Management Skills for International Business Quiz Answers

Get All Weeks Management Skills for International Business Quiz Answers

Management Skills for International Business Coursera Quiz Answers

Week 1

Quiz 1: End of Week Quiz

Q1. Fayol proposed a series of principles about how employees should be managed. What did he mean by ‘Unity of Command’?

  • employees should only have one direct supervisor
  • organisations should be striving to promote team spirit
  • employees need to be clear where they stand
  • managers should be fair to staff at all times

Q2. Henry Mintzberg offered a framework which suggested a series of key skills required to manage people effectively. What is meant by the term ‘disseminator’?

  • a team member who networked inside and outside of the organisation
  • someone who performed social duties
  • the one who communicates information to all key stakeholders
  • someone who looks to access and assimilate work related information

Q3. When considering the concepts of leadership and management, which of the following is the most likely scenario?

  • leaders have subordinates
  • being a leader and a manager are mutually exclusive
  • a business owner needs to be a leader and a manager
  • leaders are reactive

Q4. Which of the following authorities believed that there was a very strong correlation or overlap between leadership and management?

  • Fayol
  • Adair
  • Blake and Mouton
  • Mullens

Q5. Hersey and Blanchard’s ‘State of readiness/Situational Leadership’ framework emphasized the importance of which of the following?

  • the skills and experience of the team
  • the leader being able to build their own team
  • the leader having an autocratic approach
  • the organisation’s reward strategy

Q6. Referring to French and Raven’s 5 Bases of Power, “referent power” is described as a person’s…

  • ability to punish others
  • level of skills and knowledge
  • ability to recognize the contribution of a colleague
  • right to the respect of their colleagues

Q7. French and Raven’s 5 Bases of Power framework assumed that…

  • different forms of power directly affect one’s leadership and associated chances of success
  • power necessarily came with all roles of leadership
  • all types of power were the same
  • all leaders have all 5 Bases of Power

Q8. When we look to apply aspects of Mintzberg’s Framework of Managerial Roles, a Disturbance Handler would usually…

  • be responsible for employee development
  • be a manager who had been in the same role for some time
  • manage potential conflict scenarios
  • demonstrate all 10 attributes of the Framework

Q9. Using Mintzberg’s Framework , if a Manager was
building a series of external networks who were there to provide useful
information, which of the following roles would be demonstrated?

  • Liaison
  • Figurehead
  • Disseminator
  • Negotiator

Q10. When looking to explore the differences between
a leader and a manager, which of the following attributes would most
theoretical perspectives see as an indication of leadership?

  • The ability to motivate others
  • Having a vision and clear strategy
  • Close management of resources
  • Managing workflows

Q11. Which of the following most closely reflects Kotter’s views on the leadership vs management debate?

  • An individual will be either a leader or manager, never both
  • Leadership and management are mutually exclusive
  • Individuals need to be both leaders and managers
  • An individual working at a senior level must previously have been effective as managers

Q12. When considering the leadership v management debate which of the following is most likely?

  • Leaders have subordinates
  • Managers have an innovative approach
  • Leaders have followers
  • Leaders are accepting of the status quo

Q13. A leader can demonstrate a range of styles. What would a “laissez-faire” approach usually indicate?

  • A leader taking sole responsibility for all decisions
  • All leadership functions would be shared amongst colleagues
  • An abdication of leadership responsibilities
  • Colleagues having the freedom to make the right decision

Week 3

Quiz 1: End of Week Quiz

Q1. According to Herzberg, which of the following is usually a motivator?

  • The relationship with line management
  • Responsibility
  • Salary
  • Supervision

Q2. When Douglas McGregor discussed Theory X, one key assumption was…

  • it will lead to optimum levels of production
  • an innovative leadership style is appropriate
  • employee engagement will be a priority
  • employees inherently dislike work

Q3. When McGregor’s Theory X is applied to a workplace scenario, which of the following is most likely?

  • For most employees, work is as natural as play
  • Individual employees feel fulfilled
  • Employees will seek additional responsibility
  • There will be a need for managerial direction and control.

Q4. Adams’ Equity Theory focuses on which of the following?

  • An employees measurable output
  • The manufacturing sector
  • Individuals’ opinions around how fairly they feel they have been treated
  • Team performance

Q5. When looking to incentivize a team, which of the following is most likely?

  • Money will be the primary motivator
  • If employees are incentivized individually, collective performance will decline
  • There will be inconsistencies in the performance management processes
  • Each team member will always be satisfied with their rewards and incentives

Q6. When looking to motivate a team to optimum levels of output, which of the following can we assume about an organisation?

  • That it values its people resource
  • That it keeps reward and appraisal processes separate
  • That it has a low level of employee turnover
  • That is always makes excessive demands of its employees

Q7. Which of the following is the basic assumption of Maslow’s Hierarchy of Needs?

  • People always want more
  • Levels of satisfaction are easily achieved
  • A satisfied need will always motivate
  • Esteem Needs are when an individual’s full potential is reached

Q8. When we consider Belbin’s model of team roles, an implementer would usually do which of the following?

  • Look to be practical and organise
  • Be thoughtful and critical
  • Look to coordinate activities in a team
  • Bring specialist knowledge to a team

Q9. According to Belbin’s Model, which of the following is true?

  • All members will allude to a single preferred role
  • All team members are assumed to be multi-skilled
  • To be successful, a team needs to have access to all of the nine team roles
  • The Shaper prefers balance and harmony within a team

Q10. When we consider Adair’s Action Centred Leadership, emphasis was placed on which of the following?

  • Achieving all objectives
  • Having a positive work environment
  • A balance between three variables
  • Having productive team meetings

Q11. Which of the following is the correct sequence according to Tuckman’s model for Team Evolution?

  • performing, storming, forming and norming
  • norming, adjourning, forming, storming, performing
  • forming, storming, norming, performing, adjourning
  • forming, performing, storming, adjourning

Q12. Hertzberg’s Theory of Motivation looks at Hygiene Factors and Motivators. Which of the following pairs are both Hygiene Factors?

  • Salary and Advancement
  • Recognition and Responsibility
  • Work Conditions and Achievement
  • Supervision and Line Management Relationship

Q13. According to Herzberg, a Hygiene Factor is..

  • A potential source of dissatisfaction
  • A motivator
  • A way to achieve career advancement
  • A thing which will always lead to satisfaction

Q14. In Maslow’s Hierarchy of Needs, which of the following is true?

  • Safety Needs include work relationships
  • There are four levels
  • Self-Actualization is an individual phenomenon
  • Belongingness and Love Needs focus on status and reputation

Q15. When we look at McGregor’s Theory X and Theory Y, which of the following is true?

  • Theory Y is a participative style of management
  • Theory X assumes that employees are self-motivate to work and add maximum value
  • Theory Y focused purely on an employee’s output
  • Theory X focused mainly on an employee’s productivity
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