Question 1

Which of the following is true in relation to task-oriented and/or people-oriented people?
A) Task-oriented people care only about the task, not about people.
B) People-oriented people care only about people, not the task.
C) Task-oriented people care equally about tasks and people.
D) People-oriented people care only about the task, not the people.
E) Task-oriented people care about people, but the task is what they concentrate on.

Accepted Answer

Task-oriented people do care about people, but their primary focus is on completing the task efficiently and effectively. People-oriented people prioritize relationships and teamwork, but also place importance on the successful completion of tasks. Therefore, option E is the best choice as it accurately describes the relationship between task-oriented and people-oriented individuals. The other options present extreme and inaccurate generalizations.

Question 2

To build and maintain effective working relationships, you should respect:
A) those who you regard highly.
B) those in positions of seniority.
C) those who respect you.
D) those who think and work like you.
E) everyone, regardless of their position or personal characteristics.

Accepted Answer

To build and maintain effective working relationships, it is important to treat everyone with respect, regardless of their position or personal characteristics. This includes colleagues, superiors, subordinates, and even those who may have different ways of thinking or working. By showing respect to everyone, you can establish trust and openness, which can lead to better communication and collaboration.

Question 3

When you take responsibility for something, you:
A) blame yourself instead of others for problems and mistakes.
B) blame circumstances instead of yourself or others for problems and mistakes.
C) make excuses for problems and mistakes, so as to explain their occurrence.
D) face problems and mistakes head on and do what you can to fix them.
E) blame the organisation as a whole, rather than any individual, for problems and mistakes.

Accepted Answer

Taking responsibility means facing problems and mistakes head on and doing what you can to fix them. This requires acknowledging that you have a role to play in the situation and taking actions to make things right. Blaming yourself or others, making excuses, or blaming the organization as a whole does not demonstrate responsibility.

Question 4

If you have the ability to read and understand the undercurrents of relationships within your organisation, and to build good working relationships with the people around you, then you can be said to have:
A) emotional intelligence.
B) strategic intelligence.
C) political intelligence.
D) economic intelligence.
E) technical intelligence.

Accepted Answer

The answer of If you have the ability to read...

Question 5

Which of the following statements is not necessarily true when it comes to promoting your ideas?
A) The best idea is always the one that is approved and implemented.
B) Floating an idea with a few trusted colleagues can help with assessing its viability and gathering suggestions as to how it can be improved.
C) It is possible to encounter opposition even with well thought-out ideas.
D) Saying 'because' after presenting facts and figures can greatly increase the chances of an idea being accepted, because accurate facts and figures appeal to people's senses of logic and reason.
E) To be successful, an idea should be framed in such a way that it will meet the organisation's main aims and strategy.

Accepted Answer

While it would be ideal for the best idea to be approved and implemented, this is not always the case. Factors such as budget, timing, and other considerations may come into play. Success in promoting ideas also depends on factors such as communication and persuasion skills, as well as the ability to address concerns and objections.

Question 6

According to Jung's theory of personality types, which of the following statements is true?
A) Feelers are imaginative and good at playing around with ideas and theories.
B) Intuitors are down-to-earth, energetic and hard-working, preferring action to words or ideas.
C) Sensors see the world, problems and decisions - and other people - based more on their personal values and gut reactions than on a technical weighing up of facts, pros and cons.
D) Thinkers are strong on clear, logical reasoning. They are methodical and enjoy analysing problems, but are less effective when it comes to implementing solutions.
E) All of these responses are correct.

Accepted Answer

Jung's theory of personality types suggests that Thinkers prioritize logical reasoning and analysis over emotional considerations, making them effective at analyzing problems. The descriptions of Feelers, Intuitors, and Sensors in the other options do not accurately reflect Jung's definitions of these types.

Question 7

If you were unsure as to how to act in a particular situation in your workplace, and so decided to consult your organisation's code of conduct, You would be acting:
A) with integrity.
B) honestly.
C) ethically.
D) truthfully.
E) with honour.

Accepted Answer

Consulting the code of conduct of one's organization in order to behave in a particular situation that is uncertain shows an ethical behavior. This is because adhering to a code of conduct is a decision that demonstrates respect for rules and professional standards. Consequently, it shows the values and ethical principles of the workplace.

Question 8

The Johari Window can help to increase self-awareness by allowing people to:
A) see themselves as others see them.
B) see others as they see themselves.
C) see themselves as others see them, and to see others as they see themselves.
D) see themselves as they would like others to see them.
E) see others as they would like to be seen.

Accepted Answer

The Johari Window helps individuals to see themselves as others see them, and also to see others as they see themselves. This can increase self-awareness and improve communication and relationships. Option A is too limiting, as it only addresses one aspect of the Johari Window. Options D and E are not accurate, as they focus on how individuals want to be seen, rather than increasing self-awareness through understanding how they are perceived by others.

Question 9

The way to build trust is to:
A) direct all of your attention to the task at hand.
B) balance the attention you pay to the task at hand with the attention you pay to people.
C) direct all of your attention to the people with whom you work or who you manage.
D) direct most of your attention to the task at hand, and a small amount of attention to the people with whom you work or who you manage.
E) direct most of your attention to the people with whom you work or who you manage, and a small amount of attention to the task at hand.

Accepted Answer

Building trust requires both attention to the task at hand and attention to the people involved. Focusing solely on the task can make people feel unvalued and disconnected, while focusing solely on the people can lead to neglect of important tasks. Balancing attention to both the task and the people allows for a more productive and positive work environment, which leads to increased trust.

Question 10

A leader-manager who gives credit when tasks succeed and accepts responsibility when they do not would be likely to earn the trust of those with whom they work or who they manage.

Accepted Answer

Giving credit and taking responsibility demonstrates accountability and fairness, which are key traits in building trust with others.

Question 11

Gabriel is put in charge of managing staff members in relation to the roll-out of new database software. Many staff members with poor computer skills are nervous about this change, and end up asking Gabriel many questions about whether what they are doing is right. Gabriel nurtures and helps the staff members, and manages the change very well. It is very likely that he is:
A) an analyst.
B) an empathist, but not a realist.
C) a legalist.
D) a realist, but not a empathist.
E) both an empathist and a realist.

Accepted Answer

Gabriel shows empathy towards the staff members by nurturing and helping them, which indicates he is an empathist. At the same time, he manages the change effectively, suggesting he is also a realist. Therefore, the best choice is E - both an empathist and a realist.

Question 12

When you disagree with a decision made by your manager, you should:
A) stand your ground and refuse to implement it.
B) implement it poorly, so that it will ultimately fail.
C) explain why you disagree and offer an alternative.
D) explain why you disagree and offer an alternative you know will fail, so as to undermine your manager.
E) None of these responses are correct.

Accepted Answer

It is important to express your disagreement with your manager's decision, but it is also important to do so respectfully and with a constructive solution in mind. Explaining why you disagree and offering an alternative solution shows that you are invested in the decision-making process and can help to find a better solution for everyone involved. Standing your ground or implementing the decision poorly will only create more problems and could ultimately harm your job performance and relationship with your manager. Offering an alternative that you know will fail is not a productive or ethical solution.

Question 13

Organisational politics is mainly concerned with protecting your position, influence and personal advantage against others who may threaten to weaken your standing within your organisation.

Accepted Answer

The answer of Organisational politics is mainly concerned with protecting...

Question 14

Developing self-awareness is vital to building effective workplace relationships because it:
A) allows you to recognise your faults.
B) allows you to understand others.
C) helps you to avoid making mistakes.
D) helps you to know your limitations.
E) helps you to see where you fit into your organisation's culture.

Accepted Answer

The answer of Developing self-awareness is vital to building effective...

Question 15

Pauline is a manager who is results-driven, extroverted, ambitious and strong-willed. Her personality type could best be classified as that of a:
A) conscientious thinker.
B) interacting socialiser.
C) dominant director.
D) steady relater.
E) conscientious director.

Accepted Answer

Pauline's personality traits of being results-driven, ambitious and strong-willed suggest a dominant and assertive demeanor, which aligns with the dominant director personality type.

Question 16

Espoused theory is:
A) what people think.
B) what people say.
C) what people say about others.
D) what people do.
E) how people treat others .

Accepted Answer

Espoused theory refers to what people say or espouse about their beliefs, values, and attitudes. It may not always reflect what people actually think or do, but it provides insight into their intended behaviors and actions.

Question 17

To manage effectively, you need:
A) incongruence, or disagreement, between your espoused theories and your theories-in-use.
B) congruence, or agreement, between your espoused theories and the theories-in-use of those with whom you work.
C) congruence, or agreement, between the espoused theories of those with whom you work and your theories-in-use.
D) congruence, or agreement, between your espoused theories and your theories-in-use.
E) incongruence, or disagreement, between your espoused theories and the theories-in-use of those with whom you work.

Accepted Answer

Congruence, or agreement, between your espoused theories (the principles and beliefs you publicly state to guide your actions as a manager) and your theories-in-use (the actions and strategies you actually employ to accomplish your goals as a manager) is essential for effective management. It creates consistency and credibility in your leadership, allowing your employees to trust you and follow your direction. Incongruence can lead to confusion, lack of trust, and decreased motivation among employees.

Question 18

When working for more than one manager, a way to avoid becoming overloaded with work is:
A) keep each of your managers up-to-date about your workload, so that they all know your commitments.
B) share your electronic calendar with each of your managers.
C) block out specific times for working on different projects and assignments, so that each manager knows when not to interrupt you.
D) provide each manager with a document that tracks progress on all of your projects and other work.
E) All of these responses are correct.

Accepted Answer

All of these responses are correct ways to avoid becoming overloaded with work when working for more than one manager. Keeping each manager up-to-date on your workload, sharing your calendar, blocking out specific times for work, and providing progress tracking documents can all help to manage multiple assignments and ensure that you are not taking on too much at once. It is important to communicate effectively with all of your managers to avoid potential conflicts or misunderstandings.

Question 19

A benefit of developing and maintaining strong networks is that they:
A) allow you to expand and share your information, knowledge, perspectives and skills.
B) allow you to extend your sphere of influence.
C) can provide you with a wide range of advice, help and information.
D) can provide you with support on which you can draw.
E) All of these responses are correct.

Accepted Answer

All of the responses are correct. Developing and maintaining strong networks can provide a range of benefits including expanding and sharing information, extending influence, accessing advice and support.

Question 20

If part of your managerial role was to analyse and consider your organisation's future priorities and challenges, the most useful people to consult with would be likely to come from:
A) an operational network.
B) a personal network.
C) an informal network.
D) a strategic network.
E) All of these responses are correct.

Accepted Answer

A strategic network would be the best choice as these individuals are likely to have a broader perspective on the industry, market trends, and potential challenges that the organization may face in the future. They can provide valuable insights and help the organization make informed decisions about its future priorities. While individuals from operational, personal, and informal networks may also have valuable insights, they may not have the same level of strategic perspective as those in a strategic network.

Quiz 8: Building Effective Working Relationships

Which of the following is true in relation to task-oriented and/or people-oriented people?

To build and maintain effective working relationships, you should respect:

When you take responsibility for something, you:

If you have the ability to read and understand the undercurrents of relationships within your organisation, and to build good working relationships with the people around you, then you can be said to have:

Which of the following statements is not necessarily true when it comes to promoting your ideas?

According to Jung's theory of personality types, which of the following statements is true?

If you were unsure as to how to act in a particular situation in your workplace, and so decided to consult your organisation's code of conduct, You would be acting:

The Johari Window can help to increase self-awareness by allowing people to:

The way to build trust is to:

A leader-manager who gives credit when tasks succeed and accepts responsibility when they do not would be likely to earn the trust of those with whom they work or who they manage.

When you disagree with a decision made by your manager, you should:

Organisational politics is mainly concerned with protecting your position, influence and personal advantage against others who may threaten to weaken your standing within your organisation.

Developing self-awareness is vital to building effective workplace relationships because it:

Pauline is a manager who is results-driven, extroverted, ambitious and strong-willed. Her personality type could best be classified as that of a:

Espoused theory is:

To manage effectively, you need:

When working for more than one manager, a way to avoid becoming overloaded with work is:

A benefit of developing and maintaining strong networks is that they:

If part of your managerial role was to analyse and consider your organisation's future priorities and challenges, the most useful people to consult with would be likely to come from: