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Management
Q:
The use of e-mail
a. offers greater message privacy than normal written correspondence.
b. is effective in building rapport.
c. is always the quickest way to communicate.
d. has accelerated the pace of exchanging information.
Q:
Impersonal communication allows the person receiving the information to clarify vague or confusing information.
a. True
b. False
Q:
In a typical organization, employees are eager to share ideas and point out problems. Hence, it is relatively easy for managers to build a climate that supports upward communication.
a. True
b. False
Q:
When level of trust in an organization is low, it is best to communicate messages through the grapevine.
a. True
b. False
Q:
Terms like added value or job satisfaction are examples of clear, concise language, not subject to semantics.
a. True
b. False
Q:
Each country has a dominant language but most countries are multicultural.
a. True
b. False
Q:
When a speaker's verbal and nonverbal messages conflict, others tend to believe the verbal message.
a. True
b. False
Q:
Facebook, Twitter, and LinkedIn combine personal interaction and technology.
a. True
b. False
Q:
When managers demonstrate the desire to listen to their employees, employees still tend to keep ideas and complaints to themselves.
a. True
b. False
Q:
For true communication to take place, the message must be understood by the person receiving it in the same way the sender intended it to be understood.
a. True
b. False
Q:
Gestures are a transnational means of communicating, in that they have the same or universal meaning across cultures.
a. True
b. False
Q:
The use of repetition, careful selection of words, and consideration of the timing of a message are all effective ways to improve personal communication.
a. True
b. False
Q:
The sender is 100 percent responsible for clear and effective communication.
a. True
b. False
Q:
Effective use of social media requires us to be better spellers, write our ideas clearly, and continue to use communication etiquette.
a. True
b. False
Q:
Men typically use communication to establish and maintain relationships.
a. True
b. False
Q:
Benefits of active listening can include stronger relationships, more and new information, and fewer misunderstandings.
a. True
b. False
Q:
One of the best ways for management to cope with the grapevine is to identify the organization's information leaders and use them to promptly and honestly clarify information heard via the grapevine.
a. True
b. False
Q:
Impersonal communication is the one-way transmission of facts, instruction, and the like.
a. True
b. False
Q:
With the popularity of all the types of cell phones, smart phones, and tablet devices, we can ignore many of the basics of communication etiquette.
a. True
b. False
Q:
Hearing and listening are both innate abilities.
a. True
b. False
Q:
Refer to Case 1.1. This example illustrates the need for strong interpersonal relations skills by alluding to the contemporary business-world trend(s) of
a. customer service orientation.
b. team organization.
c. increasing use of temporary and part-time workers.
d. All of these
Enter the appropriate word(s) to complete the statement.
Q:
One reason that the importance of interpersonal relations in business is increasing is
a. organizations' ability to demonstrate bottom-line results.
b. the increasing isolation of the work through the use of computer technology.
c. organizations' increasing customer service orientation.
d. the decreasing costs of implementing human relations programs.
Case 1.1
John and Mabel's company, High-Tech Solutions, is a medium-sized high-tech firm with a core employee group of highly skilled professionals. Around this core is a group of twice as many part-time contract programmers and other computer professionals. As they win programming contracts, they hire contract workers. When work slows, they let the part-timers go but keep their core group. Their target industries are facing increasing government scrutiny and possible regulation due to the number of firms that are doing poor work and causing long-term problems for customers.
John believes that, when hiring for either the core group or for the part-time work force, they must consider not only each candidate's technical work skills and competency but also several other factors as well: the candidate's emotional control, team orientation, self-awareness, and self-esteem, and what the company has to offer the candidate in terms of family support. Mabel agrees to a degree. She thinks that the key to productivity and quality is hiring the right people, but she wants to focus more on technical competencies and less on the other areas John mentions.
High-Tech Solutions uses teams extensively. Employees are trained in how to work in teams, handle conflict, work cooperatively, etc. Joan, a five-year veteran at High-Tech, plays softball in a church league with several of her coworkers. She has asked for investment advice from a couple of the work-group members who are heavily into the stock market. She, in general, highly enjoys her work because of the relationships she has with her coworkers. In sharp contrast, one of the new employees is having a hard time with her supervisor. She wants greater independence and more affirming feedback. The supervisor wants to be sure the new employee can do her job, so he is supervising closely and is giving a lot of corrective feedback.
Q:
Refer to Case 1.1. Joan's satisfaction on the job is likely due to which of the following?
a. Satisfied social needs and emotional support from her colleagues
b. Good stock market advice
c. Excellent relations with her supervisors
d. Status as a core employee
Q:
When the degree of _____ in a company is low, the flow of information declines as a result.
a. conflict resolution
b. self-disclosure
c. trust
d. self-assessment
Case 1.1
John and Mabel's company, High-Tech Solutions, is a medium-sized high-tech firm with a core employee group of highly skilled professionals. Around this core is a group of twice as many part-time contract programmers and other computer professionals. As they win programming contracts, they hire contract workers. When work slows, they let the part-timers go but keep their core group. Their target industries are facing increasing government scrutiny and possible regulation due to the number of firms that are doing poor work and causing long-term problems for customers.
John believes that, when hiring for either the core group or for the part-time work force, they must consider not only each candidate's technical work skills and competency but also several other factors as well: the candidate's emotional control, team orientation, self-awareness, and self-esteem, and what the company has to offer the candidate in terms of family support. Mabel agrees to a degree. She thinks that the key to productivity and quality is hiring the right people, but she wants to focus more on technical competencies and less on the other areas John mentions.
High-Tech Solutions uses teams extensively. Employees are trained in how to work in teams, handle conflict, work cooperatively, etc. Joan, a five-year veteran at High-Tech, plays softball in a church league with several of her coworkers. She has asked for investment advice from a couple of the work-group members who are heavily into the stock market. She, in general, highly enjoys her work because of the relationships she has with her coworkers. In sharp contrast, one of the new employees is having a hard time with her supervisor. She wants greater independence and more affirming feedback. The supervisor wants to be sure the new employee can do her job, so he is supervising closely and is giving a lot of corrective feedback.
Q:
Several trends in society make the development of human relations competency critically important to employees. Identify five of the six trends, and explain each.
Q:
Explain the term "total person." Discuss how organizations can promote total person development within their employees and what benefits they can gain by doing so.
Q:
There are seven major themes that emerge in the study of human relations. Identify them and discuss how they impact human relations in the workplace.
Q:
Identify and describe three major forces that influence behavior at work.
Q:
In what ways will you benefit from studying human relations in the new millennium?
Q:
What impact did Taylor's scientific management have on the development of human relations?
Q:
List and describe three of the trends in the workplace that have given a new dimension of importance to human relations.
Q:
There are seven broad themes that emerge from the study of human relations. Identify three, and explain their influence on human relations skills.
Q:
Explain the Hawthorne studies and how they contributed to the human relations movement.
Q:
Discuss why developing effective interpersonal relations in today's workplace can be very challenging.
Q:
The concept that a person's characteristics are interdependent and part of a single employable system is referred to as the ____________________ concept.
Q:
____________________ is closely related to trust because being open with other people builds trust and enhances communication.
Q:
Around the turn of the century, Frederick Taylor and other researchers tried to increase efficiency and productivity by applying the theory of ____________________.
Q:
____________________ is the study of why our beliefs, attitudes, and behaviors sometimes cause relationship problems in both our personal and work lives and how we can prevent or resolve these problems.
Q:
Elton Mayo's study of the effect of illumination, ventilation, and fatigue on production workers came to be known as the ____________________.
Q:
____________________ usually reflects the deeply held values and behaviors of a small group of individuals within of a firm.
Q:
Increasing ____________________ means acquiring a better understanding of who you are and how your behavior influences other people.
Q:
The satisfaction of social needs, the provision of emotional support, and assistance in problem solving are the three main functions of ____________________.
Q:
____________________ refers to the interaction and ad-hoc network of relationships amongst workers in an organization.
Q:
Seven broad themes that emerge from the study of human relations are communication, self-awareness, self-acceptance, motivation, trust, self-disclosure, and ____________________.
Q:
Case 1.1 John and Mabel's company, High-Tech Solutions, is a medium-sized high-tech firm with a core employee group of highly skilled professionals. Around this core is a group of twice as many part-time contract programmers and other computer professionals. As they win programming contracts, they hire contract workers. When work slows, they let the part-timers go but keep their core group. Their target industries are facing increasing government scrutiny and possible regulation due to the number of firms that are doing poor work and causing long-term problems for customers. John believes that, when hiring for either the core group or for the part-time work force, they must consider not only each candidate's technical work skills and competency but also several other factors as well: the candidate's emotional control, team orientation, self-awareness, and self-esteem, and what the company has to offer the candidate in terms of family support. Mabel agrees to a degree. She thinks that the key to productivity and quality is hiring the right people, but she wants to focus more on technical competencies and less on the other areas John mentions. High-Tech Solutions uses teams extensively. Employees are trained in how to work in teams, handle conflict, work cooperatively, etc. Joan, a five-year veteran at High-Tech, plays softball in a church league with several of her coworkers. She has asked for investment advice from a couple of the work-group members who are heavily into the stock market. She, in general, highly enjoys her work because of the relationships she has with her coworkers. In sharp contrast, one of the new employees is having a hard time with her supervisor. She wants greater independence and more affirming feedback. The supervisor wants to be sure the new employee can do her job, so he is supervising closely and is giving a lot of corrective feedback. Refer to Case 1.1. This example illustrates the need for strong interpersonal relations skills by alluding to the contemporary business-world trend(s) of a. customer service orientation. b. team organization. c. increasing use of temporary and part-time workers. d. All of these Enter the appropriate word(s) to complete the statement.
Q:
Over time, efforts to improve productivity in the workplace have a. focused more on plant layout and mechanical processes. b. had little effect on improvements in productivity. c. offered organizations a simplified perception of employees. d. reflected a shift in values and concerns, from things to people.
Q:
Organizations that address conditions in employees' personal lives and offer programs in total personal development discover
a. distraction from organizational vision.
b. lower worker productivity.
c. increased worker commitment and efficiency.
d. higher employee turnover.
Q:
Self-disclosure is considered a major theme of interpersonal relations because
a. the ability to express anger is the best way to resolve conflicts.
b. it helps stop rumors in the workplace.
c. the opportunity to express frustration will result in improved customer service.
d. it helps eliminate unnecessary guessing games.
Q:
Individuals can achieve greater satisfaction from their careers and personal lives when they successfully manage
a. their relationship with themselves.
b. their one-to-one relationships.
c. their group member relationships.
d. All of these
Q:
Frederick Taylor's scientific management theory basically argued that
a. productivity could be improved by breaking jobs into specialized tasks and reducing the number of motions and time-wasting efforts involved.
b. the informal organization that workers formed through their relationships was the key to productivity.
c. there were other ways besides human relations to humanize the workplace.
d. organizations needed to determine how to tap workers' desire to perform.
Q:
From an interpersonal relations perspective, major forces that influence work behavior include
a. the general state of the economy.
b. the organizational culture, supervisory-management personnel, and group cohesiveness.
c. the physical characteristics of the workplace environment.
d. the technological methods and infrastructure used to accomplish an organization's work processes.
Q:
The increase in workplace incivility particularly threatens which of the essentials of good interpersonal relations? a. Teamwork and group relations b. Assembly productivity c. Appropriate use of workplace technology d. Relationships between supervisors and subordinates
Q:
Christine is a manager at a consumer electronics retailer. She often works 12-15 hour days and pushes herself and the employees she oversees to work towards perfection. They feel that in order to succeed, they must adopt the same work behaviors, despite feeling stressed and burnt out. Work behavior of the employees is most influenced by
a. their personal characteristics.
b. the organizational culture.
c. supervisory-management personnel.
d. work group membership.
Q:
Peter's workplace contains a gym and on-grounds day care service. The company also offers employees monthly seminars on a wide range of topics such as stress management and living on a budget. Peter's employer demonstrates an appreciation for developing
a. the total person.
b. diversity.
c. group membership.
d. organizational values.
Q:
Studies have shown that the primary reason people fail at their jobs is that
a. they were not trained.
b. their job descriptions did not match expectations.
c. they lack desirable personal qualities and problem-solving skills.
d. their technical skills are lacking.
Q:
The Industrial Revolution had a profound effect on
a. management structure.
b. the role of the worker.
c. benefit costs.
d. family dynamics.
Q:
The study of human relations broadly analyzes
a. workplace relations, dilemmas, and strategies.
b. human behavior, prevention strategies, resolution of behavioral problems, and self-development.
c. the relationship between human behavior and technological advances.
d. individual behavior patterns.
Q:
In general, the means by which we come to an understanding of ourselves and others is a. organizational culture. b. trust. c. self-acceptance. d. communication.
Q:
Many companies are improving interpersonal relations by
a. attempting to establish a strong financial structure to ensure employee satisfaction.
b. using technology to enhance employee involvement in management decisions.
c. organizing their workers into teams in which each employee plays a part.
d. offering more services to stockholders.
Q:
In Whole Foods Market, the organization and employees value their customers and consistently strive to provide service that "satisfies and delights." In return, employees' efforts are valued and their results are rewarded. In this example, work behavior is influenced by
a. organizational culture.
b. job influence.
c. family influence.
d. motivation.
Q:
The Hawthorne studies contributed to the development of interpersonal relations through the discovery
a. of the characteristics of effective managers.
b. that breaking jobs into specialized tasks increased worker productivity.
c. of the informal organization network that exists among workers.
d. that workers need training to be effective in their jobs.
Q:
People skills are usually described as having which of the following abilities?
a. Internal motivation and general enthusiasm
b. Managing time effectively and teamwork
c. Technical abilities and good interaction with people
d. Good interaction with people and thinking skills
Q:
The major theme of interpersonal relations that deals with an individuals understanding of how his/her behavior affects others is
a. communication.
b. self-awareness.
c. motivation.
d. trust.
Q:
The quality of one's work is related to one's ability to cope with family problems.
a. True
b. False
Indicate the answer choice that best completes the statement or answers the question.
Q:
Every organization has its own distinct organizational culture that makes it unique.
a. True
b. False
Q:
Trust is a building block of all successful relationships with coworkers, customers, family members, and friends.
a. True
b. False
Q:
Scientific management worked in theory, but in some cases it dehumanized the workplace.
a. True
b. False
Q:
The psychologist who developed the often-used "hierarchy of needs" was Abraham Maslow.
a. True
b. False
Q:
Career success is often a reflection of the strength of one's interpersonal skills.
a. True
b. False
Q:
Individuals who are laid off during a round of downsizing are very unlikely to pursue nonstandard job opportunities.
a. True
b. False
Q:
Worker behavior on the job is frequently a reflection of how well the work environment accommodates each worker's unique characteristics.
a. True
b. False
Q:
Managing healthy, effective interpersonal relationships requires that we also manage the relationship with ourselves.
a. True
b. False
Q:
The human relations movement did not affect the perceived role of either the worker or the organization.
a. True
b. False
Q:
Managers spend a great deal of their time involved in conflict resolution in the normal course of their work.
a. True
b. False
Q:
Many employees need training to become a team member.
a. True
b. False
Q:
A major function of group membership is that it satisfies social needs.
a. True
b. False
Q:
Employees rather than organizations benefit from a commitment to total person development.
a. True
b. False
Q:
The family has little influence on individuals behavior at work.
a. True
b. False
Q:
Mergers and downsizing have increased the value of having good interpersonal skills.
a. True
b. False
Q:
Low organizational trust can result in low productivity, poor communication, and slow decision making.
a. True
b. False