Section B (4-8) Mistakes

Question 1

What is an advantage of using a 360 approach to performance appraisal?

Answer 1

Encourages individuals to work together for the good of the department

Question 2

What are 3 of Drucker’s key objectives?

Answer 2

• Innovation
• Public Responsibility
• Productivity

Question 3

In Adair’s action model, what roles fall under task?

Answer 3

• Opinion seeking
• Decision making

Question 4

In Adair’s action model, what roles fall under individual maintenance?

Answer 4

• Feedback
• Counselling

Question 5

In Adair’s action model, what roles fall under group maintenance?

Answer 5

• Peace keeping
• Communicating

Question 6

What items are classed as visible in the organisational iceberg?

Answer 6

• Goals
• Skills
• Tech

Question 7

What items are classed as hidden in the organisational iceberg?

Answer 7

• Attitudes
• Style
• Values

Question 8

Which level of control is responsible for setting control environment?

Answer 8

Strategic

Question 9

According to Schein, what relates to values?

Answer 9

• Things that can be identified from stories
• How people justify what they do (opinions)

Question 10

What do contingency theorists believe?

Answer 10

Lessons of earlier theorists should be adapted to suit particular circumstances

Question 11

What is the key characteristic of a plant?

Answer 11

Creativity

Question 12

What is the key characteristic of a monitor evaluator?

Answer 12

Good at making accurate judgements

Question 13

What is the key characteristic of a team worker?

Answer 13

Looks after the work atmosphere

Question 14

Do transactional leaders offer rewards to their followers in exchange for their compliance?

Answer 14

Yes

Question 15

What does style theory suggest?

Answer 15

Certain leadership approaches can be learnt and used by managers

Question 16

Can the way words are said be more important than the actual words?

Answer 16

Yes

Question 17

What happens during norming?

Answer 17

People agree who should do what and establishing modes of behaviour

Question 18

What are 2 of the characteristics of high performing teams according to Vaill?

Answer 18

• Strong and clear leadership
• Generation of inventions and new methods

Question 19

What is conformity?

Answer 19

Individuals within the group can be persuaded to accept decisions they know to be wrong

Question 20

What is the Abilene Paradox?

Answer 20

Group can end up with an outcome nobody wanted

Question 21

What is risky shift?

Answer 21

Group can end up taking decisions which are riskier than ones individuals would take

Question 22

What is Groupthink?

Answer 22

Members reach consensus without critically testing, analysing and evaluating ideas

Question 23

If staff have respect for a manager, what kind of power is this?

Answer 23

Referent power

Question 24

What are Fayol’s 5 common features of management?

Answer 24

• Commanding
• Co-ordinating
• Controlling
• Planning
• Organising

Question 25

According to Burns and Stalker, what category is recruiting employees from a variety of sources?

Answer 25

Organic

Question 26

According to Burns and Stalker, which category is more responsive?

Answer 26

Organic

Question 27

Can organisations save costs through hasawa?

Answer 27

Yes

Question 28

Does the objective of maximising potential fall under equal opportunities or diversity?

Answer 28

Diversity

Question 29

Does the objective of removing discrimination fall under equal opportunities or diversity?

Answer 29

Equal opportunities

Question 30

Does relevant to all employees fall under equal opportunities or diversity?

Answer 30

Diversity

Question 31

Does the UK equality act 2012 make it illegal to discriminate on the grounds of age?

Answer 31

Yes

Question 32

What type of rewards are hygiene factors closely linked to?

Answer 32

Extrinsic

Question 33

What type of reward would recognition be classed as?

Answer 33

Intrinsic

Question 34

What is piecework?

Answer 34

Reward related to pace of work/amount of effort

Question 35

What are the key objectives suggested by Drucker?

Answer 35

- Innovation - Productivity - Public Responsibility - Profitability - Market standing - Financial and physical resources - management performance and development - Worker performance and attitude

Question 36

What are the 4 perspectives of the balanced scorecard?

Answer 36

- Financial - Customer - Internal business process - Learning and growth

Question 37

Can a mentor give technical, ethical and general business guidance?

Answer 37

Yes

Question 38

What are the best metrics to measure each part of the balanced scorecard?

Answer 38

Financial - ROCE Customer - no. of complaints and repeat purchases Internal business - operational efficiency Learning and growth - New products launched

Question 39

According to Peters and Waterman, what are the characteristics of successful teams?

Answer 39

- Small number of members - Informal and unstructured comms - Voluntary membership - Limited duration - Action orientated

Question 40

What is a reference group?

Answer 40

A group that an individual doesn't belong to but wants to

Question 41

Should managers consider the impact of decisions on informal groups?

Answer 41

Yes

Question 42

What are Cialdini's principles of influence?

Answer 42

- Reciprocity - Commitment - Authority - Social proof - Liking - Scarcity