The Manager Toolkit A Practical Guide to Managing People at Work Coursera Quiz Answer [💯Correct Answer]

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Week- 2: Final Assessment

1.
Question 1
The ‘utility’ of a selection process is a measure of its:

1 point

  • Generalizability
  • Fairness
  • Cost effectiveness

2.
Question 2
The terms ‘Hawks’ and ‘Doves’ are used to describe:

1 point

  • Difficult and co-operative interview candidates
  • Harsh and lenient interviewers
  • Neither of the above

3.
Question 3
The Fundamental Attribution error describes the error of:

1 point

  • Attributing the cause of another person’s behaviour to their personality rather than to their situation
  • Attributing the cause of another person’s behaviour to their situation rather than their personality
  • Attributing the cause of another person’s behaviour on the basis of their physical appearance

4.
Question 4
Which of the following in not true

1 point

  • Unstructured interviews have lower predictive validity than Structured interviews
  • Structured interviews are fairer and create less Adverse Impact than unstructured interviews
  • Structured interviews are more generalizable than unstructured interviews

5.
Question 5
Pattern Behaviour Description Interviews are most appropriate for interviewing candidates:

1 point

  • Without relevant work experience
  • Candidates with considerable, relevant work experience
  • Candidates with proven academic ability

6.
Question 6
Asking candidates for the job of a taxi driver to demonstrate their driving skills would be an example of a:

1 point

  • Work Sample test
  • Assessment Centre
  • Structured Interview

7.
Question 7
A great disadvantage of Cognitive Ability Tests is that they:

1 point

  • Result in biases against certain groups
  • Are not very generalizable
  • Are extremely expensive and time consuming.

8.
Question 8
An advantage
of Assessment Centres is that they are:

1 point

  • Cheap and simple to set up and run
  • Provide a range of opportunities for candidates to demonstrate their abilities
  • Have higher predictive validity than CATs.

9.
Question 9
Prepared
rating scales are used to assess candidates:

1 point

  • In unstructured interviews
  • In structured interviews.
  • In both structured and unstructured interviews.

10.
Question 10
‘Generalizability’ refers to whether:

1 point

  • A selection method produces consistent results
  • A selection method can be used with different ethnic and social groups.
  • A selection method can be used across a range of job and occupations.

11.
Question 11
The Positional Analysis Questionnaire is:

1 point

  • A form of structured interview
  • A measure of personality
  • A tool for Job Analysis

12.
Question 12
Interviewers’ perceptions of candidates personality and ability have been shown to be influenced by:

1 point

  • The candidate’s physical attractiveness
  • Whether the candidate wears spectacles
  • Both the above

13.
Question 13
Traditional interviews have the advantage that they are:

1 point

  • Very generalizable
  • Have high predictive validity
  • Allow accurate comparisons between candidates

14.
Question 14
Which of the following is not a good criteria for a selection method?

1 point

  • Validity
  • Fairness
  • Participation

15.
Question 15
An assumption that certain jobs and professions are only suitable for men, is an example:

1 point

  • Stereotyping
  • Fundamental Attribution Error
  • The halo effect

16.
Question 16
Assessment Centres involve:

1 point

  • Conducting selections at specific locations
  • Assessing candidates with a single assessment method
  • Assessing candidates with a range of assessment methods

17.
Question 17
Which of the following is not a commonly used tool in Job Analysis?

1 point

  • Subject Matter Experts
  • Observations of workers
  • Assessment Centres

18.
Question 18
In the context of selection, validity refers to a selection method’s capacity to:

1 point

  • Produce consistent results
  • Predict future job performance
  • Encourage candidate’s to be truthful

19.
Question 19
The first psychologist to bring the question of attributions to our attention was:

1 point

  • Heider
  • Maslow
  • Bandura

20.
Question 20
Panel interviews are used:

1 point

  • Only when the interview is structured
  • Only when the interview is unstructured
  • When the interview is either structured or unstructured
Week- 3: Assessment for Leadership & Decision Making

1.
Question 1
1. Which of the following are the main ways in which leaders differ?

1 point

  • The extent to which they are inconsiderate to their followers and to which they have an unstructured approach
  • The extent to which they are considerate to their followers and the extent to which they structure and influence their followers.
  • The extent to which they manage resources and give motivational speech.

2.
Question 2
Which of the leadership styles is most likely to take followers views into consideration?

1 point

  • Democratic
  • Autocratic
  • All of the above

3.
Question 3
Transactional leadership style is:

1 point

  • When leaders do not try to change the world or ways followers work.
  • When leaders try to treat followers as individuals and evaluate them on their merit.
  • When leaders tend to take control of the decision making process

4.
Question 4
What factors should leaders consider before deciding a leadership style to adopt?

1 point

  • To consider an approach with limited focus on their followers
  • To consult with their followers the best approach they consider effective.
  • To consider the situation they are faced with, the people they are working with, the constraints they are working under and then adopt a style of leadership.

5.
Question 5
A democratic leader tends to empower others by setting high but not unrealistic goals.

1 point

  • True
  • False

6.
Question 6
Transformational leaders offer opportunities to followers through coaching and mentoring.

1 point

  • True
  • False

7.
Question 7
According to research, leaders are unintelligent and sometimes demonstrate lack of self-confidence.

1 point

  • True
  • False

8.
Question 8
The many definitions of leadership tend to draw
on which of the following:

1 point

  • Leaders are involved in relationship with other individuals or with groups of people.
  • The influence of leaders on followers may extend beyond ensuring that the followers do the things that are ordinarily expected of them.
  • All of the above.

9.
Question 9
According to expected utility theory, when we take decisions we have….

1 point

  • Biased information
  • Unconscious processing
  • Two options
  • All the information we need
  • Stereotypes

10.
Question 10
Which of the following ways of making decisions is unconscious and based on “gut feel”

1 point

  • System 3
  • System 1
  • System 2
  • Probabilistic
  • Formalistic

11.
Question 11
When we take short cuts when making choices, we are said to be using….

1 point

  • Cognitive hermeneutics
  • Cognitive formulas
  • Radical approaches
  • The best approach when we have a lot of time
  • Cognitive heuristics

12.
Question 12
All decision involve……

1 point

  • Certainty
  • Unconscious bias
  • Uncertainty
  • Rational thought
  • Five steps

13.
Question 13
A mother has six children. These children could be boys or girls of course, and the probability of having a boy is about the same as the probability of having a girl. Which of the following sequences of children is the most likely?

1 point

  • BBBGGG
  • GGGBBB
  • BBBBBB
  • GBBGGB
  • None, all of these sequences are equally likely

14.
Question 14
In PESTLE analysis, what does the E stand for?

1 point

  • Extreme
  • Economic
  • Establishment
  • Ecological
  • Extra

15.
Question 15
Research on decision-making seems to show that most people are….

1 point

  • Risk seekers
  • Risk avoiders
  • Risk believers
  • Risky types
  • More risky at night

16.
Question 16
Theories concerned with how we actually make decisions are known as…

1 point

  • Descriptive theories
  • Normative theories
  • Realistic theories

17.
Question 17
What phrase was used by Herbert Simon to draw attention to the limited nature of our rationality in organizations.

1 point

  • Partial rationality
  • Bounded rationality
  • Limited rationality

18.
Question 18
According to Herbert Simon, we make decision not be maximising but by…

1 point

  • Sacrificing
  • Minimizing
  • Satisficing

19.
Question 19
If someone mutiplies 34 by 16 in their head, what system of thought are they using?

1 point

  • System 1
  • System 2
  • System 3

20.
Question 20
Which of the following ways of making decisions is unconscious?

1 point

  • System 1 only
  • System 2 only
  • Neither System 1 nor System 2
Week- 4: Performance Management

1.
Question 1
Performance management is:

1 point

  • Interpersonal influence, exercised by a leader in specific situations or in response to critical incidents or developmental opportunities.
  • Formal and more general feedback and information at predetermined intervals.

2.
Question 2
Performance management is:

1 point

  • Having the employee understand and accept changes
    that will increase his/her effectiveness and performance.
  • Information for management decision making- rewards, compensation, discipline, promotions, etc.
  • Both

3.
Question 3
Performance management is:

1 point

  • Designed to enhance and manage performance in work related efforts and focuses on specific goals to be met.
  • Designed to fire employees.

4.
Question 4
When a company lets an employee know how they are doing, they are fulfilling which
step in the process of performance management system design?

1 point

  • Consider stakeholders
  • Know Goals
  • Communicate and provide feedback

5.
Question 5
Outlining job duties, job goals, and task importance are all considerations that fall
under which step in the process to creating a performance management system?

1 point

  • Communication
  • Consideration of stakeholders
  • Knowing and outlining goals

6.
Question 6
The process that receives help and input from all
those involved with the company in order to reach the company’s goals is known
as what?

1 point

  • Performance Management System
  • Programme Management System
  • Programme Management Support

7.
Question 7
Which
one is not part of the process of designing a performance management system?

1 point

  • Outline goals
  • Consider stakeholders
  • Increase salaries

8.
Question 8
SMART
objectives are:

1 point

  • Sensible, maintainable, accurate, robust and
    talked-about
  • Specific, measurable, attainable, realistic and time-bound
  • Serious, measurable, achievable, realistic and
    timetabled

9.
Question 9
When
the ratings are collected from supervisors, customers and peers it is called

1 point

  • 350-degree feedback
  • 320-degree feedback
  • 360-degree feedback

10.
Question 10
The
evaluation process of employee’s performance as compared to set standards is
called

1 point

  • Performance Appraisal
  • Compensation
  • Design of evaluation

11.
Question 11
The
aim of performance appraisal is to

1 point

  • Fire employee
  • Motivate the employee
  • Hire the employee

12.
Question 12
Performance management system includes which of the following?

1 point

  • Employees
  • Management
  • Both

13.
Question 13
In 360-degree feedback, the ratings are collected from

1 point

  • Supervisors
  • Subordinates and peers
  • All of the above

14.
Question 14
The method of keeping and reviewing the record of employees undesirable behaviour at different time intervals is:

1 point

  • Critical incident method
  • Forced distribution method
  • Alternation ranking method

15.
Question 15
Aligning and evaluating the employee’s performance with that of company’s set goals is called

1 point

  • Appraisal management
  • Performance management
  • Hierarchy of management

16.
Question 16
In performance management, the main feature of a performance management system is to

1 point

  • Increase salary
  • Plan incentives
  • Compare performance with goals

17.
Question 17
Performance appraisals are usually:

1 point

  • Carried out by trained HR professionals
  • Decentralized to operating units
  • Designed by HR and carried out by line managers

18.
Question 18
One of the key reasons you help employees set goals is to plan and agree upon the behaviors you want from your employees

1 point

  • True
  • False

19.
Question 19
Performance management is about addressing both what an employee should achieve and should avoid

1 point

  • True
  • False

20.
Question 20
Employee self-appraisals are a good way to decide promotions.

1 point

  • True
  • False
Week- 5: Assessment for Pay as a motivator

1.
Question 1
According to Maslow’s Hierarchy of Needs the human need for ‘self actualization’ is:

1 point

  • The fourth level of need
  • The sixth level of need
  • The fifth level of need

2.
Question 2
Frederick Herzberg argued that pay is:

1 point

  • A hygiene factor
  • A demotivator
  • A motivator

3.
Question 3
The term ‘Expectancy’ in VIE theory refers to a person’s
belief that:

1 point

  • They can successfully complete a task
  • They will receive the appropriate reward
  • That the assessment system is fair

4.
Question 4
Sarah Rynes concluded
that job applicants are more concerned about the pay offered by a potential
employer:

1 point

  • When the pay range for that job was high
  • When the pay range for that job was unknown
  • When the pay range for that job was low

5.
Question 5
Group or team bonuses are popular with:

1 point

  • High achieving individuals
  • Low Achieving individuals
  • Recent College graduates

6.
Question 6
Research suggests that pay is more important in determining job choice for:

1 point

  • Males
  • Females
  • It is equally important for males and females

7.
Question 7
Herzberg’s famous article: ‘One more time, pay is not a
motivator’, was first published in which of the following:

1 point

  • The New York Times
  • The Economist
  • The Harvard Business Review

8.
Question 8
Pay can be described as:

1 point

  • An intrinsic motivator
  • An extrinsic motivator
  • An implicit motivator

9.
Question 9
Equity Theory suggests that:

1 point

  • Employees react negatively if they perceive equity between their contributions to their employer and the pay and rewards they receive
  • Employees react negatively if they perceive an inequity between their contributions to their employer and the pay and rewards they receive
  • Employers react positively if they perceive an inequity between their contributions to their employer and the pay and rewards they receive.

10.
Question 10
If an offered pay reward is perceived as inadequate by employees, it can be said to have:

1 point

  • high valence.
  • Low valence.
  • low instrumentality.

11.
Question 11
The term that can be applied to motivation derived from the pleasure and satisfaction gained from doing the task is:

1 point

  • Intrinsic motivation
  • Extrinsic motivation
  • Implicit motivation

12.
Question 12
Financial rewards are particularly important for:

1 point

  • Neurotics
  • Introverts
  • Extraverts

13.
Question 13
People tend to understate the importance of pay when completing questionnaires because:

1 point

  • They make socially desirable responses
  • They make socially undesirable responses
  • They fail to remember the importance of pay

14.
Question 14
Which of the following situations prevent pay being used as a motivator?:

1 point

  • When all the employees of an organization are paid well above the minimum wage
  • When employees are all paid just the minimum wage because of competitive pressures
  • When all employees know the pay of all other employees

15.
Question 15
Which of the following was not a factor that Vroom suggested that people consider when deciding whether or not to make an effort.

1 point

  • Instrumentality
  • Equity
  • Valence

16.
Question 16
Towers and Perrin found that pay was more important for:

1 point

  • Employee retention
  • Attracting new applicants
  • Employees nearing retirement

17.
Question 17
According to Deci, to begin paying people to do a task or job they previously did simply because of the pleasure and satisfaction they gained from doing it, will:

1 point

  • Demotivate them
  • Increase their motivation
  • Have no impact on their motivation

18.
Question 18
In Maslow’s Needs Hierarchy pay/money is mentioned in which level? :

1 point

  • Level One
  • Level Two
  • On none of the levels

19.
Question 19
The author of Equity
Theory was:

1 point

  • Herzberg
  • McClelland
  • Adams

20.
Question 20
According to Greenberg it is important to communicate to employees the reasons for any changes in pay, particularly when:

1 point

  • A large pay increase is being awarded
  • A pay cut is being imposed
  • Employees receive an end of year bonus
Week- 6: Assessment for managing conflict at work

1.
Question 1
At which of the following levels can managers
manage conflict?

1 point

  • Personal friendship level
  • Group and team level
  • Extended family level

2.
Question 2
When developing policy for managing conflicts at work, the primary aim is to outline
the organisational approaches to tackling bullying, harassment and other
unwanted behaviour

1 point

  • True
  • False

3.
Question 3
Which one of the following is an important point to consider in terms of organisational policy?

1 point

  • The importance of all key stakeholders communicating both the importance and the location of the policy within the organisation
  • Ensuring that there are conflicting views of the managers in the policy
  • The policy must be drawn only by the manager

4.
Question 4
What is appropriate organisational conflict
culture?

1 point

  • It is an inefficient way of integrating individual employee culture into an organisation culture.
  • It is an efficient conflict culture that develops over time with the aim of developing into a relatively stable way of handling conflicts within the organisation and its various departments
  • It is an efficient conflict culture that develops overtime with the aim of developing into a social gathering with employees which is unrelated to work.

5.
Question 5
Stressful working condition is an important structure antecedent to conflict in the
workplace as well as bullying and harassment

1 point

  • True
  • False

6.
Question 6
What is the competency framework designed by the health and Safety executive used for in organisations?

1 point

  • To help set up the doctor’s clinic within the workplace
  • To support managers prevent employees experiencing stress but also minimise strain within the wider team
  • To support managers to prevent only team members within a particular team without involving other teams in order to protect their health

7.
Question 7
Which of the following is not a way of supporting individuals to deal with conflicts in the workplace?

1 point

  • Communication skill and training
  • Conflicting resolution training
  • Encouraging employees from discussing the conflict at work

8.
Question 8
The causes of conflict can result from structural factors which are at the
organisational level or personal factor which are at the individual level

1 point

  • True
  • False

9.
Question 9
One of the following is not a factor that can
cause or exacerbate conflicts at the organisational level

1 point

  • Specialisation
  • Goal differences
  • Agreed objectives.

10.
Question 10
The management of conflict is reliant on not fostering an understanding of
causative factors

1 point

  • True
  • False

11.
Question 11
Functional conflicts are unhealthy, disruptive disagreement between individuals

1 point

  • True
  • False

12.
Question 12
Dysfunctional conflicts are healthy, constructive disagreement between individuals

1 point

  • True
  • False

13.
Question 13
What is defence mechanism?

1 point

  • A response designed to protect the organisation
  • A response designed to protect self
  • A response designed to protect the entire country

14.
Question 14
Which of the following is not a form of defence
mechanism?

1 point

  • Aggressive defence mechanism.
  • Disclosure
  • Displacement

15.
Question 15
Which of the following is not a remedial support
to help deal with extreme form of conflicts in the work place?

1 point

  • Employee assistance programme.
  • Taking legal actions.
  • Mediation services

16.
Question 16
Identify which of the following is not a key
source of stress in the work place.

1 point

  • Job demands
  • Staff engagement
  • Lack of clarity in understanding the role task within the organisation

17.
Question 17
Share perspective in managing conflicts and
having an understanding of each other’s views can be achieved through on of the
following

1 point

  • Explaining ones perspectives to others is at the heart of any dialogue when examining conflict at the workplace.
  • Selecting individual’s perspective to he shared without any form of dialogue is key to managing conflict.
  • Listening and judging others perspective is key to managing conflict at work.

18.
Question 18
In managing workplace conflict, it is important to understand what bullying and harassment are and how they are different from other forms of workplace conflict

1 point

  • True
  • False

19.
Question 19
It is important to think about the direct and indirect factors that affect conflicts when considering ways in which to intervene in the work place conflicts

1 point

  • True
  • False

20.
Question 20
Which of the following is not a benefit of
conflict?

1 point

  • It fosters innovation processes
  • Improve decision making
  • It increases level of dissatisfaction.

Conclusion

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