Exam (elaborations)
Intro to Business Quizzes
- Course
- Intro to business (BUAD10)
- Institution
- Shasta College
Intro to Business Quizzes at Shasta College under Professor Gurney
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Chapter 6 Test1. "To influence others you must make a difference not only in what they do but also in the
thoughts and feelings that drive their actions."
→ True
2. "Too often managers underestimate how much time and effort it takes to keep growing
and developing. Becoming a great boss is a lengthy, difficult process of learning and
change, driven mostly by personal experience."
→ True
3. "Many bosses stop making progress because they simply don't know how."
→ True
4. "Management begins with you, because who you are as a person, what you think and
feel, the beliefs and values that drive your actions, and especially how you connect with
others all matter to the people you must influence. Every day those people examine every
interaction with you, your every word and deed, to uncover your intentions. They ask
themselves, "Can I trust this person?" How hard they work, their level of personal
commitment, their willingness to accept your influence, will depend in large part on the
qualities they see in you."
→ True
5. “If productive influence doesn't arise from being liked ("I'm your friend!") or from fear
("I'm the boss!"), where does it come from? From people's trust in you as a manager."
→ True
6. "Trust is the foundation of all forms of influence other than coercion, and you need to
conduct yourself with others in ways that foster it."
→ True
7. "Groups whose managers have influence tend to get what they need; other groups don't".
The better a manager is at utilizing and drawing resources to their area the more their area
can thrive!
→ True
8. Which Management Skill is described:
"They build and nurture a broad network of ongoing relationships with those they need
and those who need them; that is how they influence people over whom they have no
formal authority. They also take responsibility for making their boss, a key member of
their network, a source of influence on their behalf."
→ Political/Administrative (Networking)
9. "How do you make the people who work for you, whether on a project or permanently,
into a real team--a group of people who work for you ..."?
→ Set a clear and compelling purpose with concrete goals and plans.
,10. Which Management function is explained:
"Defining and constantly refining your team's vision for the future." "Define your team's
purpose and the goals, strategies, and actions that will take you there. You constantly
gather information, discuss your plans with others, and refine your ideas."
→ Planning
11. Which Management function is explained:
"Consider delegating a task you would normally take on yourself and think about how
you might do that--to whom, what questions you should ask, what boundaries or limits
you should set, what preliminary coaching you might provide."
→ Directing/Leading
12. To improve your management skills use the following questions and statements regularly,
for example at the end of each day on your drive home. (Select all that apply.)
a. Which actions worked well?
b. Compare what you did with what you might have done.
c. Where did you disappoint yourself? (Or how could you improve?)
d. Did you practice any new behaviors or otherwise make progress?
e. All of the above
13. Which Type of Leader is described in the story about the manager who was all business:
"No small talk or reaching out to people as people. For her, results mattered, and she'd
been made the boss because she was the one who knew what needed to be done, it was
the job of her people to execute. Not surprisingly, her message was always, "Do what I
say because I'm the boss." She was effective--until people began leaving."
→ Autocratic
, Chapter 7 Test
1. "... the best predictors of productivity were a team's energy and engagement outside
formal meetings. Together those two factors explained one-third of the variations in
dollar productivity among groups." To capture this productivity they advised the manager
to give everyone on the team a coffee break at the same time
2. Successful teams share several defining characteristics:
a. Everyone on the team talks and listens in roughly equal measure, keeping
contributions short and sweet.
b. Members face one another, and their conversations and gestures are energetic.
c. Members carry on back-channel or side conversations within the team.
d. Members periodically break, go exploring outside the team, and bring information
back.
e. All of the above
3. When a team is meeting, side exchanges (conversations between two people instead of
with the entire group) distract a team and prevent better performance?
→ False
4. Questions to ask when trying to identify if a person appears to be a low-energy and
unengaged team member.
a. Are they trying to contribute and being ignored or cut off?
b. Do they cut others off and not listen, thereby discouraging colleagues from
seeking their opinions?
c. Do they communicate only with one other team member?
d. Do they face other people in meetings or tend to hide from the group physically?
e. Do they speak loudly enough?
f. Is the leader of the team too dominant, doing most of the talking and needs to
encourage others to participate?
g. All of the above
5. A surprise surfaced when studying the bank call center. "The map clearly showed that the
most efficient work was done by high-energy, high engagement teams. But surprisingly, it
also showed that low-energy, low-engagement teams could outperform teams that were
unbalanced--teams that had high energy and low engagement, or low energy and high
engagement. The maps revealed that the manager needed to keep energy and engagement
in balance as he worked to strengthen them." Knowing this, a manager for a low-energy,
low-engagement team should do the following:
→ Bring up the energy and engagement of everyone in the team in a balanced manner.
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