Pass The RD Exam Questions And
Answers.
The 5 management functions are: -
\planning, organization, staffing, directing, and controlling.
The 3skills you need to be a successful manager are -
\1.Technical-knowledge and capabilities to perform specific tasks
2.Human/Interpersonal-soft skills that should be nurtured, such as communication and
attention to relationships (in contrast tohard skills that can be learned)
3.Conceptual-ability to integrate activities and interests of an organization →the most
important skill to have at higher levels of managemen
define Management Functions planning -
\Planning -usingproblem solving and decision making to ensure proper utilization of all
resources
define Management Functions organization -
\Organization -assigning duties; delegating authority; creating responsibility
define Management Functions staffing -
\Staffing-recruiting and screening potentialemployees; hiring, orienting, and training
newemployees; supervising and evaluating employees
define Management Functions directing -
\Directing -usingleadership and management styles; using motivation and
communication
define Management Functions controlling -
\Controlling -establishing standards forperformance; evaluating actual performance;
implementing corrective action
How should a manager decide on an in-service training topic?a.Choose from the job
specifications
b.Observe staff and their work area
c.Ask a manager in another department
d.Find ideas online -
\
Controlling has 5 characteristics. -
\An end function-comes into play when performances are made with plans
,•Pervasive-includes all managers, all levels, all types of concerns
•Forwardlooking-look to the past for effective control in the future
•Dynamic-continuous review, making changes wherever possible
•Related to planning-without planning, controlling is meaningless and without
controlling, planning is useless
What are the4steps in controlling? -
\1)Establish standards (targets to achieve)
2)Measureperformance
3)Compareactual and standard performance -identify causes and extent of deviation
4)Takeremedial actions -takecorrective measures for deviations and possibly revising
targets. A manager can only exercise control by taking corrective measures
Interpersonal Roles -
\provide information and includethe roles of afigurehead, leader, and
liaison.4Figureheads have social, ceremonial, and legal responsibilities; they serve as
an authority figureand a source ofinspiration.Leaders serve as a leader, and manage
performance and responsibilities. Liaisonscommunicate with internal and external
contacts and network effectively
Informational roles -
\process information and includethe roles of amonitor, disseminator, and
spokesperson.4Monitorsseek informationrelated to their industry, look for changes in
the industry environment, and monitorthe team on productivity and well-being.
Disseminators communicate useful information to teamsand
colleagues.Spokespersonsrepresent and speak for their organization,andtransmit
information about their organization and goals to people outside of it
Decisional roles -
\use information and includethe roles ofentrepreneur, disturbance handler, resource
allocator, and negotiator.4Entrepreneurscreate and control change (including problem
solving), generate new ideas, and implement them. Disturbance handlers take charge
when the team hits an unexpected roadblock and mediate disputes within the team.
Resource allocators determine where organizational resources should be applied,
allocate funding, and assign staff and other resources. Negotiators take part in and
directimportant negotiationswithin the team, department, and even organization.
Transactional Leadership -
\focus is on supervision, organization, performance•Goalis to maintain the status
quo•Obtains employee followers through rewards and punishments, which typically only
lasts for the short term•Effective in a crisis; effective when projects have very specific
parameters
Transformational Leadership -
\Connects with employees' sense of identity and dedication to the mission and
organization. In doing so,enhances motivation, morale,and performance •Aligns
,followers with appropriate tasks in order to improve performance•Goalis to change the
future•Acts as a positive role model•Effectivein smaller businesses due to hands-on
outreach to employees, rather than in complex or large organizations
Contingency / Situational leadership -
\Changes leadership approach depending on the situation•Used when tasks and
environment vary, and/or when organizations are open systems requiring careful
management
HBL leadership style telling -
\Instruction, direction, autocratic
Leader gives precise and firm instructions and deadlines while closely monitoring
progress
HBL leadership style selling -
\Persuasion, encouragement, incentive
Leader explains goals, tasks, methods and reasons, and remains available to followers
to provide support
HBL leadership style participating -
\Involvement, consultation, teamwork
Leader works with followers, involving the group, seeking input, and encouraging efforts
HBL leadership style delegating -
\Trust, empowerment, responsibility
Leader gives responsibility to followers to set goals, plan, and execute the plan.
Game theory: -
\introduces a competitive componentinto decision making by bringing the actions of an
opponent into the situation. The goal is to obtain the highest gains with smallest amount
of losses,regardless of what a competitor does
queuing theory -
\balancing the cost of waiting in lines against the cost of expanding facilities to prevent
them. For example, balancing the number of cashiers working in the hospital cafeteria
with the number of customers waiting in line
task behavior -
\How knowledgeable is the employee? Do they have the necessary skills?How much
help will they need from the leader?You can think of task behavior as the degree of
directive behaviorrequired by the leader.When "task behavior"or "directive behavior"is
HIGH, the employeeneeds to be instructed on every aspectof the task they are being
, asked to do. When "task behavior" or "directive behavior" is LOW, the employee is
knowledgeableabout the task at hand and have the necessary skills to get it done
Relationship behavior -
\How excited is the employee about the task? How willing are they to engage in the
task? How much motivation will the leader need to provide?You can think of relationship
behavior as the degree of supportive behaviorrequired by the leader.When "relationship
behavior" or "supportive behavior"is LOW, the employee is self-motivated and does not
require a large amount of support from the leader. When "relationship behavior" or
"supportive behavior" is HIGH,the employee requires a large amount of support fromthe
leader as they may not be confident or excited about the task
HBL maturity levels M1: -
\M1 are the least experienced workers and are described by some texts as "unable and
unwilling", corresponding to R1 in the diagram following.The employee may be
inexperienced or simply lack the skillsnecessary for the task. The employee will require
a high level of direction from the leader at every step and because the leader is guiding
them in the tasks themselves, there is a low amount of supportive behavior required. M1
maturity corresponds to R1 readiness and S1 -telling
HBL maturity levels M2: -
\M2 are inexperiencedlike M1, but are interested in learning. The leader should adapt
their style to provide more supportivebehavior to match the employee's excitementabout
increasing their skill set. The leader needs to provide both direction and support.M2
maturity corresponds to R2 readiness and S2 -selling
HBL maturity levels M3: -
\M3 are employees who have most of the skills and knowledge necessary to get the job
done correctly, thus requiring little guidance on the task from the leader. They benefit
from supportive behavior to enhance their confidence and build the employee-leader
relationship.M3 maturity corresponds to R3 readiness and S3 -participating
HBL maturity levels M4: -
\M4 are employees who are confidentin their ability to complete at ask and can do so
independently, without direction or support from the leader. M4 maturity corresponds to
R4 r4e3adiness and S4 -delegating
management 4 E's -
\Efficient: getting the most output from the least amount of input1
•Effective: doing things well, producing intended results1
•Economical: havinggood value with respect to the money/time/effort spent1-aka your
total inputs for the "budget"; an economical approach -aka a "thrifty"approach
•Expedient: suitable for a purpose,given the circumstanc
Answers.
The 5 management functions are: -
\planning, organization, staffing, directing, and controlling.
The 3skills you need to be a successful manager are -
\1.Technical-knowledge and capabilities to perform specific tasks
2.Human/Interpersonal-soft skills that should be nurtured, such as communication and
attention to relationships (in contrast tohard skills that can be learned)
3.Conceptual-ability to integrate activities and interests of an organization →the most
important skill to have at higher levels of managemen
define Management Functions planning -
\Planning -usingproblem solving and decision making to ensure proper utilization of all
resources
define Management Functions organization -
\Organization -assigning duties; delegating authority; creating responsibility
define Management Functions staffing -
\Staffing-recruiting and screening potentialemployees; hiring, orienting, and training
newemployees; supervising and evaluating employees
define Management Functions directing -
\Directing -usingleadership and management styles; using motivation and
communication
define Management Functions controlling -
\Controlling -establishing standards forperformance; evaluating actual performance;
implementing corrective action
How should a manager decide on an in-service training topic?a.Choose from the job
specifications
b.Observe staff and their work area
c.Ask a manager in another department
d.Find ideas online -
\
Controlling has 5 characteristics. -
\An end function-comes into play when performances are made with plans
,•Pervasive-includes all managers, all levels, all types of concerns
•Forwardlooking-look to the past for effective control in the future
•Dynamic-continuous review, making changes wherever possible
•Related to planning-without planning, controlling is meaningless and without
controlling, planning is useless
What are the4steps in controlling? -
\1)Establish standards (targets to achieve)
2)Measureperformance
3)Compareactual and standard performance -identify causes and extent of deviation
4)Takeremedial actions -takecorrective measures for deviations and possibly revising
targets. A manager can only exercise control by taking corrective measures
Interpersonal Roles -
\provide information and includethe roles of afigurehead, leader, and
liaison.4Figureheads have social, ceremonial, and legal responsibilities; they serve as
an authority figureand a source ofinspiration.Leaders serve as a leader, and manage
performance and responsibilities. Liaisonscommunicate with internal and external
contacts and network effectively
Informational roles -
\process information and includethe roles of amonitor, disseminator, and
spokesperson.4Monitorsseek informationrelated to their industry, look for changes in
the industry environment, and monitorthe team on productivity and well-being.
Disseminators communicate useful information to teamsand
colleagues.Spokespersonsrepresent and speak for their organization,andtransmit
information about their organization and goals to people outside of it
Decisional roles -
\use information and includethe roles ofentrepreneur, disturbance handler, resource
allocator, and negotiator.4Entrepreneurscreate and control change (including problem
solving), generate new ideas, and implement them. Disturbance handlers take charge
when the team hits an unexpected roadblock and mediate disputes within the team.
Resource allocators determine where organizational resources should be applied,
allocate funding, and assign staff and other resources. Negotiators take part in and
directimportant negotiationswithin the team, department, and even organization.
Transactional Leadership -
\focus is on supervision, organization, performance•Goalis to maintain the status
quo•Obtains employee followers through rewards and punishments, which typically only
lasts for the short term•Effective in a crisis; effective when projects have very specific
parameters
Transformational Leadership -
\Connects with employees' sense of identity and dedication to the mission and
organization. In doing so,enhances motivation, morale,and performance •Aligns
,followers with appropriate tasks in order to improve performance•Goalis to change the
future•Acts as a positive role model•Effectivein smaller businesses due to hands-on
outreach to employees, rather than in complex or large organizations
Contingency / Situational leadership -
\Changes leadership approach depending on the situation•Used when tasks and
environment vary, and/or when organizations are open systems requiring careful
management
HBL leadership style telling -
\Instruction, direction, autocratic
Leader gives precise and firm instructions and deadlines while closely monitoring
progress
HBL leadership style selling -
\Persuasion, encouragement, incentive
Leader explains goals, tasks, methods and reasons, and remains available to followers
to provide support
HBL leadership style participating -
\Involvement, consultation, teamwork
Leader works with followers, involving the group, seeking input, and encouraging efforts
HBL leadership style delegating -
\Trust, empowerment, responsibility
Leader gives responsibility to followers to set goals, plan, and execute the plan.
Game theory: -
\introduces a competitive componentinto decision making by bringing the actions of an
opponent into the situation. The goal is to obtain the highest gains with smallest amount
of losses,regardless of what a competitor does
queuing theory -
\balancing the cost of waiting in lines against the cost of expanding facilities to prevent
them. For example, balancing the number of cashiers working in the hospital cafeteria
with the number of customers waiting in line
task behavior -
\How knowledgeable is the employee? Do they have the necessary skills?How much
help will they need from the leader?You can think of task behavior as the degree of
directive behaviorrequired by the leader.When "task behavior"or "directive behavior"is
HIGH, the employeeneeds to be instructed on every aspectof the task they are being
, asked to do. When "task behavior" or "directive behavior" is LOW, the employee is
knowledgeableabout the task at hand and have the necessary skills to get it done
Relationship behavior -
\How excited is the employee about the task? How willing are they to engage in the
task? How much motivation will the leader need to provide?You can think of relationship
behavior as the degree of supportive behaviorrequired by the leader.When "relationship
behavior" or "supportive behavior"is LOW, the employee is self-motivated and does not
require a large amount of support from the leader. When "relationship behavior" or
"supportive behavior" is HIGH,the employee requires a large amount of support fromthe
leader as they may not be confident or excited about the task
HBL maturity levels M1: -
\M1 are the least experienced workers and are described by some texts as "unable and
unwilling", corresponding to R1 in the diagram following.The employee may be
inexperienced or simply lack the skillsnecessary for the task. The employee will require
a high level of direction from the leader at every step and because the leader is guiding
them in the tasks themselves, there is a low amount of supportive behavior required. M1
maturity corresponds to R1 readiness and S1 -telling
HBL maturity levels M2: -
\M2 are inexperiencedlike M1, but are interested in learning. The leader should adapt
their style to provide more supportivebehavior to match the employee's excitementabout
increasing their skill set. The leader needs to provide both direction and support.M2
maturity corresponds to R2 readiness and S2 -selling
HBL maturity levels M3: -
\M3 are employees who have most of the skills and knowledge necessary to get the job
done correctly, thus requiring little guidance on the task from the leader. They benefit
from supportive behavior to enhance their confidence and build the employee-leader
relationship.M3 maturity corresponds to R3 readiness and S3 -participating
HBL maturity levels M4: -
\M4 are employees who are confidentin their ability to complete at ask and can do so
independently, without direction or support from the leader. M4 maturity corresponds to
R4 r4e3adiness and S4 -delegating
management 4 E's -
\Efficient: getting the most output from the least amount of input1
•Effective: doing things well, producing intended results1
•Economical: havinggood value with respect to the money/time/effort spent1-aka your
total inputs for the "budget"; an economical approach -aka a "thrifty"approach
•Expedient: suitable for a purpose,given the circumstanc
