Free Printable Training and Development of Managers

1.

An analysis that is systematic of the training activities a business requires to meet its objectives is called:

a)

Vestibule training

b)

Needs assessment

c)

Obejctive analysis

d)

Role playing

2.

When an employee trainee learns all the jobs within an organization to give the individual broad experience in different areas of the organization, this process is called:

a)

Role Playing

b)

Job enhancement

c)

Job rotation

d)

Shadowing

3.

Introducing new employees to the organization their work units and their jobs is usually done through:

a)

Training

b)

Orientation

c)

Vestibule introduction

d)

human interaction

4.

This technique simulates a realistic situation by requiring the trainee to answer a manager's email and telephone calls

a)

Simulation

b)

Vestibule training

c)

Role Playing

d)

In-Basket Technique

5.

The best training method for managers is

a)

Coaching

b)

Role Playing

c)

Incident method

d)

Depends

6.

I feel like our virutal classes are valuable and would like to continue them.

a)

Some of the time

b)

Most of the time

c)

Always

d)

Never

7.

Which of the following is true about learning organization?

a)

Discourages learning at the group and organizational levels

b)

restricts employees from experimenting with products and services

c)

employees learns from failures and successes

d)

employees are discouraged from asking questions and admitting mistakes

8.

Continuous learning

a)

refers to a seamless training that doesn't allow learners to break away from the training

session

b)

requires employees to understand the entire work system including the relationships among

their jobs, their work units, and the company

c)

uses an instructional design process to ensure training effectiveness

d)

refers only to off-site training

9.

___________ is linked to strategic goals and objectives and benchmarks its training programs against those of other companies.

a)

Total Quality Management training

b)

Continuous learning

c)

High-leverage training

d)

Six Sigma training

10.

Which of the following is not a force influencing the workplace and

training?

a)

new laws regulating allocation of training funds

b)

economic cycles

c)

new technology

d)

high-performance work systems

11.

All of the following except _____ capital are examples of intangible assets

a)

creative

b)

intellectual

c)

customer

d)

social

12.

_____ refers to attracting, retaining, developing, and motivating highly skilled employees

and managers

a)

Diversity management

b)

Social capital

c)

Human resource management

d)

Talent management

13.

_____ involve(s) measuring progress with data, designing methods and processes to meet

internal and external customers and promoting cooperation with vendors, suppliers and

customers.

a)

ISO 9000

b)

TQM

c)

Quality Circles

d)

ISO 100-15

14.

_____ is a set of standards regarding how to establish quality standards and how to

document work processes

a)

Six Sigma

b)

TQM

c)

The Malcolm Bridge Award

d)

ISO 9000

15.

_____ are teams separated by time, culture, organizational boundaries and that rely on

technology

a)

Quality circles

b)

High performance work teams

c)

Virtual teams

d)

Six Sigma teams

16.

_______________involve employees with various skills who interact to assemble a product or provide a service.

a)

Quality circles

b)

work teams

c)

Virtual teams

d)

cross training

17.

The process of determining a training program’s content by studying the responsibilities and duties a job involves is known as _________.

a)

organization analysis

b)

task analysis

c)

person analysis

d)

environment analysis

18.

Below are the proper way to do on-the-job training EXCEPT:

a)

prepare

b)

reassure

c)

predict

d)

evaluate

19.

The evaluation of the training program can be done through ________.

a)

behavioral change

b)

employer's reaction

c)

technological change

d)

customer preference

20.

_________ are used when it is either impractical or unwise to train employees on the actual equipment used on the job.

a)

job rotation

b)

e-learning

c)

simulations

d)

role-playing

21.

Effectiveness of a training program is also influenced by the trainer's personal manner and characteristics

a)

TRUE

b)

FALSE

22.

The process of determining the specific individuals who need training in an organization is called organization analysis.

a)

TRUE

b)

FALSE

23.

A training methods that give a chance for the trainee to act like a real worker in the created environment is called as _____.

a)

coaching

b)

role-playing

c)

behavior modelling

d)

blended learning

24.

What type of leadership is shown here?

a)

Democratic

b)

Bureaucratic

c)

Autocratic

d)

Charismatic

e)

Laissez-faire

25.

What type of leadership is shown here?

a)

Democratic

b)

Bureaucratic

c)

Autocratic

d)

Charismatic

e)

Laissez-faire

26.

What type of leadership is shown here?

a)

Democratic

b)

Bureaucratic

c)

Autocratic

d)

Charismatic

e)

Laissez-faire

27.

Which definition is correct about Charismatic Leadership?

a)

These managers lead ‘by the book’, ensuring that their staff follow set procedures exactly. This style is appropriate when dealing in areas of great risk; for example, chemical plants and cash-handling.

b)

These managers have complete power with managers being demanding and dictatorial, and often make negative statements and take credit for results. They engender feelings of low morale among staff.

c)

These managers are regarded as being very high-powered and energy driven, injecting great enthusiasm into work teams. There is also the risk that unless they commit long-term, the project may fail.

d)

These managers will invite input from others who will be affected by the decision, while still making the final decision. This creates a feeling of cooperation and participation within the organisation.

e)

These managers allow people to get on with their work. There are varying degrees of this style, from failing to lead at all, to empowering teams to work independently, while at the same time monitoring their progress.

28.

Which definition is correct about Laissez-faire Leadership?

a)

These managers lead ‘by the book’, ensuring that their staff follow set procedures exactly. This style is appropriate when dealing in areas of great risk; for example, chemical plants and cash-handling.

b)

These managers have complete power with managers being demanding and dictatorial, and often make negative statements and take credit for results. They engender feelings of low morale among staff.

c)

These managers are regarded as being very high-powered and energy driven, injecting great enthusiasm into work teams. There is also the risk that unless they commit long-term, the project may fail.

d)

These managers will invite input from others who will be affected by the decision, while still making the final decision. This creates a feeling of cooperation and participation within the organisation.

e)

These managers allow people to get on with their work. There are varying degrees of this style, from failing to lead at all, to empowering teams to work independently, while at the same time monitoring their progress.

29.

Which definition is correct about Autocratic Leadership?

a)

These managers lead ‘by the book’, ensuring that their staff follow set procedures exactly. This style is appropriate when dealing in areas of great risk; for example, chemical plants and cash-handling.

b)

These managers have complete power with managers being demanding and dictatorial, and often make negative statements and take credit for results. They engender feelings of low morale among staff.

c)

These managers are regarded as being very high-powered and energy driven, injecting great enthusiasm into work teams. There is also the risk that unless they commit long-term, the project may fail.

d)

These managers will invite input from others who will be affected by the decision, while still making the final decision. This creates a feeling of cooperation and participation within the organisation.

e)

These managers allow people to get on with their work. There are varying degrees of this style, from failing to lead at all, to empowering teams to work independently, while at the same time monitoring their progress.

30.

Which definition is correct about Bureaucratic Leadership?

a)

These managers lead ‘by the book’, ensuring that their staff follow set procedures exactly. This style is appropriate when dealing in areas of great risk; for example, chemical plants and cash-handling.

b)

These managers have complete power with managers being demanding and dictatorial, and often make negative statements and take credit for results. They engender feelings of low morale among staff.

c)

These managers are regarded as being very high-powered and energy driven, injecting great enthusiasm into work teams. There is also the risk that unless they commit long-term, the project may fail.

d)

These managers will invite input from others who will be affected by the decision, while still making the final decision. This creates a feeling of cooperation and participation within the organisation.

e)

These managers allow people to get on with their work. There are varying degrees of this style, from failing to lead at all, to empowering teams to work independently, while at the same time monitoring their progress.

31.

Which definition is correct about Democratic Leadership?

a)

These managers lead ‘by the book’, ensuring that their staff follow set procedures exactly. This style is appropriate when dealing in areas of great risk; for example, chemical plants and cash-handling.

b)

These managers have complete power with managers being demanding and dictatorial, and often make negative statements and take credit for results. They engender feelings of low morale among staff.

c)

These managers are regarded as being very high-powered and energy driven, injecting great enthusiasm into work teams. There is also the risk that unless they commit long-term, the project may fail.

d)

These managers will invite input from others who will be affected by the decision, while still making the final decision. This creates a feeling of cooperation and participation within the organisation.

e)

These managers allow people to get on with their work. There are varying degrees of this style, from failing to lead at all, to empowering teams to work independently, while at the same time monitoring their progress.

32.

Which is not a role or responsibility of managers?

a)

Organising

b)

Planning

c)

Reflecting

d)

Controlling

33.

Which of the following statements is correct about Planning?

a)

Ensuring social responsibility; upholding company policies; assigning tasks and workloads and defining roles; delegating responsibilities as needed.

b)

Recruitment and selection of new staff; induction and training and development of staff.

c)

Monitoring work output of teams and individuals; informing staff of changes to direction of their work; implementing changes to ensure goals are met.

d)

Setting goals, planning resources needed; striving to maintain WHS; complying with legislation; being proactive to develop strategies to meet changing business needs; preparing budgets; offering and managing flexibility in the workplace.

e)

Motivation, direction of staff to achieve goals; demonstration of ethical business decisions and behaviour; cooperation with employees in decision making; encouraging ownership of decisions; recognising staff potential and rewarding staff,

34.

Which of the following statements is correct about Evaluating?

a)

Ensuring social responsibility; upholding company policies; assigning tasks and workloads and defining roles; delegating responsibilities as needed.

b)

Recruitment and selection of new staff; induction and training and development of staff.

c)

Monitoring work output of teams and individuals; informing staff of changes to direction of their work; implementing changes to ensure goals are met.

d)

Setting goals, planning resources needed; striving to maintain WHS; complying with legislation; being proactive to develop strategies to meet changing business needs; preparing budgets; offering and managing flexibility in the workplace.

e)

Evaluating targets, goals etc; seeing feedback from staff and clients; planning changes as a result of evaluations

35.

Which of the following statements is correct about Leading?

a)

Ensuring social responsibility; upholding company policies; assigning tasks and workloads and defining roles; delegating responsibilities as needed.

b)

Recruitment and selection of new staff; induction and training and development of staff.

c)

Monitoring work output of teams and individuals; informing staff of changes to direction of their work; implementing changes to ensure goals are met.

d)

Motivation, direction of staff to achieve goals; demonstration of ethical business decisions and behaviour; cooperation with employees in decision making; encouraging ownership of decisions; recognising staff potential and rewarding staff.

e)

Evaluating targets, goals etc; seeing feedback from staff and clients; planning changes as a result of evaluations

36.

Which of the following statements is correct about Organising?

a)

Ensuring social responsibility; upholding company policies; assigning tasks and workloads and defining roles; delegating responsibilities as needed.

b)

Recruitment and selection of new staff; induction and training and development of staff.

c)

Monitoring work output of teams and individuals; informing staff of changes to direction of their work; implementing changes to ensure goals are met.

d)

Motivation, direction of staff to achieve goals; demonstration of ethical business decisions and behaviour; cooperation with employees in decision making; encouraging ownership of decisions; recognising staff potential and rewarding staff.

e)

Evaluating targets, goals etc; seeing feedback from staff and clients; planning changes as a result of evaluations

37.

Which of the following statements is correct about Staffing?

a)

Ensuring social responsibility; upholding company policies; assigning tasks and workloads and defining roles; delegating responsibilities as needed.

b)

Recruitment and selection of new staff; induction and training and development of staff.

c)

Monitoring work output of teams and individuals; informing staff of changes to direction of their work; implementing changes to ensure goals are met.

d)

Motivation, direction of staff to achieve goals; demonstration of ethical business decisions and behaviour; cooperation with employees in decision making; encouraging ownership of decisions; recognising staff potential and rewarding staff.

e)

Evaluating targets, goals etc; seeing feedback from staff and clients; planning changes as a result of evaluations

38.

Which of the following statements is correct about Contolling?

a)

Ensuring social responsibility; upholding company policies; assigning tasks and workloads and defining roles; delegating responsibilities as needed.

b)

Recruitment and selection of new staff; induction and training and development of staff.

c)

Monitoring work output of teams and individuals; informing staff of changes to direction of their work; implementing changes to ensure goals are met.

d)

Motivation, direction of staff to achieve goals; demonstration of ethical business decisions and behaviour; cooperation with employees in decision making; encouraging ownership of decisions; recognising staff potential and rewarding staff.

e)

Evaluating targets, goals etc; seeing feedback from staff and clients; planning changes as a result of evaluations

39.

What is the correct definition of work-life balance?

a)

Work life balance is spending more time working at home and having little time to relax.

b)

Work life balance describes the relationship between your work and the commitments in the rest of your life, and how they impact on one another.

40.

Proactive needs analysis looks at

a)

analysis of what is happening now

b)

performance problems that may occur in the future, but identified now

c)

identifies current performance problems

d)

to give employees training before there are performance problems

41.

Reactive needs analysis looks at

a)

analysis of what is happening now

b)

performance problems that may occur in the future, but identified now

c)

identifies current performance problems

d)

to give employees training before there are performance problems

42.

When conducting a skills audit it is important to, establish the skills requirement of each job.

a)

Yes

b)

No

43.

When conducting a skills audit it is important to know, audit the actual skills of the person performing the job.

a)

yes

b)

no

44.

When advising the employee about the skills audit, introspection is a waste of time and not required.

a)

True

b)

False

45.

Benefits of a skills audit are

a)

Valid and invaluable

b)

Increases training costs

c)

helpful when selecting internal placements

d)

decreases productivity

46.

Benefits of a skills audit are

a)

are not valuable

b)

Lowers training and development costs

c)

not helpful when selecting internal placements

d)

increases productivity

e)

valid and valuable

47.

The steps for the organisational training plan are

a)

Review the organisational strategic plan

b)

Review other documentation to identify training needs

c)

Speak with customers to find skill gaps

d)

Estimate costs and potential sources for training

e)

Allow for an easy to understand format when organising the plan

48.

Must the organisational training plan be budgeted for ?

a)

Yes

b)

No

49.

Developing the workplace skills pan the following areas need to be addressed

a)

The WSP must be based on the national strategy for skills development

b)

Adhere to sector skills requirements

c)

Ignore organisations training needs

d)

Determine the areas that require improvement

50.

____________________ means evaluating/assessing employee performance as relative to performance standards.

a)

Training

b)

Development

c)

Performance appraisal

d)

Performance management

51.

The following are the purposes of performance appraisal EXCEPT:

a)

To decide on employee future career planning.

b)

To decide on entitled payment for each employee.

c)

To decide on who will be terminated.

d)

To correct employee deficiencies and weaknesses.

52.

__________________ usually do the actual appraisals.

a)

HR Managers

b)

Supervisors

c)

General Managers

d)

Colleagues

53.

In performance appraisal process, the ____________________serves a policy-making & advisory role.

a)

supervisors

b)

Head of Department

c)

senior executives

d)

HR Department

54.

In the ___________________ method of appraisal, we pair and compare every subordinate with every other subordinate.

a)

graphic rating scale

b)

alternation ranking

c)

critical incident

d)

paired comparison

55.

It is very common for all companies across all industries to have appraisal session conducted__________________.

a)

every week

b)

once every year

c)

once in two years

d)

once in a month

56.

What are the 3 main steps in appraising performance?

a)

Appraise performance, provide feedback session, defines performance criteria.

b)

Defines performance criteria, provide feedback session, appraise performance.

c)

Provide feedback session, appraise performance, defines performance criteria.

d)

Defines performance criteria, appraise performance, provide feedback session.

57.

______________________ is the continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the organization’s goals.

a)

Performance appraisal

b)

Performance management

c)

Performance monitoring

d)

Performance standardization

58.

The following are basic building blocks of performance management EXCEPT:

a)

One-time process

b)

Direction sharing

c)

Coaching and development support

d)

Ongoing feedback

59.

_____________ means having a process that enables any manager to see the link between an employee’s goals and those of his or her department and company.

a)

Rewards and recognition

b)

Goal alignment

c)

Direction sharing

d)

Ongoing performance monitoring

60.

State one purpose of performance appraisal.

4 lines

61.

State the purpose of performance management.

4 lines

62.

Give 2 examples of appraisal methods.

4 lines

63.

Performance management is a continuous process, not a one-time process.

a)

TRUE

b)

FALSE

64.

Coaching and development support should be an integral part of the feedback process.

a)

TRUE

b)

FALSE

65.

Recruitment is

a)

Attracting the Candidate to apply for a job

b)

Selecting a right person for a right place

c)

Analysing the job

d)

Planning for the number of employees

66.

Universally accepted device for getting information from a prospective applicant.

a)

Interview

b)

Application blank

c)

Selection

d)

Orientation

67.

Interviews can be

a)

structured only

b)

unstructured only

c)

both structured and unstructured

d)

None of the above

68.

Recruitment is the process of locating, identifying and __________ capable

applicants.

a)

Hiring

b)

Interviewing

c)

Attracting

d)

Training

Training and Development of Managers

Total questions: 68

Worksheet time: 1hrs 6mins

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