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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