Managing Social and Human Capital Coursera Quiz Answers

All Weeks Managing Social and Human Capital Coursera Quiz Answers

Managing Social and Human Capital Week 1 Quiz Answers

Quiz 1: Managing Performance, Motivation and Hiring Quiz

Q1. What is the fundamental tenet of Efficiency Wages application?

• The organization pays its employees more than its competitors.
• Paying the employees the same as competitors to keep efficiency.
• Encouraging a competition among employees by high wages.
• Motivating employees by wages to do the right things.

Q2. The Mir Space Station Case is a good illustration of:

• Conformity.
• Goal Setting.
• Attribution Bias.
• Rewarding A while hoping for B.

Q3. According to Professor Cappelli’s lecture, the biggest challenge with designing incentive systems is:

• Different employees are motivated by different incentives.
• Incentives can create competition among employees.
• The ability to capture and measure employee performance.
• Constant incentives demotivate employees.

Q4. According to research, organizational-level incentives:

• Are effective for employees in the same manner as individual-level incentives.
• Are more effective for employees than for executives.
• Are more effective for employees than individual-level incentives.
• May create a “rewarding A while hoping to B” problem.

Q5. According to Path Goal Theory, the key element for motivating employees is through:

• Providing a clear direction to achieve the goals.
• Providing autonomy in how to achieve the goals.
• Providing challenging goals.
• Providing constructive and close guidance.

Q6. Conformity is likely to be most effective for organizations during:

• Onboarding among newcomers.
• Performance appraisals.
• Hiring process.
• Recruiting stage.

Q7. The Milgram Study is a powerful illustration of:

• Compliance.
• Conformity.
• Behavior Modification.
• Imitation.

Q8. The Pygmalion Effect is characterized by:

• Shaping individuals’ behavior by providing clear and specific goals.
• Shaping individuals’ behavior through role models.
• Shaping individuals’ behavior through high compliance.
• Shaping individuals’ behavior by providing high expectations.

Q9. According to Professor Cappelli’s lecture, the biggest reason employee’s leave their job is:

• An imbalance between promised career progress and actual promotion.
• An imbalance between expected and received salary.
• All the above reasons are equally significant and influential.
• An imbalance between proposed job description and actual job content.

Q10. The common biases of supervisors during performance appraisals are:

• Overconfidence and fundamental attribution error.
• Fundamental attribution error, self-fulfilling prophecy, and similarity effect.
• Similarity effect, attractiveness, and cognitive dissonance.
• Fundamental attribution error, self-fulfilling prophecy, and Pygmalion effect.

Managing Social and Human Capital Week 2 Quiz Answers

Quiz 1: Tasks and Designing Jobs Quiz

Q1. The pioneering change that Scientific Management brought into factories were:

• Initially defining the role of managers in factories.
• Breaking jobs down into the simplest, repetitive segments.
• Allowing employees to interact with other professional groups.
• Providing employees more control of their jobs.

Q2. How did work in factories look as a result of the Scientific Management?

• None of the other options are correct.
• Less structured.
• Less routine.
• More controlled by employees.

Q3. One of the outcomes of implementing Frederick Winslow Taylor’s method is:

• Decreasing efficiency
• Increasing social interactions among employees
• Increasing efficiency
• Increasing employees’ well-being.

Q4. According to human perspective, designing jobs is characterized by providing employees the following ingredients:

• Autonomy, variety, and a sense of significance.
• A sense of significance, feedback, and career advancement.
• Social interactions, control, and job security.
• Autonomy, variety, and fairness.

Q5. Motivating employees by providing them a sense of significance means:

• Their job will impact the overall organizational picture and outcomes.
• Their job will be highly meaningful for them.
• Their job will impact their career advancement.
• Their job will be powerful for their professional development.

Q6. What lesson can we gain from Professor Cappelli’s Junior Analyst job illustration?

• None of the other options are correct.
• Even a well-known technical job can be redesigned and enriched.
• There are fundamentally systematical jobs that cannot be redesigned.
• High salary is the beneficial solution for motivating employees in technical jobs.

Q7. Why was Toyota production in the USA more qualitative and productive than that of General Motors?

• Toyota enlarged the authority of its supervisors.
• The Japanese employees were more disciplined.
• Toyota gave its employees more control over the job.
• Toyota designed more interesting jobs for its employees.

Q8. According to Professor Cappelli’s lecture the key element to motivating employees is: (please check all that apply)

• Providing them job security.
• Intensifying their participation and involvement in decision making.
• Increasing their profit sharing.
• Intensifying their involvement in establishing the organization’s vision.

Q9. What was the problematic change in Holt Chemical Company’s managing people practices?

• Launching an incentive plan for their customer support employees.
• Replacing their customer support employees which damaged clients’ trust.
• Increasing their product prices which demotivated their employees.
• Decreasing employee incentives, thereby increasing employee turnover.

Q10. Nordstrom competes through better customer service tailored to individual customers. How did they achieve that?

• All of the options are correct.
• Not having a single, official way of servicing customers.
• High financial incentives.
• No specific selection filters except for being enthusiastic.

Managing Social and Human Capital Week 3 Quiz Answers

Quiz 1: Decision Making Quiz

Q1. What profound lesson can be learned from Cisco’s CEO John Chambers about good and timely decision making?

• Decision-making processes are not always rational and analytical as we tend to think.
• Seeking external advice is crucial for good and timely decision making.
• None of the other options are correct.
• A manager needs to independently decide crucial organizational decisions.

Q2. According to the Stanford University study, one of the saliently characterized factors of fast vs slow organizations in decision making is:

• Seeking the advice of an outside, experienced counselor.
• Gathering narrow information.
• Focusing on planning.
• Not spending enough time on establishing alternatives.

Q3. According to the U.S. Marine Corps doctrine, the key element to good and timely decision making is:

• Indecisiveness is a fatal flaw.
• First-time mistakes are tolerated.
• All of the options are correct.
• Reaching to 70% solution, not 100% consensus.

Q4. Which key element of good decision making is illustrated by the Jet Propulsion Laboratory’s case?

• The crucial role of experienced, outside counselors’ advice.
• First-time mistakes are tolerated.
• Indecisiveness is a fatal flaw.
• Seeking a 70% solution, not a 100% consensus.

Q5. According to research, what factor increases the potential for sub-optimal decision making?

• High optimism.
• High confidence.
• All of the options are correct.
• Seeking confirming evidence.

Q6. To minimizing sub-optimal decision making, it is recommended to:

• Rely on early information in inexperienced areas.
• Seek confirming evidence.
• Narrow collection of information in order to maintain focus.
• Seek conflicting data.

Q7. What key lesson for managers can be taken from the case of Fighting a Fire in Mann Gulch in regards to behaving in stressful situations?

• Do not express hesitation in front of your subordinates.
• Continuously share and explain your decision making.
• Continuously seek other suggestions and opinions.
• Make decisions independently.

Q8. According to research, a cohesive team will perform better:

• In any organizational situation.
• Under stress conditions, only.
• None of the other options are correct.
• In normal organizational situations, only.

Q9. What is the key recommendation for managers in terms of reaching good and timely decisions?

• Build a cohesive team.
• Develop allies and build credibility.
• Empower others to make decisions.
• All of the other options are correct.

Q10. What key lesson can be taken from the exercise of the jewelry store in regards to making a good and timely decision?

• A collective decision is more accurate than an individual one.
• Time pressure narrows the accuracy of decision-making.
• Broad knowledge always generates accurate decision-making.
• An individual decision is more accurate than a collective one.

Managing Social and Human Capital Week 4 Quiz Answers

Quiz 1: Organization Design, Architecture, and Managing Quiz

Q1. The organizational architecture of Rose Company is grouped by:

• Functional Structure.
• Geographic Structure.
• Product Structure.
• Regional Structure.

Q2. In the Hausser Food Products case, which type of organizational structure might have prevented the Florida sales team from withholding information from other sales teams?

• Functional Structure.
• All of the options are correct.
• Regional Structure.
• Geographic Structure.

Q3. According to the Equity Theory, which of the following statements is correct?

• Under-rewarded will decrease their performance while over-rewarded will not change their performance.
• Under-rewarded will increase their performance while over-rewarded will decrease their performance.
• Both under-rewarded and over-rewarded will not change their performance.
• Under-rewarded will decrease their performance while over-rewarded will increase their performance.

Q4. According to research, which of the following statements is correct?

• Under-rewarded will be more collaborative.
• Over-rewarded will be more collectivistic.
• Over-rewarded will be more competitive.
• Both over-rewarded and under-rewarded will be competitive.

Q5. Why does organizational change often not work?

• Mismatch with the current organizational structure.
• The urgency for the change that was not communicated.
• Lack of sufficient financial resources.
• Lots of resistance among executive management.

Q6. According to John Kotter, what must a manager do in order to successfully generate organizational change?

• Assimilate the change, culturally.
• Continuously communicate vision.
• All of the options are correct.
• Create a powerful coalition.

Q7. What was David Pottruck’s major challenge when he decided that change must be generated?

• Establishing a new vision and communicating it.
• Locating the necessary financial resources.
• Building a powerful coalition among executive management.
• Creating a sense of urgency among management and employees.

Q8. When David Pottruck presented his decision to Charles Schwab, which good and timely decision making principle did he use?

• Share information and explain the decision.
• Avoid conflicting data and seek confirming information.
• Build multiple, simultaneous alternatives.
• Seek the advice from experienced counselors

Q9. David Pottruck October 15 meeting at the hotel in SF was designed to:

• Establish a mindset of urgency.
• Anticipate obstacles and resistance.
• All of the options are correct.
• Present a vision for a better world.

Q10. Of the Eight-Step Model for Leading Change by Kotter and Cohen, which steps were demonstrated through the Charles Schwab case? Please check all that apply.

• Articulating a vision for a better world and empowering action by change agents.
• Establishing a mindset of urgency and creating a leadership team to drive the change.
• Identifying short-term gains for reinforcing the long-term agenda.
• Fostering a culture of persistence and culturally reinforcing and institutionalizing the change.

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