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Pre-Test

1. Which of the following might be a barrier to communication?

a. Negative body language
b. Being very verbose when articulating your mental notions
c. Speaking in a monotone voice
%*All of the above
2. Which of the following statements is true?
a. Left-brained people have the ability to see options at every turn
L Leflbrained people see things in a monochromatic, orderly way
c. Right-brained people excel at tasking and prioritizing information
d. Right-brained people only work on one thing at a time
J. Which of the following statements is true about good supervisors?
a. They avoid acting superior
b. They avoid making boastful statements
c. They never accuse until they know the facts
d. All of the above
4. or False: The most effective way to motivate employees is to increase their
f!{e
pay.

5. ot False: Good supervisors show appreciation for a job well done.

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6. True or False: Effective listening skills are a difficult but important supervisory
skill.

7. Which of the following statements is true?

a. Conflict is always productive
Conflict is sometimes productive
"b-
c. Conflict is never productive
8. True or False: We should be spending most of our time helping problem
e*ployff
9. . iIru or False: Employees are generally more productive when they feel they have
friends at work.

10. True or F4[seJn today's highly competitive economy, one of the best ways an
orgunitffi.an remain strong is to push employees as hard as possible.
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1) Human relations is the practice of treating employees j

as you would like to be treated. ?
2) The most efficient way to motivate most employees is
g
to increase their pay. ?-
3) Effective two-way communication can best be
achieved through e-mails and bulletin board notices. ry^
4) The best leadership style is the one that places the
highest value on accomplishing the task or job. &
5) New employee induction, orientation, and training is
best left to the human resources department. %
6) Supervisors have responsibilities both to senlor
management and to their employees.
2*
7) Cooperating with other departments is less important
than productivity. 2-
8) Plans are generally better received by employees
p
when they have been part of the planning process.

9) Prioritization is a useful technique for managing time .'1

lf
effectively.

10) Listening is an important but difficult supervisory

1
skil1. t

11) Understanding what employees need and being

sensitive to their concerns is part of good human n&
relations.

12) Recognition and appreciation are good ways to keep

employees motivated. b
13) ln order to be effective, communication must be -'1
timely, honest, open, and accurate. u
14) Leadership is the process of accomplishing work
through other people. /-i
15) The most important supervisory
get along well with others.
skill is the ability to
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Agree Disagree Not Sure

16) In today's highly competitive economy, one of the

best ways an organization can remain strong is to .rq
push employees as hard as possible. &
17) In today's competitive climate, one of the best ways .J
to stay competitive is to cut costs and improve quality. b
18) Teamwork can best be achieved by fostering a climate
of competition. &
19) A good goal must be specific, measurable, and
realistic, with a deadline.
e<-
20) To put an employee at ease, discuss their complaints
at their workstation.
W
21) The houble with being able to get along with others is
that you have to give in to them all the time. &
22)The words we use and how others perceive us has
very little to do with effective communication. v
23) We never have enough time.
tu
Z4)Tryingto get your employees involved in the
decision-making process is a waste of time.
# %
z
25) Planning involves thinking of future events and how
to deal with them.

26) Conflict is always unproductive. -

27)When new employees come on board, try not to let
them do anything until they have been completely -)U
trained.

28) One good way to see whether a new employee is

suited to their job is to just watch them for a couple
days.
of 7
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29) Written communication is more effective than face-to- (>
face communication. (>

30) The average person only truly hears about 25o/o

what is said.
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Agree Disagree Not Sure

31) We should try not to have conflicts in the workplace. !

$

32) Effective leaders should be able to modify their

leadership style depending on the situation and the
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skills of the people involved. (-?'

33) Senior managers have the greatest impact on the day-

to-day work of an employee. '/ f,
t
34) Managing time effectively is not the same thing as
staying busy.
2
35) Organizing means gathering together those resources
required to accomplish the work.
n
36) When administering discipline,
firm, fair, and consistent.
it is important to be
Z
37) When handling employee performance problems, the
supervisor is acting as a coach.
^4
38) A good coach should lay out a plan for an employee s
E

to follow in order to improve performance.

i
39) Employees should see their supervisor as
approachable. L
40) Closed questions are the most important types
questions to ask employees.
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41) Since our body language is so much a part of us, there
is probably nothing we can do to change it. 2(J
42) As long as we have a positive attitude, our behavior
doesn't matter.
It-t
43) Whenever possible, we should help employees
identify their strengths and see that they get to use
them as often as is possible. {
3
b

44) High-maintenance employees just aren't worth the t

u
trouble. D

45) We should be spending most of our time helping q

problem employees. (-/
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Agree Disagree Not Sure

46) Employees usually have the answers to their own

perfotmance problems if we have the patience to work
with them to discover those answers. 2
47) Employees are generally more productive when they q
feel they have friends at work. L
48) Using e-mail to communicate with employees is one
of the most effective ways of getting the same ()
message to everyone.

49) Most conflict will go away if you just ignore it.

7
50) To be a supervisor is to have an important impact on
an organizalion's productivity and progress. 2
Your Total:
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Situation
1. Your employees are not
responding lately to your friendly
conversation and obvious concern
Ae6 for their welfare. Their
performance is declining rapidly.
2. The observable performance of
your group is increasing. You
have been making sure that all
members were aware of their
responsibilities and expected
standards of performance.
3. Members of your group are unable
to solve a problem. You have
1 normally left them alone. Group
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performance and interpersonal
relations have been good.
4. You are considering a change.
Your employees have a fine
S3 record of accomplishment. They
respect the need for change.
- Communication, Coaching, and Conflict I
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Alternative Actions
You would:
a) Emphasize the use of uniform
procedures and the necessity for task
-accomplishment
Make yourself available for discussion
but not push your involvement
c) Talk with employees and then set goals
d) Intentionally not intervene
You would:
gaffigage in friendly interaction. but
continue to make sure that all members
are aware of their responsibilities and
expected standards of performance
b) Take no definite action
c) Do what you can to make the group
feel important and involved
d) Emphasizethe importance of deadlines
and tasks
You would:
-
il y6{kwith the group and together
,-'/" engage in problem solving
b) Let the group work it out
c) Act quickly and firmly to correct and
redirect
d) Incorporate group recommendations,
but you direct the change
You would:
a) lktIow group involvement in
-f developing the change, but not be too
directive
b) Announce changes and then implement
with close supervision
c) Allow the group to formulate its own
direction
d) Incorporate group recommendations,
but you direct the change
e)
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5 The performance of your group
has been dropping during the last
few months. Members have been
unconcerned with meeting
( objectives. Redefining roles and
L/ responsibilities has helped in the
past. They have continually
needed reminding to have their
tasks done on time.
6. You stepped into an efficiently
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run organization. The previous
administrator tightly controlled
the situation. You want to
maintain a productive situation,
but would like to begin
humanizing the environment.
7. You are considering changing to a
structure that will be new to your
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group.Members of the group have
t4 / made suggestions about needed
Ll'' changes. The group has been
productive and demonstrated
flexibility in its operations.
8. Group performance and
interpersonal and interpersonal
{ry, relations are good. You feel
somewhat insecure about your
lack of direction of the group.
- Communication, Coaching, and Conflict I
You would:
a) Allow the group to formulate its own
direction
b) Incorporate group recommendations,
but see that objectives are met
c)-!define roles and responsibilities and
{ supe*ise carefully
d) Allow group involvement in
determining roles and responsibilities,
but not be too directive
You would:
a) Do what you can to make the group
feel important and involved
b) Emphasize the importance of deadlines
and tasks
c) Intentionally not intervene
d)..pet the group involved in decision
making, but see that objectives are met
rZo
You would:
a),pefrne the change and supervise
"tiir\cargfirlly
b),-PSrticipate with the group in
{ developing the change. but allow
members to organize the
implementation
c) Be willing to make changes as
recommended, but maintain control of
implementation
d) Avoid confrontation, leave things alone
You would:
a) Leave the group alone
4'' !)o#tlscuss the situation with the group
c)
and then initiate necessary changes
Take steps to direct followers toward
working in a well-defined manner
d) Be supportive in discussing the
situation with the group, but not too
directive
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9. Your boss has appointed you to
head a task force that is far
overdue in making requested
recommendations for change. The
group is not clear on its goals.
{ Attendance at sessions has been
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poor. Their meetings have turned
into social gatherings. Potentially,
they have the talent necessary to
help.
10. Your employees, usually able to
take responsibility, are not
responding to your recent
redefining of standards
11. You have been promoted to a new
position. The previous supervisor
was uninvolved in the affairs of
the group. The group has
adequately handled its tasks and
ci direction. Group interelations are
good.
12. Recent information indicates some
internal diffi culties among
employees. The group has a
remarkable record of
accomplishment. Members have
effectively maintained long-range
goals. They have worked in
harmony for the past year. A11 are
well qualified for the task.
- Communication, Coaching, and Conflict I
You would:
a) Let the group work out its problems.
b) Incorporate group recommendations,
but see that objectives are met
c).,A-edefine goals and supervise
-.'{ carefully
d) Allow group involvement in setting
goals, but not push
You would:
a) Allow group involvement in
redefining standards, but not take
control
blRddefine standards and supervise
-/
Ft
carefullv
c) Avoid confrontation by not applying
pressure; leave the situation alone
d) Incorporate group recommendations,
but see that new standards are met
You wou-fd:
a) Take steps to direct followers toward
/ working in a well-defined manner
b) Involve followers in decision
making and reinforce good
contributions
c) Discuss past performance with the
group and then examine the need for
new practices
p-.Contin.ue to leave the group alone
You would:
a) Try out your solution with followers
., and examine the need for new
t. \practlces
{Ul )gttow group members to work it out
\-,.fhemselves
c) Act quickly and firmly to correct and
redirect
d) Participate in problem discussion
while providing support for group
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Your Leadership Style Adaptability

To determine your Leadership Style Adaptability, circle the scores in Figure 2 below that
correspond to the alternative action choices made for each situation in Figure 1. For
example, if for Situation 1 alternative action choice "C" was chosen, circle "2" under
column C below. Next, add the numbers in each vertical column and write their sums
next to Subtotals. Finally, add the subtotals for each column to calculate Leadership Style
Adaptability and write this number in the box provided.
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Post-Test

01. Which messages can sometimes imply criticism towards another person?
e. "I" messages
f. 'oYou" messages
g. "We" messages
h. None of the above
02. Which of the following is the last step in the (employee development) coaching
model?
e. Asking where the employee thinks they are and where they want to be
f. Asking the employee's opinion
g. Asking the employee what steps they will take to get where they want to
be
h. Giving feedback to the employee and asking how they might improve
their process

03. Which of the following is the first stage of the commitment curve?
a. lnformed optimism
b. Informed pessimism
c. Uninformed optimism
d. UninformedPessimism
04. True or False: When dealing with conflict within your organization, sometimes
the best solution is to develop several possible solutions.

05. True or False: Our body language unintentionally reveals how we feel about a
person or situation.

06. True or False: An open question is one that probes for extra information.

07. Which of the following is an example of a verbal cue?

a. Leaning forward, making eye contact, nodding our head
b. Short statements like "OK," "Go on," or "IJh-huh"
c. Paraphrasing or clarifying what the other person has said
d. These are all examples of verbal cues
08. Which of the following is an example of communication?
a. Two colleagues talking about a project
b. A memo from the supervisor
c. A barking dog
d. All of the above
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09. Supervisors who work well with most people but find it difficult to handle
discipline problems and immature people have which Style Profile?
a. Style Profile 1-2 (Telling - Selling)
b. Style Profrle 2-3 (Selling - Participating)
c. Style Profile 3-4 (Participating - Delegating)
d. None of the above
10. True or False: One of the best ways to listen is to just stop talking.