‫‪B123‬‬

‫‪MIDTERM‬‬
‫ا‪ .‬هال حسين‬
‫ا‪ .‬مرجان المحاميد‬
‫• شرح الجابترات‬
‫• نماذج الختبار كوبي بيست‬
‫• للحصول على باقي نماذج تواصلوا معنا‬
‫• ‪94933887‬‬
‫• ‪51086770‬‬
‫تدريس جميع مواد ‪AOU‬‬ ‫✓‬
‫حل االختبارات‬ ‫✓‬
‫ملخصات‬ ‫✓‬
‫نماذج أسئلة وتدريبات‬ ‫✓‬
Q1`-

A- Giving feedback

• Give positive feedback first

• Say things in a supportive way . Soften the negatives
• Criticize only behavior that can be changed
• Suggest ways in which performance might be improved
• Place the feedback in the context of relationship
• Make your feedback well-timed , clear and direct.

B-

➢ Quantitative data
• It describes measurable or countable features of whatever has been investigated
➢ Qualitative data
• Refers to intangible qualities or features.

Q2-

Conventional mentoring Peer relationship

Sponsorship Information – sharing

Coaching Career strategizing

Exposure and visibility Job-related feedback

Protection -

Challenging work assignments -

Acceptance and confirmation Confirmation

Counseling Emotional support

Role modeling Personal feedback

 Friendship Friendship

Complementarily mutuality

B- Active listening is a way of listening and responding to another person that improves mutual
understanding

the Guidelines for active listening and its reasons

• Give people your attention

• Be ready to paraphrase
• Use questions if you do not understand.
• Acknowledge the other persons feelings.
• Encourage if the other person appears uncertain.
• Do not react or respond in other ways until it is clear that the other person has finished.

Q4-

➢ Evaluating your abilities

Advantages

The first step in creating your personal marketing plan is to conduct a career audit.

This will allow you to:

- evaluate your own abilities,

- identify any gaps in your education and experience that need to be addressed,

- and help you to make decisions about your future aspirations.

➢ Evaluating your abilities

1- Non-work experiences
• Identify your strengths and weaknesses
• Your last report
• Recent performance appraisal
• Academic or professional qualifications
• 360 degree feedback
• Project or assignment feedback
• Personality tests

2- Non work experiences

Social life : sports,clubs,societies,hobbies,…What skills, knowledge or attributes you use

Q1- A- Mentoring is a practice in which a relatively inexperienced person is helped by a more
experienced one who provides at least some of the following :

• Sponsorship – opening doors.

• Coaching – teaching ‘the ropes’

• Protection – providing support.

• Exposure – creating opportunities.

• Challenging work

Being Mentored (how to)

• One person or many

• Genuine interest and mutual trust
• Not your line manager
• Brings out your potential
• Ensuring you are noticed and appreciated Good rapport (relationship)
• Willing to commit

b-

Guidelines for active listening and its reasons

• Give people your attention

• Be ready to paraphrase
• Use questions if you do not understand.
• Acknowledge the other persons feelings.
• Encourage if the other person appears uncertain.
• Do not react or respond in other ways until it is clear that the other person has finished.

Reasons for using active listening

• To avoid misunderstandings
• Building relationships
• Encourage people to say more and be frank
• Enable people to become clearer
Q2- A-

Limits to assertiveness

➢ They take no account of structural and political imbalances in organization or society at large.
(Manager and Clerk)
➢ Dominant or powerful groups may understand assertion from members of other groups as
aggressive even if no hostility or offence is intended (Gender, Ethnicity,…)
➢ Individuals may be encouraged to take on responsibility for righting wrongs that are outside
their control.
➢ Assertiveness can ignore collective virtues such as the solidarity of working for a cause. (
Ignoring the advantage of working as a team toward unified goal , which is - working as a team -
embedded goal by it self) .
➢ Some cultures have more respect for tact than honesty and may expect deference on both
sides.

B- Systems thinking

‘The whole is more than the sum of its parts’ is a good place to start thinking about systems. A car is
more than its individual components. Each of these examples – the car, the football team and the
family – can be seen as systems. Individual parts of a system are connected together in some way for a
purpose.

Five key ideas about systems

1. Everything in a system is connected

2. A system does something
3. Systems have a boundary and an environment
4. The system is defined by your interest
5. Systems and subsystems
Q4- A-

Observing, It is a way of collecting information without any form of intervention or manipulation.

Uses & advantages

• It can be the only way to see things as they are.

• It can reveal realities and ways forward that are not evident to those intimately involved on a
day-today basis.

‫يمكن أن تكون الطريقة الوحيدة لرؤية األشياء كما هي‬.

‫يمكن أن تكشف الحقائق والطرق للمضي قدما التي ليست واضحة ألولئك المشاركين بشكل وثيق على أساس اليوم واليوم‬.

Problems & limitations

• It is time consuming
• It can be potentially intrusive and ethically problematic.
• It can be stressful
• It can be subjective.

B-

➢ Evaluating your abilities

Advantages

The first step in creating your personal marketing plan is to conduct a career audit.

This will allow you to:

- evaluate your own abilities,

- identify any gaps in your education and experience that need to be addressed,

- and help you to make decisions about your future aspirations.

➢ Evaluating your abilities

1- Non-work experiences
• Identify your strengths and weaknesses
• Your last report
• Recent performance appraisal
• Academic or professional qualifications
• 360 degree feedback
• Project or assignment feedback
• Personality tests

2- Non work experiences

Social life : sports,clubs,societies,hobbies,…What skills, knowledge or attributes you use

Q1- A

1- Mentoring is a practice in which a relatively inexperienced person is helped by a more experienced

one who provides at least some of the following :

• Sponsorship – opening doors.

• Coaching – teaching ‘the ropes’

• Protection – providing support.

• Exposure – creating opportunities.

• Challenging work

• Role modeling – demonstrating value behavior, attributes or skills

• Counseling : providing a helpful and confidential forum for exploring personal and professional
dilemmas

2- Peer Relationships

• Mentoring may not always possible

• Peer relationships can support our development needs
• Peer relationships can bring some unique advantages
• Peer relationships offer mutuality
• Even you have a mentor, it is good to have peer relationship.

B- Brainstorming

➢
➢ Quantity breeds quality : one idea stimulate the other, good ideas are rare, so generate as many
as possible.

practical rules:

• No criticism
• Freewheel, the more ideas, the better
• Hitch-hike (building and improving quality of ideas)
Q2- A

➢ Quantitative data
• It describes measurable or countable features of whatever has been investigated
➢ Qualitative data
• Refers to intangible qualities or features.
➢ Primary data
• it is a data that you, or the investigator, have collected and which did not exist before.
➢ Secondary data
• data that is already exist.
➢ Observing,
• It is a way of collecting information without any form of intervention or manipulation.

B-

Active listening is a way of listening and responding to another person that improves mutual
understanding

the Guidelines for active listening and its reasons

• Give people your attention

• Be ready to paraphrase
• Use questions if you do not understand.
• Acknowledge the other persons feelings.
• Encourage if the other person appears uncertain.
• Do not react or respond in other ways until it is clear that the other person has finished

Q4-

➢ Evaluating your abilities

Advantages

The first step in creating your personal marketing plan is to conduct a career audit.

This will allow you to:

- evaluate your own abilities,

- identify any gaps in your education and experience that need to be addressed,

- and help you to make decisions about your future aspirations.

➢ Evaluating your abilities

1- Non-work experiences
• Identify your strengths and weaknesses
• Your last report
• Recent performance appraisal
• Academic or professional qualifications
• 360 degree feedback
• Project or assignment feedback
• Personality tests

2- Non work experiences

Social life : sports,clubs,societies,hobbies,…What skills, knowledge or attributes you use

Q1-

Conventional mentoring Peer relationship

Sponsorship Information – sharing

Coaching Career strategizing

Exposure and visibility Job-related feedback

Protection -

Challenging work assignments -

Acceptance and confirmation Confirmation

Counseling Emotional support

Role modeling Personal feedback

Friendship Friendship

Complementarily mutuality

B- Active listening is a way of listening and responding to another person that improves mutual
understanding

the Guidelines for active listening and its reasons

• Give people your attention

• Be ready to paraphrase
• Use questions if you do not understand.
• Acknowledge the other persons feelings.
• Encourage if the other person appears uncertain.
• Do not react or respond in other ways until it is clear that the other person has finished.
Q2- A

Behavior that affect negotiations

Skilled negotiators avoid the following negative behavior:

1. Defense/attack spirals
2. Irritators
3. Argument dilution
4. Behavior chains (Question and Summarizes all in one statement).
5. Counter proposal

Skilled negotiators demonstrate the following positive behavior:

1. Test understanding and summarize

2. Flag or signal
3. Ask lots of questions
4. Explain how they (respondent/s) feel
5. Review their performance

B- Systems thinking

‘The whole is more than the sum of its parts’ is a good place to start thinking about systems. A car is
more than its individual components. Each of these examples – the car, the football team and the
family – can be seen as systems. Individual parts of a system are connected together in some way for a
purpose.

Five key ideas about systems

1. Everything in a system is connected

2. A system does something
3. Systems have a boundary and an environment
4. The system is defined by your interest
5. Systems and subsystems
Q4-

A- Force-field diagrams

A force-field diagram shows the opposing pressures (or forces) that are bearing on a situation. Within
the context of planning and managing change, the diagram shows the forces which are supportive of
change (the driving forces) and the forces which are likely to be unhelpful or resistant (the restraining
forces).

The diagram is a useful presentational device. When you are presenting an analysis or proposal, the
diagram will enable you to describe (and distinguish between) the reasons for a change. It will enable
you to do the same for the reasons why a change may be resisted.

B-

One way of considering career development is to think of it in terms of a personal marketing plan.
It means adopting a realistic view of yourself as the supplier of a service for which you need to find
customers. These customers may be internal – within your own organisation, or external – in other
organisations.
Q5-

A- Interviews, They are generally face-to-face encounters between two or more people for the purpose
of asking questions about satisfaction with products or services, establishing views, or suitability for
employment.

Uses & advantages

• There is a good response rate

• They are good for handling complex issues.
• They can provide a cross-section of relevant stakeholder perspectives.
• They can be informative, yielding much more qualitative data.

Problems & limitations

• The average cost of interview is high.

• They are time consuming and costly to analyse.
• They are difficult to analyse without some bias.
• It can be hard to get honest answers.

b-

Brainstorming

➢ Quantity breeds quality : one idea stimulate the other, good ideas are rare, so generate as many
as possible.

practical rules:

• No criticism
• Freewheel, the more ideas, the better
• Hitch-hike (building and improving quality of ideas)
Q1- A-

Communicating assertively

➢ Assertive behavior means standing up for yourself, but in ways which respect the rights of
others.
It differentiates from
o aggression (fight) which involves violating the rights of others , and from
o evasion (flight) which involves respecting the rights of others at the expense of your
own.

❖ Scripting an assertive response

➢ Prepare : Clarify your purpose and ensure that you approach the other person and the situation
in a positive frame of mind
➢ Identify the problem and state how you feel and your wants
➢ Respect the other person

Limits to assertiveness

➢ They take no account of structural and political imbalances in organization or society at large.
➢ Dominant or powerful groups may understand assertion from members of other groups as
aggressive even if no hostility or offence is intended
➢ Individuals may be encouraged to take on responsibility for righting wrongs that are outside
their control.
➢ Assertiveness can ignore collective virtues such as the solidarity of working for a cause.
➢ Some cultures have more respect for tact than honesty and may expect deference on both
sides.

b-

Behavior that affect negotiations

Skilled negotiators avoid the following negative behavior:

1. Defense/attack spirals
2. Irritators
3. Argument dilution
 4. Behavior chains (Question and Summarizes all in one statement).
5. Counter proposal

Skilled negotiators demonstrate the following positive behavior:

1. Test understanding and summarize

2. Flag or signal
3. Ask lots of questions
4. Explain how they (respondent/s) feel
5. Review their performance

Q2- A&B

As a general rule, an event or outcome will have more than one cause. A multiple-cause diagram will
enable you to show the causes and the ways in which they are connected. Suppose, for example, that
you were asked to explain why a work group was underperforming.
Q4- A-

1- Personal Marketing Plan It means adopting a realistic view of yourself as the supplier of a service for
which you need to find customers. These customers may be internal – within your own organisation, or
external – in other organization

2- Interviews, They are generally face-to-face encounters between two or more people for the purpose
of asking questions about satisfaction with products or services, establishing views, or suitability for
employment

Q5-

➢ It is a technique in which a sample of the population is asked questions about the issues the
investigator is interested in.

Uses & advantages

• Surveys are more likely to give results that are representative of population as whole than other
interview or observation.
• Data can be compared against expectations and targets.
• When professionally administered – using short, clear questions – surveys can add credibility to
your research.
• Postal surveys have low cost per person.
• Telephone surveys usually get a good response rate and are quicker that postal surveys.

Problems & limitations

• Response rates to postal questionnaires are nearly always low and therefore probably
unrepresentative.
• You get answers only to the questions you have asked.
• Surveys results often lack the richness and subtlety it is possible to uncover other methods.
• Statistical knowledge are often needed to analyse the data.