Mgmt. 605 Developing Management
Skills Exam with Questions and All
Correct Answers
Relationship-building roles
- CORRECT ANSWER emphasize the interpersonal aspects of the team
five categories for why groups form - CORRECT ANSWER
1. common needs
2. common interests
3. common goals
4. cultural similarity
5. physical proximity
team
- CORRECT ANSWER goal directed group, actively pursuing a goal
Group
- CORRECT ANSWER an association of people
T or F: every team is a group but every group is not a team
CORRECT ANSWER True
punctuated equilibrium
- CORRECT ANSWER long periods of inertia, inter-spaced by rapid periods of
accelerated activity
group decision making pros
- CORRECT ANSWER supplement ideas, devil’s advocate, mutual support, diversity of
skills, more creativity, buy-in
group decision making cons
- CORRECT ANSWER conflict, group think, takes a long time, everyone
blamed/ambiguous responsibility, group shift, social loafing
frameworks
- CORRECT ANSWER familiar patterns that managers can use to clarify
complex/ambiguous situations
negative deviance
, - CORRECT ANSWER change towards illness error, conflict, and the like, usually
depicted as a shift to the left along the continuum that shows normal healthy
performance in the middle
positive deviance
- CORRECT ANSWER change towards excellence, perfection, psychological "flow",
and the like, usually depicted as a shift to the right along the continuum that shows
normal healthy performance in the middle
abundance approach of performance
- CORRECT ANSWER right side of the performance continuum, characterized by
striving for excellence/being ethically virtuous
deficient approach of performance
- CORRECT ANSWER left side of performance continuum, characterized by problem
solving, making a profit -> garnered more attention that the abundance approach but is
less relevant to leading positive change
positive energizers
- CORRECT ANSWER people who strengthen and create vitality/liveliness in others
negative energizers
- CORRECT ANSWER people who deplete the good feelings/ enthusiasm in others
positive energy networks
- CORRECT ANSWER interconnected groups of vitality/ liveliness, being a member has
shown to be more predictive of success
collective feeling
- CORRECT ANSWER managers plan events where people can share feelings
collective noticing
- CORRECT ANSWER mangers notice/become aware when employees suffer
collective responding
- CORRECT ANSWER managers ensure an appropriate response is made when
healing/restoration is needed
6 forces for change
- CORRECT ANSWER 1. nature of the workforce (climate of the current workforce)
2. economic shocks (ex-ebb/flow of stock market)
3. competition (barriers to entry have changed as a result of globalization)
4. technology
5. social trends (ex-green movement)
6. world politics (organizations are embedded in a much larger overarching system)
Skills Exam with Questions and All
Correct Answers
Relationship-building roles
- CORRECT ANSWER emphasize the interpersonal aspects of the team
five categories for why groups form - CORRECT ANSWER
1. common needs
2. common interests
3. common goals
4. cultural similarity
5. physical proximity
team
- CORRECT ANSWER goal directed group, actively pursuing a goal
Group
- CORRECT ANSWER an association of people
T or F: every team is a group but every group is not a team
CORRECT ANSWER True
punctuated equilibrium
- CORRECT ANSWER long periods of inertia, inter-spaced by rapid periods of
accelerated activity
group decision making pros
- CORRECT ANSWER supplement ideas, devil’s advocate, mutual support, diversity of
skills, more creativity, buy-in
group decision making cons
- CORRECT ANSWER conflict, group think, takes a long time, everyone
blamed/ambiguous responsibility, group shift, social loafing
frameworks
- CORRECT ANSWER familiar patterns that managers can use to clarify
complex/ambiguous situations
negative deviance
, - CORRECT ANSWER change towards illness error, conflict, and the like, usually
depicted as a shift to the left along the continuum that shows normal healthy
performance in the middle
positive deviance
- CORRECT ANSWER change towards excellence, perfection, psychological "flow",
and the like, usually depicted as a shift to the right along the continuum that shows
normal healthy performance in the middle
abundance approach of performance
- CORRECT ANSWER right side of the performance continuum, characterized by
striving for excellence/being ethically virtuous
deficient approach of performance
- CORRECT ANSWER left side of performance continuum, characterized by problem
solving, making a profit -> garnered more attention that the abundance approach but is
less relevant to leading positive change
positive energizers
- CORRECT ANSWER people who strengthen and create vitality/liveliness in others
negative energizers
- CORRECT ANSWER people who deplete the good feelings/ enthusiasm in others
positive energy networks
- CORRECT ANSWER interconnected groups of vitality/ liveliness, being a member has
shown to be more predictive of success
collective feeling
- CORRECT ANSWER managers plan events where people can share feelings
collective noticing
- CORRECT ANSWER mangers notice/become aware when employees suffer
collective responding
- CORRECT ANSWER managers ensure an appropriate response is made when
healing/restoration is needed
6 forces for change
- CORRECT ANSWER 1. nature of the workforce (climate of the current workforce)
2. economic shocks (ex-ebb/flow of stock market)
3. competition (barriers to entry have changed as a result of globalization)
4. technology
5. social trends (ex-green movement)
6. world politics (organizations are embedded in a much larger overarching system)
