Motivating and Coaching Others

Indicate whether the sentence or statement is true or false.

Resources needed to promote performance are technical, personnel, and political resources

During a coaching session, you should help an employee establish an action plan that includes specific goals and dates.

In removing obstacles to performance, effective managers’ involvement in subordinates’ task performance depends on the complexity of the task and the ability and experience of employees.

When a supervisor transfers an employee to another job, the supervisor has utilized the refitting option.

If a supervisor wants others to behave in a certain way, he/she should model the behavior.

To change a person’s ability, the manager should make sure the person receives training.

There appears to be lots of recriminations and complaints in your workplace. The coercive style of management could contribute to this situation.

If a supervisor wants to transform acceptable behavior into exceptabional behavior, he/she should either redirect or reinforce it.

Your supervisor believes that people want to do good work. He/she has a Theory X view.

The principal tools available for overcoming poor performance problems due to lack of ability are resupply, retrain, refit, reassign, reward.

Supervisors should focus on mistakes as learning opportunities.

An example of a well-stated goal is “to reduce the number of spelling errors from 95% to 25% in a 500-word document by the end of the first quarter.”

Threats are a potent development tool.

During a coaching session, you should not be concerned about how an employee might feel or react to the discussion.

You have recently been promoted to a supervisory position. One of your colleagues tells you, “Child, you just have to ignore the unacceptable behavior of your subordinates. That way, it just goes away all by itself.” You should believe this is good advice.

John and his supervisor have met and decided upon the following goal: To reduce the number of customer complaints by 5% percent every quarter. This goal satisfies the criteria of being measurable, behavioral, and specific.

In dealing with an employee that is performing below expectation, a manager should first reprimand and then redirect the employee’s behavior.

It is the manager’s job to motivate employees.

Supervisors who place emphasis on both satisfaction and performance are utilizing “integrative” strategy.

The test of helping effectiveness is whether an employee’s performance improves.

If a person has the ability to perform but does not, that person could lack motivation or resources.

Once an employee has mastered a task satisfactorily your coaching job is over.

Joan typically returns late from lunch breaks. As Joan’s supervisor, you should first point out how the behavior has impacted the work unit and then identify which behavior has caused the problem.

The role of the coach is to help people solve their personal problems.

A supervisor should always be looking for opportunities for others to improve.

True/False Indicate whether the sentence or statement is true or false.
	1.	Resources needed to promote performance are technical, personnel, and political resources
	2.	During a coaching session, you should help an employee establish an action plan that includes specific goals and dates.
	3.	In removing obstacles to performance, effective managers’ involvement in subordinates’ task performance depends on the complexity of the task and the ability and experience of employees.
	4.	When a supervisor transfers an employee to another job, the supervisor has utilized the refitting option.
	5.	If a supervisor wants others to behave in a certain way, he/she should model the behavior.
	6.	To change a person’s ability, the manager should make sure the person receives training.
	7.	There appears to be lots of recriminations and complaints in your workplace. The coercive style of management could contribute to this situation.
	8.	If a supervisor wants to transform acceptable behavior into exceptabional behavior, he/she should either redirect or reinforce it.
	9.	Your supervisor believes that people want to do good work. He/she has a Theory X view.
	10.	The principal tools available for overcoming poor performance problems due to lack of ability are resupply, retrain, refit, reassign, reward.
	11.	Supervisors should focus on mistakes as learning opportunities.
	12.	An example of a well-stated goal is “to reduce the number of spelling errors from 95% to 25% in a 500-word document by the end of the first quarter.”
	13.	Threats are a potent development tool.
	14.	During a coaching session, you should not be concerned about how an employee might feel or react to the discussion.
	15.	You have recently been promoted to a supervisory position. One of your colleagues tells you, “Child, you just have to ignore the unacceptable behavior of your subordinates. That way, it just goes away all by itself.” You should believe this is good advice.
	16.	John and his supervisor have met and decided upon the following goal: To reduce the number of customer complaints by 5% percent every quarter. This goal satisfies the criteria of being measurable, behavioral, and specific.
	17.	In dealing with an employee that is performing below expectation, a manager should first reprimand and then redirect the employee’s behavior.
	18.	It is the manager’s job to motivate employees.
	19.	Supervisors who place emphasis on both satisfaction and performance are utilizing “integrative” strategy.
	20.	The test of helping effectiveness is whether an employee’s performance improves.
	21.	If a person has the ability to perform but does not, that person could lack motivation or resources.
	22.	Once an employee has mastered a task satisfactorily your coaching job is over.
	23.	Joan typically returns late from lunch breaks. As Joan’s supervisor, you should first point out how the behavior has impacted the work unit and then identify which behavior has caused the problem.
	24.	The role of the coach is to help people solve their personal problems.
	25.	A supervisor should always be looking for opportunities for others to improve.