Solved by verified expert :81. Refer to Case 9.1. Charles’
comments suggest that the company’s career development efforts are:
a) based on job rotation.
b) based on a mentoring program.
c) coaching based.
d) fully integrated into their current training programs.
e) primarily the responsibility of the employees.
82. Refer to Case 9.1. The HR
director’s comments show that the company is most likely facing the career
development challenge of:
a) personal responsibility.
b) meeting a diverse workforce’s needs.
c) unrealistic expectations.
d) excessive expense.
e) under-use of the program by employees.
83. Refer to Case 9.1. The HR
director would start a career development program with:
a) tuition assistance.
b) group mentoring.
c) coaching.
d) job rotation.
e)
mentoring.
Case 9.2
As a manager, you are thinking through career development. An employee
wants to know what she should do to be eligible for promotion to management.
She originally came to you because she heard about one of those one-day, $99
career planning workshops offered in the conference facilities of a nearby
hotel. She’s already taken a psychological profile test through the HRM
department and wonders what other testing might help her determine if she would
like doing a manager’s job.
On another occasion, you are working with several other managers trying
to decide who, among the hourly workers, should be considered for promotion to
first-line supervisor when there is an opening. As a group, you and the other
managers review the psychological tests of your potentially promotable people,
as well as their individual self assessments. There is some discussion of using
an assessment center as well. Finally after several hours, you narrow your
choices to a manageable list.
84. Refer to Case 9.2. What
should the employee do first in her career planning?
a) Attend the career planning workshop
b) Schedule an appointment with HRM to go through the assessment
center
c) Do a self assessment, using a career workbook that she can get
from HRM
d) Focus on doing her current job better and come back to you in
about a year
e)
Complete a values
clarification exercise
85. Refer to Case 9.2. To
determine if she would like a manager’s job she should:
a) complete a self assessment first and use the workshop as a
follow-up.
b) complete an interest inventory.
c) take a values clarification test.
d) participate in the assessment center.
e) seek a mentor.
86. Refer to Case 9.2. The
managers are trying to put together a(n):
a) succession plan.
b) promotability forecast.
c) skills assessment.
d) organizational assessment.
e)
career plan.
87. Refer to Case 9.2. As a
management group, your review of sources of information about potentially
promotable people is missing a key, but often overlooked, source—the:
a) recommendation of the HRM department.
b) psychological profile of each employee.
c) assessment center data.
d) employees’ performance appraisals.
e)
interest inventory each
employee fills out.
88. Refer to Case 9.2. If the
managers were talking about executive-level jobs, the document they would
create is called a(n):
a) succession plan.
b) promotability forecast.
c) self assessment.
d) organizational assessment.
e)
career plan.
Case 9.3
As the director of HRM, Martin is meeting with the career development
project team. His president has decided that the company needs to invest the
time and effort into improving the direction and development phases of the
current career development program. He has created the task force and
circulates periodic memos to employees about their work. Development funds are
limited. Martin’s management team is experienced and very competent as people
managers.
Feedback from employees shows that they don’t know when promotional
opportunities are available. Reviewing the organization’s structure, your team
finds a very flat organization without career paths, per se. The company has a
wide variety of jobs, but few levels of higher responsibility.
The president and most of the executive management team are self-made
professionals. They want the best workforce, but believe in individual
responsibility.
89. Refer to Case 9.3. Given the
competencies of Martin’s management team, what way could the company almost
immediately improve the direction phase of career development?
a) Set up an assessment center
b) Have employees conduct personal self-development studies
c) Have managers begin individual counseling sessions with employees
d) Revise the performance appraisal system so
that it can be used for development purposes
e)
Establish a career resource
center
90. Refer to Case 9.3. What
would be the best “directional” tool for addressing the employees’ complaint?
a) Create career paths
b) Set up a career resource center
c) Give employees skill inventories
d) Establish a job-posting system
e) Fund an assessment center
91. Refer to Case 9.3. Given the
organizational realities, which developmental tool would provide the best
return for the least cost?
a) An assessment center
b) Job rotation
c) Tuition assistance
d) Establishing a career path
e) Setting up a career resource center
92. Refer to Case 9.3. Given the
actions taken by the company and its current situation, which of the following
best describes the future of career development efforts there?
a) Management will take responsibility for employee career
development.
b) There will be a decreasing emphasis on career development.
c) Career development will become more and more the responsibility of
the individual employee.
d) They will probably invest in an assessment center and career
resource center in the next few months.
e) There will be an increasing
emphasis on assessment.
Case 9.4
The Blue Sky Corporation’s HR department is evaluating their human
resources. They find that upper-level
and middle management consists primarily of members of non-protected
classes. Most of the company’s
minorities are found in areas that are non-management, non-revenue generating
areas of the organization.
Wayne, Blue Sky’s VP, claims that most of the minorities and women in the
company simply don’t have the education and experience that they need to move
into the upper echelons of the business.
He suggests that all interested employees be provided with some sort of
education or training to help prepare them for advancement opportunities. Torrina responds that it may be more
effective to encourage Blue Sky’s protected-class members to become involved in
a professional organization to be able to network and find support. Louise would prefer to see a program where
upper-level employees work with younger subordinate employees to mentor them
and prepare them to take on the upper-level positions that they will someday
leave. He claims that this ought to be
done without regard to the race or gender of the employees.
93. Refer to Case 9.4. The
fact that minorities and women seem to be limited to non-revenue generation
areas of Blue Sky Corp. is evidence of ______.
a)
glass ceilings
b)
glass walls
c)
conscious discrimination
d)
diversity training
e)
affirmative action
94. Refer to Case 9.4.
Wayne’s plan to provide further education and training to employees who want it
is met with the criticism that, while the training might be beneficial to the
company, most employees do not want to pay for the training from their own
pocket. Which of the following would be
Wayne’s best response?
a)
Employees should be encouraged
in self development.
b)
Blue Sky should lay off all
recent hires.
c)
A tuition assistance program
should be provided.
d)
A self-assessment plan should
be implemented.
e)
All of the above
95. Refer to Case 9.4.
Torrina seems to be supporting which of the following as a development phase?
a)
Group mentoring
b)
Job rotation
c)
Cross-functional training
d)
Coaching
e)
Apprenticeships
96.
Refer to Case 9.4. Louise is supporting:
a)
a group mentoring program.
b)
individual career counseling.
c)
job rotation.
d)
promotability forecasting.
e)
succession planning.
