Mana 5345 - Exam 1- Chapter 3
1. According to Katz's abilties version, which two skills are maximum vital for supervisory-
(low-) degree managers to be successful leaders? A. Technical skill and human skill B.
Human talent and conceptual skill C. Technical skill and conceptual talent D. All three
competencies are equally essential for supervisory level management - ANS-Ans: A
1. Name three of the problem-solving capabilities leaders appoint to deal with problems. -
ANS-Ans: Students can call any 3 of the subsequent: trouble definition; cause/intention
analysis; constraint analysis; planning; forecasting; creative thinking; concept evaluation;
information; sensemaking/visioning.
1. Using Mumford et al.'s skills version, name and in short describe two sorts of trouble-fixing
competencies and sorts of social judgment competencies utilized by leaders to remedy
complex organizational issues. - ANS-Ans: Students can also answer with any of the
following for hassle-fixing competencies: Problem definition is the capability to define
noteworthy troubles or huge troubles affecting the enterprise. Cause/intention analysis is the
capability to analyze the reasons and desires relevant to addressing problems. Constraint
analysis is the ability to pick out the restrictions, or proscribing factors, influencing any
trouble answer. Planning is the capacity to formulate plans, intellectual simulations and
moves arising from reason/aim and constraint evaluation. Forecasting is the capacity to
anticipate the consequences of executing the plans. Creative thinking is the potential to
develop alternative procedures and new ideas for addressing capacity pitfalls of a plan
identified in forecasting. Idea evaluation is the capability to evaluate these opportunity
methods viability in executing the plan. Wisdom is the ability to assess the appropriateness
of these alternative methods inside the context, or putting, in which the leader acts. Sense
making/visioning is being capable of articulate a vision to be able to help followers
apprehend, make sense of, and act at the problem. Students may additionally answer with
any two of the subsequent for social judgement skills: Perspective taking approach
knowledge the attitudes that others have towards a particular hassle or answer. Included in
attitude taking is knowing how specific constituencies in an corporation view a hassle and
viable solutions. Social perceptiveness is insight and consciousness into how others within
the organisation feature. A frontrunner with social perceptiveness has a keen experience of
the way fans will respond to any proposed trade in the business enterprise. Behavioral
flexibility is the ability to alternate and adapt one's behavior in light of an knowledge of
others' views inside the corporation. Soci
10. Technical capabilities are the ______. A. Ability to paintings with matters B. Capacity to
work cooperatively with others C. Capability to paintings with ideas D. Capability to be
behaviorally bendy - ANS-Ans: A
11. At the upper-management degree in an enterprise, ______. A. Technical capabilities are
not essential B. Human competencies are not important C. Technical competencies are extra
, crucial than conceptual abilities D. Technical abilties are much less important than human
skills - ANS-Ans: D
12. Human competencies are about operating with ______. A. Thoughts B. Concepts C.
Human beings D. Things - ANS-Ans: C
thirteen. A chief the use of human abilities will ______. A. Broaden criteria for the
implementation of a brand new product B. Use sensitivity to assess the desires and
motivations of others C. Use gear and techniques to get things done D. Create the
imaginative and prescient for restructuring the business enterprise - ANS-Ans: B
14. A leader operating officer of the agency who applies the extent of administrative
competencies to the degrees delineated in Katz's version ______. A. Incorporates the
complete group of workers within the manner of shaping the corporation's goals B. Is more
"palms-on" with generating the employer's product than interacting with body of workers C.
Has better involvement with matters than people or ideas D. Avoids learning the staff -
ANS-Ans: A
15. The research Mumford et al. Completed used a pattern of ______. A. College business
students B. Company executives C. Excessive faculty principals D. Navy officials - ANS-Ans:
D
sixteen. The most important purpose of Mumford et al.'s studies turned into ______. A. To
become aware of effective human management abilties B. To apprehend navy shape C. To
provide an explanation for the elements of effective performance D. To refute Katz's
paintings on administrative abilities - ANS-Ans: C
17. Mumford et al.'s model is characterised as a capability version due to the fact ______. A.
It identifies leader tendencies that followers perceived as precious B. It identifies behaviors
leaders use which can be cost-brought inside the place of business C. It examines the
connection among understanding and abilities and chief overall performance D. It implies
management is reserved for a gifted few who're knowledgeable approximately the paintings -
ANS-Ans: C
18. Which of the following is a competency in Mumford's abilties version? A. Crystallized
cognitive ability B. Profession studies C. Personality D. Knowledge - ANS-Ans: D
19. Social judgment skill is much like ______. A. Sociability in trait technique B. Katz's
human skill C. Katz's technical skill D. Know-how in Mumford's version - ANS-Ans: B
2. How do profession experiences affect the characteristics and skills of leaders? - ANS-Ans:
Experiences received over a leader's profession impact their know-how and talents to clear
up complicated problems. Leaders can gain this information and ability through challenging
activity assignments, mentoring, education, and palms-on enjoy. Researchers even advise
that on-the-process enjoy can effect person attributes like motivation and cognitive capacity.
Considering Katz's 3 skill model, leaders gain increasingly more enjoy with conceptual
competencies over the route of a career, and these are the talents assumed to be more
important as a pacesetter rises in tiers of management, as issues end up more and more
1. According to Katz's abilties version, which two skills are maximum vital for supervisory-
(low-) degree managers to be successful leaders? A. Technical skill and human skill B.
Human talent and conceptual skill C. Technical skill and conceptual talent D. All three
competencies are equally essential for supervisory level management - ANS-Ans: A
1. Name three of the problem-solving capabilities leaders appoint to deal with problems. -
ANS-Ans: Students can call any 3 of the subsequent: trouble definition; cause/intention
analysis; constraint analysis; planning; forecasting; creative thinking; concept evaluation;
information; sensemaking/visioning.
1. Using Mumford et al.'s skills version, name and in short describe two sorts of trouble-fixing
competencies and sorts of social judgment competencies utilized by leaders to remedy
complex organizational issues. - ANS-Ans: Students can also answer with any of the
following for hassle-fixing competencies: Problem definition is the capability to define
noteworthy troubles or huge troubles affecting the enterprise. Cause/intention analysis is the
capability to analyze the reasons and desires relevant to addressing problems. Constraint
analysis is the ability to pick out the restrictions, or proscribing factors, influencing any
trouble answer. Planning is the capacity to formulate plans, intellectual simulations and
moves arising from reason/aim and constraint evaluation. Forecasting is the capacity to
anticipate the consequences of executing the plans. Creative thinking is the potential to
develop alternative procedures and new ideas for addressing capacity pitfalls of a plan
identified in forecasting. Idea evaluation is the capability to evaluate these opportunity
methods viability in executing the plan. Wisdom is the ability to assess the appropriateness
of these alternative methods inside the context, or putting, in which the leader acts. Sense
making/visioning is being capable of articulate a vision to be able to help followers
apprehend, make sense of, and act at the problem. Students may additionally answer with
any two of the subsequent for social judgement skills: Perspective taking approach
knowledge the attitudes that others have towards a particular hassle or answer. Included in
attitude taking is knowing how specific constituencies in an corporation view a hassle and
viable solutions. Social perceptiveness is insight and consciousness into how others within
the organisation feature. A frontrunner with social perceptiveness has a keen experience of
the way fans will respond to any proposed trade in the business enterprise. Behavioral
flexibility is the ability to alternate and adapt one's behavior in light of an knowledge of
others' views inside the corporation. Soci
10. Technical capabilities are the ______. A. Ability to paintings with matters B. Capacity to
work cooperatively with others C. Capability to paintings with ideas D. Capability to be
behaviorally bendy - ANS-Ans: A
11. At the upper-management degree in an enterprise, ______. A. Technical capabilities are
not essential B. Human competencies are not important C. Technical competencies are extra
, crucial than conceptual abilities D. Technical abilties are much less important than human
skills - ANS-Ans: D
12. Human competencies are about operating with ______. A. Thoughts B. Concepts C.
Human beings D. Things - ANS-Ans: C
thirteen. A chief the use of human abilities will ______. A. Broaden criteria for the
implementation of a brand new product B. Use sensitivity to assess the desires and
motivations of others C. Use gear and techniques to get things done D. Create the
imaginative and prescient for restructuring the business enterprise - ANS-Ans: B
14. A leader operating officer of the agency who applies the extent of administrative
competencies to the degrees delineated in Katz's version ______. A. Incorporates the
complete group of workers within the manner of shaping the corporation's goals B. Is more
"palms-on" with generating the employer's product than interacting with body of workers C.
Has better involvement with matters than people or ideas D. Avoids learning the staff -
ANS-Ans: A
15. The research Mumford et al. Completed used a pattern of ______. A. College business
students B. Company executives C. Excessive faculty principals D. Navy officials - ANS-Ans:
D
sixteen. The most important purpose of Mumford et al.'s studies turned into ______. A. To
become aware of effective human management abilties B. To apprehend navy shape C. To
provide an explanation for the elements of effective performance D. To refute Katz's
paintings on administrative abilities - ANS-Ans: C
17. Mumford et al.'s model is characterised as a capability version due to the fact ______. A.
It identifies leader tendencies that followers perceived as precious B. It identifies behaviors
leaders use which can be cost-brought inside the place of business C. It examines the
connection among understanding and abilities and chief overall performance D. It implies
management is reserved for a gifted few who're knowledgeable approximately the paintings -
ANS-Ans: C
18. Which of the following is a competency in Mumford's abilties version? A. Crystallized
cognitive ability B. Profession studies C. Personality D. Knowledge - ANS-Ans: D
19. Social judgment skill is much like ______. A. Sociability in trait technique B. Katz's
human skill C. Katz's technical skill D. Know-how in Mumford's version - ANS-Ans: B
2. How do profession experiences affect the characteristics and skills of leaders? - ANS-Ans:
Experiences received over a leader's profession impact their know-how and talents to clear
up complicated problems. Leaders can gain this information and ability through challenging
activity assignments, mentoring, education, and palms-on enjoy. Researchers even advise
that on-the-process enjoy can effect person attributes like motivation and cognitive capacity.
Considering Katz's 3 skill model, leaders gain increasingly more enjoy with conceptual
competencies over the route of a career, and these are the talents assumed to be more
important as a pacesetter rises in tiers of management, as issues end up more and more
