Managing Social and Human Capital Coursera All Week Answer

Managing Social and Human Capital Coursera All Week Answer. Managing Performance, Motivation and Hiring Quiz TOTAL POINTS 10 1. What is the fundamental tenet of Efficiency Wages application? 1 point Paying the employees the same as competitors to keep efficiency. Encouraging a competition among employees by high wages. © The organization pays its employees more than its competitors. Motivating employees by wages to do the right things. 2. The Mir Space Station Case is a good illustration of: 1 point © Rewarding A while hoping for B. Goal Setting. Attribution Bias. Conformity. 3. According to Professor Cappelli's lecture, the biggest challenge with designing incentive 1 point systems is: Different employees are motivated by different incentives. Constant incentives demotivate employees. © The ability to capture and measure employee performance. Incentives can create competition among employees. 4. According to research, organizational-level incentives: 1 point © May create a "rewarding A while hoping to B" problem. Are effective for employees in the same manner as individual-level incentives. Are more effective for employees than individual-level incentives. Are more effective for employees than for executives. 5. According to Path Goal Theory, the key element for motivating employees is through: 1 point Providing constructive and close guidance. Providing autonomy in how to achieve the goals. © Providing a clear direction to achieve the goals. Providing challenging goals. 6. Conformity is likely to be most effective for organizations during: 1 point Performance appraisals. Hiring process. Recruiting stage. © Onboarding among newcomers. 7. The Milgram Study is a powerful illustration of: 1 point Imitation. © Compliance. Conformity. Behavior Modification. 8. The Pygmalion Effect is characterized by: 1 point © Shaping individuals' behavior by providing high expectations. Shaping individuals' behavior through role models. Shaping individuals' behavior through high compliance. Shaping individuals’ behavior by providing clear and specific goals. 9. According to Professor Cappelli's lecture, the biggest reason employee's leave their job . 1 point Is: @© An imbalance between proposed job description and actual job content. All the above reasons are equally significant and influential. An imbalance between expected and received salary. An imbalance between promised career progress and actual promotion. 10. The common biases of supervisors during performance appraisals are: 1 point Overconfidence and fundamental attribution error. Similarity effect, attractiveness, and cognitive dissonance. © Fundamental attribution error, self-fulfilling prophecy, and similarity effect. O Fundamental attribution error, self-fulfilling prophecy, and Pygmalion effect. O Tasks and Designing Jobs Quiz TOTAL POINTS 10 1. The pioneering change that Scientific Management brought into factories were: 1 point Providing employees more control of their jobs. Allowing employees to interact with other professional groups. Initially defining the role of managers in factories. © Breaking jobs down into the simplest, repetitive segments. 2. How did work in factories look as a result of the Scientific Management? 1 point © None of the other options are correct. More controlled by employees. Less structured. Less routine. 3. One of the outcomes of implementing Frederick Winslow Taylor's method is: 1 point Decreasing efficiency ©@ Increasing efficiency Increasing employees' well-being. Increasing social interactions among employees 4. According to human perspective, designing jobs is characterized by providing employees the following ingredients: 1 point © Autonomy, variety, and a sense of significance. Social interactions, control, and job security. A sense of significance, feedback, and career advancement. Autonomy, variety, and fairness. 5. Motivating employees by providing them a sense of significance means: 1 point Their job will impact their career advancement. Their job will be powerful for their professional development. Their job will be highly meaningful for them. © Their job will impact the overall organizational picture and outcomes. 6. What lesson can we gain from Professor Cappelli's Junior Analyst job illustration? 1 point High salary is the beneficial solution for motivating employees in technical jobs. © Even a well-known technical job can be redesigned and enriched. None of the other options are correct. There are fundamentally systematical jobs that cannot be redesigned. 7. Why was Toyota production in the USA more qualitative and productive than that of General Motors? 1 point Toyota designed more interesting jobs for its employees. © Toyota gave its employees more control over the job. Toyota enlarged the authority of its supervisors. The Japanese employees were more disciplined. 8. According to Professor Cappelli's lecture the key element to motivating employees is: (please check all that apply) 1 point Intensifying their participation and involvement in decision making. Intensifying their involvement in establishing the organization's vision. Increasing their profit sharing. Providing them job security. 9. What was the problematic change in Holt Chemical Company's managing people practices? 1 point Decreasing employee incentives, thereby increasing employee turnover. Increasing their product prices which demotivated their employees. Replacing their customer support employees which damaged clients’ trust. © Launching an incentive plan for their customer support employees. 10. Nordstrom competes through better customer service tailored to individual customers. How did they achieve that? 1 point Not having a single, official way of servicing customers. © All of the options are correct. No specific selection filters except for being enthusiastic. O High financial incentives. O Decision Making Quiz TOTAL POINTS 10 1. What profound lesson can be learned from Cisco's CEO John Chambers about good and timely decision making? 1 point None of the other options are correct. A manager needs to independently decide crucial organizational decisions. Seeking external advice is crucial for good and timely decision making. © Decision-making processes are not always rational and analytical as we tend to think. 2. According to the Stanford University study, one of the saliently characterized factors of fast vs slow organizations in decision making is: 1 point Focusing on planning. Gathering narrow information. Not spending enough time on establishing alternatives. © Seeking the advice of an outside, experienced counselor. 3. According to the U.S. Marine Corps doctrine, the key element to good and timely decision making is: 1 point Reaching to 70% solution, not 100% consensus. Indecisiveness is a fatal flaw. © All of the options are correct. First-time mistakes are tolerated. 4. Which key element of good decision making is illustrated by the Jet Propulsion Laboratory's case? 1 point Indecisiveness is a fatal flaw. © First-time mistakes are tolerated. Seeking a 70% solution, not a 100% consensus. The crucial role of experienced, outside counselors' advice. 5. According to research, what factor increases the potential for sub-optimal decision making? 1 point © All of the options are correct. High confidence. Seeking confirming evidence. High optimism. 6. To minimizing sub-optimal decision making, it is recommended to: 1 point Seek confirming evidence. Narrow collection of information in order to maintain focus. Rely on early information in inexperienced areas. @ Seek conflicting data. 7. What key lesson for managers can be taken from the case of Fighting a Fire in Mann Gulch in regards to behaving in stressful situations? 1 point © Continuously share and explain your decision making. Make decisions independently. Do not express hesitation in front of your subordinates. Continuously seek other suggestions and opinions. 8. According to research, a cohesive team will perform better: Under stress conditions, only. In normal organizational situations, only. None of the other options are correct. © In any organizational situation. 9. What is the key recommendation for managers in terms of reaching good and timely decisions? Empower others to make decisions. Build a cohesive team. © All of the other options are correct. Develop allies and build credibility. 10. What key lesson can be taken from the exercise of the jewelry store in regards to making a good and timely decision? © A collective decision is more accurate than an individual one. Broad knowledge always generates accurate decision-making. An individual decision is more accurate than a collective one. O Time pressure narrows the accuracy of decision-making. O 1 point 1 point 1 point Organization Design, Architecture, and Managing Quiz TOTAL POINTS 10 1. The organizational architecture of Rose Company is grouped by: 1 point © Functional Structure. Regional Structure. Product Structure. Geographic Structure. 2. Inthe Hausser Food Products case, which type of organizational structure might have prevented the Florida sales team from withholding information from other sales teams? 1 point Regional Structure. All of the options are correct. Geographic Structure. © Functional Structure. 3. According to the Equity Theory, which of the following statements is correct? 1 point © Under-rewarded will decrease their performance while over-rewarded will increase their performance. Under-rewarded will decrease their performance while over-rewarded will not change their performance. Both under-rewarded and over-rewarded will not change their performance. Under-rewarded will increase their performance while over-rewarded will decrease their performance. 4. According to research, which of the following statements is correct? 1 point Over-rewarded will be more competitive. Both over-rewarded and under-rewarded will be competitive. © Over-rewarded will be more collectivistic. Under-rewarded will be more collaborative. 5. Why does organizational change often not work? 1 point Lots of resistance among executive management. Mismatch with the current organizational structure. © The urgency for the change that was not communicated. Lack of sufficient financial resources. 6. According to John Kotter, what must a manager do in order to successfully generate organizational change? 1 point Assimilate the change, culturally. Create a powerful coalition. Continuously communicate vision. © All of the options are correct. 7. What was David Pottruck's major challenge when he decided that change must be generated? 1 point Establishing a new vision and communicating it. © Creating a sense of urgency among management and employees. Building a powerful coalition among executive management. Locating the necessary financial resources. 8. When David Pottruck presented his decision to Charles Schwab, which good and timely decision making principle did he use? 1 point © Share information and explain the decision. Build multiple, simultaneous alternatives. Seek the advice from experienced counselors Avoid conflicting data and seek confirming information. 9. David Pottruck October 15 meeting at the hotel in SF was designed to: 1 point @ Allof the options are correct. Establish a mindset of urgency. Anticipate obstacles and resistance. Present a vision for a better world. 10. Of the Eight-Step Model for Leading Change by Kotter and Cohen, which steps were demonstrated through the Charles Schwab case? Please check all that apply. 1 point Establishing a mindset of urgency and creating a leadership team to drive the change. Identifying short-term gains for reinforcing the long-term agenda. Fostering a culture of persistence and culturally reinforcing and institutionalizing the change. Articulating a vision for a better world and empowering action by change agents. O