A regional government office runs a media broadcasting station that is funded almost entirely by individual and corporate donations. An eight-person team is in charge of planning and coordinating the receipt of gifts including entertaining guests with the CEO and asking philanthropists for large contributions. The manager of the team is results-driven and has consistently led the team to achieve challenging goals for five years. The manager recently moved further away from the office to afford higher quality education. The manager sends an urgent email to the HR director indicating an immediate need to work remotely three days per week. The manager also wants to avoid commuting traffic and come into the office after 11 am. The office has a flexible schedule policy but it has not been reviewed in some time.
The manager is one of the office's top-performing employees with considerable influence over other employees' opinions about how the office is managed. What should the HR director do to prevent disruption to station operations while the flexible schedule policy is reviewed?

• A. Conduct an onsite meeting with all employees at the broadcasting station to solicit input and discuss options and concerns.
• B. Meet with the manager to explain the objective and timeline of the review process and ask for the manager's support in the interim.
• C. Issue an office wide statement indicating that HR is reviewing the flexible schedule policy and may make revisions.
• D. Ask the manager to be patient while HR reviews the flexible schedule policy.

What would be the most effective way to calm Sharon down?

• A. Say, "She should not have taken credit. I,m sorry you had to go through that."
• B. Suggest that she take some time to calm down, then speak directly with her colleague, and explain how it made her feel.
• C. Guess Sharon,s feelings and ask if you,re correct. For example, "It sounds like you,re feelinga lack of recognition and maybe disrespected by your colleague. Do I have that right?"
• D. Suggest that she talk to her supervisor about it.

As a step to reduce workplace accidents, a company assesses how many workers are wearing personal protective equipment. What kind of indicator are they studying?

• A. A lagging indicator
• B. A dominant indicator
• C. A leading indicator
• D. A preceding indicator

A person is described as being single and a recent college graduate from San Francisco.
What layer is this description referring to?

• A. External dimension
• B. Internal dimension
• C. Organizational dimension
• D. Personal dimension

The headquarters of the car manufacturer is located in the United States, whereas the manufacturing units are spread across different countries. A manager with a successful career at headquarters receives a promotion to vice president and will run the company's motor vehicle assembly plant in Indi a. He is popular amongst his direct reports for being engaging and for sharing both responsibilities and recognition with them. What challenges is he likely to face in his new position?

• A. His new direct reports might not appreciate him distributing important tasks within theteam.
• B. He might have to adjust project deadlines because employees tend to be late.
• C. He might experience difficulties creating harmony within the new team he is leading.
• D. His new employees are likely to challenge his authority.