TLI 112 Final (Ch8-17) Questions and Answers

TLI 112 Final (Ch8-17) Questions and Answers Tom works in the Health and Social Services sector in the United Kingdom. He has noticed that there is duplication of services and processes with other providers in his district. He has proposed a project to work more closely with the other districts to understand needs, roles and challenges and pool their limited resources to provide mutually beneficial solutions to them both. What is this an example of? -talent coeducation -talent collaboration -talent mobilization -talent attraction talent collaboration The Storey Model of Human Resource Management (HRM) represents the ideal organization which can not actually be found empirically in any real organization, Storey focuses on which of the following elements: -beliefs and assumptions - talented people distinguish successful organizations -strategic qualities - alignment of the competitive environment, business strategy and HRM strategy -critical role of managers - HR personnel are good but direct supervisor need to be involved also -key levers - shift away from rules to the management of organizational culture -All of the Above All of the Above Human Resource Management (HRM) may be best described as ______. -a micro-management of all aspects of an organization -an approach to managing leaders which emphasises that leveraging people's capabilities and commitment is critical no matter the costs -the lack of connectedness between leaders and followers, so a third party is needed -a distinctive approach to employee management which seeks to achieve competitive advantage through the strategic deployment of highly committed and capable workforce using an array of cultural, structural and personnel techniques a distinctive approach to employee management which seeks to achieve competitive advantage through the strategic deployment of highly committed and capable workforce using an array of cultural, structural and personnel techniques Interpretations of which employees to view as "talented" vary widely but are influenced by strategic factors: Which best describes these factors? -extent to which an organization relies upon its ability to recruit high-quality candidates from its external labour market -extent to which it needs or wishes to grow its own talent and develop employees more organically from within the organization -Subjective based the assessment of leadership and the competitive environment -All of the Above All of the Above Talent can be best described as ______. -the management of employees through training, rewards, employee engagement designed to motivate. -the priority of all businesses, ahead of making profit. -human capital to strengthen the competitive advantage of an organization -capital to strengthen organizational capability and drive business priorities. human capital to strengthen the competitive advantage of an organization Inclusive Talent Management can be problematic for what reasons? -Limited financial and non financial resources spread to thinly across the organization -Difficult to develop clear talent pipelines and succession plans -Requires more time because each employee is being appraised and developed -All of the Above All of the Above Leaders and managers take part in talent management and capacity management by ______. -hiring and firing as they see fit, to match organisational needs -talent mobilization, attraction and development, performance and reward management, workforce planning -talent mobilization, attraction and development only -workforce planning, talent mobilization, attraction and development only talent mobilization, attraction and development, performance and reward management, workforce planning Which of the following best describes Coaching and Mentoring? -Coaching and Mentoring are essentially similar in nature and the terms are often used interchangeably -The development nature of coaching is premised on a relational style of peer support with lends itself to a distributed understanding of leadership -Both are an intervention to help the experiential learning cycle in an individual and organization -All of the Above all of the above Leadership development depends on leaders learning, which they can do by ______. -embracing their own attitudes, patterns of thinking and emotional competencies -avoiding too much reflection on their day, this will lead them to self-doubt -experiential learning, with a cycle of activities of experiential learning, which includes attention to the importance of reflection. -experiential learning, with a cycle of activities of experiential learning, which pays particular attention to doing things the same way over time experiential learning, with a cycle of activities of experiential learning, which includes attention to the importance of reflection. Planned and deliberate leadership development focuses on what knowledge, skills and capabilities are required of leaders. Which of the following best describes this process? -Shaped by theories and models of leadership explained in other chapters of the book -There is no clear consensus about the capabilities leaders need -Most of the competencies identified are skills (rather than traits) and therefore can be learned -All of the Above All of the Above Formal Training Programs and Work Based Learning are popular ways to develop leaders. What are other ways in which leadership can be developed ______. -coaching and mentoring, action learning -260 degree feedback reporting -coaching and monitoring of learning action points -practising to give orders -All of the Above coaching and mentoring, action learning Which of the following is NOT a criticism of the common frameworks for Assessing leaders for development? -Such a broad number of competencies that no single individual can possess -Lack of good evidence about each competency -Overly reductionist -Competencies are not valuable in themselves, but only if they are used at appropriate times -They don't help with the assessment of individual leaders They don't help with the assessment of individual leaders Effective ways to change manifestations of organizational cultures are: - visible artifacts - ceremonies and rituals - organizational values seen through HRM practices - all of the above All of the above Environmental Management Systems refers to the management of an organization's environmental impact. Which of the following statements best describes this process: - the system should be comprehensive, systematic, planned and documented - the system should include all employees at all levels of the organization - the system should incorporate people, procedures, and practices into a formal structure - all of the above all of the above Low-carbon behaviors occur at 3 levels and that behavioral interventions tend to be most successful when all 3 dimensions are considered holistically: which of the following is NOT one of the levels? - corporate-level influences - material-level influences - social-level influences - individual-level influences corporate-level influences Which of the following is NOT a core HR function that relates to sustainability? - performance appraisals - recruitment and selection - payroll and benefits - training payroll and benefits Training and workplace learning is linked to change management strategies. Which is the most accurate statement below? - consensus is growing among academics that the issues of sustainability, organizational change and training and learning are unrelated. - raising employee environmental awareness has no relationship to the level of adoption and success of environmental initiatives. - pro-environmental behaviors start in the home, not at work. - training gives employees tools to conduct themselves in an environmentally aware manner, foster innovation, make environmentally responsible decisions training gives employees tools to conduct themselves in an environmentally aware manner, foster innovation, make environmentally responsible decisions Which statement below concerns the Michigan model of HRM? - It is an amalgam of description, prescription and logical deduction. - It comprises six components: situational factors, stakeholder interests, HRM policy choices, HR outcomes, long-term consequences, feedback loop. - It consists of four core HR activities: selection, appraisal, training and redundancy. - Takes a "Hard" Approach to people management - people are considered a resource or means to an end Takes a "Hard" Approach to people management - people are considered a resource or means to an end Barney identified 4 key characteristics of human capabilities. Which of the following is NOT one of them? - Value - Rarity - Inimitability - Non-substitutability - Proficiency Proficiency Leadership development can be defined as ______. - an unplanned and accidental process to help leaders become more effective - there are no definitions - a planned and deliberate process to help leaders become more effective - a process of learning based on formal chances to enable people to perform as leaders a planned and deliberate process to help leaders become more effective Executive coaching is best described as ______. - an efficient activity because it does not rely on listening to staff - not available to very many leaders due to its cost - an activity which research shows results in clearer goals and more resilience - an activity which can occur via e-coaching as it is more effective - All of the Above an activity which research shows results in clearer goals and more resilience The supportive nature of the mentoring process has many benefits for the mentor, mentee and organization, which of the following is NOT one of these benefits? - Does not develop a company culture that values learning - All of the Above - Building of leadership capacities - Knowledge sharing and creativity Does not develop a company culture that values learning The problem with the assumption that typical followership behaviors involve deference to the leader is _________? - It can give rise to reduced responsibility-taking - It can cause an increased reliance on the leader for motivation - It can reduce follower initiative - All of the Above - None of the Above All of the Above Many factors have Influenced the gaining importance of "talented followership" on co-producing leadership. Which of the following best describes these factors? -Follower research clearly describes the dependency leadership has on followership -Co-Production puts less demands on followers skills -This emerging followership paradigm elevates the role of the follower and the need to develop followers abilities increases -All of the Above This emerging followership paradigm elevates the role of the follower and the need to develop followers abilities increases Mingers describes what it means to think critically. Which of the following is NOT one of his suggestions? -To critique rhetoric -To critique authority -To critique tradition -To critique knowledge -To critique culture To critique culture The Big Five Personality Framework provides a more comprehensive range of traits that could be used as a framework for explaining the significant variation in human personality. Which of the following is NOT one of the 5 core dimensions? -Openness -Neuroticism -Intuitiveness -Extroversion -Agreeableness -Conscientiousness Intuitiveness Choose the best statement below. When studying the relationship between follower and leader, ______. -all personality types respond to all leadership types which reminds us that personality traits are not critical -the responsibility for following is solely on the follower -follower's identities can provide a useful starting point for explaining the cause of a low-quality relationship between leader and follower -the burden of inspiring followers to follow is solely on the leader follower's identities can provide a useful starting point for explaining the cause of a low-quality relationship between leader and follower