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Advantage
Disadvantage
Interviewer may have knowledge gaps
Direct face to face communication
Flexibility in questioning
Interviewer’s perception may be selective
The interviewer's perception being selective may weaken the interviewer's objectivity. An
interviewer having knowledge gaps is a disadvantage if the candidate is able to disguise a
lack of specialist knowledge required for the post.
(b) Harassment
Janine is not being discriminated against; she is being subjected to harassment.
(Chapters 12 and 13)
70 True
This is known as the 'risky-shift' phenomena: it is also a symptom of 'group think'. It is one of the
ways in which people contribute differently in groups than they do individually – and not always
in positive ways.
(Chapter 14)
71 Teamworker
The Plant solves more conceptual, strategic problems for the team. The Shaper is a leader, but
uses dynamism and challenge. The Co-ordinator pulls the team together, but more as organiser
or chairperson. It is the Teamworker who fulfils the relationship-maintenance function.
(Chapter
14)
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PRACTICE ANSWER BANK
541
72
Forming, storming, norming, performing
Forming is the 'coming together' stage, followed by conflict (storming) as roles and goals are
tested, settling down (norming) as ways of working together are developed, and finally focus on
the task (performing).
(Chapter 14)
73
The Abilene paradox
You should be able to describe the other group processes as well.
(Chapter 14)
74
Discussion is not limited to the items on the agenda
This is the best answer. A chairperson will be justified in cutting short a speaker who has nothing
new to say and says it at great length. Brisk progress through the agenda is one mark of good
meeting conduct. Some people may only need to be present for part of the meeting and it is a
waste of their time to insist on their presence throughout.
(Chapter 14)
75
Process theory
Expectancy theory is a process theory, because it explores the process or 'calculation' by which
outcomes become desirable and are pursued by individuals. Content theory focuses on the
'package' of needs or desired outcomes that motivate people (eg Herzberg's and Maslow’s
models).
(Chapter 15)
76 McGregor
McGregor’s Theory X/Y accounts for the motivational approach of managers, based on their
assumptions about their subordinates. You should be able to identify the other theories as two-
factor theory, hierarchy of needs and expectancy theory respectively.
(Chapter 15)
77 Performance-related
pay
PRP is not an element of job design: nor is it directly related to job satisfaction. The five core
dimensions are skill variety, task identity, task significance, autonomy and feedback: any or all of
these can be increased in a job to increase employee satisfaction and commitment.
(Chapter 15)
78
Theory X
Theory X is the managerial assumption that most people dislike work and responsibility and avoid
them if possible. Managers use coercion and control to manage staff. Theory Y is the managerial
assumption that people can be motivated to accept challenge and responsibility and contribute
willingly to the firm. This results in quite a different management style.
(Chapter 15)
79
(a)
Monitor-evaluator Meredith fulfils the criteria of a monitor-evaluator.
(b)
Theory X
Theory X suggests that people dislike work and want to avoid responsibility.
They need to be closely supervised and motivated by 'carrot and stick'
techniques.
(Chapters 14 and 15)
80 Pragmatist
Methods of learning by doing suit both Activists and Pragmatists, but Pragmatists have the
additional preference for practical, job-related problem-solving. Theorists and Reflectors prefer to
conceptualise or observe before applying learning.
(Chapter 16)
81
Supports transfer of learning
On the job learning supports application of learning to the job (transfer of learning) far better than
off the job learning. However, it is subject to the distractions and pressures of work, is not easy to
standardise for large numbers of trainees, and creates the risk of poor initial performance and
experimentation in real-work situations.
(Chapter 16)
82
Trainee reaction
Trainee reaction or satisfaction is level 1; trainee learning is level 2; changes in job behaviour (ie
application of learning) is level 3; and impact on goals/results is level 4.
(Chapter 16)
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PRACTICE QUESTION AND ANSWER BANK
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