Time spent with employees to help them with the day-to-day

Chapter 101. Time spent with employees to help them with the day-to-day responsibilities of their jobs is:a. managementb. disciplinec. shadowingd. leadershipe. supervision2. A supervisor’s goal is:a. to observe the sales department and make suggestions to upper management for ways processes should be changed to be more efficientb. to observe salespeople and help them improve the way they do their jobsc. to lead the sales department in sales each month so salespeople have a model to followd. to observe salespeople and penalize them for mistakes they make on the jobe. to lead the sales department by determining what sales strategy should be for the different types of accounts3. Experienced salespeople do not require:a. supervisionb. management, unless they are inside sales representativesc. management or leadershipd. supervision, but they provide supervision to otherse. supervision, but they do require management4. All of the following are vital activities of managers EXCEPT:a. setting objectivesb. organizing and staffing the sales forcec. motivating the sales forced. problem solvinge. guiding the careers of salespeople5. A sales manager notices that all the accounts in one particular geographic territory have reduced their orders by 15%. She researches the issue and discovers that government funding in that state has been cut by 15%. When the manager begins to look for a way to increase sales despite the funding cuts, she is engaging in which managerial activity?a. staffingb. problem solvingc. organizingd. setting objectivese. motivating6. The two sources of power, as defined by French and Raven, are:a. management and leadershipb. internal and externalc. formal and informald. reward and coercivee. transactional and transformational7. Formal power refers to power that comes from:a. the knowledge the person hasb. the skills the person hasc. the loyalty the salespeople have for the managerd. personal qualities of the persone. the position the person holds in an organization8. Legitimate power differs from reward power in that:a. legitimate power flows from character and personality, while reward power is given by someone higher up in the organizationb. legitimate power is solely from the position in the hierarchy, while reward power is the power to give praise and rewardsc. legitimate power is the power to promote another person to a higher position in the organization, while reward power is the power to compensate another person with financial or material rewardsd. legitimate power can never be rescinded, while reward power is temporarye. legitimate power is rare, while reward power occurs in every organization9. Informal power, power that results from an individual’s personal qualities or skills, includes:a. expert power, reward power, and charismatic powerb. informational power, referent power, and reward powerc. expert power, referent power, and informational powerd. expert power, referent power, and charismatic powere. informational power, reward power, and charismatic power10. A manager with charismatic power can induce followers to accomplish the most. However, this is only positive if:a. the followers can pace themselves so they avoid job burnoutb. the manager has followers who are competent themselvesc. the manager acts in an ethical manner and encourages followers to do the samed. the followers do not become insular and compete against other teams or departmentse. the manager has strong ambitions and a vision for the company11. All of the following are pairs of traits of a bad leader EXCEPT:a. insular and flexibleb. callous and intemperatec. corrupt and rigidd. incompetent and evile. rigid and intemperate12. The skills required to be a good manager are:a. similar to the skills required to be a good salespersonb. difficult to learn, but some people are born with themc. the same now as they were a century agod. similar to the skills required to be a good supervisor and leadere. different across different industries13. The job of a manager mainly involves:a. conducting meetings and performance reviewsb. communicating with the managers a level above him or herc. tracking commissions and salesperson inputd. working together with employees and combining everyone’s idease. implementing their own organizational ideas14. The best way for a new manager to enter the position is:a. strongly, so there is no doubt that the manager has formal powerb. in a low-key way that indicates that the manager is interested in leading, not rulingc. by becoming friends with all the employeesd. as unobtrusively as possible, so the employees do not know they are being observede. with a meeting on the first day to tell the employees what the manager’s philosophy is15. Many of the behaviors that are typical of good managers:a. require learning new patterns that will take practiceb. require employees to accept that the manager has ultimate power over their job functionsc. involve community-building so employees can relax and enjoy their jobsd. involve setting definite boundaries so employees know what to expect and what is expected of theme. require referent power to work effectively16. From a salesperson’s perspective, the characteristics of a good manager:a. conflict with the characteristics managers list as being traits of a good managerb. include flexibility and a team orientationc. are a rarity in modern sales organizationsd. vary from manager to managere. include friendship and loyalty17. How has the role of a manager changed over time?a. Managers have gone from holding prestigious titles to being on an even level with the employees they manage.b. Managers have gone from being harsh dictators to being friends and confidantes of their employees.c. Managers have gone from being top salespeople to being coaches and developers of their employees.d. Managers have gone from focusing on people to focusing on technology.e. Managers have gone from entertaining clients and networking to working long hours in the office and focusing on profits.18. The role of a leader has evolved over the past 50 years. Leaders are now asked to practice:a. transactional leadership instead of transformational leadershipb. managerial functions, aided by those they are mentoringc. transactional leadership in addition to transformational leadershipd. managerial and supervisory functions, in addition to leadership rolese. transformational leadership instead of transactional leadership19. A leader with a high level of emotional intelligence will create an environment of:a. discipline, responsibility, and stabilityb. intensity, discipline, and conservationc. low productivity, danger, and anxietyd. trust-building, risk-taking, and high productivitye. risk-taking, danger, and adrenaline20. All of the following are characteristics of emotional intelligence EXCEPT:a. self-awarenessb. empathyc. self-regulationd. motivatione. organization21. Which of the following is a key predictor of the success an organization will achieve?a. the amount of money, proportionally, that an organization invests in training programsb. the number of meetings held on a weekly basis, proportional to the population of the companyc. the number of awards the company’s product or service winsd. the number of salespeople who meet their quotas monthly, proportional to the size of the sales forcee. the amount of coaching and feedback managers give salespeople22. The hallmark of coaching in a professional setting is:a. having the coach be between two and four levels above the person being coached in the company hierarchyb. an informal, flexible relationship between coach and salespersonc. one-on-one personal interaction on a weekly basisd. a formal, structured relationship between coach and salespersone. daily email check-ins23. All of the following are examples of problems coaching cannot fix EXCEPT:a. health problemsb. poor time management skillsc. substance abused. family or relationship problemse. financial pressures24. A long-term relationship in which a senior supports the personal and professional development of a junior person is called:a. team-buildingb. modelingc. transformingd. mentoringe. coaching25. The advantages of mentoring to the salesperson being mentored are varied. The advantage to a company of having a formal mentoring program is:a. the knowledge the mentors have of those they mentor, that will factor in to performance reviewsb. shifting the focus of older management from promoting outdated systems to mentoring younger employeesc. the ability to attract high-quality new sales representatives who understand the benefits of mentoringd. strengthening cross-departmental bondse. shifting some of the supervisory duties from a paid supervisor to an unpaid mentor26. Sales managers who are mentored by someone inside the company:a. perform as well as their mentors dob. perform better and move on to higher-paying jobs at other companiesc. do not need as much supervision as other managers dod. do not get promoted to higher-level management positions as rapidly as sales managers with mentors outside the company doe. perform better and are less likely to leave the company27. A set of managerial skills that has become more important for sales managers to develop in recent years is:a. managing and organizing teams of salespeopleb. training and testing new salespeoplec. processing and calculating more complicated financial equationsd. counseling and befriending salespeople with personal problemse. disciplining and firing underperforming salespeople28. While sales representatives have traditionally worked alone, they now work more and more in teams because:a. products and services are more complex, and customers need complete solutions instead of isolated purchasesb. customers like to feel that they have multiple points of contact at a vendor companyc. companies cannot manage technology efficiently for individual sales representativesd. managers have limited time and resources, and can manage teams more efficiently than individualse. teams save money for companies over individual sales representatives29. By definition, a team must:a. be located in the same officeb. have job functions that do not overlapc. interact using the same verbal and written stylesd. work together for a common goale. be managed by someone with experience managing groups30. A team will function better if the manager takes the time initially to:a. structure the team and organize it, so each member’s duties and roles are clearb. shadow each member of the team for several days to find out what that member’s job function involvesc. request the personnel files of all the team members so the manager can learn personal information about each oned. listen to each member of the team make a case for why they should be the leadere. promote salespeople the manager prefers to the teams with higher-profile accounts31. One great challenge for managers of sales teams is:a. finding time to sell to the manager’s own accountsb. determining how to compensate the different members of the team equitablyc. transitioning from a sales role to a managerial roled. organizing with all the email that results from a team situatione. dealing with more than one salesperson at a time32. A team will succeed only if the members take their responsibilities seriously. Which of the following is NOT an expectation of behavior from a good team member?a. mediating disputesb. generating ideasc. developing other peopled. anticipating market changese. taking leadership roles33. An option for sales teams with members in different geographic locations is:a. to relocate to one officeb. to redistribute the teams so the members come from the same locationc. to spread leadership duties equally so no one is “in charge” of the teamd. to request a team manager with global experiencee. to work in virtual teams34. All of the following are ways that virtual teams members can communicate with each other EXCEPT:a. phone callsb. emailc. daily face-to-face meetingsd. instant messaginge. intranet team websites35. A virtual team will run more smoothly if the group chooses:a. a form of communication that works well for all the membersb. to meet in person occasionallyc. a wiki as their communication method of choiced. to run all communication through one central administratore. the same mobile communication device and carrier36. A best practice for managing a virtual team is for a manager to:a. monitor all the communications that flow between and among team membersb. make direct one-to-one personal contact weekly on the phone with each team memberc. require that all team members meet in person for two yearly team-building retreatsd. travel to meet with each team member in person once a monthe. quickly make a decision if two members disagree, before disagreements become larger37. All of the following are recurring themes involved in developing global leaders EXCEPT:a. teamworkb. developing peoplec. alignment across bordersd. hierarchiese. communication38. Leaders who want to develop others as they develop themselves need to have:a. good moral character and concern for othersb. strong leadership styles that their followers can modelc. well-developed reputations that will give them credibility with those they mentord. training in ethics and game theorye. training in coaching methods39. A new way of thinking about leadership is emerging that involves a shift from thinking in terms of:a. individual leaders to team co-leadersb. individual leaders to equality of team membersc. strong leaders to hands-off leadersd. strong leaders to figurehead leaderse. individual leaders to developing the capacity of group members40. Leaders need to be able to demonstrate that the activities and initiatives they do:a. are making full use of recent technologyb. have a strong ROTc. have the full support of their followersd. do not conflict with the activities and initiatives of other leaders in their organizatione. are in line with the most recent Six Sigma guidelines

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