Ch48/51

6.

The Growing Managers case was based on a real green housing organization. Many of the situations described did occur. Richardson was very frustrated and thought back to her naive dream of Friday pizza lunches and ice cream cart celebrations. Not only was there no money in her budget for parties, her team had not earned those kinds of rewards. Which of the following strategies might not be ideal for Richardson to manage her team in a more effective way?

Select one:

a. Understanding the company's strategy and how the Phoenix office fit into that overall strategy

b. Setting expectations up front about her role and her team's performance

c. Understanding her new boss's expectations, working styles, and goals

d. Reaching out to old boss, HR and other sales managers for advice or help

e. Taking on more sales responsibilities to secure more new client accounts

7

To better support employee development, many organizations such as Adobe (i.e., frequent check-in system) are dropping or radially changing their annual review systems in favor of giving people less formal, more frequent feedback that follows the natural cycle of work. However, according to the article Performance Management Revolution, companies are still facing challenges in this revolution. Which of the following statements is NOT true about these possible challenges?

Select one:

a. Coordinating individual priorities with the goals for the whole company is no easy job

b. Identifying problem employees still serves as a tough call

c. Avoiding legal troubles is still a necessity for most companies

d. Managing peer feedback becomes easier because it is always more objective than supervisor feedback

e. Figuring out how new practices will affect the pay-for-performance model is still ongoing

8For each of the four emotional drives (i.e., acquire, bond, comprehend, defend) that employees need to fulfill, companies have a primary organizational lever to use. Megan has a new restaurant in the downtown Las Vegas. In order to motivate her employees, she emphasizes fairness and transparency in the performance management and resource allocation processes, build trust by being fair and transparent in gaining rewards, assignments, and other forms of recognition. Which emotional drive Megan is trying to fulfill when motivating others?

Select one:

a. Acquire

b. Bond

c. Defend

d. Comprehend

9

Deloitte redesigned its performance management system to better motivate its employees. To see the performance at the individual level, they ask team leaders not about the skills of each team member but about their own future actions (e.g., this person is ready for promotion today) with respect to that person in the performance snapshot. Which of the following statement about potential benefits of this change is true?

Select one:

a. It helps avoid rater biases

b. It increases evaluation accuracy by asking leaders what they would do with each team member rather than what they think of that individual

c. It allows the organization to quickly capture performance at a single moment in time

d. All of the above

10 When the Royal Bank of Scotland acquired NatWest, it was necessary for the two firms to work together in a new climate that encouraged people to break old attachments and form new bonds. According to Nohria et als (2008) article Employee Motivation: A Powerful New Model, which of the organizational Levers of Motivation was MOST important to create in order to engender a strong sense of teamwork, collaboration, openness, and friendship within NatWests silo mentality?

Select one:

a. Reward systems

b. Redesign jobs

c. Culture

d. Performance management and resource allocation processes