The Manager Toolkit A Practical Guide to Managing Coursera

In this blog you will find the correct answer of the Coursera quiz The Manager Toolkit A Practical Guide to Managing Coursera mixsaver always try to brings best blogs and best coupon codes

Week- 2

Final Assessment

1.
Question 1
The ‘utility’ of a selection process is a measure of its:

1 point

Generalizability
Fairness
Cost effectiveness

2.
Question 2
The terms ‘Hawks’ and ‘Doves’ are used to describe:

1 point

Difficult and co-operative interview candidates
Harsh and lenient interviewers
Neither of the above

3.
Question 3
The Fundamental Attribution error describes the error of:

1 point

Attributing the cause of another person’s behaviour to their personality rather than to their situation
Attributing the cause of another person’s behaviour to their situation rather than their personality
Attributing the cause of another person’s behaviour on the basis of their physical appearance

4.
Question 4
Which of the following in not true

1 point

Unstructured interviews have lower predictive validity than Structured interviews
Structured interviews are fairer and create less Adverse Impact than unstructured interviews
Structured interviews are more generalizable than unstructured interviews

5.
Question 5
Pattern Behaviour Description Interviews are most appropriate for interviewing candidates:

1 point

Without relevant work experience
Candidates with considerable, relevant work experience
Candidates with proven academic ability

6.
Question 6
Asking candidates for the job of a taxi driver to demonstrate their driving skills would be an example of a:

1 point

Work Sample test
Assessment Centre
Structured Interview

7.
Question 7
A great disadvantage of Cognitive Ability Tests is that they:

1 point

Result in biases against certain groups
Are not very generalizable
Are extremely expensive and time consuming.

8.
Question 8
An advantage
of Assessment Centres is that they are:

1 point

Cheap and simple to set up and run
Provide a range of opportunities for candidates to demonstrate their abilities
Have higher predictive validity than CATs.

9.
Question 9
Prepared
rating scales are used to assess candidates:

1 point

In unstructured interviews
In structured interviews.
In both structured and unstructured interviews.

10.
Question 10
‘Generalizability’ refers to whether:

1 point

A selection method produces consistent results
A selection method can be used with different ethnic and social groups.
A selection method can be used across a range of job and occupations.

11.
Question 11
The Positional Analysis Questionnaire is:

1 point

A form of structured interview
A measure of personality
A tool for Job Analysis

12.
Question 12
Interviewers’ perceptions of candidates personality and ability have been shown to be influenced by:

1 point

The candidate’s physical attractiveness
Whether the candidate wears spectacles
Both the above

13.
Question 13
Traditional interviews have the advantage that they are:

1 point

Very generalizable
Have high predictive validity
Allow accurate comparisons between candidates

14.
Question 14
Which of the following is not a good criteria for a selection method?

1 point

Validity
Fairness
Participation

15.
Question 15
An assumption that certain jobs and professions are only suitable for men, is an example:

1 point

Stereotyping
Fundamental Attribution Error
The halo effect

16.
Question 16
Assessment Centres involve:

1 point

Conducting selections at specific locations
Assessing candidates with a single assessment method
Assessing candidates with a range of assessment methods

17.
Question 17
Which of the following is not a commonly used tool in Job Analysis?

1 point

Subject Matter Experts
Observations of workers
Assessment Centres

18.
Question 18
In the context of selection, validity refers to a selection method’s capacity to:

1 point

Produce consistent results
Predict future job performance
Encourage candidate’s to be truthful

19.
Question 19
The first psychologist to bring the question of attributions to our attention was:

1 point

Heider
Maslow
Bandura

20.
Question 20
Panel interviews are used:

1 point

Only when the interview is structured
Only when the interview is unstructured
When the interview is either structured or unstructured

Week- 3

Assessment for Leadership & Decision Making

1.
Question 1
1. Which of the following are the main ways in which leaders differ?

1 point

The extent to which they are inconsiderate to their followers and to which they have an unstructured approach

The extent to which they are considerate to their followers and the extent to which they structure and influence their followers.

The extent to which they manage resources and give motivational speech.

2.
Question 2
Which of the leadership styles is most likely to take followers views into consideration?

1 point

Democratic

Autocratic

All of the above

3.
Question 3
Transactional leadership style is:

1 point

When leaders do not try to change the world or ways followers work.

When leaders try to treat followers as individuals and evaluate them on their merit.

When leaders tend to take control of the decision making process

4.
Question 4
What factors should leaders consider before deciding a leadership style to adopt?

1 point

To consider an approach with limited focus on their followers

To consult with their followers the best approach they consider effective.

To consider the situation they are faced with, the people they are working with, the constraints they are working under and then adopt a style of leadership.

5.
Question 5
A democratic leader tends to empower others by setting high but not unrealistic goals.

1 point

True

False

6.
Question 6
Transformational leaders offer opportunities to followers through coaching and mentoring.

1 point

True

False

7.
Question 7
According to research, leaders are unintelligent and sometimes demonstrate lack of self-confidence.

1 point

True

False

8.
Question 8
The many definitions of leadership tend to draw
on which of the following:

1 point

Leaders are involved in relationship with other individuals or with groups of people.

The influence of leaders on followers may extend beyond ensuring that the followers do the things that are ordinarily expected of them.

All of the above.

9.
Question 9
According to expected utility theory, when we take decisions we have….

1 point

Biased information

Unconscious processing

Two options

All the information we need

Stereotypes

10.
Question 10
Which of the following ways of making decisions is unconscious and based on “gut feel”

1 point

System 3

System 1

System 2

Probabilistic

Formalistic

11.
Question 11
When we take short cuts when making choices, we are said to be using….

1 point

Cognitive hermeneutics

Cognitive formulas

Radical approaches

The best approach when we have a lot of time

Cognitive heuristics

12.
Question 12
All decision involve……

1 point

Certainty

Unconscious bias

Uncertainty

Rational thought

Five steps

13.
Question 13
A mother has six children. These children could be boys or girls of course, and the probability of having a boy is about the same as the probability of having a girl. Which of the following sequences of children is the most likely?

1 point

BBBGGG

GGGBBB

BBBBBB

GBBGGB

None, all of these sequences are equally likely

14.
Question 14
In PESTLE analysis, what does the E stand for?

1 point

Extreme

Economic

Establishment

Ecological

Extra

15.
Question 15
Research on decision-making seems to show that most people are….

1 point

Risk seekers

Risk avoiders

Risk believers

Risky types

More risky at night

16.
Question 16
Theories concerned with how we actually make decisions are known as…

1 point

Descriptive theories

Normative theories

Realistic theories

17.
Question 17
What phrase was used by Herbert Simon to draw attention to the limited nature of our rationality in organizations.

1 point

Partial rationality

Bounded rationality

Limited rationality

18.
Question 18
According to Herbert Simon, we make decision not be maximising but by…

1 point

Sacrificing

Minimizing

Satisficing

19.
Question 19
If someone mutiplies 34 by 16 in their head, what system of thought are they using?

1 point

System 1

System 2

System 3

20.
Question 20
Which of the following ways of making decisions is unconscious?

1 point

System 1 only

System 2 only

Neither System 1 nor System 2

Week- 4

Performance Management

1.
Question 1
Performance management is:

1 point

Interpersonal influence, exercised by a leader in specific situations or in response to critical incidents or developmental opportunities.

Formal and more general feedback and information at predetermined intervals.

2.
Question 2
Performance
management is:

1 point

Having the employee understand and accept changes
that will increase his/her effectiveness and performance.

Information for
management decision making- rewards, compensation, discipline, promotions, etc.

Both

3.
Question 3
Performance management is:

1 point

Designed to enhance and manage performance in work related efforts and focuses on specific goals to be met.

Designed to fire employees.

4.
Question 4
When
a company lets an employee know how they are doing, they are fulfilling which
step in the process of performance management system design?

1 point

Consider stakeholders

Know Goals

Communicate and provide feedback

5.
Question 5
Outlining
job duties, job goals, and task importance are all considerations that fall
under which step in the process to creating a performance management system?

1 point

Communication

Consideration of stakeholders

Knowing and outlining goals

6.
Question 6
The process that receives help and input from all
those involved with the company in order to reach the company’s goals is known
as what?

1 point

Performance Management System

Programme Management System

Programme Management Support

7.
Question 7
Which
one is not part of the process of designing a performance management system?

1 point

Outline goals

Consider stakeholders

Increase salaries

8.
Question 8
SMART
objectives are:

1 point

Sensible, maintainable, accurate, robust and
talked-about

Specific, measurable, attainable, realistic and time-bound

Serious, measurable, achievable, realistic and
timetabled

9.
Question 9
When
the ratings are collected from supervisors, customers and peers it is called

1 point

350-degree feedback

320-degree feedback

360-degree feedback

10.
Question 10
The
evaluation process of employee’s performance as compared to set standards is
called

1 point

Performance Appraisal

Compensation

Design of evaluation

11.
Question 11
The
aim of performance appraisal is to

1 point

Fire employee

Motivate the employee

Hire the employee

12.
Question 12
Performance management system includes which of the following?

1 point

Employees

Management

Both

13.
Question 13
In 360-degree feedback, the ratings are collected from

1 point

Supervisors

Subordinates and peers

All of the above

14.
Question 14
The method of keeping and reviewing the record of employees undesirable behaviour at different time intervals is:

1 point

Critical incident method

Forced distribution method

Alternation ranking method

15.
Question 15
Aligning and evaluating the employee’s performance with that of company’s set goals is called

1 point

Appraisal management

Performance management

Hierarchy of management

16.
Question 16
In performance management, the main feature of a performance management system is to

1 point

Increase salary

Plan incentives

Compare performance with goals

17.
Question 17
Performance appraisals are usually:

1 point

Carried out by trained HR professionals

Decentralized to operating units

Designed by HR and carried out by line managers

18.
Question 18
One of the key reasons you help employees set goals is to plan and agree upon the behaviors you want from your employees

1 point

True

False

19.
Question 19
Performance management is about addressing both what an employee should achieve and should avoid

1 point

True

False

20.
Question 20
Employee self-appraisals are a good way to decide promotions.

1 point

True

False

Week- 5

Assessment for Pay as a motivator

1.
Question 1
According to Maslow’s Hierarchy of Needs the human need for ‘self actualization’ is:

1 point

The fourth level of need

The sixth level of need

The fifth level of need

2.
Question 2
Frederick Herzberg argued that pay is:

1 point

A hygiene factor

A demotivator

A motivator

3.
Question 3
The term ‘Expectancy’ in VIE theory refers to a person’s
belief that:

1 point

They can successfully complete a task

They will receive the appropriate reward

That the assessment system is fair

4.
Question 4
Sarah Rynes concluded
that job applicants are more concerned about the pay offered by a potential
employer:

1 point

When the pay range for that job was high

When the pay range for that job was unknown

When the pay range for that job was low

5.
Question 5
Group or team bonuses are popular with:

1 point

High achieving individuals

Low Achieving individuals

Recent College graduates

6.
Question 6
Research suggests that pay is more important in determining job choice for:

1 point

Males

Females

It is equally important for males and females

7.
Question 7
Herzberg’s famous article: ‘One more time, pay is not a
motivator’, was first published in which of the following:

1 point

The New York Times

The Economist

The Harvard Business Review

8.
Question 8
Pay can be described as:

1 point

An intrinsic motivator

An extrinsic motivator

An implicit motivator

9.
Question 9
Equity Theory suggests that:

1 point

Employees react negatively if they perceive equity between their contributions to their employer and the pay and rewards they receive

Employees react negatively if they perceive an inequity between their contributions to their employer and the pay and rewards they receive

Employers react positively if they perceive an inequity between their contributions to their employer and the pay and rewards they receive.

10.
Question 10
If an offered pay reward is perceived as inadequate by employees, it can be said to have:

1 point

high valence.

Low valence.

low instrumentality.

11.
Question 11
The term that can be applied to motivation derived from the pleasure and satisfaction gained from doing the task is:

1 point

Intrinsic motivation

Extrinsic motivation

Implicit motivation

12.
Question 12
Financial rewards are particularly important for:

1 point

Neurotics

Introverts

Extraverts

13.
Question 13
People tend to understate the importance of pay when completing questionnaires because:

1 point

They make socially desirable responses

They make socially undesirable responses

They fail to remember the importance of pay

14.
Question 14
Which of the following situations prevent pay being used as a motivator?:

1 point

When all the employees of an organization are paid well above the minimum wage

When employees are all paid just the minimum wage because of competitive pressures

When all employees know the pay of all other employees

15.
Question 15
Which of the following was not a factor that Vroom suggested that people consider when deciding whether or not to make an effort.

1 point

Instrumentality

Equity

Valence

16.
Question 16
Towers and Perrin found that pay was more important for:

1 point

Employee retention

Attracting new applicants

Employees nearing retirement

17.
Question 17
According to Deci, to begin paying people to do a task or job they previously did simply because of the pleasure and satisfaction they gained from doing it, will:

1 point

Demotivate them

Increase their motivation

Have no impact on their motivation

18.
Question 18
In Maslow’s Needs Hierarchy pay/money is mentioned in which level? :

1 point

Level One

Level Two

On none of the levels

19.
Question 19
The author of Equity
Theory was:

1 point

Herzberg

McClelland

Adams

20.
Question 20
According to Greenberg it is important to communicate to employees the reasons for any changes in pay, particularly when:

1 point

A large pay increase is being awarded

A pay cut is being imposed

Employees receive an end of year bonus

Week- 6

Assessment for managing conflict at work

1.
Question 1
At which of the following levels can managers
manage conflict?

1 point

Personal friendship level

Group and team level

Extended family level

2.
Question 2
When
developing policy for managing conflicts at work, the primary aim is to outline
the organisational approaches to tackling bullying, harassment and other
unwanted behaviour

1 point

True

False

3.
Question 3
Which one of the following is an important point to consider in terms of organisational policy?

1 point

The importance of all key stakeholders communicating both the importance and the location of the policy within the organisation

Ensuring that there are conflicting views of the managers in the policy

The policy must be drawn only by the manager

4.
Question 4
What is appropriate organisational conflict
culture?

1 point

It is an inefficient way of integrating individual employee culture into an organisation culture.

It is an efficient conflict culture that develops over time with the aim of developing into a relatively stable way of handling conflicts within the organisation and its various departments

It is an efficient conflict culture that develops overtime with the aim of developing into a social gathering with employees which is unrelated to work.

5.
Question 5
Stressful
working condition is an important structure antecedent to conflict in the
workplace as well as bullying and harassment

1 point

True

False

6.
Question 6
What is the competency framework designed by the health and Safety executive used for in organisations?

1 point

To help set up the doctor’s clinic within the workplace

To support managers prevent employees experiencing stress but also minimise strain within the wider team

To support managers to prevent only team members within a particular team without involving other teams in order to protect their health

7.
Question 7
Which of the following is not a way of supporting individuals to deal with conflicts in the workplace?

1 point

Communication skill and training

Conflicting resolution training

Encouraging employees from discussing the conflict at work

8.
Question 8
The
causes of conflict can result from structural factors which are at the
organisational level or personal factor which are at the individual level

1 point

True

False

9.
Question 9
One of the following is not a factor that can
cause or exacerbate conflicts at the organisational level

1 point

Specialisation

Goal differences

Agreed objectives.

10.
Question 10
The
management of conflict is reliant on not fostering an understanding of
causative factors

1 point

True

False

11.
Question 11
Functional conflicts are unhealthy, disruptive disagreement between individuals

1 point

True

False

12.
Question 12
Dysfunctional conflicts are healthy, constructive disagreement between individuals

1 point

True

False

13.
Question 13
1.
What is defence mechanism?

1 point

A response designed to protect the organisation

A response designed to protect self

A response designed to protect the entire country

14.
Question 14
1.
Which of the following is not a form of defence
mechanism?

1 point

Aggressive defence mechanism.

Disclosure

Displacement

15.
Question 15
Which of the following is not a remedial support
to help deal with extreme form of conflicts in the work place?

1 point

Employee assistance programme.

Taking legal actions.

Mediation services

16.
Question 16
Identify which of the following is not a key
source of stress in the work place.

1 point

Job demands

Staff engagement

Lack of clarity in understanding the role task within the organisation

17.
Question 17
Share perspective in managing conflicts and
having an understanding of each other’s views can be achieved through on of the
following

1 point

Explaining ones perspectives to others is at the heart of any dialogue when examining conflict at the workplace.

Selecting individual’s perspective to he shared without any form of dialogue is key to managing conflict.

Listening and judging others perspective is key to managing conflict at work.

18.
Question 18
In managing workplace conflict, it is important to understand what bullying and harassment are and how they are different from other forms of workplace conflict

1 point

True

False

19.
Question 19
It is important to think about the direct and indirect factors that affect conflicts when considering ways in which to intervene in the work place conflicts

1 point

True

False

20.
Question 20
Which of the following is not a benefit of
conflict?

1 point

It fosters innovation processes

Improve decision making

It increases level of dissatisfaction.

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