Question91. Refer to Case 7.3. Gena’s performance improvement process emph

91. Refer to Case 7.3. Gena’s performance improvement process emphasizes which
characteristic or strategy of an effective manager?
a) Identifying the problem.
b) Exploring the problem.
c) Directing attention to the problem.
d) Empowering the employee to deal with the problem.
e) Directing communication to the problem and not the person.
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92. Refer to Case 7.3. How does Gena’s method of giving feedback compare to the
suggestions offered in the Manager’s Notebook for giving constructive feedback?
a) Gena is effective and follows all the guidelines.
b) Gena is probably not giving employees sufficient time to vent their feelings.
c) Gena seems to be spending too much time trying to reason the employees
into seeing her perspective.
d) Gena probably communicates acceptance but shouldn’t use the “trait-type”
terms.
e) Gena doesn’t seem to offer suggestions for improvement.
Case 7.4
Sigerstad, Inc. is preparing for a large-scale performance evaluation of workers in all
departments. You are a member of the HR department and have been asked to join a
committee that will be developing the criteria. The company is very team-centered and
you need to develop appraisal criteria with teams in mind. Management has also asked
the team to prepare a training session for line managers on how to provide appraisal
feedback to employees, as well as how to perform appraisal interviews.
93. Refer to Case 7.4. The committee begins by discussing how the foci of the
appraisals should be directed. Which of the following would you suggest as the
best direction for the appraisals?
a) Only team performance should be evaluated, since team outcomes are the
basis for the firm’s success or failure.
b) Only individual performance should be evaluated, since each individual’s
performance plays a factor in the team’s success.
c) Both individual performance and team performance should be evaluated.
d) Individual performance should be the sole measure of performance for
Sigerstad’s manufacturing teams.
e) Team performance should be the sole measure of performance for Sigerstad’s
manufacturing teams.
94. Refer to Case 7.4. Mary Anne suggests that team members’ individual
performance be based upon outcome measures. You respond that:
a) outcome measures should have no place in measuring performance.
b) using behavioral measures would be a better choice, since they are easier to
observe.
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c) using outcome measures would certainly be the best choice for measuring
individual performance.
d) quantity measures should be used when determining individual performance.
e) individual performance should not be measured among team members.
95. Refer to Case 7.4. Dwayne suggests that team performance be based on outcome
measures. You respond that:
a) outcome measures should have no place in measuring team-related
performance.
b) using behavioral measures would be a better choice, since they are easier to
observe.
c) using outcome measures would certainly be the best choice for measuring
individual team members’ performance.
d) measuring the traits that team members exhibit would be a better choice.
e) it would be just as effective to simply measure each individual member’s
outcome performance.
96. Refer to Case 7.4. If team members reviewed one another, this would be an
example of:
a) self-review.

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