Management Exam 2 Updated 100%
Correct and Verified Answers
2 frequently used and very effective methods and tools are : - ANS: DMAIC/Six Sigma
and Lean Methodology
2 key aspects of Employee Engagement: - ANS: -state of mind
-positive and productive
2 major categories of behavior: - ANS: 1. Task-Oriented Leadership: Leaders who
primarily focus on the tasks to be done 2. Person-Oriented Leadership: Leaders who
primarily focus on building relationships with others in the organization including
subordinates
2 major categories of illegal Sexual Harassment: - ANS: i. Quid Pro Quo Sexual
Harassment - occurs when consent to sexual acts affects job outcomes such as getting
or keeping one's job.
ii. Hostile Work Environment Sexual Harassment - occurs when unwelcomed sexual
behavior creates an intimidating and offensive workplace for anyone. In this case the
behavior generally needs to be severe and pervasive.
2 researchers - ANS: Hackman and Oldham did extensive studies on factors that affect
workers and created the "Job Characteristics Model" to better explain how job design
can impact employee satisfaction and job performance.
2 ways leadership effectiveness is measured - ANS: 1. The overall performance of the
organization for which the leader is responsible 2. The satisfaction of primarily the
subordinates who report to the leader (though some researchers argue that satisfaction
of the leader's peers and boss/bosses should also be included in this measure)
3 "Principles" into the culture of the organization through the following approaches -
ANS: ~1. Role of Leadership - The leadership of the organization needs to
communicate and reinforce the commitment to excellence achieved through a continual
focus on the Performance Management Principles
~2. Use of Experts & Training - Superior results often require repeated and ongoing
successful improvement initiatives. To that end, successful improvement initiatives are
more likely to be accomplished when using individuals who have the training and
experience in repeatedly delivering successful improvement initiatives. These
individuals will be experts in project selection and management. They will also know
how to apply proven improvement methodologies and tools.
,~3. Use of Proven Methodologies & Tools - The experts described above need to rely
on a set of tools to be successful with their improvement efforts. These tools don't need
to be re-invented with each project; they already exist as a set of tools that have been
demonstrated to repeatedly lead to high-impact, successful project results. Application
of tools and methods such as Six Sigma and Lean Methodology have routinely
delivered significant results when used by properly trained and experienced experts.
3 common Organizational Structures are - ANS: 1. Functional Structure
2. Divisional Structure
3. Matrix Structure
3 core elements of those (management) principles include: - ANS: -1. Better
understanding the activities of the business by using a Business Process Management
(BPM) perspective of the work that is done.
-2. Using Business Measurement, Assessment, and Evaluation in order to understand
how well the organization is performing those processes and how well they are
achieving their overall goals.
-3. Assigning individuals with expertise in utilizing proven Business Improvement
Methods & Tools to lead improvement initiatives that address performance gaps or
other opportunities identified in business evaluations.
3 key elements that are derived from the Performance Management Principles - ANS:
~1. Business Process Management (BPM) - Managers use Business Processes to help
them better understand and manage the activities in their organizations.
~2. Business Measurement, Assessment, and Evaluation - Managers use
Measurements and Assessments to help them Evaluate the performance of their
organizations.
~3. Business Improvement Methods & Tools - Managers use proven Business
Improvement Methods & Tools in order to improve the performance of their
organizations.
3 main contexts that are important for evaluating the effectiveness of leaders: (identified
by Fiedler - ANS: 1. Leader-Member (followers) Relations (LMR) - the extent to which
followers like, trust, and are loyal to their leader. (Explanation: the relationship with
followers is "poor" when subordinates neither like nor trust their leader, and would not
remain loyal to him/her) 2. Task Structure - the extent to which the work performed is
clear such that subordinates know what needs to be accomplished and how to
accomplish it. (Explanation: when Task Structure is "low", goals are usually vague, and
subordinates are unsure of what they should be doing or how to do it.) 3. Position
Power - the amount of legitimate, reward, and coercive power a leader has by virtue of
his or her position in an organization. (Explanation: the power is "weak" when the leader
does not have any of these forms of influence over subordinates)
3 major areas that federal laws that govern the employment practices of organizations -
ANS: A. Equal Employment Opportunity B. Compensation and Benefits C. Health and
Safety
,3 major things that successful organizations do differently - ANS: -1. Role of Leadership
- Leadership plays a proactive role in overseeing the prioritization, selection, and routine
monitoring of improvement projects. This involvement by leadership reinforces the
importance of these projects and helps ensure that necessary time and resources are
being allocated to them. In addition, leaders also make sure that appropriate recognition
is given to members of the organization who successfully deliver improved results from
their projects.
-2. Role of Business Improvement Experts - Highly trained and experienced
improvement experts are used to manage key improvement projects. Managing an
improvement project, like managing most activities, requires knowledge, skill and
experience. These unique set of characteristics for managing improvement projects are
not commonly found in line managers nor is it easy for them to dedicate the time
necessary to lead an improvement project while also performing their other
responsibilities.
-3. Use of Proven Improvement Methods and Tools - These "experts" use proven
improvement methodologies and tools as a key part of their approach. When used
properly in improvement projects, these methods and tools save a lot of time in
organizing a project and executing the steps necessary to complete it successfully. In
addition, these methods and tools have proven to deliver high project success rates
3 observable employee behaviors - Say, Stay, and Strive. (Aon Hewitt identified this) -
ANS: -Say: Employees speak positively about the organization to coworkers, potential
employees, and customers
-Stay: Employees have an intense sense of belonging and desire to be part of the
organization
-Strive: Employees are motivated and exert effort toward success in their job and for the
company
3 traits seem to differentiate people in leadership roles from others: - ANS: -Physical
Energy,
-Intelligence greater than the average of followers led, and
-Prosocial Influence (the tendency to focus on helping others and society as a whole).
4 key drivers of employee engagement - ANS: 1. Leaders who are committed to making
their organizations great places to work and who make it clear they greatly value their
employees. They reinforce this by linking the employee's future success to the
organization's future success through meaningful investments in their employee's
development and growth. In addition, the leaders earn the trust of their employees who
believe the organization is headed in the right direction and that they will be treated
fairly.
2. Managers who engender good relationships with their subordinates and provide them
with meaningful, well-designed job roles. They also provide the authority, autonomy,
resources, training, and support to accomplish those jobs well and provide appropriate
recognition and rewards for doing so.
, 3. Culture in the organization is cultivated to create a positive environment based on
trust and respect, collegiality, open communication, pleasant working conditions,
flexibility, collaboration, and a positive reputation.
4. Human Resource Practices that ensure fair performance review processes, fair
compensation and benefits, work/life balance policies, employee support programs,
diversity and inclusion initiatives, and a safe work environment.
4 steps to Managing an Employee Engagement Improvement Initiative: - ANS: -Step 1 -
Define and communicate what Employee Engagement means for the organization and
why it is important to increase the levels of engagement (identify the benefits employees
and the organization can expect from this initiative).
-Step 2 - Measure the current level of Employee Engagement. Based on measurement
results and an understanding of the key drivers of Employee Engagement, identify and
prioritize the initiatives that are most likely to improve employee engagement levels. Set
improvement goals for each initiative and for overall Employee Engagement levels.
-Note: To do this properly, both employee attitudes and employee behaviors must be
measured. This requires multiple methods of measurement be used to get a
comprehensive understanding of current levels of Employee Engagement including
employee surveys, focus groups, and observations of employee behaviors.
-Step 3 - Develop the action plan for improving each identified priority based on proven
approaches for effecting the known key drivers of Employee Engagement. Routinely
monitor progress and make any necessary corrections. Confirm that the improvements
implemented are resulting in achieving the target improvement goals established in
Step 2. Confirm the organization is realizing the expected benefits of an increased level
of Employee Engagement overall as a result of the collective improvement efforts.
-Step 4 - Reward and recognize those involved in the improvement initiatives and
communicate to the organization the progress that was made to improve Employee
Engagement levels
-Note: It is important to communicate and discuss the success of the improvement
initiatives with the organization. By taking this last step, leadership reinforces the value
and importance of improving Employee Engagement for both employees and the
organization
5 common approaches used by organizations: - ANS: 1. Organizational Structure
2. Liaisons
3. Task Forces
4. Cross Functional Teams
5. Integrating Roles
5 Key activities typically coordinated by the Human Resources (HR) Function: - ANS: A.
Recruitment and Selection
B. Training & Development
C. Performance Appraisal & Feedback
D. Compensation & Benefits
E. Employee Relations
Correct and Verified Answers
2 frequently used and very effective methods and tools are : - ANS: DMAIC/Six Sigma
and Lean Methodology
2 key aspects of Employee Engagement: - ANS: -state of mind
-positive and productive
2 major categories of behavior: - ANS: 1. Task-Oriented Leadership: Leaders who
primarily focus on the tasks to be done 2. Person-Oriented Leadership: Leaders who
primarily focus on building relationships with others in the organization including
subordinates
2 major categories of illegal Sexual Harassment: - ANS: i. Quid Pro Quo Sexual
Harassment - occurs when consent to sexual acts affects job outcomes such as getting
or keeping one's job.
ii. Hostile Work Environment Sexual Harassment - occurs when unwelcomed sexual
behavior creates an intimidating and offensive workplace for anyone. In this case the
behavior generally needs to be severe and pervasive.
2 researchers - ANS: Hackman and Oldham did extensive studies on factors that affect
workers and created the "Job Characteristics Model" to better explain how job design
can impact employee satisfaction and job performance.
2 ways leadership effectiveness is measured - ANS: 1. The overall performance of the
organization for which the leader is responsible 2. The satisfaction of primarily the
subordinates who report to the leader (though some researchers argue that satisfaction
of the leader's peers and boss/bosses should also be included in this measure)
3 "Principles" into the culture of the organization through the following approaches -
ANS: ~1. Role of Leadership - The leadership of the organization needs to
communicate and reinforce the commitment to excellence achieved through a continual
focus on the Performance Management Principles
~2. Use of Experts & Training - Superior results often require repeated and ongoing
successful improvement initiatives. To that end, successful improvement initiatives are
more likely to be accomplished when using individuals who have the training and
experience in repeatedly delivering successful improvement initiatives. These
individuals will be experts in project selection and management. They will also know
how to apply proven improvement methodologies and tools.
,~3. Use of Proven Methodologies & Tools - The experts described above need to rely
on a set of tools to be successful with their improvement efforts. These tools don't need
to be re-invented with each project; they already exist as a set of tools that have been
demonstrated to repeatedly lead to high-impact, successful project results. Application
of tools and methods such as Six Sigma and Lean Methodology have routinely
delivered significant results when used by properly trained and experienced experts.
3 common Organizational Structures are - ANS: 1. Functional Structure
2. Divisional Structure
3. Matrix Structure
3 core elements of those (management) principles include: - ANS: -1. Better
understanding the activities of the business by using a Business Process Management
(BPM) perspective of the work that is done.
-2. Using Business Measurement, Assessment, and Evaluation in order to understand
how well the organization is performing those processes and how well they are
achieving their overall goals.
-3. Assigning individuals with expertise in utilizing proven Business Improvement
Methods & Tools to lead improvement initiatives that address performance gaps or
other opportunities identified in business evaluations.
3 key elements that are derived from the Performance Management Principles - ANS:
~1. Business Process Management (BPM) - Managers use Business Processes to help
them better understand and manage the activities in their organizations.
~2. Business Measurement, Assessment, and Evaluation - Managers use
Measurements and Assessments to help them Evaluate the performance of their
organizations.
~3. Business Improvement Methods & Tools - Managers use proven Business
Improvement Methods & Tools in order to improve the performance of their
organizations.
3 main contexts that are important for evaluating the effectiveness of leaders: (identified
by Fiedler - ANS: 1. Leader-Member (followers) Relations (LMR) - the extent to which
followers like, trust, and are loyal to their leader. (Explanation: the relationship with
followers is "poor" when subordinates neither like nor trust their leader, and would not
remain loyal to him/her) 2. Task Structure - the extent to which the work performed is
clear such that subordinates know what needs to be accomplished and how to
accomplish it. (Explanation: when Task Structure is "low", goals are usually vague, and
subordinates are unsure of what they should be doing or how to do it.) 3. Position
Power - the amount of legitimate, reward, and coercive power a leader has by virtue of
his or her position in an organization. (Explanation: the power is "weak" when the leader
does not have any of these forms of influence over subordinates)
3 major areas that federal laws that govern the employment practices of organizations -
ANS: A. Equal Employment Opportunity B. Compensation and Benefits C. Health and
Safety
,3 major things that successful organizations do differently - ANS: -1. Role of Leadership
- Leadership plays a proactive role in overseeing the prioritization, selection, and routine
monitoring of improvement projects. This involvement by leadership reinforces the
importance of these projects and helps ensure that necessary time and resources are
being allocated to them. In addition, leaders also make sure that appropriate recognition
is given to members of the organization who successfully deliver improved results from
their projects.
-2. Role of Business Improvement Experts - Highly trained and experienced
improvement experts are used to manage key improvement projects. Managing an
improvement project, like managing most activities, requires knowledge, skill and
experience. These unique set of characteristics for managing improvement projects are
not commonly found in line managers nor is it easy for them to dedicate the time
necessary to lead an improvement project while also performing their other
responsibilities.
-3. Use of Proven Improvement Methods and Tools - These "experts" use proven
improvement methodologies and tools as a key part of their approach. When used
properly in improvement projects, these methods and tools save a lot of time in
organizing a project and executing the steps necessary to complete it successfully. In
addition, these methods and tools have proven to deliver high project success rates
3 observable employee behaviors - Say, Stay, and Strive. (Aon Hewitt identified this) -
ANS: -Say: Employees speak positively about the organization to coworkers, potential
employees, and customers
-Stay: Employees have an intense sense of belonging and desire to be part of the
organization
-Strive: Employees are motivated and exert effort toward success in their job and for the
company
3 traits seem to differentiate people in leadership roles from others: - ANS: -Physical
Energy,
-Intelligence greater than the average of followers led, and
-Prosocial Influence (the tendency to focus on helping others and society as a whole).
4 key drivers of employee engagement - ANS: 1. Leaders who are committed to making
their organizations great places to work and who make it clear they greatly value their
employees. They reinforce this by linking the employee's future success to the
organization's future success through meaningful investments in their employee's
development and growth. In addition, the leaders earn the trust of their employees who
believe the organization is headed in the right direction and that they will be treated
fairly.
2. Managers who engender good relationships with their subordinates and provide them
with meaningful, well-designed job roles. They also provide the authority, autonomy,
resources, training, and support to accomplish those jobs well and provide appropriate
recognition and rewards for doing so.
, 3. Culture in the organization is cultivated to create a positive environment based on
trust and respect, collegiality, open communication, pleasant working conditions,
flexibility, collaboration, and a positive reputation.
4. Human Resource Practices that ensure fair performance review processes, fair
compensation and benefits, work/life balance policies, employee support programs,
diversity and inclusion initiatives, and a safe work environment.
4 steps to Managing an Employee Engagement Improvement Initiative: - ANS: -Step 1 -
Define and communicate what Employee Engagement means for the organization and
why it is important to increase the levels of engagement (identify the benefits employees
and the organization can expect from this initiative).
-Step 2 - Measure the current level of Employee Engagement. Based on measurement
results and an understanding of the key drivers of Employee Engagement, identify and
prioritize the initiatives that are most likely to improve employee engagement levels. Set
improvement goals for each initiative and for overall Employee Engagement levels.
-Note: To do this properly, both employee attitudes and employee behaviors must be
measured. This requires multiple methods of measurement be used to get a
comprehensive understanding of current levels of Employee Engagement including
employee surveys, focus groups, and observations of employee behaviors.
-Step 3 - Develop the action plan for improving each identified priority based on proven
approaches for effecting the known key drivers of Employee Engagement. Routinely
monitor progress and make any necessary corrections. Confirm that the improvements
implemented are resulting in achieving the target improvement goals established in
Step 2. Confirm the organization is realizing the expected benefits of an increased level
of Employee Engagement overall as a result of the collective improvement efforts.
-Step 4 - Reward and recognize those involved in the improvement initiatives and
communicate to the organization the progress that was made to improve Employee
Engagement levels
-Note: It is important to communicate and discuss the success of the improvement
initiatives with the organization. By taking this last step, leadership reinforces the value
and importance of improving Employee Engagement for both employees and the
organization
5 common approaches used by organizations: - ANS: 1. Organizational Structure
2. Liaisons
3. Task Forces
4. Cross Functional Teams
5. Integrating Roles
5 Key activities typically coordinated by the Human Resources (HR) Function: - ANS: A.
Recruitment and Selection
B. Training & Development
C. Performance Appraisal & Feedback
D. Compensation & Benefits
E. Employee Relations
