MGT QUESTIONS

TRUE

FALSE 1. An effective manager is always positive when approaching his/her people. 2. People that need to change the most are the most open to coaching. 3. Always leave a meeting on an up-note. 4. A good manager has the right answers when his people need them. 5. New hires should be given the opportunity to do the job their way. 6. Effective managers know any person can be motivated if you know the right button to push. 7. Mission Statements should be created for your clients to recognize your company’s commitment and values. 8. A good manager’s door is always open. 9. You should avoid using “I” language when addressing your people.

11 Any reasonable intelligent person can be molded through training into a functioning productive .10 You should try to dissuade your people from bringing you bad news. of a deadline. . 18 Most people are honest and straight forward in an interview. . . 12 Always focus on the big picture and leave the details to others. . Giving people incentives is much more effective. 16 Money is the #1 incentive to consider when dealing with your team. . employee. . most management issues are problems that have simple . 19 A manager who is strong at interviewing will insure a good hire. 13 It’s best to set performance goals extremely high so that your people will work hard to reach them. 14 Employee evaluations in general are unproductive in ultimately leading to improved performance. solutions. 15 If you take the time to analyze a situation. people normally accomplish more without the stress and pressure . . 17 In today’s fast-paced environment.

25 Always be willing to defend the decisions you make. 20 Focus on your underachievers and let your overachievers alone.. . 23 Meetings should be held to analyze and discuss situations. . 24 When employees are struggling. helping them to get back on . . it is your responsibility to rescue them. . track. . 21 A good manager takes the responsibility to follow-up on all assignments made. 22 Good time management requires you to be efficient when dealing with your people. .

what would it be?” 4) FALSE.ANSWERS WITH REASON: 1) FALSE. People must motivate themselves. Otherwise. energy. 6) FALSE.Never leave a meeting feeling good. they usually have a hidden agenda.When people come to you for answers. their trust level in the manager decreases. 5) FALSE.People that need to change the most will change the least. ask “If there were one reason why you could not accomplish this goal. You can also influence the environment in which your people motivate themselves. Before you leave either a group or a one-on-one meeting you feel good about. gathering information and making decisions based on that information. you are working on the wrong end of the problem. and effort trying to figure out ways to get your group to perform. They are really looking for strokes or trying to get you to take the responsibility of the outcome. you need an initial period where you take their mind away. It’s the manager who probably believes that he or she needs to change the least who must make the most adjustments. 2) FALSE. A new hire must give up their right to fail. Your job is to become good at deflection and asking good questions to find out what is going on behind the scenes.An effective manager works from an adult perspective. . Deal from facts and information rather than the mood of the moment. Being too positive makes you look plastic to your people.When you hire a person. they will perform at the level their self-esteem dictates. If you are investing time. When this happens.You cannot motivate anyone. What you can do is check your personnel to see if you have the right job match for this person. Your system should force them to perform the desired activities at your expectation level until they are ready to stand on their own two feet. 3) FALSE.

You also become a hostage to your team. But if performance goals are set so high that no one can reach them. Schedule time behind closed doors to work on preventative maintenance projects. Remember the problems that people bring you are never the real problems. . 12) FALSE. you won’t do it. Having your door open all the time leaves you vulnerable to your people laying their responsibilities on you.Management should always communicate in the first person so they can avoid communicating critical parent messages which in turn push a rebellious child response in your people.7) FALSE.” 10) FALSE. frustration is inevitable. You become the bottleneck in the decision making process. The “I” language enhances cooperation and understanding because you avoid the blame concept often involved in the word “you.An effective manager communicates to his or her people that there is no good news or bad news only information and feedback. When your Mission Statement is written for your clients. Selection errors come back to constantly haunt managers with employee turnover. 8) FALSE. dishonesty. Mission Statements are for you and your team to gain a focus on your core business and reestablish your priorities. 13) FALSE. and employees suing their employers. lack of commitment. Their perception of your Mission is based on how you treat them. Most people will simply give up. rising health care costs. If you can’t control it. the flow of vital information stops. apathy. 11) FALSE.Philosophers may well argue that one’s reach should exceed one’s grasp.Effective managers focus on the specific activities that are required to get to the end result. job dissatisfaction.Mission Statements are not for the clients. you can’t manage it and if you don’t track it. 9) FALSE. Crisis management becomes a way of life. there is too much focus on the words and not the content. If you constantly kill the messenger.You can’t make a pig sing. stress-induced illness.An effective manager controls their own schedule.

second interviews. The more layers you add. Your top people need your attention. and recognition or lack of such head the top of the list. Keep people comfortable as you cut through the smoke and get to the real issue.Although money is certainly always an issue.Deadlines are a success trap. 20) FALSE. the better the chance of a good hire. reassign them. If you are feeling pressure. surveys tell us that most people do not leave or perform at an optimal level because of money. You cannot buy someone’s loyalty or commitment. . 21) FALSE. recognition and support. 19) FALSE. values and interest evaluation. 18) FALSE. schedule.Work with winners. 16) FALSE. A reference check.The best investment a manager can make is in his or her key people.An effective manager sets up a return and report system to put the responsibility where it should be -.Most management issues you deal with are not problems because they do not have easy quick-fix answers. Remember people can take a lot but relationships cannot. you are doing something wrong. most situations are conditions that exist to which there is no one answer. Environment. personality and skills evaluations all enhance your possibility of success. Too much time is invested in trying to force people to perform at an acceptable level. job match. A focus on the result-producing asset can pay substantial dividends. Lines in the sand force people to prioritize and accomplish more than they ever thought they could. or replace them. 17) FALSE. Spend more time on the selection process. Always ask follow-up questions. 15) FALSE.on the employee.The chances are only 14% that you will make the right choice when a personal interview is used only.Most people tell you what they think you want to hear. The majority of the time.14) FALSE. These situations must be treated on an on-going basis. Never take anything at face value.

22) FALSE. You can only be effective with them. 23) FALSE.Meetings should be held to make decisions only.Never defend your position because this is the starting point for all arguments and misunderstandings. People are messy. An effective manager keeps the most important thing the most important thing.Nothing happens until people take personal responsibility. If you jump in and rescue. 25) FALSE. 24) FALSE. .You cannot be efficient with people. you will find the tables quickly turn and you will soon be victim of this process. Their needs cannot be put into a structured environment.

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