CHAPTER 13- ACHIEVING DESIRED OUTCOMES: GETTING THE RIGHT PEOPLE AND MANAGING PERFORMANCE. All Answers

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TRUE/FALSE 1. For any organization to succeed, managers have to have systems that hold people accountable for achieving specific desired results. ANS: T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic ... LOC: DISC: Operations Management TOP: Discover Knowledge KEY: Bloom's: Comprehension 2. To succeed as a manager, you do not need to be aware of the inherent tensions between the needs of work and the needs of people. ANS: F PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Analysis 3. If the manager has an inflexible style, high performance is not likely when the manager is in a situation that fits his/her particular style. ANS: F PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Application 4. Even as a lower-level manager, you will sometimes have to rely on the power and authority of your formal position to manage employee performance and accountability. ANS: F PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Role of Hard Power and Formal Authority KEY: Bloom's: Knowledge 5. Organizations allocate huge amounts of resources. These resources are allocated downward from top management. ANS: T PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Role of Hard Power and Formal Authority KEY: Bloom's: Analysis 6. Effective managers use both hard and soft power in organizations. ANS: T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Knowledge 7. When we have goals, we are rudderless and prone to wander off course. ANS: F PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Comprehension 8. All organizations need a systematic process to find and hire the right people for their specific needs and culture. ANS: T PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Get the Right People On The Bus KEY: Bloom's: Analysis 9. Some combination of interviews and testing is typically used to select the best person for the job. ANS: T PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Get the Right People On The Bus KEY: Bloom's: Comprehension 10. Most organizations have no system by which they evaluate the performance of individual employees. ANS: F PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: How to Evaluate People KEY: Bloom's: Comprehension MULTIPLE CHOICE 1. 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 ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Discover Knowledge KEY: Bloom's: Comprehension 2. What is the term for a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with strategic goals of the organization? a. personal enjoyment c. performance management b. organizational satisfaction d. performance coordination ANS: C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Knowledge 3. There is a clear correlation between effective performance management systems and an organization’s _____________. a. strategic performance c. account services b. administration d. none of these ANS: A PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Synthesis 4. What are the two paths to the kind of high performance that effective managers pay attention to? a. Path less taken & path well traveled b. Path to meet the needs of the work and meet the needs of the people who do the work. c. Direction of specific results and goals d. none of these ANS: B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Comprehension 5. A major part of your job as a manager will be to develop a disciplined approach that accomplishes work on time and with budget, while also __________. a. giving details of your job to supervisors. b. coordinating payroll with the budget committee. c. aligning the work of your team/department with the needs and goals of the larger organization d. none of these ANS: C PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Synthesis 6. Meeting task needs first involves __________ and defining desired outcomes for the team’s work. a. establishing work procedures c. learning government regulations b. setting goals d. setting company policies ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Knowledge 7. What gives people specific details about where they are headed and how to get there? a. a plan of action c. operations matrices b. evaluations d. a performance review ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Comprehension 8. What will you need to do as a manager to keep work progressing as desired? a. Leave the team alone. b. Approach the team with more work. c. Periodically monitor the team’s work. d. none of these ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Analysis 9. The first people need is the need to get the right people on the bus, which means ________________. a. hiring people who fit the team’s culture and requirements of the job b. getting people on a bus c. letting people leave on a bus if they choose d. organizing people into groups ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Comprehension 10. What are some things managers need to do when they get the right people on board? a. support c. motivate b. encourage d. all of these ANS: D PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Synthesis 11. What are two key ways to meet the needs of people so they are motivated to work, grow, and learn? a. engagement & empowerment c. delegation and design b. encouragement & effectiveness d. all of these ANS: A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Analysis 12. Researchers have identified two meta-categories that all managers apply to some extent to drive performance. These basic behavior patters are called __________ and __________. a. financially-oriented and non-financially-oriented behavior b. task-oriented and relationship-oriented behavior c. high task and low task behavior d. none of these ANS: B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Comprehension 13. A ________ or low relationship style means that a manager focuses primarily on work structure such as planning short-term activities and monitoring operations and performance, while giving little attention to the people needs of team members. a. moderate task b. low task c. high task d. none of these ANS: C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Knowledge 14. What is the effectiveness of a manager’s focus and behavior contingent on? a. organizational situations c. operational needs b. high relationships d. none of these ANS: A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Analysis 15. The ________ and the maturity and cohesiveness of team members are two variables that make a significant difference to the most effect style of management. a. style of competition c. nature of the work b. focus on relationship d. none of these ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Analysis 16. If a manager can properly diagnose a situation and find the flexibility to apply the appropriate style, a successful performance outcome is ______. a. likely c. rare b. not likely d. none of these ANS: A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Comprehension 17. For managers to _________ means that they require their employees to meet specific standards of performance and produce specific results, which often depends on the use of power. a. keep duties c. be responsible b. hold people accountable d. none of these ANS: B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Role of Hard Power and Formal Authority KEY: Bloom's: Analysis 18. What is the term for the potential ability of one person in an organization to influence other people to bring about desired outcomes? a. freedom c. power b. competence d. none of these ANS: C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Role of Hard Power and Formal Authority KEY: Bloom's: Comprehension 19. The source of ________ is a manager’s ability to earn respect, trust, and commitment based on the manager’s personal style and expertise. a. soft power c. coercive power b. hard power d. none of these ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Role of Hard Power and Formal Authority KEY: Bloom's: Knowledge 20. People are willing __ when they genuinely admire their manager’s competence and style. a. to work harder c. to collaborate with team members b. to be more cooperative d. all of these ANS: D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Role of Hard Power and Formal Authority KEY: Bloom's: Analysis 21. Hard power, or _________ power, includes legitimate, reward, and coercive power. a. soft power c. coercive power b. positional d. none of these ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Role of Hard Power and Formal Authority KEY: Bloom's: Knowledge 22. Gina is the Executive Director of her department, and her subordinates carry out her plans, goals, and organization. What type of power does Gina possess? a. coercive c. legitimate b. positional d. reward ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Role of Hard Power and Formal Authority KEY: Bloom's: Application 23. Power that stems from the authority of a manager to bestow rewards on people is called ______. a. coercive power c. legitimate power b. positional power d. reward power ANS: D PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Role of Hard Power and Formal Authority KEY: Bloom's: Comprehension 24. What is the negative side of reward power? a. coercive power c. promotions b. criticism d. sales ANS: A PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Role of Hard Power and Formal Authority KEY: Bloom's: Synthesis 25. The use of coercive power is sometimes necessary, but good managers limit their use of this ______ type of power. a. positive c. negative b. creative d. none of these ANS: C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Role of Hard Power and Formal Authority KEY: Bloom's: Comprehension 26. What term means that people with various responsibilities in organizations are subject to reporting and justifying task outcomes to those above them in the chain of command? a. accountability c. augmentation b. marketing d. none of these ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Comprehension 27. When there is a lack of accountability for __________, it creates problems for managers, employees, and the organization. a. management c. administration b. subordinates’ actions and behavior d. none of these ANS: B PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Analysis 28. The ________ is easy to play when a culture of not holding people accountable is present in an organization. a. head games c. blame game b. accountability cycle d. power play ANS: C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Knowledge 29. For organizations to function well, everyone needs to know what they are accountable for and accept the responsibility for performing it. One system you can use to manage people and projects is called the _________. a. power plays c. blame game b. accountability cycle d. none of these ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Comprehension 30. What promotes success? a. expectations c. goals b. targets d. none of these ANS: C PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Synthesis 31. The “S” part of the SMART goals is defined as: a. What exactly will you accomplish with this goal? b. How will you know when you have accomplished the goal? c. What is this goal significant to your job? d. When will you complete the achievement of the goal? ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Comprehension 32. The “R” part of the SMART goals is defined as: a. What exactly will you accomplish with this goal? b. How will you know when you have accomplished the goal? c. What is this goal significant to your job? d. When will you complete the achievement of the goal? ANS: C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Comprehension 33. When a manager and employee are coming up with goals, what should they try to do when defining the goals? a. let the manager set the goals c. look at only general goals b. let the employee set the goals d. make the goals jointly derived ANS: D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Analysis 34. When roles and responsibilities are ___ , people can be accountable for the benchmarks they need to accomplish. a. complex c. simple b. clearly defined d. all of these ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Comprehension 35. What is commonly used to measure the progress towards a goal? a. scorecard c. performance dashboard b. metrics d. all of these ANS: D PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Knowledge 36. How often (at a minimum) should managers review with their employees their goals? a. once a week c. once a year b. once a month d. every day ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Knowledge 37. The final step in the accountability cycle is to ____. a. appraise performance c. apply consequences b. apply corrections d. all of these ANS: D PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Comprehension 38. Performance is improved when employees are ____. a. committed to attaining the goal b. motivated because they help decide what is expected c. free to be resourceful d. all of these ANS: D PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Synthesis 39. Michael Mahoney, CEO of Brittenford Systems, took which of the following steps when he needed to hire a second in command of the company? a. Define the position c. Pick the top 80% to review closely b. Do a pre-screening in person d. all of these ANS: A PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Get the Right People On The Bus KEY: Bloom's: Application 40. Why is it important that organizations have a systematic process for hiring? a. to get someone in the position as quickly as possible b. it is not important- mainly because it takes too long c. to get the best chance they can that they will hire the right person d. to get 100% chance of getting the right person ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Get the Right People On The Bus KEY: Bloom's: Analysis 41. To find the right person for any job, managers have to ____. a. clearly define the position c. ask for the person’s race b. clearly define the pay d. post the opening online ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Get the Right People On The Bus KEY: Bloom's: Comprehension 42. ___ is when the organization looks outside its ranks to fill a job position. a. E-recruiting c. External recruiting b. Social recruiting d. Internal recruiting ANS: C PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Get the Right People On The Bus KEY: Bloom's: Knowledge 43. When conducting an interview, which of the following is acceptable to ask the applicant? a. race c. hobbies b. marital status d. none of these ANS: D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Get the Right People On The Bus KEY: Bloom's: Analysis 44. The ____ gives candidates a comprehensive view of the job and the organization. a. organizational overview c. overall job preview b. realistic job preview d. none of these ANS: B PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Get the Right People On The Bus KEY: Bloom's: Knowledge 45. Stu was hired quickly without much interviewing, and now it has become obvious that he was the wrong person for the job. What are some negative consequences of the rushed hiring process? a. costs b. wasted time c. discouraging for Stu and the company d. all of these ANS: D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Get the Right People On The Bus KEY: Bloom's: Application 46. When must a manager fire someone? a. if the employee is a poor performer b. if the employee has medical issues c. if the employee has to be made the scapegoat for an issue d. all of these ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Get the Right People On The Bus KEY: Bloom's: Comprehension 47. ___ is the process by which a manager evaluates an employee’s work effectiveness by using objective criteria, provides feedback to the employee, and shows where improvements are needed. a. Performance appraisal c. ILETS b. Preparation d. Performance identification ANS: A PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: How to Evaluate People KEY: Bloom's: Knowledge 48. When conducting a performance appraisal, which of the following actions should the manager follow? a. be candid c. come up with a workable plan b. compare performance to goals d. all of these ANS: D PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: How to Evaluate People KEY: Bloom's: Analysis 49. Dean supervises six employees on the manufacturing plant floor. He has been keeping a tally of each worker’s daily output so that he can rank the employees in a forced ranking system according to ____. a. their performance relative to a standard b. their absolute performance c. their relative performance to each other d. how much money they make ANS: C PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: How to Evaluate People KEY: Bloom's: Application 50. Which of the following is a negative aspect of the forced ranking system? a. leads to cheating b. increases cut-throat competition among employees c. creates and sustains a high-performance culture d. all of these ANS: B PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: How to Evaluate People KEY: Bloom's: Analysis SHORT ANSWER 1. What are the broad categories of leader focus and style? Identify which one is your personal leadership style, and provide a couple of characteristics and/or examples that support your choice. ANS: 1. High task- low relationship: authoritative style; structure goals and tasks 2. High task- high relationship: dual focus style; provide task structure and provide people support and development 3. Low task- high relationship: supportive style; encourage, engage, consult 4. Low task- low relationship: delegating style; little focus on either work or people needs Students’ self-evaluations will vary. PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Evaluation 2. What are the sources of hard power for managers? ANS: 1. Reward: Based on the manager having the ability to provide or withhold rewards. 2. Legitimate: Based on a manager holding a formal position or title. 3. Coercive: Based on a manager’s ability to punish or recommend punishment. People follow orders to avoid punishment. PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: The Role of Hard Power and Formal Authority KEY: Bloom's: Comprehension 3. What does the SMART acronym stand for? ANS: Specific Measurable Achievable Relevant Time-Bound PTS: 1 DIF: Easy NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Accountability-Based Management KEY: Bloom's: Knowledge 4. How does someone define a job position? ANS: To find the right person, managers have to clearly define the position. Human resources often help make a formal job analysis, which is a procedure for gathering and interpreting information about the key duties, tasks and responsibilities of a job. A job description summarizes duties, tasks and responsibilities. A job specification offers details about knowledge, skills, education and other requirements an applicant would need to perform the job. PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Get the Right People On The Bus KEY: Bloom's: Analysis ESSAY 1. Explain the concept of performance management. ANS: Performance management is a continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with strategic goals of the organizations. Managing performance means keeping everyone moving in the same direction and accountable for attaining specific results that help the company meet its overall goals. PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Two Paths To High Performance KEY: Bloom's: Comprehension 2. Why must a manager sometimes fire people? ANS: Managers who run great companies have to get rid of poor performers, the people who simply cannot do the job. Firing people is never easy but managers have a responsibility to get of people who aren’t suited for the job. Tolerating poor performance, being sloppy, refusing to accept responsibility, or being dishonest creates a culture that forces the best people to pick up the slack. If you would be relieved if the person quit, its time to let that person go. PTS: 1 DIF: Moderate NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: Get the Right People On The Bus KEY: Bloom's: Analysis 3. What are the key steps to a performance appraisal? ANS: The first step is to be prepared. Both the manager and employee should take the appraisal process seriously and put forth a sincere effort in completing their written evaluations. The next step is to set the tone. The manager should show commitment and partnership toward working together over the next year. Then the interview is conducted. During the interview, the manager should show appreciation, be candid, compare performance to goals, come up with a workable plan, and document everything. Finally, the manager should follow up throughout the year to see how the plan is moving forward. PTS: 1 DIF: Challenging NAT: BUSPROG: Analytic LOC: DISC: Operations Management TOP: How to Evaluate People KEY: Bloom's: Analysis [Show More]

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