1.Is it important to involve your team in setting goals?

(a)Yes, because it helps to create a sense of ownership. Employees are more likely to support goals they are committed to.

(b)Yes, because it fits with Herzberg's two-factor theory of motivation.

(c)No, because they look to their leader to tell them what to do.

(d)No, because employees don't know enough about business strategy. Goal - setting is best done by top-level management.

2.Goals should be SMART. What does the acronym SMART stand for?

(a)Strategy, Measurable, Achievable, Relevant, Targets.

(b)Specific, Measurable, Achievable, Right, Time-based.

(c)Strategy, Monitoring, Achievable, Right, Targets.

(d)Specific, Measurable, Achievable, Relevant, Timeframe.

3.Why is it important for the manager to act as a positive role model?

(a)The manager largely influences norms or acceptable standards of behaviour.

(b)If you lead by example you will receive greater recognition for your efforts.

(c)Leading by example shows employees the reason why you were employed as a manager.

(d)Every manager is also a leader. Leading by example is what you are paid to do.

4.Goals made at team level will align with the organisation's vision statement. What is a vision statement?

(a)A vision statement provides an ideal description of where the organisation wants to be in the future. It provides inspiration and aligns with the organisation's values.

(b)A vision statement briefly describes the company and its purpose, along with customers it intends to serve.

(c)A vision statement describes the guiding values and principles of the organisation.

(d)A vision statement describes factors that are critical to the success of the organisation.

5.If you wanted to encourage your team to take more responsibility for their work, which of the options would be the best solution?

(a)Hold a meeting to discuss the importance of showing initiative when completing daily tasks.

(b)Allow staff the freedom to set their own goals.

(c)Document team goals in writing and issue them to staff.

(d)Use a participative approach and actively involve staff in goal-setting processes.

6.A leader needs to consider the impact groupthink has on decision-making. Which of the following statements about groupthink is true?

(a)Groupthink is positive. It means the team is concentrating and this leads to innovation.

(b)Groupthink has a negative effect on team decision-making. It means that individuals are supressing their thoughts to appear in agreement with the majority. It stifles innovation.

(c)Groupthink is negative. It means that there is a lot of conflict within the team and this interferes with quality decision-making.

(d)Groupthink is a necessary and common process. It refers to how groups interact with each other to make decisions.

7.Which could be considered an example of an intrinsic reward?

(a)Time off to attend a course, paid for by the organisation.

(b)Bonuses and commissions.

(c)Employee share scheme.

(d)Interesting work.

8.According to modern motivational theory, which statement is true?

(a)Money is most effective at motivating employees who are in routine jobs which follow clear procedures requiring little thought.

(b)The larger the monetary reward, the more powerful it is as a motivator.

(c)Everyone is motivated by money.

(d)Offering monetary rewards is the least effective motivational tool a manager can use.

9.Which of the statements best describes an effective team?

(a)It is a diverse group of people with a common purpose, who are committed to achieving organisational goals.

(b)It consists of a small but diverse group of people who are committed to a common purpose and are prepared to communicate clearly to build trust and achieve goals.

(c)It is a small number of people with similar skills and experience, who are committed to a common goal.

(d)It consists of at least ten people, with a designated leader who sets goals and directs their performance towards these goals.

10.What is Kaizen?

(a)It refers to the philosophy of continuous improvement. It involves seeking feedback and reviewing processes that continually improve to provide the best product and service to customers.

(b)It is a motivational theory that is focused on improving job design to make work more interesting and rewarding for employees.

(c)It is part of the strategic level of the goal-setting process.

(d)It means to focus on areas critical to success for the organisation.

11.What are primary stakeholders?

(a)The general environment and the local community.

(b)An organisation, person or entity that is least affected by or able to influence your business or project.

(c)An organisation, person or entity that is most affected by or able to influence your business or project.

(d)An organisation, person or entity that is willing to work with the organisation.

12.Which method is an effective way of collecting and displaying feedback on the team's progress towards achieving organisational goals?

(a)Recording KPI target progress and displaying results on your company's intranet.

(b)One-on-one discussions with every team member and summarising results.

(c)Conducting exit interviews with staff and displaying results on your company's intranet.

(d)During annual formal performance appraisals.

13.Which of the statements best describes effective feedback?

(a)Feedback should be done once a month during team meetings.

(b)Feedback should be specific, timely and constructive.

(c)Feedback should be general, directed to employees you manage and focus on correcting problems.

(d)Feedback is best done in a formal setting, such as during performance appraisals.

14.Which of the statements best describes the concept of 'norms'?

(a)Norms are formal rules and regulations set out by management for employees to follow.

(b)Norms are formal rules and regulations which differ from department to department and should be overseen by management.

(c)Norms are informal rules that the group decides themselves.

(d)Norms are informal rules that help determine acceptable and unacceptable behaviour. Managers need to role model positive norms.

15.Which of the tasks would be unsuitable for a manager to delegate?

(a)Training a new employee.

(b)Writing a roster.

(c)Conducting a performance management counselling session.

(d)Conducting a stocktake.

16.What advice would you give to a manager who was reluctant to delegate?

(a)Only ever delegate the easiest tasks.

(b)Make a delegation plan, with involvement from your subordinates.

(c)Never delegate to highly motivated, ambitious employees as they might do the job better than you.

(d)Delegation takes a lot of time to organise and is often not worth the effort.

17.If an employee transferred to your department and required training in a new job role, which style of leadership do you think would best suit this situation?

(a)Participative.

(b)Directive.

(c)Laissez-faire.

(d)A combination of laissez-faire and directive.

18.If you notice an employee is struggling to meet performance targets, what would you do?

(a)Give them a written warning, with a deadline in which to improve performance.

(b)Give them some more time to improve and hope this helps.

(c)Set specific performance goals and provide coaching and support required to achieve the goals.

(d)Move the employee to an easier job role.

19.The idea that employees are motivated to reduce inequity and seek fairness within the organisation belongs to which motivation theory?

(a)Maslow's hierarchy of needs.

(b)Organisational justice theory.

(c)Goal-setting theory.

(d)Herzberg's two-factor theory.

20.Monitoring or controlling is a key function of management. What does monitoring involve?

(a)Checking actual performance against plans and deciding if resources have been used efficiently.

(b)Motivating employees to achieve organisational goals.

(c)Determining the human resources needs for your department.

(d)Establishing plans and setting goals.

21.Management could be broken into the functions of planning, organising, leading, controlling and staffing. Which of the following activities fall under the function of leadership?

(a)Monitoring activities to ensure resources are used correctly.

(b)Scanning the environment for business opportunities.

(c)Establishing plans and organising resources to achieve them.

(d)Motivating and inspiring staff to achieve goals, and acting as a positive role model.

22.Which of the following could be considered a barrier to effective communication within your team?

(a)The use of jargon and acronyms.

(b)Paraphrasing information.

(c)Using assertive body language.

(d)Empathising with others.

23.Which of the following would not be an ideal leadership quality?

(a)Being inflexible.

(b)Being fair and consistent.

(c)Being honest and ethical.

(d)Being open and transparent about how decisions are mad