What would you do? Choose the BEST option.
This is an inflexible situation as far as you are concerned, so you accept it and do your share of the work load to the best of your ability. The rest is up to your co-worker.
You are concerned that the quality of the project will reflect badly on you and the company, so you put in extra hours to complete the project by yourself to the best of your abilities.
You cannot accept this kind of attitude. You immediately contact your manager to discuss the situation. You request that your co-worker be replaced by another worker to complete the project.
You reach out to the co-worker, explain your difficulty and try to negotiate a fair distribution of the work load between you. You take into account that you might have to put in extra hours to complete whatever tasks he neglects to do.
Correct answer is D
No explanation has been provided for this answer.
Matt, a co-worker in your staff with whom you share an office, needs your advice regarding a report he is about to present at this week's team meeting. These meetings are led by your team manager but the department manager is almost always present, too.
Although the part of the report that Matt shows you seems fine, you notice that the numerical analysis in another section of the report is missing important conclusions. You can tell that this section of the report does not adhere to the standards of your department's supervisors.
Matt seems to be confident about that part of the report and you get the impression that he is not interested in your opinion about it.
What would you do? Choose the BEST option.
If he is not interested in your opinion there is not much you can do about it, so you let it go and leave him to deal with the consequences of a poor presentation.
If he does not want to listen to you, notify management about it. Talk to your manager and ask him to explain to Matt the importance of the necessary changes.
You do your best to get him to listen. It may involve some discomfort but you try to explain the logic behind your criticism in the hope that he will understand.
It's best to stay out of it. If Matt does not want to hear your thoughts, that is his right and there is always the possibility that you are mistaken.
Correct answer is C
No explanation has been provided for this answer.
What would you do? Choose the BEST option.
You wait to see how things develop; at the moment this information is merely hearsay.
You call your co-worker in for a talk. You explain that cooperation is an essential feature of any workplace and tell him you believe both of you can learn from one another. If he refuses to understand you take more serious steps.
You do not want to take any chances with such issues. You report the matter to your supervisor and advise him to consider replacing your co-worker.
Since you do not want to make a "big deal" out of the issue, you ask a third party to intimate to your co-worker that his behaviour is unacceptable.
Correct answer is B
No explanation has been provided for this answer.
What would you do? Choose the BEST option.
You trust your manager's judgement and withdraw your proposition. There's no point in going against her better judgement.
You present a document to your manager systematically detailing the advantages of your proposition and its contribution to the company. If she keeps insisting, you'll support her decision.
You implement your proposition despite the manager's resistance. Since you have a lot of faith in this proposition, you decide to trust your judgement and go behind her back this once for the benefit of the company.
You confront your manager on the issue and insist that she accept your proposal. You are positive that you are right. You have the marketing people to back you and will not give up until you convince your manager otherwise.
Correct answer is B
No explanation has been provided for this answer.
What would you do? Choose the BEST option.
You explain your personal situation to the director and apologise for the decline in the performance of your team. You ask to take a few days off to recuperate.
You make a decision to put aside your personal situation and consult other sales directors regarding their ways of coping with a volatile market. You devote yourself entirely to your work.
You update the director on the changes in the market and explain that there is nothing that can be done at the moment to improve sales.
You scold your team members for their poor performance and set new, more attainable sales targets in line with the changes in the market.
Correct answer is B
No explanation has been provided for this answer.
What would you do? RANK ORDER all responses (1=most effective to
4=least effective).
A. Since this course is likely to result in the relocation of the deputy manager, you approve her participation in the course.
B. You contact your director immediately and ask that she be relocated to a different position, more suited to her capabilities.
C. You veto her participation in the course and discuss it with her. You express your concerns and you try to work out your differences. You update your director.
D. You approve her participation in the course since it was offered by the director. However, you voice your concerns to the director.
C → D → B → A
D → A → B → C
A → D → B → D
B → D → C → A
Correct answer is A
No explanation has been provided for this answer.
What would you do? Choose the BEST option.
You accept the idea of the senior marketing manager. Since she is more senior she has more influence on your status in the company and therefore it is politically wiser to support her.
You accept the idea of your supervisor. Since he is directly above you, he has more influence on your daily routine in the company and therefore it is politically wiser to support him.
You weigh up the advantages and disadvantages of each side and decide accordingly without getting involved in their personal conflict.
You believe that getting involved in this dispute would be detrimental to you as both sides are superior to you. Therefore, you refuse to pick a side saying that both strategies are equally successful.
Correct answer is C
No explanation has been provided for this answer.
What would be the most effective reaction to this situation?
Remind your team of the problems and the clear need to meet every deadline.
Communicate to your team that you are resolving the problems personally.
Stay positive - and ask your immediate superior for additional resources.
Meet with the team to tell them what you believe is causing the problems.
Correct answer is C
The MOST effective option is (C). This is because missing deadlines is a major problem which needs to be escalated to your manager. You need to know where they stand on this issue.
(A) is in fact the LEAST effective option since it only pays lip service - without taking any direct actions to address the growing problem.
Answer option (B) is slightly better than the LEAST effective option (A). You are indeed resolving the issue personally and reminding the team that this leadership responsibility falls within your managerial responsibilities.
Answer option (D) starts with the good idea of holding a team meeting. The aim here needs to be keeping the team on board and asking for their thoughts/opinions on what's causing the issues. Telling them can easily be misinterpreted as blaming them. In which case they will be less likely to help you with the problem resolution.
What would be the most effective reaction to this situation?
You decide to leave the meeting explaining you have urgent work to do asap.
Gently wrap up the session, then hold a presentation review later that day.
Wrap-up the session by secretly messaging the whole team to ask questions now.
It's the presenter's responsibility to manage time, so this is not your responsibility.
Correct answer is B
(B) is the MOST effective solution, demonstrating collaborative decision-making in seeking a resolution. Plus taking the initiative to address the timing issue. Thirdly, it's your managerial responsibility to offer balanced feedback.
The LEAST effective solution is (A) which does not address the over-running presentation or that your team members are being similarly inconvenienced.
Whilst (C) is a 'positive' response to assume leadership of the issue; it also hands responsibility to your team. It sends a strong message to the presenter but this could have been in a more openly professional - and less secretive - manner. Also, the question session will itself take even more time (away from the team's other work).
Similarly (D) avoids taking responsibility for resolving the issue. Always look for an overall solution, which this isn't!
What would be the most effective reaction to this situation?
Call a one-off emergency meeting to highlight objectives and the lack of collaboration.
Start by introducing half-hour, weekly catch-up meetings for the whole team.
Implement compulsory training courses on interpersonal skills as soon as possible.
Familiarise yourself with the team objectives, then email regular updates on each one's progress.
Correct answer is B
(B) is the MOST effective response to the presented scenario. The key issue here is for you, as manager, to improve collaboration. Introducing short weekly meetings will do this in what should be perceived as an acceptable manner by your team. It's always good advice to select the solution likely to prove most effective in the long-term.
The LEAST effective response is (option (A). Rather than reminding colleagues of their team objectives, you need to be encouraging more regular team communication. A one-off meeting - even if it's given high priority - will not improve collaboration over the longer-term.
Regarding answer option (C); interpersonal skills training does offer some value. Still it's only one, albeit an important, component of effective collaboration.
Answer option (D) may work in the long-term. However it is not as proactive as option (B).
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