: Bloom's: Application 23. What can be defined as information about work or personal performance that enables a person to change his or her behavior? a. compassion c. coaching feedback b. accomplishments d. self-awareness C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: The Coaching Model KEY: Bloom's: Comprehension 24. Once you have gathered information by observing, asking, listening, and collecting feedback from others, it’s time to provide the valuable _______ to the coachee. a. research c. feedback b. vision d. pay raise C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Motivation Concepts TOP: The Coaching Model KEY: Bloom's: Application 25. The _________ that all living organisms share starts with action to feedback to synthesis and then to a new action. a. circle of life c. adaptive learning cycle b. active listening process d. managerial cycle C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: HRM TOP: The Coaching Model KEY: Bloom's: Knowledge 26. When offering feedback, be honest, straightforward, and supportive. What are some things you should avoid? a. being critical b. being judgmental c. don’t make assumptions about motives d. all of these D PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Ethical Responsibilities TOP: The Coaching Model KEY: Bloom's: Synthesis 27. When is the employee more likely to change an ineffective behavior? a. once it is clearly specified c. immediately after pay is cut b. after punishment d. once they calm down A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Individual Dynamics TOP: The Coaching Model KEY: Bloom's: Analysis 28. A coach needs to be _____ and ask skilled questions so the employee can arrive at an awareness of his or her own problem. a. empathetic c. absent b. harsh d. none of these A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Motivation Concepts TOP: The Coaching Model KEY: Bloom's: Comprehension 29. In an organization, an employee’s _______ goals should relate in a meaningful way to both the needs of the employee and the needs of the organization. a. development c. personal b. outcome d. none of these A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Coaching Model KEY: Bloom's: Comprehension 30. Coachees are _______ to succeed at reaching their improvement goals when they are motivated and enthusiastic about what is expected. a. not likely c. less likely b. more likely d. none of these B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Strategy TOP: The Coaching Model KEY: Bloom's: Comprehension 31. The best coaching approach is to let the coachee ______ and then discuss the goal and the organizational implications with the coach. a. set the goals c. build trust b. schedule the meeting d. fail A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: The Coaching Model KEY: Bloom's: Comprehension 32. A deadline for the goal to be attained gives it priority. Having intermediate and ending dates offers: a. measurable outcomes c. both of these b. clear structure d. neither of these C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Strategy TOP: The Coaching Model KEY: Bloom's: Analysis 33. When a coachee reaches a goal, what should you as the coach do to follow up? a. Monitor that the goal is having a positive impact on the organization and the individual. b. Work towards the progress of the next coachee. c. Ensure that the coachee sets new goals. d. Provide some type of reward. A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Coaching Model KEY: Bloom's: Analysis 34. If a manager doesn’t ________, he or she is limiting an important potential means of developing employees. a. deliberate c. develop b. listen d. delegate D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Leadership Responsibilities TOP: Learn to Develop People with Delegation KEY: Bloom's: Analysis 35. The ability to delegate is a sign of _______ but it can be difficult, especially for new managers. a. leadership c. role playing b. daily production d. negativity A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Learn to Develop People with Delegation KEY: Bloom's: Comprehension 36. When delegating work as a method to develop employees, it is important to help subordinates be successful by offering the right mix of ________ a. support, guidance, resources c. guidance, resources, difficulty b. tasks, support, guidance d. information, policies, resources A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Strategy TOP: Learn to Develop People with Delegation KEY: Bloom's: Analysis 37. When delegating, what should be communicated with the employee up front? a. his or her responsibility c. create benchmarks to monitor progress b. agree on an overall goal or outcome d. all of these D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Strategy TOP: Learn to Develop People with Delegation KEY: Bloom's: Analysis 38. What does it mean to give employees enough authority to carry out the task? a. It means allowing the employee to actively listen to the coach. b. It means letting the employee develop a sign of leadership. c. It means giving them the necessary resources and arranging cooperation from others. d. none of these C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Ethical Responsibilities TOP: Learn to Develop People with Delegation KEY: Bloom's: Analysis 39. When you delegate effectively, the employee gets to ______ and assume additional responsibility and your time is freed up. a. learn new skills c. strengthen projects b. consider options d. make tentative decisions A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Learn to Develop People with Delegation KEY: Bloom's: Comprehension 40. ______ can be in the form of a one-time assignment or turning over a responsibility on an ongoing basis, making it a part of the employee’s job description. a. Deliberation c. Delegation b. Coaching d. all of these C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Strategy TOP: Learn to Develop People with Delegation KEY: Bloom's: Analysis 41. Delegate the complete task to the employee and let him or her figure it out. ______ happens when people are pushed beyond what they think they can accomplish and end up succeeding a. Learning c. Tasking b. Rewards d. Failure A PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Learn to Develop People with Delegation KEY: Bloom's: Synthesis 42. What are some things you, as a manager, should not do once you’ve delegated a task? a. Be critical b. Give advice c. Leave the completion date open-ended d. all of these D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Motivation Concepts TOP: Learn to Develop People with Delegation KEY: Bloom's: Analysis 43. The way to coach someone to greatness, or to become a great manager yourself, is to focus on something called ________. a. hard work c. enrichment b. deliberate practice d. special language B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Strategy TOP: Learn to Use the Power of Deliberate Practice KEY: Bloom's: Analysis 44. Evidence shows that people need around ____ years of hard, focused work before reaching the level of world-class performance. a. five c. twenty b. fifteen d. ten D PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Individual Dynamics TOP: Learn to Use the Power of Deliberate Practice KEY: Bloom's: Comprehension 45. Deliberate practice is designed specifically to improve ______. a. flow c. performance b. learning d. diligence C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Creation of Value TOP: Learn to Use the Power of Deliberate Practice KEY: Bloom's: Comprehension 46. 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. B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: HRM TOP: Learn to Use the Power of Deliberate Practice KEY: Bloom's: Analysis 47. _______ of specific targeted tasks or activities identified with the coach is essential. a. Repetition c. Learning b. Anxiety d. Analysis A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Leadership Principles TOP: Learn to Use the Power of Deliberate Practice KEY: Bloom's: Knowledge 48. Continuous ______ promotes motivation and improvement. a. knowledge c. mental wandering b. focus d. feedback D PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: HRM TOP: Learn to Use the Power of Deliberate Practice KEY: Bloom's: Comprehension 49. _______ means identifying those things you’re really bad at, determining difficult activities that can make you better, and then doing those activities over and over. a. Delegation c. Deliberate practice b. Collaboration d. Working C PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Learn to Use the Power of Deliberate Practice KEY: Bloom's: Synthesis 50. Deliberate practice involves __________. a. obtaining immediate feedback b. stretching yourself with specific activities and goals c. concentrating as much on technique as on outcome d. all of these D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Creation of Value TOP: Learn to Use the Power of Deliberate Practice KEY: Bloom's: Analysis SHORT ANSWER 1. How does the overall organization benefit from the coaching process? 2. What are the two approaches to managerial coaching? Which is the best approach? Briefly describe each. 3. What are the five elements of deliberate practice? 4. Briefly explain what happens in the implementation stage. ESSAY 1. What are some types of issues and goals that can be addressed in a coaching relationship? 2. List three differences each between the mindset and behavior required for managing versus coaching. 3. What is 360-degree feedback? Explain in your own words why it is a key tool for a manager. 4. Successful managerial coaching encompasses eight steps within three stages. In chronological order, list these stages and steps and then explain why each one is important. [Show More]

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