Question 81. An internationally-known San Diego manufacturer of high-

81. An internationally-known San Diego manufacturer of high-performance bicycles has a permanent

training facility in Idaho at which all members of the organization learn about the product lines, how to

ride them, perform repairs, understand the technology behind their construction and materials, and

their uses for recreational riding, as well as for amateur and professional racing. This employee

development approach would best be described as a/an

a. coaching and team building approach.

b. job-site training.

c. outdoor training program.

d. corporate university.

82. Experience plays a central role in the development of senior managers,, but it is often neglected as a

development tool in organizations because

a. senior managers and executives are often hired from outside the firm.

b. it is difficult to introduce enough variety into managers’ experiences.

c. the organization cannot control managers’ experiences.

d. in order for useful learning to occur, managers must have positive and challenging

experiences.

83. A difficult boss, a bad job situation, and unsupportive peers

a. are obstacles that can promote managers’ learning.

b. negatively affect a manager’s interpersonal relations skills through the modeling process.

c. are the main reasons for managerial failure.

d. are easily simulated in management training programs.

84. A pre-supervisor training program should include all of the following topics EXCEPT

a. basic management responsibilities.

b. time management.

c. technical job skills.

d. human relations.

85. All of the following are good coaching practices EXCEPT

a. making clear why the coach took certain actions.

b. allowing the subordinate to make mistakes in order to use the results as a learning

experience.

c. explaining what alternatives courses of action the coach could have taken in a certain

situation.

d. reinforcing the subordinate’s good behaviors.

86. What is the most common reason managers fail after being promoted to management?

a. lack of internal political savvy

b. deficiency of technical skills

c. poor teamwork with subordinates and peers

d. inability to balance work and family demands

87. Managers learn by behavior modeling, which is

a. reinforcing the desirable behaviors exhibited.

b. simulation of good and poor managerial behaviors.

c. developing a personal model of ideal managerial behavior.

d. copying someone else’s behavior.

88. In the context of management development, ____ involves a relationship between two managers for a

period of time as they perform their jobs.

a. on-the-job-training

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