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6) As a manager, it is your job to act with integrity. Which is an example of not acting with integrity? Doing what you say you'll do every time Allowing one staff member to do something, yet not another Always being open and honest with your staff Offering your team regular praise and rewards 7) There has recently been a change to EEO (Equal opportunity) legislation. As a manager, you should: Inform your team if an incident occurs Understand the change, and inform your team when you get a chance Ensure you understand the change Understand the change, and immediately inform your team 8) In your role as a manager, the best way to gain trust from your staff is to: Only focus on self-improvement when it is really necessary Manage your staff differently according to how much you like them as a person Implement a 'do as I say, not do as I do' policy Ensure you strive to be a fair and reliable role model for your team 9) You are hiring a new staff member, and HR has informed you that you need to select someone who perfectly fits the company culture.' As such, you would look for a staff member: Whose values align with those of the organisation, as values are key to corporate culture. Whose experience aligns with what the position description requires, as experience is key to corporate culture. Who you personally like. After all, you are part of the company so if you like them, they should fit in. Whose values and behaviours align with what the organisation expects, as both qualities are important to cultural fit. 10) A performance issue has been identified with one of your staff members, and you've been asked to rectify it. What would the most appropriate solution be, and why: You should arrange to coach your staff member, as they are in need of a wider range of work and life skills You should arrange to mentor your staff member, as mentoring is most appropriate when a performance issue is identified You should arrange to coach your staff member, as coaching is most appropriate when a performance issue is identified You should arrange to mentor your staff member, as they are more junior to you and require you to pass on some of your experience
11) As a manager, you know that it is important to use networks to build relationships. Therefore, your network should be seen as: Beneficial only if you are in a sales type role A relationship that is only beneficial if someone looking for work A group of people lean on if you need something A symbiotic relationship, where both parties use each other for mutual benefit 12) Which of the following statements is untrue in regards to your informal networks within your organisation: Informal networks help you influence others Developing relationships with people with power will help you to be noticed Informal networks within an organisation are more likely to be one-way relationships if you are looking for a promotion You can access greater influence if you have a greater number of informal networks 13) As a manager, what is the best approach to take to networking? Focus on building formal, external networks with your family and friends Focus on building your formal networks only, as through those you can access the most business opportunities Strive to build strong formal, informal, internal, and external networks Ensure that all of your time dedicated building informal, internal networks within your organisation, so you can get promoted 14) You've working in a continuous improvement team, and have been asked to identify workplace difficulties. Which of the following would not be considered a workplace difficulty? Changing weather conditions for the IT team Several minor personality clashes within the administration team An angry customer The fact that most of the organisation is overworked and underpaid 15) You've just identified a difficulty in the workplace - many of your staff members are arriving very late at work and not achieving their KPIs. How should you approach this difficulty? Take immediate disciplinary action against the relevant staff members Analyse the problem with other managers in the business, then take immediate disciplinary action Identify different ways to resolve the problem, and then take immediate action against the relevant staff members Define and analyse the problem, talk to staff and managers about ways of resolving the problem, then take the most appropriate course of action
16) You've set a goal to increase the number of business development calls you and your team make. This is an example of: A well-formed goal, as it sets a clear target to work towards A goal that will be successful if you double the amount of calls you're currently making A goal, but you also need to set a point in time when it should be achieved, and an identifiable means for assessing its degree of success A goal, but you also need to set a deadline for it 17) Guiding and supporting colleagues is related to your ability to communicate with them. Therefore, when communicating with those around you, you should: Act in a manner that is respectful at all times, and always respond to concerns Be aware of other's culture, age, gender, etc. but always keep the same personal style Value their opinions in most situations except for during their performance appraisal, when you tell them what they've done wrong Ensure you always communicate via email, so your message is not misunderstood 18) As a manager, how should you approach poor work performance? Constantly monitor your team, and quickly identify and respond to poor work performance Address poor work performance only when it is severe, as addressing it otherwise can lead to negative outcomes Begin monitoring your team something goes wrong. After all, you hired them because they were trustworthy professionals Wait until your staff tell you of negative outcomes, and then respond to poor work performance 19) You've just changed roles and unfortunately, you've inherited a poor performing team. Which of the following would not be a reason for their poor performance? Two members of the team have disabilities The team have been set unrealistic targets and have hence been set up to fail No one knows what they should achieve Many members of the team are overqualified and are hence bored in their jobs 20) You've identified that one of your staff members lacks the ability to do their job. You should adopt the following approach to this issue: Suggest that they begin looking for other work, otherwise you will need to release them Consider retraining them or rearranging their job description Immediately reassign the staff member to another role in the organisation that is more appropriate to their skill level Follow the 5 step ability assessment process, beginning with asking if they have the resources to do their job.