Q&A Hero

Q: According to the communication process model: A. information flows through channels between the sender and receiver. B. the sender and receiver are at different levels and communicate only when the levels match. C. communication is a free-flowing conduit. D. information transmission is minimal in a formal communicative process. E. the sender is the dominant and more important partner.

Q: Which of the following represents the first step in the communication model? A. Form message B. Encode message C. Decode message D. Transmit message E. Form feedback

Q: Which of the following fundamental drives is highly influenced by effective communication? A. Drive to succeed B. Drive to defend C. Drive to bond D. Drive to acquire E. Drive to achieve

Q: _____ refers to the process by which information is transmitted and understood between two or more people. A. Communication B. Jargon C. Flaming D. Grapevine E. MBWA

Q: Effective communication occurs when: A. information is sent through informal rather than formal channels. B. information is collected from various sources but sent to a limited audience. C. the sender convinces the receiver to accept the information sent. D. information is transmitted and understood between two or more people. E. the sender transmits information that is received by someone other than the intended receiver.

Q: The best way to manage organizational grapevine is to ignore the information it communicates.

Q: The grapevine is an important social process that fulfills the employees' drive to bond.

Q: The grapevine is the main conduit through which organizational stories and other symbols of the organization's culture are communicated.

Q: The organizational grapevine distorts information by deleting fine details and exaggerating key points of stories.

Q: Management by walking around minimizes the problem of filtering in the communication process.

Q: Management by walking around occurs when senior executives get out of their offices and communicate face-to-face with employees.

Q: Open space arrangements in workstations increase communication and potentially decrease noise, distractions, and loss of privacy.

Q: The responding stage of active listening includes showing interest and clarifying the message.

Q: Active listeners constantly cycle through the three components of listening during a conversation and engage in various activities to improve these processes.

Q: Research has found that women are generally more sensitive than are men to nonverbal communication.

Q: Maintaining eye contact to show interest in someone's conversation is one of the few forms of nonverbal communication that transmits common meaning across all cultures.

Q: Talking while someone is speaking to you is interpreted by the Japanese as the person's interest and involvement in the conversation.

Q: Buffering occurs when we decide to overlook messages, such as using software rules to redirect email from distribution lists to folders we never look at.

Q: Information overload occurs when an individual's information-processing capacity exceeds the job's information load.

Q: Jargon improves communication efficiency when both the sender and receiver understand this specialized language.

Q: Ambiguous language is sometimes necessary to describe situations or concepts that are ill-defined or lack agreement between sender and receiver.

Q: People are persuaded more under conditions of low social presence than high social presence.

Q: People experienced with a particular communication medium can increase the amount of media richness normally possible through that information channel by "pushing".

Q: Most information technologies require less social etiquette and attention, so employees can easily multi-communicate.

Q: A communication channel with high media richness should be used in routine situations where the sender and receiver have common understanding and expectations.

Q: According to media richness theory, lean media are better than rich media when the communication situation is nonroutine and ambiguous.

Q: Media richness refers to the ratio of the cost of using a medium relative to its frequency of use in the organization.

Q: Individuals' preferences for specific communication channels is a factor contributing to social acceptance.

Q: Emotional contagion provides ambiguous feedback and communicates that the listener does not empathize with the sender.

Q: Mimicking another person's behavior and emotions is a part of emotional contagion.

Q: Research studies conclude that social media offer no advantages in the workplace over traditional email.

Q: Flaming refers to the capacity of an organization to transmit information more quickly through computer networks than through traditional paper media.

Q: The introduction of email in organizations reduces some face-to-face and telephone communication and decreases the flow of information to higher levels in the organization.

Q: One consequence of introducing email is that it tends to decrease the amount of communication across the organization.

Q: The preferred medium for sending well-defined information for decision making is the office phone.

Q: Email has been overtaken by texting and social media as the medium of choice in most workplaces.

Q: When sender and receiver have shared mental models, more communication is necessary to clarify meaning about that context.

Q: Codebooks are symbols used to convey message content, whereas mental models are knowledge structures of the communication topic setting.

Q: The effectiveness of the encoding-decoding process is independent of the sender's and the receiver's proficiency with the communication channel.

Q: Intended feedback is encoded, transmitted, received, and decoded from the receiver to the sender of the original message.

Q: According to the communication process model, communication begins with forming the message, then encoding it.

Q: In the communication process model, encoding the message refers to selecting the appropriate medium and sending your ideas through that medium.

Q: One reason that people communicate with each other is to fulfill their drive to bond.

Q: People who experience social isolation are more susceptible to physical and mental illnesses.

Q: While communication is important to organizations, it plays no role in organizational learning.

Q: Effective communication is of vital importance to organizations because employees work interdependently, and interdependence requires communication.

Q: Communication refers to the process by which information is transmitted and understood between two or more people.

Q: Calculus-based trust is based on the belief that the other party will deliver its promises because punishments would be applied if they fail to deliver those promises.

Q: Of the three types of trust, only calculative trust is not based on perception.

Q: Trust refers to positive expectations one person has toward another person in low-risk situations.

Q: When highly cohesive teams have norms that conflict with organizational goals, team performance is reduced. TRUE

Q: Teams tend to have more cohesion when entry to the team is restricted.

Q: Team cohesiveness decreases with increased interaction because there are more chances for conflicts to emerge.

Q: To maximize cohesiveness, the team should be as small as possible without jeopardizing its ability to accomplish the task.

Q: Diversity among team members often makes it more difficult for teams to become cohesive.

Q: Team members do not conform to team norms unless other team members apply reinforcement or punishment.

Q: Norms are the informal rules and shared expectations that groups establish to regulate the behavior of their members.

Q: Some team-building interventions clarify the team's performance goals and increase the team's motivation to accomplish these goals.

Q: Team members typically hold one or more formal roles in the team as well as roles that they informally fulfill at various times.

Q: A role is a set of behaviors that people are expected to perform because they hold certain positions in a team and organization.

Q: During the adjourning stage of team development, team members shift their attention away from relationships and instead focus mainly on completing the task.

Q: Teams develop their first real sense of cohesion during the norming stage of team development.

Q: The norming stage of team development is marked by interpersonal conflict as team members compete for leadership and other positions on the team.

Q: Team processes in the team effectiveness model include team development, norms, cohesion, and trust.

Q: Homogeneous teams tend to have "fault lines" that may split the team to along gender, professional, or other dimensions.

Q: The members of a diverse team take longer to become a high-performing team.

Q: Cooperating, coordinating, and communicating are task related characteristics of effective team members.

Q: The Beswick Company has an organizational team whose members are highly interdependent, but have different goals. The organization should try to reduce the level of interdependence.

Q: Students experience sequential interdependence when they are lined up at the laser printers trying to get their assignments printed just before a class deadline.

Q: Teams are well-suited to complex work that can be divided into more specialized roles.

Q: Brooks's law says that adding more people to a late software project only makes it later.

Q: Process losses are the resources expended to develop and maintain an effective team.

Q: Teams are better suited to simple work such as routine processing jobs than complex jobs.

Q: Employees are more motivated in teams because they are accountable to fellow team members who also monitor their performance.

Q: Teams typically provide poorer customer service due to interpersonal conflicts amongst the members.

Q: Under stressful or dangerous conditions, people are more likely to stay together than disperse, even when the other people are strangers.

Q: Our desire for informal groups is mostly influenced by our drive to defend.

Q: Social identity theory provides one of the reasons why people join informal groups.

Q: Informal groups exist primarily to complete tasks for the organization that management doesn't know about.

Q: Task forces are temporary groups that typically investigate a particular problem and disband when the decision is made.