Term
| Communication is the process of conveying information and meaning. |
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Definition
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Term
| Managers spend around 60 percent of their time communicating. |
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Definition
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Term
| Before sending a message, you should answer the question, “What’s going on?” |
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Term
| The five steps in the oral message-sending process are (1) develop rapport; (2) state your communication objective; (3) transmit your message; (4) check the receiver’s understanding; and (5) get a commitment and follow up. |
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Term
| Regardless of the goal of communication, it is always important to get a commitment to the action. |
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Term
| The 1-5-15 rule states that you should limit each paragraph to a single topic with an average of five sentences that have an average of 15 words. |
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Term
| Seventy-five percent of what people hear accurately, they forget within a week. |
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Term
| The message-receiving process includes listening, analyzing, and checking understanding. |
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Term
| Analyzing is the process of thinking about, decoding, and evaluating the message. |
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Term
| Feedback is the process of restating a message in one’s own words. |
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Definition
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Term
| Paraphrasing is the process of verifying messages and determining if objectives are being met. |
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Definition
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Term
| Paraphrasing is the process of having the receiver restate the message in his or her own words. |
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Definition
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Term
| Feedback is commonly called criticism. |
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Definition
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Term
| One of the most common approaches to getting feedback is to give the entire message and then ask, “Do you have any questions?” |
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Definition
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Term
| Feedback usually does not follow a message, because people have a tendency not to ask questions. |
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Definition
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Term
| One reason why people do not ask questions is because receivers feel ignorant. |
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Definition
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Term
| The most common cause of messages not resulting in communication is the lack of getting feedback that ensures mutual understanding. |
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Definition
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Term
| Communicating is the sole responsibility of the message sender. |
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Definition
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Term
| The most accurate indicator of understanding is paraphrasing. |
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Definition
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Term
| Coaching is the process of giving motivational feedback to maintain and improve performance. |
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Definition
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Term
| Research has shown that the most important contributor to employee success and retention is receiving praise and recognition. |
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Definition
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Term
| The purpose of coaching is to achieve desirable behavior. |
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Definition
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Term
| Descriptive feedback can be based on facts or inferences. |
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Definition
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Term
| Inferential feedback is preferred because it tends to be positive. |
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Definition
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Term
| The job instructional training (JIT) steps include (1) trainer presents the task; (2) trainee receives preparation; (3) trainee performs the task; and (4) trainer follows up. |
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Definition
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Term
| Feedback should be given in about two weeks after an incident to allow reflection. |
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Term
| Criticism is the process of pointing out mistakes, which places blame and is embarrassing. |
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Definition
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Term
| Once you tell people they are wrong or made a mistake, they may begin to dislike the task or job. |
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Definition
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Term
| “My manager must really care about me and appreciate my work, so I’ll try harder” describes the attitude of employees with overly critical managers. |
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Definition
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Term
| The major difference between criticism and coaching feedback is that criticism is judgmental and makes people feel like losers. |
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Definition
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Term
| The performance formula is used to explain the process managers go through in determining the reasons for effective or ineffective performance and deciding what to do about it. |
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Definition
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Term
| The performance formula explains performance as a function of ability, motivation, and skills. |
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Definition
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Term
| When dealing with an ability performance issue, it is necessary to get employees to verbally commit to the change if they seem willing to make it. |
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Definition
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Term
| Mentoring is more involved and personal than coaching. |
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Definition
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Term
| One of the reasons the psychological contract is often broken is because the other party(ies) has different expectations than we hold. |
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Definition
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Term
| Functional conflict exists when disagreement and opposition supports the achievement of organizational objectives. |
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Definition
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Term
The five conflict management styles are (1) avoiding, (2) competing, (3) negotiating, (4)
accommodating, and (5) collaborating. |
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Definition
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Term
| The avoiding conflict style is assertive and uncooperative. |
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Definition
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Term
| The accommodating conflict style is appropriate to use when the conflict is trivial. |
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Definition
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Term
| The negotiating conflict style is appropriate to use when unpopular action must be taken on important issues. |
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Definition
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Term
| The advantage of the collaborating conflict style is that it tends to lead to the best solution to the conflict, using assertive behavior. |
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Definition
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Term
| The collaborating conflict style is appropriate when you are dealing with an important issue that requires an optimal solution, and compromise would result in suboptimizing. |
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Definition
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Term
| The conflict style most difficult to implement successfully and most likely to be underutilized when appropriate is the accommodating conflict style. |
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Definition
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Term
| The first step of the initiating conflict resolution model is to plan a BCF statement that maintains ownership of the problem. |
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Definition
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Term
| The BCF model describes a conflict in terms of beliefs, consequences, and feelings. |
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Definition
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Term
| A mediator is a neutral third party who makes a binding decision to resolve a conflict. |
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Definition
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Term
| An arbitrator is a neutral third party makes a binding decision to resolve a conflict. |
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Definition
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Term
The process of conveying information and meaning is __________. a. organization
b. understanding
c. communication
d. decoding |
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Definition
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Term
Managers spend around __________ percent of their time communicating. a. 35
b. 40 c. 70 d. 50 |
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Definition
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Term
Before sending a message, you should answer all of the following questions EXCEPT:
a. “How will you send the message?”
b. “Who should receive the message?”
c. “When will the message be transmitted?”
d. “Why should you send the message?” |
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Definition
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Term
The manager of a manufacturing plant is inaugurating a major quality initiative and is planning the announcement to the employees. She has considered the goal and mode of the message. What other issue should be considered in this planning?
a. who should receive the message
b. the timing of the message
c. whether to solicit feedback
d. all of the answers are correct |
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Definition
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Term
The oral message-sending process includes all of the following steps EXCEPT:
a. develop rapport.
b. state your communication objective.
c. transmit your message.
d. translate the meaning of the message. |
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Definition
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Term
Which of the following is NOT a step in the oral message-sending process?
a. develop rapport
b. state your communication objective
c. transmit your message
d. check the receiver’s commitment |
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Definition
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Term
The first step in the oral message-sending process is:
a. state your communication objective.
b. develop rapport.
c. transmit your message.
d. check the receiver’s understanding. |
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Definition
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Term
The value of stating the objectives of communication is to:
a. establish rapport.
b. get buy-in from the recipient.
c. elicit feedback before continuing the communication.
d. help the receiver put the details into context. |
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Definition
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Term
The greatest value of good listening is:
a. giving the speaker a sense of worth.
b. finding out the objectives of the communication.
c. preventing misunderstanding.
d. none of the answers are correct |
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Definition
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Term
The message-receiving process includes:
a. listening, analyzing, and checking understanding.
b. listening, paraphrasing, and analyzing.
c. listening, analyzing, and following up.
d. listening, analyzing, and giving feedback. |
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Definition
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Term
Which of the following is NOT a step in the message-receiving process?
a. listening
b. analyzing
c. checking understanding
d. encoding |
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Definition
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Term
__________ is the process of giving the speaker your undivided attention.
a. Listening
b. Analyzing
c. Checking understanding
d. Paraphrasing |
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Definition
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Term
All of the following are components of listening EXCEPT:
a. paying attention.
b. asking questions.
c. not assuming and interrupting.
d. thinking. |
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Definition
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Term
__________ is the process of thinking about, decoding, and evaluating the message.
a. Paraphrasing
b. Analyzing
c. Listening
d. Checking understanding |
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Definition
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Term
Which of the following is a component of analyzing?
a. thinking
b. watching nonverbal cues
c. taking notes
d. avoiding distractions |
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Definition
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Term
Which of the following is a component of checking understanding?
a. asking questions
b. conveying meaning
c. watching nonverbal cues
d. paying attention |
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Definition
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Term
__________ is the process of verifying messages and determining if objectives are being met. a. Paraphrasing
b. Listening c. Feedback d. Criticism |
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Definition
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Term
The process of having the receiver restate the message in his or her own words is __________. a. paraphrasing
b. feedback
c. confirmation
d. verification |
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Definition
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Term
Feedback is commonly called __________. a. paraphrasing
b. criticism
c. coaching
d. understanding |
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Definition
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Term
Which of the following is one of the reasons why people do NOT ask questions?
a. Receivers feel ignorant.
b. Receivers are ignorant.
c. Receivers are reluctant to point out the sender’s ignorance.
d. all of the answers are correct |
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Definition
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Term
Which of the following is NOT one of the guidelines you should use when getting feedback on
messages?
a. ask questions
b. be aware of nonverbal communication
c. verify the message
d. be open to feedback |
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Definition
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Term
360-degree feedback is based on receiving a performance evaluation from:
a. the manager.
b. customers.
c. employees.
d. all of the answers are correct |
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Definition
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Term
The purpose of 360-degree feedback is to:
a. network with as many stakeholders or coworkers as possible.
b. take the informal methods of improving communication and formalize them.
c. receive performance evaluations from many people.
d. close the feedback loop and continue to the next stage of the strategy process. |
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Definition
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Term
__________ is the process of giving motivational feedback to maintain and improve performance. a. Coaching
b. Criticism c. Inspiring d. Mentoring |
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Definition
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Term
Which of the following is NOT one of the coaching guidelines?
a. give praise and recognition
b. make feedback timely, but flexible
c. focus on the person, not the behavior
d. develop a supportive working relationship |
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Definition
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Term
An employee has mismanaged a client relationship and lost the client. As the manager, you want
to use a self-evaluation type of coaching feedback. Which of the following might apply?
a. “I told you to be careful with that relationship.”
b. “I guess that this just shows why we emphasize training.”
c. “When you lose clients, that makes me frustrated.”
d. “Why do you suppose that client dropped us and went to our competitor?” |
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Definition
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Term
Which of the following would be an example of inferential descriptive feedback?
a. “Our revenues are down 15 percent.”
b. “Our branch came in third in customer satisfaction this quarter.”
c. “Our poor performance ratings stem from attempting too many projects simultaneously.”
d. “We weren’t able to comply with the home office’s report requirements.” |
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Definition
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Term
Which of the following is NOT one of the job instructional training (JIT) steps?
a. trainee receives preparation
b. trainer presents the task
c. trainer outlines the parameters of the task
d. trainee performs the task |
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Definition
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Term
Feedback should generally be given as soon as possible,:
a. with appropriate flexibility.
b. in order for rewards and punishments to have the highest impact.
c. before you forget to give it.
d. because learning is maximized while emotions are running high. |
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Definition
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Term
Which of the following statements regarding criticism is NOT true?
a. Criticism is the process of pointing out mistakes.
b. Criticism can be effective if used in certain circumstances.
c. Criticism involves a judgment, which is that either the person is right or wrong.
d. Criticism places blame and is embarrassing. |
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Definition
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Term
Having employees assess their own performance is a part of __________.
a. mentoring
b. analyzing
c. conflict resolution
d. coaching |
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Definition
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Term
Which of the following is used to explain the process managers go through in determining the reasons for effective or ineffective performance and deciding what to do about it?
a. attribution theory
b. psychological contract
c. performance formula
d. BCF model |
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Definition
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Term
The three factors that make up the performance formula are:
a. ability, motivation, and goals.
b. ability, goals, and resources.
c. ability, motivation, and resources.
d. goals, motivation, and resources. |
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Definition
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Term
If Chris has resources and is well trained, she may still lack __________. a. ability
b. motivation c. resources d. goals |
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Definition
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Term
If Chris has an intense desire and is well trained, she may still lack __________. a. ability
b. motivation c. resources d. goals |
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Definition
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Term
Which of the following is typically NOT a mentor?
a. family
b. higher-level managers
c. immediate managers
d. peers |
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Definition
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Term
The psychological contract is often broken because:
a. we fail to make explicit our own expectations.
b. we assume that the other party(ies) has the same expectations that we hold.
c. we fail to inquire into the expectations of the other party(ies).
d. all of the answers are correct |
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Definition
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Term
__________ exists when disagreement and opposition support the achievement of organizational objectives.
a. Functional conflict
b. Dysfunctional conflict
c. Friction
d. A dilemma |
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Definition
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Term
Which of the following conflict styles results in passive behavior? a. negotiating
b. accommodating c. avoiding
d. collaborating |
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Definition
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Term
The __________ conflict style user attempts to passively ignore the conflict rather than resolve it. a. accommodating
b. collaborating c. negotiating d. avoiding |
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Definition
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Term
The avoiding conflict style creates a __________ situation because the conflict is not resolved.
a. win-lose
b. lose-lose
c. win-win
d. none of the answers are correct |
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Definition
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Term
The accommodating conflict style is appropriate when:
a. your stake in the issue is not high.
b. the conflict resolution is urgent.
c. a solution will only be temporary.
d. the person enjoys being a follower. |
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Definition
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Term
The __________ conflict style user attempts to resolve the conflict by using aggressive behavior to get his or her way.
a. accommodating b. collaborating
c. negotiating
d. forcing |
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Definition
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Term
Which of the following is a disadvantage of the forcing conflict style?
a. giving in may be counterproductive
b. conflicts do not get resolved
c. overuse leads to hostility and resentment
d. counterproductive results |
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Definition
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Term
The __________ conflict style user attempts to resolve the conflict through assertive, give-and- take concessions.
a. collaborating
b. avoiding
c. accommodating d. negotiating |
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Definition
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Term
The negotiating conflict style is appropriate to use when:
a. unpopular action must be taken on important issues.
b. time is short.
c. the conflict is between peers.
d. the person enjoys being a follower. |
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Definition
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Term
The __________ conflict style user assertively attempts to jointly resolve the conflict with the best solution agreeable to all parties.
a. forcing
b. collaborating
c. accommodating
d. negotiating |
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Definition
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Term
The advantage of the collaborating conflict style is that:
a. working relationships are maintained.
b. conflict is resolved quickly.
c. it tends to lead to the best solution to the conflict, using assertive behavior.
d. none of the answers are correct |
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Definition
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Term
Initiating conflict resolution:
a. tends to escalate conflict in the short run.
b. requires the consent of only one of the antagonists.
c. is best delegated.
d. is encouraged by effective leaders. |
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Definition
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Term
The BCF model describes a conflict in terms of:
a. behavior, character, and feelings.
b. beliefs, communication, and facts.
c. behavior, consequences, and feelings.
d. none of the answers are correct |
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Definition
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Term
In responding to a conflict resolution, the first step is to:
a. agree with some aspect of the complaint.
b. listen to and paraphrase the conflict using the BCF model. c. ask for, and/or give, alternative conflict resolutions.
d. plan a BCF statement. |
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Definition
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Term
In conflict collaboration, the job of making an agreement for change belongs to the: a. mediator.
b. responder.
c. initiator.
d. all of the answers are correct |
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Definition
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Term
A(n) __________ is a neutral third party whom makes a binding decision to resolve a conflict. a. mediator
b. consultant c. arbitrator d. negotiator |
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Definition
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Term
The difference between a mediator and an arbitrator is that:
a. the mediator apportions blame judiciously, whereas the arbitrator deals only with concrete
issues.
b. mediators commonly use a negotiating style, while arbitrators typically use a collaborating
style.
c. the arbitrator’s ruling is binding.
d. arbitrators are only used in management–labor negotiations. |
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Definition
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