ASAP PACE Certification 2020
Exam Questions with All Correct
Answers
Organization's Culture Profile Considerations - Answer-Interpersonal Communications
Interactions
Mindset
Workplace Climate
Management vs. Leadership - Answer-Not an either/or - you can both manage and lead
Leadership- high level, inspirational, aspirational, influencing
Management - Accomplishment, performance, productivity, objectives, progress,
priorities
Leadership = Influencing - Answer-Influencing others to achieve the organizations goals
and deliver its vision. Skilled at creating and communicating vision (where are we
going), mission (how) and values (Why)
Credibility > Trust: Attributes - Answer-Reliability & Follow Through
Support
Respect
Honesty
Accountability
Composure
Action-Centered Leadership - Answer-3 intertwined goals
1. Achieve the task
2. Develop the skills of the team members
3. Build and maintain an effective team
Social/Behavioral Temperment - Answer-Decisive (Get it Done)
Optimistic (Talk it Through)
Analytical (Think it Through)
Calm (Work it Out)
Management Style: Decisive (Get it Done) Overused Strengths > Weaknesses -
Answer-Demanding, impatient, controlling, underestimate time
,Management Style: Optimistic (Talk it Through) Overused Strengths > Weaknesses -
Answer-Overly agreeable, emotional, unrealistic, undisciplined with time
Management Style: Analytical (Think it Through) Overused Strengths > Weaknesses -
Answer-Procrastinate, rigid, withdrawn, unduly stressed by unexpected
Management Style: Calm (Work it Out) Overused Strengths > Weaknesses - Answer-
Slow to change/decide, conceal thoughts, overly critical or conforming
Team - Answer-Group of people who have come together with a full set of
complementary skills required to complete a task, job or project
High Performing teams - Answer-Internally collaborative and outwardly competitive,
generate ideas, consist of proactive self starters
Ineffective Teams - Answer-Internal competitions, personal agendas override team
purpose, satisfied with "good enough", tend to be full of people that are reactive - wait
for instructions
Phases of Team Development - Answer-1. Forming - coming together, polite, positive,
best behavior (help provide clarity)
2. Storming - start getting real, push against boundaries, conflicts arise, test each other,
resistant, negative (help provide training, clarify, encourage group to discuss)
3. Norming - resolve differences, recognize strengths, respect, commitment, productivity
(let go of reigns and allow team atonomy)
4. Performing - strong bond, goals achieve, strong identity, leadership is shared (give up
more control and let team direct themselves - develop skills of individuals)
Task vs. Process Roles - Answer-Task - Decide & Gain Consensus (Initiate activity,
obtain facts about issues, clarify and elaborate, summarize)
Process - Climate Setting & Involving Team Members (supporting and encouraging
others, set norms, gatekeeping, harmonize and comprimise)
Putting together a team of your own - Answer-Embrace diversity (of thought): Look for
complimentary strengths, mix of social and behavioral styles
Patterns of Communication - Answer-The strongest predictor of a team's success:
talk/listen equally, face one another, gestures are energetic, connect directly with each
other, side conversations
Team energy and engagement (outside formal meetings) - Answer-Best predictors of
productivity
10 Tips for Being a Leader People Want to Support - Answer-1. Make leadership part of
your job
, 2. Empower the team
3. Don't blame, criticize, humiliate or complain about people
4. Don't brush off complaints
5. Praise improvement, even minor
6. Be a good listener
7. Stand up for your team members
8. Respect other people's ideas and opinions
9. When you are wrong or make a mistake, admit it
10. Be upbeat. Project confidence and optimism
Internal vs. External Motivation - Answer-Internal: More powerful and longer-lasting.
Drive for authority, respect, growth, challenge, fulfilment, satisfaction (intrinsic)
External: Comes from outside of you. Often connected to working conditions,
pay/compensation, recognition & praise from others
Maslow's Hierarchy of Needs - Answer-Basic Needs:
1. Physiological Needs (food, water, warmth, rest)
2. Safety Needs (security, safety)
Psychological Needs:
3. Belongingness and Love Needs (intimate relationships, friends)
4. Esteem Needs (prestige and feeling of accomplishment)
Self-fulfilment Needs:
5. Self-Actualization (achieving one's full potential, including creative activities)
McGregor's Theory X - Answer-Pessimistic view of employees' nature and behavior at
work; because employees will try to get away with doing as little work as possible, they
need to be controlled and monitored closely
McGregor's Theory Y - Answer-Optimistic view of employees' nature and behavior at
work; employees essentially want to do a good job and they need to be encouraged and
recognized. Encourages decentralization of authority, teamwork and participatory
decision making in an organization
Herzberg's Two-Factor Theory: Hygiene Factor - Answer-Extrinsic conditions or
environmental factors that determine the satisfaction or dissatisfaction level of
employees
Herzberg's Two-Factor Theory: Motivation Factor - Answer-Extrinsic or intrinsic
influences that cause an employee to want to do a better job
Herzberg's Two-Factor Theory - Answer-While negative hygiene factors cause job
dissatisfaction, positive hygiene factors satisfy basic employee needs, but provide no
effect on motivation
Factors Impacting Employee Morale: Negative - Answer-Uncertain job security, more
criticism than praise, shifting or conflicting priorities, micro-managing, negative
Exam Questions with All Correct
Answers
Organization's Culture Profile Considerations - Answer-Interpersonal Communications
Interactions
Mindset
Workplace Climate
Management vs. Leadership - Answer-Not an either/or - you can both manage and lead
Leadership- high level, inspirational, aspirational, influencing
Management - Accomplishment, performance, productivity, objectives, progress,
priorities
Leadership = Influencing - Answer-Influencing others to achieve the organizations goals
and deliver its vision. Skilled at creating and communicating vision (where are we
going), mission (how) and values (Why)
Credibility > Trust: Attributes - Answer-Reliability & Follow Through
Support
Respect
Honesty
Accountability
Composure
Action-Centered Leadership - Answer-3 intertwined goals
1. Achieve the task
2. Develop the skills of the team members
3. Build and maintain an effective team
Social/Behavioral Temperment - Answer-Decisive (Get it Done)
Optimistic (Talk it Through)
Analytical (Think it Through)
Calm (Work it Out)
Management Style: Decisive (Get it Done) Overused Strengths > Weaknesses -
Answer-Demanding, impatient, controlling, underestimate time
,Management Style: Optimistic (Talk it Through) Overused Strengths > Weaknesses -
Answer-Overly agreeable, emotional, unrealistic, undisciplined with time
Management Style: Analytical (Think it Through) Overused Strengths > Weaknesses -
Answer-Procrastinate, rigid, withdrawn, unduly stressed by unexpected
Management Style: Calm (Work it Out) Overused Strengths > Weaknesses - Answer-
Slow to change/decide, conceal thoughts, overly critical or conforming
Team - Answer-Group of people who have come together with a full set of
complementary skills required to complete a task, job or project
High Performing teams - Answer-Internally collaborative and outwardly competitive,
generate ideas, consist of proactive self starters
Ineffective Teams - Answer-Internal competitions, personal agendas override team
purpose, satisfied with "good enough", tend to be full of people that are reactive - wait
for instructions
Phases of Team Development - Answer-1. Forming - coming together, polite, positive,
best behavior (help provide clarity)
2. Storming - start getting real, push against boundaries, conflicts arise, test each other,
resistant, negative (help provide training, clarify, encourage group to discuss)
3. Norming - resolve differences, recognize strengths, respect, commitment, productivity
(let go of reigns and allow team atonomy)
4. Performing - strong bond, goals achieve, strong identity, leadership is shared (give up
more control and let team direct themselves - develop skills of individuals)
Task vs. Process Roles - Answer-Task - Decide & Gain Consensus (Initiate activity,
obtain facts about issues, clarify and elaborate, summarize)
Process - Climate Setting & Involving Team Members (supporting and encouraging
others, set norms, gatekeeping, harmonize and comprimise)
Putting together a team of your own - Answer-Embrace diversity (of thought): Look for
complimentary strengths, mix of social and behavioral styles
Patterns of Communication - Answer-The strongest predictor of a team's success:
talk/listen equally, face one another, gestures are energetic, connect directly with each
other, side conversations
Team energy and engagement (outside formal meetings) - Answer-Best predictors of
productivity
10 Tips for Being a Leader People Want to Support - Answer-1. Make leadership part of
your job
, 2. Empower the team
3. Don't blame, criticize, humiliate or complain about people
4. Don't brush off complaints
5. Praise improvement, even minor
6. Be a good listener
7. Stand up for your team members
8. Respect other people's ideas and opinions
9. When you are wrong or make a mistake, admit it
10. Be upbeat. Project confidence and optimism
Internal vs. External Motivation - Answer-Internal: More powerful and longer-lasting.
Drive for authority, respect, growth, challenge, fulfilment, satisfaction (intrinsic)
External: Comes from outside of you. Often connected to working conditions,
pay/compensation, recognition & praise from others
Maslow's Hierarchy of Needs - Answer-Basic Needs:
1. Physiological Needs (food, water, warmth, rest)
2. Safety Needs (security, safety)
Psychological Needs:
3. Belongingness and Love Needs (intimate relationships, friends)
4. Esteem Needs (prestige and feeling of accomplishment)
Self-fulfilment Needs:
5. Self-Actualization (achieving one's full potential, including creative activities)
McGregor's Theory X - Answer-Pessimistic view of employees' nature and behavior at
work; because employees will try to get away with doing as little work as possible, they
need to be controlled and monitored closely
McGregor's Theory Y - Answer-Optimistic view of employees' nature and behavior at
work; employees essentially want to do a good job and they need to be encouraged and
recognized. Encourages decentralization of authority, teamwork and participatory
decision making in an organization
Herzberg's Two-Factor Theory: Hygiene Factor - Answer-Extrinsic conditions or
environmental factors that determine the satisfaction or dissatisfaction level of
employees
Herzberg's Two-Factor Theory: Motivation Factor - Answer-Extrinsic or intrinsic
influences that cause an employee to want to do a better job
Herzberg's Two-Factor Theory - Answer-While negative hygiene factors cause job
dissatisfaction, positive hygiene factors satisfy basic employee needs, but provide no
effect on motivation
Factors Impacting Employee Morale: Negative - Answer-Uncertain job security, more
criticism than praise, shifting or conflicting priorities, micro-managing, negative
