81. An internationally-known San Diego manufacturer of high-performance bicycles has a permanent
training facility in Idaho at which all members of the organization learn about the product lines, how to
ride them, perform repairs, understand the technology behind their construction and materials, and
their uses for recreational riding, as well as for amateur and professional racing. This employee
development approach would best be described as a/an
a. coaching and team building approach.
b. job-site training.
c. outdoor training program.
d. corporate university.
82. Experience plays a central role in the development of senior managers,, but it is often neglected as a
development tool in organizations because
a. senior managers and executives are often hired from outside the firm.
b. it is difficult to introduce enough variety into managers’ experiences.
c. the organization cannot control managers’ experiences.
d. in order for useful learning to occur, managers must have positive and challenging
83. A difficult boss, a bad job situation, and unsupportive peers
a. are obstacles that can promote managers’ learning.
b. negatively affect a manager’s interpersonal relations skills through the modeling process.
c. are the main reasons for managerial failure.
d. are easily simulated in management training programs.
84. A pre-supervisor training program should include all of the following topics EXCEPT
a. basic management responsibilities.
b. time management.
c. technical job skills.
d. human relations.
85. All of the following are good coaching practices EXCEPT
a. making clear why the coach took certain actions.
b. allowing the subordinate to make mistakes in order to use the results as a learning
c. explaining what alternatives courses of action the coach could have taken in a certain
d. reinforcing the subordinate’s good behaviors.
86. What is the most common reason managers fail after being promoted to management?
a. lack of internal political savvy
b. deficiency of technical skills
c. poor teamwork with subordinates and peers
d. inability to balance work and family demands
87. Managers learn by behavior modeling, which is
a. reinforcing the desirable behaviors exhibited.
b. simulation of good and poor managerial behaviors.
c. developing a personal model of ideal managerial behavior.
d. copying someone else's behavior.
88. In the context of management development, ____ involves a relationship between two managers for a
period of time as they perform their jobs.
c. management modeling
89. For the less-experienced manager, the last stage in a mentoring relationship is ____ the mentor.
a. disengagement from
b. reversal of roles with
c. friendship with
d. replacement of
90. Mannie is an excellent performer who has been promoted to a management position. Unfortunately,
Mannie’s subordinates are unhappy and his department has experienced a surge in turnover of valuable
staff in the year since Mannie took over the department.
a. Mannie would be a good candidate for leadership coaching.
b. Mannie should be sent to an assessment center to identify if he has management potential.
c. Mannie and his team should be sent on a survival wilderness course to build team spirit.
d. Mannie should be enrolled in an executive MBA program at the local university.
91. ____ is a relationship in which experienced managers aid individuals in the earlier stages of their
b. Management coaching
92. Reverse mentoring would be most helpful if
a. a senior manager has poor interpersonal skills.
b. an executive needs updating on digital communications devices.
c. an upper-level executive has gotten stale in her area of expertise.
d. a middle-manager is blocked by the glass ceiling.
93. The glass ceiling
a. is a myth.
b. traps women in “female ghettoes” in organizations.
c. is less common in family-run businesses where gender has less impact than blood
d. requires women to learn political skills from mentors in order to break through.
94. Which of the following has been identified as a problem with mentoring?
a. Women are reluctant to serve as mentors.
b. Young minority managers frequently report difficulty finding mentors.
c. The relationship between mentor and protégé may become more social than work related.
d. Successful managers do not have the time to be effective mentors.
95. Common problems with management development programs include all of the following EXCEPT
a. substituting training for rigorous selection of employees.
b. following fads in training programs.
c. failing to conduct adequate needs analysis.
d. allowing managers to self-select into development programs.
96. When an individual learns new methods and ideas in a development course and returns to a work unit
that is still bound by old attitudes and methods ____ has occurred.
a. translation failure
c. encapsulated development
97. A dilemma in succession planning is that employees in their 30s and 40s with 10 to 15 years of work
experience are the ones who are usually tapped to move into retiring managers’ jobs and
a. these employees are too young to have had the extensive experience necessary for good
b. women in this age group often want flexibility that is not compatible with jobs at this
c. Employees in this age group do not have the levels of organizational commitment and
work ethic that retiring baby boomers do.
d. this creates a block to the advancement of employees in their 20s because the middle-aged
employees promoted to executive positions will not be retiring for another 20 or 30 years.
98. Infusion Enterprises suffered a shock when its president and CEO, were both killed while skiing in
Chile. But because of the ____ the organization was able to continue operations smoothly.
a. key-employee life insurance policy
b. delegation strategy
c. deep talent pool in the board of directors
d. succession plan
99. The first step in the succession planning process is to
a. develop preliminary replacement charts.
b. identify key employees and the anticipated date of job separation.
c. formulate strategic HR plans.
d. assess the capabilities of current employees.
100. The vice president of marketing at BamaWonder Products has left to create her own company. She is
taking with her some key managers in the area of product development, finance and sales. The
BamaWonder Products’ continued smooth functioning after these departures will largely depend on
a. a complete and up-to-date succession plan.
b. a flexible organizational culture.
c. whether Bama Wonder Products is a learning organization.
d. whether there are high potential employees who have been plateaued and who are ready to
move into these openings.
101. When succession plans are developed for CEOs and senior managers, HR needs major involvement
a. leadership consultants.
b. headhunting firms.
c. outside search committees.
d. top executives and members of the board of directors.
102. The purpose of replacement charts is to
a. ensure that the right individuals with sufficient capabilities and experience to perform the
targeted jobs are available at the right time.
b. prepare a collection of instruments and exercises designed for diagnosing a person's
c. plan the strategic layoffs of non-key employees.
d. assure that each organizational key position has persons of diverse races, genders,
ethnicities, religions, and ages as potential successors.
103. The main succession problem in closely-held family firms is that
a. multiple family members compete for just a few top management spots in the
b. outsiders tend to push out family members when top management openings occur.
c. formal succession planning is not carried out.
d. it is difficult to evaluate the development needs of successors because they are usually not
employees of the firm.
104. When faced with the need for employees with scarce skills, employers tend to
a. focus on training and developing high-potential employees to fill these positions.
b. outsource these functions to consulting firms.
c. send promising internal candidates to external training programs to learn these skills.
d. “buy” these skills in the marketplace.
105. A company which consistently goes outside to fill its technical and professional openings probably
a. has a strong and unique corporate culture.
b. is not interested in taking the time to develop internal candidates for these positions.
c. is concerned about minimizing salary expense.
d. has a high “churn” rate.
106. The main contribution that Web-based systems make to succession planning is
a. skills-tracking systems and databases.
b. allowing succession plans to be communicated to employees.
c. employee access to on-line training and development programs.
d. enabling employees to self-nominate themselves for future promotions.
107. When the organization ties formal succession plans to career paths for employees it
a. discourages political maneuvering by potential successors to key employees.
b. runs the risk that the chosen successors will feel they have a legal right to the job when it
c. discourages employees who have not been selected to succeed key managers which
reduces overall morale.
d. improves employee retention.
108. All of the following are common mistakes in succession planning EXCEPT
a. focusing succession planning on the CEO and top executives.
b. excessive reliance on external candidates.
c. not starting succession planning until key employees are in the process of leaving.
d. not linking succession planning to strategic plans.
109. A law that has impacted succession planning for CEOs is
b. the Sarbanes-Oxley Act.
d. the Congressional Accountability Act.
110. Long-term succession planning should
a. focus on high-turnover jobs in the organization.
b. include middle and lower-level managers and key non-management employees.
c. mainly concentrate on the CEO and top executive jobs.
d. target jobs for which it is most difficult to find qualified external candidates.