Management Skills For Everyday Life 3rd Edition by Paula Caproni – Test Bank
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CHAPTER 3
BUILDING TRUST
MULTIPLE CHOICE
1. According
to researcher Linda Hill (who studied how new managers succeed on the job), a
common flaw for new managers is _____.
a. To
concentrate too much on forming interpersonal relationships with their
subordinates
b. to
spend too much time with their bosses
c. to
concentrate on demonstrating their technical competence (Recall, Moderate)
d. to
focus on building trust
2. According
to Professor Linda Hill, what are direct reports primarily looking for when
they get a new manager?
a. technical
competence
b. whether
the boss is trustworthy (Recall, Easy)
c. a
good sense of humor
d. ways
to get promoted
3. Researchers
have concluded that managers who inspire trust are more likely to____.
a. get
more challenging job assignments
b. build
stronger networks
c. get
promoted more often
d. all
of the above (Recall, Easy)
4. Researchers
have concluded that members of low-trust groups are _____.
a. more likely
to engage in self-protecting behavior (Recall, Easy)
b. more
likely to take more risks
c. more
likely to accept others’ ideas
d. better
able to deal with uncertainty
5. Trust
is most important in which of the following situations?
a. uncertainty
and high risk (Recall, Moderate)
b. certainty
and risk
c. favorable
outcomes and certainty
d. when
we have a lot of information about a situation or person
6. Managers
who earn the trust of their employees are more likely to help their
organizations survive crises because they ______.
a. are
more likely to receive undistorted information
b. are
able to have decentralized decision-making that enable employees to respond
quickly to crises
c. encourage
collaboration within and across organizations affected by the crisis
d. all
of the above (Recall, Moderate)
7. Trust
can be a competitive advantage that provides economic value for an organization
for several reasons. Which of the following is not one of
those reasons?
a. Relationships
built on trust are hard to copy because they take a long time to develop.
b. Employees
in trusting relationships are more likely to stay with the organization.
c. Employees
in trusting relationships are less likely to be absent from work.
d. All
of the above are reasons that trust is a competitive advantage. (Recall,
Difficult)
8. Trust
involves all of the following except
a. uncertainty
b. creativity
(Recall, Easy)
c. risk
d. perception
9. Trust
is most important when _____.
a. uncertainty
is high (Recall, Moderate)
b. uncertainty
is moderate
c. uncertainty
is low
d. None
of the above; uncertainty has nothing to do with trust.
10. Trust
is necessary in situations _____.
a. where
we have complete information about another person’s intentions
b. where
we have incomplete information about another person’s intentions (Recall,
Moderate)
c. where
the other person can’t hurt us
d. when
there is no time pressure
11. We
base our perceptions of another person’s trustworthiness on several factors.
Which of the following is not one of those factors?
a. the
person’s reputation
b. our
prior experience with the person
c. the groups
that the person belongs to
d. all
of the above influence our perceptions of another person’s
trustworthiness (Recall, Moderate)
12. The
effect of a self-fulfilling prophecy is that _____.
a. we
see new information more accurately
b. we
look for information that confirms our prior perceptions (Recall, Moderate)
c. we
are more likely to see information that disconfirms our prior perceptions
d. we
look for information that is most negative
13. According
to psychiatrist John Bowlby, our propensity to trust is rooted in _____.
a. our
early childhood experiences
b. whether
we developed “a secure base”
c. both
a and b (Recall, Moderate)
d. none
of the above
14. Parental
behaviors that are most likely to cause a child to have low trust in himself or
herself are _____.
a. alternating
between loving and distant (Recall, Difficult)
b. low
self-monitoring
c. education-focused
rather than learning-focused
d. none
of the above
15. Lee’s
and Chris’s parents and grandparents were loving toward them when they were
children. They could depend on their parents to respond to them in a dependable
and predictable way. According to psychiatrist John Bowlby, Lee and Chris
are more likely to _______.
a. have
a secure base
b. have
trust in themselves and others
c. confidently
take the risks involved in trusting others
d. all
of the above (Applied, Difficult)
16. Which
of the following is not a characteristic that we look for to
determine whether our bosses are likely to be trustworthy?
a. fairness
b. consistency
c. reliability
d. an
outgoing personality (Recall, Moderate)
17. All
of the following are indicators that people use to determine
trustworthiness except
a. competence
b. consistency
c. collusion
(Recall, Easy)
d. communication
18. Trusting
too much in another person can cause us to _____.
a. ignore
our own judgment (Applied, Moderate)
b. rely
on our own judgment too much
c. minimize
our dependence on others
d. become
defensive
19. Trusting
too little can cause us to _____.
a. take
unnecessary risks
b. ignore
our own judgment
c. engage
in costly monitoring activities to ensure compliance (Applied, Moderate)
d. none
of the above
20. Which
of the following are ways of building interpersonal trust?
a. Be
competent at what you do.
b. Be
predictable and consistent.
c. Provide
unsolicited help.
d. All
of the above are ways of building interpersonal trust. (Recall, Moderate)
21. Marvin
took credit for his colleague’s idea. He is very sorry that he did this, and he
wants to apologize to his colleague. What advice would you give him to
help him make a sincere apology that is more likely to be accepted by his
colleague?
a. Acknowledge
that a break of trust has occurred
b. Be
general rather than specific about what he did
c. Explain
why he did what he did
d. a and
c above (Applied, Moderate)
22. Which
of the following statements about forgiveness are true?
a. Forgiveness
is defined as the willingness to get over negative feelings associated with a
person who we believe has harmed us.
b. Forgiveness
is a “cancellation of debt.”
c. People
who are willing to forgive others tend to have fewer illnesses.
d. All
of the above are true statements. (Recall, Moderate)
23. Researchers
Lewicki and Bunker recommend that the “perpetrator” of a broken trust _____.
a. wait
to see if the potentially offended person is upset
b. take
the first step toward rebuilding trust (Recall, Moderate)
c. let
the victim approach first
d. assume
that no harm is done if none is visible
24. Which
of the following would help you gain a reputation for being trustworthy?
a. Emphasizing
image over competence.
b. Promising
more than you can deliver.
c. Waiting
for people to ask for your help.
d. Being
predictable and consistent. (Applied, Easy)
25. According
to psychiatrist Aaron Lazare, when someone apologizes, _____.
a. it
takes the shame off the person hurt by our actions (Recall, Moderate)
b. it
transfers blame to the person hurt by our actions
c. it
neutralizes relationships
d. it
allows the person who did something wrong to retain power
26. For
an apology to be viewed as sincere, _____.
a. you
should acknowledge that a breach of trust has occurred
b. it
should be specific, rather than general
c. you
should acknowledge that you have hurt the other person by your actions
d. all
of the above (Recall, Easy)
27. An
effective apology could include all but one of the following statements. Which
one?
a. No
harm was done. (Applied, Easy)
b. I’m
sorry that I hurt you.
c. It
bothers me that I was so insensitive.
d. Here’s
how I’ll try to make it up to you.
28. When
you are making an apology, you are trying to _____.
a. assure
the other person that you empathize with his/her feelings
b. communicate
that you are genuinely sorry
c. show
that the person can feel safe with you in the future
d. all
of the above (Recall, Easy)
29. Identify
the best apology from these choices.
a. I’m
sorry that you feel that way.
b. I’m
apologizing for the conduct that was alleged I did.
c. I’m
sorry that I didn’t give you credit for the work you did at our meeting.
(Applied, Moderate)
d. I’m
sorry for whatever I might have done.
30. Which
of the following is a good way to create a trusting work climate?
a. Encourage
people to be independent of their fellow employees
b. Maintain
ambiguity in the workplace, as it gives people more challenge
c. Monitor
employees closely
d. Provide
predictable routines (Recall, Easy)
31. Which
of the following is not a way to create a trusting work
climate?
a. Develop
a collective identity
b. Provide
clear goals
c. Allow
employees to have some control of their work and time
d. Manage
employees closely (Recall, Easy)
32. “Swift
trust,” or trust developed by temporary groups, is based on _____.
a. trust
in the system (or “shell”) in which the group does it’s work (Recall,
Moderate)
b. interpersonal
trust
c. collective
appraisal
d. all
of the above
33. The
kind of trust that is developed when there isn’t time to engage in the usual
forms of trust-building activities is called _____.
a. interpersonal
trust
b. boundary-spanning
trust
c. intergroup
trust
d. swift
trust (Recall, Easy)
34. Depersonalized
trust relies on _____.
a. common
experience working together
b. understanding
shared standard operating procedures (Recall, Easy)
c. strong
interpersonal relationships
d. none
of the above
35. When
researcher Robert Ginnett talks about a “shell,” he is referring to _____.
a. how a
team excludes outsiders
b. the
barrier a new member of a team must overcome to be accepted as a member
c. the
set of expectations about the roles of members of the team (Recall, Moderate)
d. the
defense mechanisms of individual team members
36. People
who feel and express positive emotions _____.
a. tend
to live longer
b. tend
to be more effective at their jobs
c. tend
to have more successful careers
d. all
of the above (Recall, Easy)
37. Positive
emotions _____.
a. allow
people to think more broadly (Recall, Easy)
b. decrease
flexibility
c. limit
our options
d. none
of the above
38. The
“nun study” found that one factor associated with a decrease in Alzheimer’s
disease among the nuns who participated in the study is _____.
a. expressing
negative emotions openly
b. expressing
positive emotions in their writing at a young age (Recall, Easy)
c. evaluating
their life situation frequently
d. ignoring
outside input
39. Researcher
Julie Norem found that a strategy called “defensive pessimism” is
characteristically associated with people who tend to be more anxious than
others. “Defensive pessimism” causes these people to _____.
a. harness
their anxiety in ways that help them achieve higher performance (Recall,
Moderate)
b. be
paralyzed in the face of anxiety
c. worry
less about the details
d. be
less prepared than others
40. You
are the CEO of a small company. Today, you learned that five of your company’s
senior executives were killed when their private plane crashed on
takeoff. All of the following actions will help your company
recover except
a. helping
people look for meaning
b. expressing
your own emotions
c. communicating
to employees the need to get back to work immediately in order to get over the
bad emotions quickly (Applied, Easy)
d. reaching
out to employees
41. People
who feel positive emotions are more likely to _____.
a. tend
to prefer easy decisions
b. think
more narrowly and emphasize their own positions
c. think
more broadly and build on others’ ideas (Applied, Moderate)
d. none
of the above
TRUE/FALSE
42. People
in trusting relationships tend to exhibit increased emotional stability,
self-control, creativity, as well as less stress and defensiveness.
a. True
(Applied, Easy)
b. False
43. When
we trust someone, we assume that the benefits of our relationship with them
will outweigh any costs to us.
a. True
(Recall, Moderate)
b. False
44. Researcher
Williams found that people are more likely to believe that someone is
trustworthy and cooperate with them when they share similar group memberships.
a. True
(Recall, Moderate)
b. False
45. Researcher
Robinson explains that we tend to look for and focus on information that
confirms our prior perceptions of a person’s trustworthiness and ignore or
minimize information that disconfirms our prior perceptions.
a. True
(Recall, Moderate)
b. False
46. Someone
who grows up in a loving environment is less likely to give his or her manager
bad news in a difficult situation.
a. True
b. False
(Applied, Moderate)
47. According
to the research cited in the textbook, if we have a prior perception of one of
our direct reports as being a poor performer, we are more likely to notice when
they perform well than when they perform poorly.
a. True
b. False
(Recall, Moderate)
48. Acting
consistent and predictable is one way in which managers gain the trust of
employees.
a. True
(Applied, Moderate)
b. False
49. Three
characteristics people use to assess a person’s trustworthiness are competence,
caring, and consistency.
a. True
(Applied, Moderate)
b. False
50. “I’m
sorry you can’t see things my way,” is an example of an effective apology.
a. True
b. False
(Applied, Easy)
51. Research
shows that airplane cockpit crews rely more on the “shell” provided by their
respective roles for trust than they do on interpersonal relationships.
a. True (Recall,
Difficult)
b. False
52. According
to Fredrickson, negative emotions narrow our ability to think and act in
complex ways.
a. True
(Recall, Easy)
b. False
53. Teams
that have a 1:1 ratio of positive to negative interactions tend to be more
successful than teams that have a 6:1 ratio of positive to negative
interactions.
a. True
b. False
(Recall, Moderate)
ESSAY QUESTIONS
54. Describe
at least six reasons that managers who build trust have a competitive advantage
over those who don’t build trust.
Managers who build trust are better able to:
·
Attract and retain followers because employees prefer to work
with people who they believe are trustworthy.
·
Promote a sense of belonging because employees are more likely
to identify with organizational goals and values, invest psychologically in
their jobs, and feel pride, loyalty, and affection toward their managers and
organizations.
·
Build support for their goals because employees who trust their
managers are less likely to question managers’ competence, goodwill, direction,
and intentions.
·
Have more productive employees because people in trusting
relationships tend to exhibit increased emotional stability, self-control,
creativity, and flexibility as well as less stress and defensiveness.
·
Inspire employees to go “beyond the call of duty” and contribute
to the organization in ways that add value but aren’t in their job
descriptions.
·
Enhance the quality of customer service because employees who
trust their managers are more likely to engage in the kinds of helping
behaviors that result in high-quality service.
·
Focus on value-added work because they do not need costly
employee control systems that can consume both managers’ and employees’ time,
distract them from focusing on fundamental work objectives and reduce
innovation and cooperation.
·
Enhance communication because employees are more likely to speak
open and honestly, listen carefully, and give bad news upward if they trust the
boss.
·
Increase the “speed and efficiency in the creation and transfer
of knowledge” because employees are more willing to cooperate with each other
in the sharing of information.
·
Reduce conflict and the costs of negotiation because employees
are more likely to give each other the benefit of the doubt and be open-minded,
flexible, and willing to be influenced by each other.
·
Have more effective group decision-making processes because
group members feel free to focus on organizational tasks and goals rather than
defend themselves from what they perceive to be threatening. Team members who
don’t trust their bosses are more likely to have difficulty concentrating on
their tasks; are more likely to engage in self-protecting and low-risk
behaviors; have more difficulty dealing with uncertainty; and are less likely
to support and implement the ideas of their leaders.
·
Promote organizational change because employees are more likely
to feel secure, be flexible, take risks, and cope productively with complexity,
ambiguity, and uncertainty.
·
Collaborate more across organizational boundaries.
·
Survive organizational crises because they are more likely to
receive undistorted information from employees, enable decentralized decision
making that allows employees to react quickly to crises, and encourage
collaboration with and across organizations affected by the crisis.
·
Help employees accept unfavorable information and decisions that
adversely affect them because employees who trust their managers are more
likely to assume that their managers did the best that they could under the
circumstances, were fair in their decision-making process, and will do whatever
it takes to turn the situation around. The more unfavorable and unexpected the
situation, the more important trust becomes. For example, researchers Aneil
Mishra and Gretchen Spreitzer found that employees who trust their
organizations are more likely to cope effectively during downsizings.
55. Explain
the roles of uncertainty, risk, and perceptions in establishing trustful
relationships.
When situations have no uncertainty, it’s not necessary to
trust, because with total certainty we know everything there is to know and
know what the outcome will be.
When there is no risk, then trust is also unnecessary; the
notion of trust is that one is risking some negative outcome if the trust is
unfounded.
Our willingness to trust others is largely based on our
perceptions of that other person. Our initial perceptions of a person can
be influenced by that person’s reputation or our stereotypes (including group
membership) about that person’s identity. Then, once we have a perception
of a person, that perception often influences what we later perceive about that
person—we tend to look for and focus on information that supports our prior
perceptions.
56. Describe
the characteristics that employees are likely to look for when they are
deciding whether to trust you or not. (Recall, Moderate)
·
Competence—Do you have a track record of getting results at
work?
·
Reliability—Can others count on you to follow through on your
commitments in ways that make their jobs easier rather than harder?
·
Professionalism—Do you show that you are dedicated to your work
and professional in your interactions?
·
Consistency—Is your behavior predictable over time and across
situations?
·
Open communication—Are you accessible, willing to share accurate
information freely, and open to the opinions of others?
·
Transparency—Are you clear about what people need to do to be
successful? Do you give explanations for your behavior?
·
Caring—Do people believe that you will listen with care and concern
if they share their ideas, hopes, feelings, and problems with you?
·
Fairness—Do you make decisions based on fairness rather than
favoritism?
·
Integrity—Are you honest, moral, and consistent in your words
and deeds?
57. Describe
how to make an effective apology.
1. Acknowledge
that a breach of trust has occurred.
2. Be
specific rather than general about what you did that broke the trust. (e.g.,
“I’m sorry that I didn’t give you credit at the last meeting for the work you
did.”)
3. Acknowledge
that you know that you hurt the other person with your words or actions. (“I’m
sorry that I hurt you by not giving you credit, especially after all that you
did to make the project a success.”)
4. Explain
why you did what you did. (e.g., “I was rushing through the presentation and
I’m sorry that because of my haste I failed to give you credit for your
contributions.”)
5. Say
that you are willing to do what is needed to repair the trust, even at some
discomfort to yourself. (e.g., “At the next meeting, I’ll be sure to publicly acknowledge
your contributions. I already mentioned them to the boss and explained that I
should have given you credit at the earlier meeting. I also recommended
that you take the lead on the next project because it’s an interesting and high
visibility project that I think you’d enjoy.”)
58. Define
the idea of “swift trust”, when it is important to develop, and why?
“Swift trust” is the kind of trust that is developed when there
isn’t time for people to get to know each other and trust each other on the
basis of their personal characteristics. This kind of trust is
particularly important in groups that have to be formed quickly to get some job
done but in which members may not know each other. Examples are paramedic
teams and airplane crews. In the absence of knowing your team members
personally, you are forced to rely on their professional training and ethics,
as well as the cultures, policies, and procedures of the organization, to trust
them. For example, swift trust is more likely to occur when a temporary group
shares a set of standard operating procedures and expectations about what their
jobs are and how to do them.
CHAPTER 4
COMMUNICATING EFFECTIVELY
MULTIPLE CHOICE
1. Why
do we communicate?
a. to
get information across
b. to influence
others
c. to
bring people together
d. all
of the above (Recall, Easy)
2. Managers
communicate to _____.
a. obtain
timely information
b. build
relationships
c. develop
support for their ideas
d. all
of the above (Recall, Easy)
3. Active
listening requires _____.
a. intelligence
b. empathy
(Recall, Easy)
c. creativity
d. locus
of control
4. The
process of listening to understand another person’s point of view without
evaluating or judging the other person or his/her views is called _____.
a. primary
communicative response
b. secondary
communicative response
c. active
listening (Recall, Easy)
d. cross-cultural
communication
5. The
rules for active listening include all but one of the following. Which one?
a. listen
with intensity
b. listen
with empathy
c. take
responsibility for completeness
d. state
your own perspective first (Recall, Moderate)
6. To
listen with empathy, a manager should _____.
a. express
his/her own feelings when they arise
b. relate
what he/she hears to his/her own experience
c. pay
attention only to the content of what the other person is saying
d. suspend
his/her thoughts, such as counterarguments while the person is speaking
(Applied, Difficult)
7. According
to Swiss psychiatrist Paul Tournier, one of the most important needs human
beings have is _____.
a. the
need to have pleasant conversations
b. the
need to be listened to (Recall, Moderate)
c. the
need for intra-communicative alignment
d. the
need to extra-communicative alignment
8. Active
listening _____.
a. decreases
our defensiveness
b. increases
our understanding
c. increases
the information we have
d. all
of the above (Recall, Easy)
9. Miki
is a new manager. She wants to create a feedback friendly environment in her
office. She should do all of the following except:
a. set
clear, measurable performance standards
b. set a
tone of openness
c. give
feedback no more than twice each year (Recall, Easy)
d. catch
people doing something right
10. Daisuke
wants to establish an environment in which his employees feel free to seek out
feedback. To do so, he should do all of the following except
a. eliminate
goals and performance standards (Applied, Moderate)
b. give
ongoing feedback
c. find
opportunities to give positive feedback
d. set a
tone of openness
11. Which
of the following actions will help create a feedback-friendly environment?
a. Have
ambiguous, flexible performance standards.
b. Give
feedback only during annual or semiannual performance reviews so that people
know when to expect feedback.
c. Find
opportunities to give positive feedback. (Recall, Moderate)
d. Make
it clear to employees that their feedback to management is not desired.
12. An
example of effective feedback is _____
a. “The
customer service department’s turnover has increased since you took over the
managerial job. What do you think you’re doing wrong?”
b. “As
the figures here show, six months ago the customer service department was among
those with the lowest turnover in our division. Over the last six months, the
customer service department has developed the highest turnover in the division
and is above the industry norm as well. What do you think is going on?”
(Applied, Easy)
c. “Why
don’t your employees respect you?”
d. “I
noticed that your department turnover has increased, customer satisfaction has
decreased, you’re over budget, and you’re always late for meetings. I think
it’s time you went to a leadership training course. Which one do you want to
attend?”
13. When
giving feedback, when is it not a good time to give it?
a. Immediately
after the event the feedback is about
b. After
the direct report has asked for it
c. When
the direct report is upset and hence emotionally open to the feedback (Recall,
Easy)
d. When
the subordinate is ready to hear it
14. When
giving feedback, the manager should avoid doing all but one of
the following. Which one?
a. Focus
on the direct report’s personality
b. Be
general rather than specific
c. Be
evaluative
d. Check
that the receiver has understood the feedback as intended (Applied, Moderate)
15. Which
of the following is the best way to end a feedback session?
a. “I am
available to help you. What can I do to help you succeed?” (Applied, Easy)
b. “I’m
sorry to have to cut this meeting short, but I have to pick up my suits at the
cleaners.”
c. “If
you repeat this performance you will be fired.”
d. “Why
did I ever hire you?”
16. Who
can give useful feedback?
a. bosses
b. peers
c. direct
reports
d. all
of the above (Recall, Easy)
17. When
receiving negative feedback, an employee should do all of the following except
a. thank
the person who is giving the feedback
b. not
be defensive about the feedback that is received
c. ask
the person giving the feedback to clarify what they mean if you need more
information to be sure you understand their feedback clearly
d. take
the opportunity to list complaints about the organizational leadership (Recall,
Easy)
18. When
asking for feedback, you should _____.
a. request
general feedback
b. defend
your behavior when the feedback is negative
c. ask
questions to make sure you understand the feedback (Recall, Difficult)
d. all
of the above
19. The
most commonly used form of multi-rater feedback is _____.
a. groupthink
b. teamtalk
feedback
c. multi-media
messaging
d. 360° feedback
(Recall, Easy)
20. Research
on 360° feedback shows that _____.
a. the
best performers rate themselves highest
b. the
best performers rate themselves more similarly to their other raters (Recall,
Moderate)
c. the
best performers don’t need feedback
d. the best
performers resist formal feedback
21. _____
involves using stories to explain an organization’s vision, so that employees
can make sense of it.
a. Relationship
building
b. Meaning
making (Recall, Moderate)
c. Direction
giving
d. Uncertainty
reducing
22. Research
has found that feedback recipients who receive higher feedback ratings in their
360 feedback tend to _________.
a. receive
more favorable annual reviews from their bosses
b. are
rated as having higher overall performance
c. inspire
higher employee satisfaction and customer loyalty
d. all
of the above (Recall, Moderate)
23. Maria
just received her 360 feedback, and has spent a few hours looking over the
areas in which she received high ratings and the areas in which she received
low ratings. She is more likely to improve her behaviors based on this feedback
if she _________.
a. feels
positive about the feedback process
b. is
high in feedback-orientation
c. has a
sense of personal control
d. all
of the above (Recall, Moderate)
24. Graham
was just promoted to a managerial position. In order to build a reputation as
someone who can be trusted with bad news, he should do all of the
following except
a. surround
himself with independent minds
b. surround
himself with gatekeepers (Applied, Moderate)
c. be
discreet when people provide him with sensitive information
d. yell
“heads are gonna roll” when he hears bad news
25. What
is a common reason that direct reports are reluctant to give their bosses bad
news?
a. They
are trying to protect the boss.
b. They
hope the problem will correct itself.
c. They
think they can solve the problems themselves.
d. All
of the above are common reasons that direct reports are reluctant to give their
bosses bad news. (Recall, Easy)
26. If I
am in a culture that is described as one in which the primary purpose of
communication is to build relationships, I am likely to be in _____.
a. a
neutral context culture
b. a low
context culture
c. a
high context culture (Recall, Moderate)
d. a
high cultural context
27. High
context communication involves _____.
a. messages
that are carried in large part through nonverbal signals and situational cues
(such as status) (Applied, Moderate)
b. depersonalized
conflicts
c. relationships
that start and end quickly
d. direct
communication
28. Low
context communication involves _____.
a. messages
that are carried primarily through words rather than nonverbal signals and
situational cues (Applied, Moderate)
b. personalized
conflicts
c. relationships
that build slowly and are built on trust
d. indirect
communication
29. Which
of the following is the least gender-inclusive
statement?
a. “Let’s
get the best person for the job.”
b. “Employees
should check their e-mail daily.”
c. “Let’s
get some salesmen in this company who really know the product.” (Applied,
Moderate)
d. “Let’s
invite the men and women from the mailroom to lunch today.”
30. It is
especially important for leaders to create meaning that inspires effective
action _____.
a. in
times of transition
b. when
employees first enter an organization
c. during
crises
d. all
of the above (Recall, Moderate)
31. Speeches
of charismatic leaders contained more references to _____.
a. collective
history (Recall, Moderate)
b. the
leader’s value
c. the
differences between leaders and followers
d. all
of the above.
32. The
“curse of knowledge” refers to ______.
a. a
tendency to use complex language when explaining a topic in one’s area of
expertise to people outside one’s area of expertise (Recall, Moderate)
b. a
tendency to use simple language to explain complex topics
c. not
having an education that emphasizes critical thinking
d. having
an education that emphasizes critical thinking
33. Stories
work because _____.
a. they
touch us at an emotional level
b. they
help us to simplify a complex world
c. they
help us to see through the eyes of others
d. all
of the above (Recall, Moderate)
34. The
most powerful stories share all of the following characteristics except
a. they
are complex (Recall, Moderate)
b. they
are inclusive
c. they
are concrete
d. they
affect people emotionally
35. If
you want to tell a powerful story, you _____.
a. need
to move listeners at an emotional level (Applied, Easy)
b. can
discount the feelings of listeners
c. need
to include lots of details
d. should
let people guess what the main point is
36. Thiru’s
story about his excellent experience with the customer service department in
one company just went viral. Which of the following statements would not explain
why his story went viral?
a. The
story appealed to people’s emotions.
b. People
who listened to the story believed it was helpful to them.
c. Both
a and b (Recall, Moderate)
d. None
of the above
37. To
avoid being overly influenced by a good story that may not have the facts to
support it, you should do all of the following except
a. make
judgments about whether a person is creative and dependable within a few
seconds of meeting that person (recall, moderate)
b. ask
for data to support the idea
c. ask
if the person can show completed projects that illustrate a track record in
following through with ideas
d. ask
the person what kinds of failures and hurdles they have faced in the past and
what they learned from the experiences
38. Physician
Peter Pronovost conducted a study to evaluate the effectiveness of checklists
for reducing infections and mortality in hospitals due to infections when
intravenous lines were inserted into patients. He found that _____.
a. infections
increased because checklists are too simplistic for improving patient care
b. using
checklists didn’t make any difference in patient survival rates
c. hospitals
that used these checklists reduced patient deaths and saved the hospitals money
(Recall, Moderate)
d. none
of the above
39. Checklists
can enhance performance because _____.
a. mistakes
are almost inevitable in today’s complex world
b. they
help us remember important (yet often not excited) things we need to do
c. they
help us ensure consistency and help us avoid blind spots that we may otherwise
overlook
d. all
of the above (Recall, Moderate)
40. Anjali
has many responsibilities at home and at work. She often switches between using
e-mail, instant messaging, and text messaging – often doing so while she’s on a
conference call with her colleagues. Researchers refer to this practice
of having multiple conversations simultaneously through different communication
technologies as ________.
a. Technical-communicating
b. multicommunicating
(Applied, Moderate)
c. exhaustive-communicating
d. none
of the above
41. When
sending emails across cultures, we should _____.
a. err
on the side of formality (Recall, Easy)
b. err
on the side of informality to create intimacy quickly
c. write
lengthy e-mails to ensure understanding
d. none
of the above
42. To
use e-mail professionally, we should _____.
a. assume
all e-mail is as public as a postcard (Recall, Easy)
b. when
unsure, choose to be more informal
c. use
acronyms so that emails remain brief
d. assume
emoticons mean the same thing across cultures
43. In
managing e-mail, organizations should _____.
a. be
clear about what e-mail should and should not be used for
b. let
employees know if the organization may be inspecting e-mails
c. make
employees aware of the laws related to privacy and electronic communications
d. all
of the above (Recall, Easy)
44. When
managing voicemail, it is important to do all of the following except
a. check
messages when you are out of the office
b. listen
to your own greeting and to hear how others hear it
c. use
voice mail to avoid human interaction (Recall, Easy)
d. return
calls promptly
TRUE/FALSE
45. Active
listening refers to listening to understand another’s point of view quickly and
efficiently.
a. True
b. False
(Recall, Moderate)
46. To
create a feedback-friendly work environment you should set clear, measurable
performance standards.
a. True
(Recall, Moderate)
b. False
47. Feedback
is most effective when it’s specific rather than general.
a. True
(Recall, Moderate)
b. False
48. Feedback
is most effective when it is evaluative rather than descriptive.
a. True
b. False
(Recall, Moderate)
49. According
to Ashford and Northcraft, you should sometimes avoid asking for feedback, at
least for a while, when you are trying a new or risky task that requires
persistence.
a. True
(Recall, Moderate)
b. False
50. When
receiving feedback, it’s useful for you to summarize what you believe the
speaker said to make sure that you understand.
a. True
(Recall, Easy)
b. False
51. According
to the Society of Human Resource Managers, 360° feedback is almost always used
for line employees and first level supervisors.
a. True
b. False
(Recall, Moderate)
52. Research
shows that a manager’s communication style is related to employee stress
levels.
a. True
(Recall, Easy)
b. False
53. According
to the textbook, managerial communication that motivates falls into three
categories: direction-giving and uncertainty-reducing, relationship-building,
and meaning-making.
a. True
(Recall, Easy)
b. False
54. High-context
communication refers to communication styles in which the conflicts are
experienced as personal and face-saving is important.
a. True
(Recall, Easy)
b. False
55. Low-context
communication refers to communication styles in which the primary purpose is to
build relationships.
a. True
b. False
(Recall, Easy)
56. “Every
employee should update his benefit selections before the end of the year,” is
an example of gender inclusive language.
a. True
b. False
(Applied, Easy)
57. We
signal and perpetuate our assumptions about status and power through our ways
of communicating in our families, communities, and workplaces.
a. True
(Recall, Easy)
b. False
58. Research
suggests that when advertisers use male nouns and pronouns in employment
advertisements, women are less likely to apply for stereotypically male jobs
(e.g., “The director of engineering should have 10 years of work experience
behind him.”)
a. True
(Applied, Easy)
b. False
59. According
to research about international charismatic leaders, people who refer to
short-term goals in their speeches are more likely to be inspirational than
people who refer to long-term goals.
a. True
b. False
(Recall, Moderate)
60. People
who use abstract, concept-based rhetoric are more likely to be inspirational
than people who evoke pictures, sounds, and other senses.
a. True
b. False
(Recall, Moderate)
61. According
to the research cited in this textbook, people are notoriously poor at
remembering facts and statistics.
a. True
(Recall, Moderate)
b. False
62. The
“curse of knowledge” refers to the tendency for people to translate complex
language from their field of expertise into simpler language that people from
outside their field of expertise can easily understand.
a. True
b. False
(Recall, Moderate)
63. Multicommunicating
refers to communicating during hours beyond typical work hours.
a. True
b. False
(Recall, Easy)
64. E-mail
tends to be most effective for discussing sensitive topics.
a. True
b. False
(Recall, Easy)
65. When
e-mailing people from another culture who you don’t know well, it is wise to
use a little humor to speed up relationship-building.
a. True
b. False
(Recall, Moderate)
ESSAY QUESTIONS
66. Describe
at least four techniques for active listening.
Listen with intensity. Give
the person speaking your full attention. This means:
·
Don’t get distracted. Turn off the phone, ignore the computer
screen, and don’t look at your watch.
·
Don’t assume that the issue is uninteresting or unimportant.
·
Don’t listen only for what you want to hear.
·
Don’t think ahead to what you plan to say next.
·
Don’t interrupt, talk too much, or finish people’s sentences for
them.
·
Don’t engage in fake listening techniques such as nodding your
head, saying “I see,” or smiling even though you aren’t really paying
attention.
·
Don’t let the person’s status, appearance, or speaking style
distract you from hearing the message.
Listen with empathy. Try
to understand the message from the speaker’s point of view. Empathy does not
mean agreeing with the other person, but it does mean respecting the person’s
perspective and feelings.
·
Suspend thoughts (such as counterarguments, stereotypes, and
preconceptions) and feelings (such as defensiveness) that can distract you from
hearing the speaker’s perspective.
·
Don’t relate everything you hear to your own experience, such as
“That reminds me of the time. . . .”
·
Listen for feeling as well as content.
·
Pay attention to body language that can provide clues to the
speaker’s concerns and emotional state.
Demonstrate acceptance. Show
that you are listening with an open mind.
·
Avoid killer phrases such as “You’ve got to be kidding,” “That
will never work,” and “Yes, but. . . .” These responses belittle and discount
what the other person thinks and feels.
·
Avoid judgmental body language. Condescending grins and rolling
one’s eyes can have the same affect as killer phrases.
·
Use encouraging language and body language.
Take responsibility for completeness. Encourage
the speaker to give complete information.
·
Ask open-ended questions, such as “What do you think the
critical issues are?” “Why do you think so?” “What do other people think about
this?” and “What other choices do you have?” “How do you think this will affect
your future choices?” “Do you have any more concerns?”
·
Confirm your understanding by paraphrasing what you heard,
summarizing the main points, and asking if what you summarized was the message
that the speaker intended. Doing so ensures that you understood the message,
gives the speaker an opportunity to clarify his or her ideas, and let’s the
speaker know that you are sincerely interested in understanding the key issues.
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