1
The reason many people perform unsatisfactorily is that they fear failure.
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True
False
2
Unsatisfactory performance should be closely monitored and documented.
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True
False
3
There really aren't many unsatisfactory employees - but quite a few unsatisfactory managers.
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True
False
4
One of the main reasons people become dissatisfied with their job is that they fail at it.
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True
False
5
The best way to change unsatisfactory behaviour is to confront people with it.
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True
False
6
If you don't like your boss, you can never be effective in your job.
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True
False
7
The vast majority of unsatisfactory performance is caused by individuals not knowing what is expected of them.
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True
False
8
Many managers, having once formed an opinion about an employee, are unlikely to change their mind.
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True
False
9
Unsatisfactory performance is often the result of a lack of training.
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True
False
10
Unsatisfactory performers should be asked to write down what they see themselves responsible for.
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True
False
11
One of the most important questions to ask when reviewing performance is, "How do you use your time?"
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True
False
12
A set of agreed objectives is like a contract between a manager and a subordinate.
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True
False
13
Objectives need be set only for new tasks, not ongoing activities.
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True
False
14
Objectives whose achievement depend on the actions of more than one individual are impractical.
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True
False
15
A major objective for any manager is the effectiveness of his or her subordinates.
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True
False
16
A job, which has more than eight or ten major objectives, needs restructuring.
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True
False
17
An objective which cannot be measured is more or less useless.
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True
False
18
Having clear objectives improves job satisfaction.
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True
False
19
All objectives should have clear completion dates.
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True
False
20
Important job objectives should always be set in consultation with others.
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True
False
21
Discipline of staff should be the responsibility of specialists or senior managers.
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True
False
22
Rules of conduct and performance should only be set if they can be enforced.
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True
False
23
Giving clear recognition for work well done is a good way of motivating people.
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True
False
24
Actually, there are relatively few differences between people.
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True
False
25
Performance is usually related to the amount of education a person has.
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True
False
26
Women often experience difficulty in managing men.
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True
False
27
Complaints about the workplace and general policy usually indicate other problems.
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True
False
28
A good way to get people to improve their performance is to make them part of a group of high performers.
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True
False
29
A mark of a good manager is that subordinates come to him or her when they are having problems with their work.
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True
False
30
Subordinates should listen without interruption when receiving instructions.
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True
False
31
Individuals in tightly scheduled jobs should be supervised closely.
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True
False
32
If they were listened to, most employees could contribute more to productivity.
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True
False
33
Hints of disciplinary action will usually improve performance.
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True
False
34
It is best to ignore minor rule infractions if they involve the best employees.
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True
False
35
If employees are allowed to set their own targets, they almost invariably set them higher than their bosses would.
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True
False
36
Productivity usually increases when employees know how their work contributes to the final product.
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True
False
37
Systematically sharing profit, revenue and productivity data with employees will increase performance.
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True
False
38
Consistent punishment of mistakes leads to higher quality output and performance.
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True
False
39
If you give instructions clearly, you only have to give them once.
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True
False
40
People should be encouraged to take on work which is just beyond their current capability.
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True
False
41
People new to the job need clear instructions not explanations.
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True
False
42
Performance increases when people feel their ideas have been listened to and used.
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True
False
43
Subordinates almost always know things about the job that their bosses do not.
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True
False
44
A manager's job is catch people's mistakes before they do damage.
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True
False
45
Managers should discuss their subordinates' performance with them at least monthly.
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True
False
46
Top down management styles provide less performance feedback.
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True
False
47
Giving people negative feedback on their performance leads to demotivation and should be avoided if possible.
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True
False
48
Generally, people tend to hear what they want to hear, and ignore what they don't wish to hear.
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True
False
49
The annual appraisal is a golden opportunity for feedback on performance.
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True
False
50
Even if the boss's expectations are high, subordinates' performance will very often rise to meet them.
Select:
True
False