Workplace Situations Test - the question form
Questions: 20 · 4 minutes
1. Your immediate supervisor gives an urgent task directly to your subordinate, bypassing you, while the subordinate is already working on another important assignment. You and your supervisor both consider your tasks urgent. Choose the response that is most acceptable to you.
Without challenging the supervisor’s assignment, I would strictly observe the chain of command and suggest that the subordinate postpone their current work.
It depends on how much authority the supervisor has for me.
I would tell the subordinate that I disagree with the supervisor’s assignment and warn them that in similar situations in the future I will cancel tasks given to them without coordinating with me.
In the interest of the work, I would suggest that the subordinate complete the work they have already started.
2. You have received two urgent tasks at the same time: one from your direct supervisor and one from a higher-level manager. You do not have time to coordinate deadlines and must start work immediately. Choose the response you would most likely make.
I would start with the task from the person I respect more.
I would start with the task that seems most important to me.
I would complete the task from the higher-level manager first.
I would complete the task from my direct supervisor.
3. Two of your direct reports are in conflict, and it is interfering with their ability to work effectively. Each of them has separately asked you to get involved and support their position. Choose how you would act in this situation.
I should stop the conflict at work; resolving their interpersonal issues is their own personal matter.
It is best to ask representatives of employee or community organizations to handle the conflict.
First, try to understand the underlying reasons for the conflict and find a resolution that is acceptable to both.
Identify who in the team is an authority figure for those involved, and try to influence them through that person.
4. During the most stressful period of completing a work assignment, an unethical act occurs in the team and work rules are violated, resulting in defective output. The manager does not know who is responsible but needs to identify and discipline the person. If you were the manager, what would you do? Select the option that is most acceptable to you.
I would postpone investigating the facts of this incident until the work assignment is completed.
I would call in those suspected of the misconduct, speak firmly with each one privately, and ask them to name the person responsible.
I would inform the employees I trust most about the incident and ask them to find out who was responsible and report back.
After the shift, I would hold a team meeting, publicly demand that those responsible be identified, and have them punished.
5. You have the opportunity to choose a deputy. There are several candidates, each with the following qualities.
The first primarily strives to establish friendly, collegial relationships within the team, create an atmosphere of mutual trust and goodwill at work, and prefers to avoid conflicts, which is not always understood correctly by others.
The second often prefers, in the interests of the work, to escalate relationships “regardless of who is involved” and has a heightened sense of responsibility for the task assigned.
The third prefers to work strictly by the rules, is always conscientious in carrying out official duties, and is demanding of subordinates.
The fourth is assertive and personally invested in the work, focused on achieving the goal, always aims to see tasks through to completion, and does not attach much importance to possible complications in relationships with subordinates.
6. You are asked to choose a deputy. The candidates differ in how they relate to a higher-level supervisor.
The first readily agrees with the supervisor’s opinion or instructions and aims to carry out all tasks precisely, unconditionally, and within the required deadlines.
The second readily agrees with the supervisor’s opinion, and carries out all instructions and tasks with interest and responsibility, but only if the supervisor is an authority figure for them.
The third has extensive professional experience and knowledge, is a good specialist and a capable organizer, but can be difficult to get along with and hard to communicate with.
The fourth is a very experienced and highly competent specialist, but always strives for autonomy and independence at work and does not like being interfered with.
7. When you socialize informally with colleagues and subordinates during leisure time, what are you most likely to do?
Have conversations that are aligned with your business and professional interests.
Set the tone of the discussion; clarify opinions on controversial issues; defend your point of view; try to persuade others about something.
Go along with the general topic of conversation; avoid imposing your opinion; support the prevailing viewpoint; try not to stand out through active participation, and mainly listen to others.
Try not to talk about work or business; act as a facilitator in conversation; be relaxed and attentive to others.
8. A subordinate has missed your deadline for the second time, even though they promised it would not happen again. What would you do?
Wait until the task is completed, then speak with them firmly in private and give a final warning.
Without waiting for the task to be completed, discuss with them the reasons for the repeated failure, ensure the task is completed, and impose a financial penalty for the missed deadline.
Consult an experienced employee who has authority within the team about how to deal with the violation. If there is no such employee, raise the issue of the employee’s lack of discipline at a team meeting.
Without waiting for the task to be completed, refer the question of disciplinary action to the team for decision. Going forward, increase expectations and oversight of their work.
9. A subordinate ignores your advice and instructions, does things their own way, disregards your feedback, and does not correct what you point out. How will you deal with this subordinate going forward?
After clarifying the reasons for their stubbornness and seeing that they are unfounded, I will apply the usual administrative disciplinary measures.
In the interest of getting the work done, I will try to have an open conversation with them, find common ground, and establish a businesslike working relationship.
I will turn to other members of the team so they pay attention to this inappropriate behavior and apply peer pressure.
I will try to understand whether I am making mistakes myself in my interactions with this subordinate, and then decide how to proceed.
10. A new manager has been hired from outside to lead a work team where there is a conflict between two groups over the introduction of changes. In your opinion, what is the best way for the manager to act to improve the psychological climate in the team?
First, establish a working relationship with supporters of the changes, without taking the arguments of supporters of the old order seriously; proceed with implementing the changes, influencing opponents through personal example and the example of others.
First, try to persuade and win over supporters of the previous way of working (those opposed to the changes), using discussion and reasoning.
First, appoint a core group, ask them to analyze the situation and propose measures to normalize the team climate; rely on this group and on support from management and employee organizations.
Assess the team’s development prospects and ways to improve work quality; set new forward-looking shared work goals; build on the team’s best achievements and work traditions; avoid pitting the new against the old.
11. During the most demanding phase of completing a work program, one member of your team becomes ill. Each subordinate is busy with their own tasks, but the absent employee’s work must also be completed on time. What would you do in this situation?
I would see who is least overloaded and direct: “You will take this work, and you will help finish this.”
I would suggest to the team, “Let’s think together about how to handle this situation.”
I would ask the team’s key members to share their proposals after first discussing them with the team, and then I would make a decision.
I would call in the most experienced and reliable employee and ask them to help the team by completing the absent employee’s work.
12. You have a strained relationship with a colleague. The reasons are not entirely clear to you, but it is necessary to improve the relationship so that work does not suffer. What would you do first?
I would openly ask the colleague to have a candid conversation to clarify the true reasons for the strained relationship.
First, I would try to reflect on my own behavior toward the colleague.
I would say to the colleague: "Our strained relationship is affecting our work. It's time to agree on how we will work together going forward."
I would approach other colleagues who are aware of our relationship and could help mediate and improve it.
13. You were recently appointed to lead a team where you worked for several years as a regular employee. You asked a subordinate to come to your office at 8:15 to discuss the reasons for their frequent late arrivals, but you unexpectedly arrived 15 minutes late. The subordinate arrived on time and is waiting for you. How would you begin the conversation when you meet?
Despite my own lateness, I would immediately ask for an explanation for their late arrivals at work.
I would apologize to the subordinate and begin the conversation.
I would greet them, explain why I was late, and ask: "What do you think can be expected of a manager who is late as often as you are?"
In the interest of work, I would cancel the meeting and reschedule it for another time.
14. You have been a manager for your second year. A junior employee asks to take four days of unpaid leave for their wedding. You ask, “Why four?” The employee replies calmly, “When Ivanov got married, you allowed him four,” and submits the request. You approve three days, in line with the current policy. However, the employee returns to work after four days. What would you do?
I would report the breach of discipline to my supervisor and let them decide.
I would ask the employee to make up the fourth day by working on a day off. I would say, “Ivanov also made it up.”
Given the exceptional nature of the situation (people do not get married often), I would limit it to a public reprimand.
I would take responsibility for the absence myself. I would simply say, “You should not have done that.” I would congratulate the employee and wish them happiness.
15. You are the supervisor of a production team. During the night shift, one employee, while intoxicated, damaged expensive equipment. Another employee, trying to repair it, was injured. The person responsible calls you at home and anxiously asks what they should do now. How would you respond to the call?
"Follow the instructions. Read them—they are on my desk—and do everything that is required."
"Report what happened to the gatekeeper. Draw up an incident report for the equipment damage; the injured person should go to the duty nurse. We will sort it out tomorrow."
"Do not do anything without me. I will come in now and handle it."
"What is the injured person’s condition? If necessary, call a doctor urgently."
16. You are taking part in a discussion among several managers about the best way to treat employees. One viewpoint appeals to you most. Which one?
The first: "For an employee to work well, you need an individual approach and to take their personal characteristics into account."
The second: "All that is minor. The main thing in evaluating people is their professional qualities and reliability. Everyone should do what is expected of them."
The third: "I believe that success in leadership is possible only when employees trust their manager and respect them."
The fourth: "That is true, but the best incentives at work are clear orders, a decent salary, and a well-earned bonus."
17. You are a manager. After a reorganization, you urgently need to re-staff several units in line with the new staffing plan. How would you proceed?
I would handle it myself: review all lists and personnel files, and present my proposed plan at a staff meeting.
I would ask Human Resources to handle this, since it is their responsibility.
To avoid conflicts, I would invite all stakeholders to share their preferences and would set up a committee to staff the new units.
I would first decide who will lead the new units, then ask those individuals to submit proposals for their team composition.
18. In your team, there is an employee who is essentially on the payroll but does very little work. They are satisfied with this situation, but you are not. What would you do in this case?
Speak with this person privately and make it clear that it would be better for them to resign voluntarily.
Write a formal memo to a senior manager proposing that the position be eliminated.
Ask a union representative to discuss the situation and prepare recommendations on how to handle this person.
Find a suitable assignment for this person, assign a mentor, and increase supervision of their work.
19. Some employees felt they were unfairly treated in the distribution of bonuses and complained to senior management. If you were in the senior manager’s position, how would you respond to these complaints?
"Bonuses are approved and distributed by your unit; this has nothing to do with me."
"All right, I will take your complaints into account and try to look into this with your immediate supervisor."
"Don’t worry, you will receive your money. Submit your complaints to me in writing."
After assuring them you will help establish the facts, go immediately to the unit in question and speak with its manager and other employees. If the complaints are confirmed as valid, suggest that the unit manager redistribute bonuses next time.
20. You have recently started working as a department manager at a large company, having come to this position from another organization. Not everyone recognizes you yet. There are still 2 hours until the lunch break. Walking down the corridor, you see three employees having an animated conversation and not paying attention to you. When you pass by again 20 minutes later, you see the same situation. How would you respond?
I would stop and make it clear that I am their new manager. I would briefly note that their conversation has gone on long enough and that it is time to get back to work.
I would ask who their direct supervisor is and have that person come to my office.
I would first ask what they are discussing. Then I would introduce myself and ask whether they have any complaints about management. After that, I would suggest they return to their workstations.
First, I would introduce myself and ask how things are going in their department, how busy they are, and what is preventing steady work. I would make a note of these employees.