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Question
The founder of a technology consulting firm cited in the human relations text contends that most client issues with consultants deal with hard skills.Answer
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Related questions
Q:
So long as a supervisor is highly intelligent, he or she does not need much in the way of soft skills.
Q:
Workers are more likely to get fired because of poor attitudes, inappropriate behavior, and problems in interpersonal relationships than poor technical skills.
Q:
Barney, a 25-year-old locksmith is pleased with how busy he is on the job. He notes that people locking themselves out of their cars and homes make up about 25 percent of his business, and the demand for these types of rescues seems recession proof. Barney is also quite active in other aspects of locksmith work such as installing locks in offices and homes. Barney's employer is doing quite well, and he aspires to become a manager in the firm. Barney notes, however, "My boss said he won't promote me until I get along better with people. He says that too many customers complain about how I deal with them. I get the job done, but some of them say I'm kind of a jerk. Or they might say that I'm a little rude. My boss even told me that two different customers said they were pleased with the work I did, but they do not want me back again."A good starting point for Barney in improving his interpersonal skills would be toA) simply avoid talking to customers as much as possible.B) explain to his boss that some of the statements he is making are defamatory.C) get as much specific feedback as possible about his alleged interactions with customers.D) make up a statement of universal training needs for himself.
Q:
Which one of the following experiences is likely to do you the most good in terms of developing job skills?
A) being assigned familiar responsibilities
B) dealing with routine assignments
C) having a boss with serious shortcomings
D) being paid more than your peers
Q:
Which one of the following has been identified as a powerful on-the-job learning experience?
A) influencing others when you have considerable authority
B) dealing with problem employees
C) dealing with familiar responsibilities on a regular basis
D) having a boss who agrees with you in almost all areas
Q:
A good example of informal learning would be
A) taking a course in golf or tennis.
B) attending a seminar with friends.
C) studying a text or manual as part of a course.
D) acquiring a skill by observing a more experienced worker.
Q:
The need for leadership skills has increased in the modern organization because
A) many more permanent leadership positions have been created.
B) more people are required to exercise leadership at least part of the time.
C) many entry-level workers now have "leader" in their title.
D) companies have de-emphasized the importance of groups and teams.
Q:
Cultural intelligence training would help a person develop the right strategy for figuring out how to behave in a given situation in a foreign culture.
Q:
While on a business trip to a middle-eastern country, Trevor is invited to dinner. Trevor commits a cultural blooper when he says, "Thanks anyway, but I'm going to eat dinner at a nearby McDonald's because you people eat disgusting food."
Q:
The diversity umbrella includes mostly people who have been discriminated against in the past.
Q:
A key part of cultural intelligence training is to
A) learn a second language the way the natives speak it.
B) understand the history and culture of another culture.
C) learn how to size up the environment to determine which course of action is best.
D) forgive people from other cultures for their mistakes.
Q:
In cross-cultural relations, being attentive to individual differences in appearance helps overcome the problem of
A) confusing the identity of people from the same racial or ethnic group.
B) being politically correct.
C) appearing cold and distant to people from a different culture.
D) being too informal toward people of another culture.
Q:
Workers from cultures with a strong work orientation are likely to
A) spend relatively less time on vacation.
B) spend relatively more time on vacation.
C) retire at a relatively early age.
D) be quite formal in dealing with each other.
Q:
Tanya was raised in a culture that values nurturing people, so she will probably take quite readily to group decision making.
Q:
An important purpose of using collaborative software is to bring together multiple perspectives and expertise.
Q:
You are seated alone in your cubicle at the office. You engage in brainwriting by
A) writing down a list of potential solutions to a problem you are facing.
B) sending messages to a few coworkers to ask them how they would handle the problem that you are facing.
C) inviting a few coworkers to a group problem-solving session.
D) accessing your favorite social networking site in order to take a break.
Q:
Melissa takes an advocacy approach to group decision making. During a problem-solving meeting she is likely to
A) advocate whatever is best for the company.
B) be extra courteous toward the other team members.
C) do whatever she can to get her alternative selected by the group.
D) be the first to offer constructive suggestions.
Q:
The decision-making step in which the group comes to agreement on the nature of the problem is called
A) identify the problem.
B) analyze the cause.
C) search for alternative solutions.
D) clarify the problem.
Q:
You know that you are using the political decision model during group decision making when you
A) search for the most democratic solution to the problem.
B) search for the most technically correct solution to the problem.
C) attempt to satisfy your own interests.
D) attempt to do what is best for the group.
Q:
Team member Sharon demonstrates her ability to see the big picture when she asks the team leader to bring a big bag of donuts and bagels to the next team meeting.
Q:
Research evidence suggests that when team members help each other, variability in group performance is reduced because of teammates being overloaded or distracted.
Q:
Billy Joe is an effective team player, so he changes the topic when he is about to be criticized.
Q:
A research study conducted with placing electronic sensors on participants found that sending e-mail and text messages enhanced communication more so than face-to-face communication.
Q:
A professional code of conduct provides members of that profession
A) sources of legal help when convicted of a crime.
B) a list of criminal actions to avoid.
C) ways to defend oneself when charged with ethical violations.
D) a guide to ethical behavior in that field.
Q:
The symbolic consequences of a decision involving ethical issues refers to the
A) importance attached to the decision.
B) timeliness of the decision.
C) fit between the decision and company philosophy.
D) message communicated by the decision.
Q:
Ethical screening refers to
A) running a contemplated decision or action through an ethics test.
B) evaluating job applicants based on their charitable contributions.
C) making sure that all company employees have ethics training.
D) avoiding contact with unethical people wherever possible.
Q:
Inventory specialist Virginia is highly virtuous on the job, so according to the analysis presented in the human relations text, she is likely to
A) not worry about the consequences of her actions.
B) be loyal to her convictions.
C) give a little company money to a poor employee.
D) never forgive an immoral act, however small.
Q:
A person who displays organizational citizenship behavior will step outside his or her job description to get work accomplished.
Q:
Several experiments have indicated that when the purpose of one's work is to help others, the worker tends to perform better or show greater commitment to the employer.
Q:
Chester perceives his career to be a calling so he is likely to think that he will be successful even if he does not invest full effort into his work.