Business Communication
Final Exam
Course Introduction
Business Communication is a fundamental course designed to develop the written, oral, and interpersonal communication skills necessary for effective business operations. The course emphasizes practical communication strategies and techniques used in professional environments, including composing clear emails, reports, and proposals, delivering engaging presentations, and participating in meetings. Students will learn to tailor their communication to diverse audiences, engage in negotiation and conflict resolution, and utilize digital communication tools. The course also explores cultural considerations, ethical communication, and the impact of technology on business interactions, preparing students to succeed in diverse and dynamic organizational settings.
Recommended Textbook
Canadian Organizational Behaviour 10th Canadian Edition by Steven Mcshane
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Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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Sample Questions
Q1) The "triple-bottom-line" philosophy says that successful organizations focus on financial performance three times more often than do less successful organizations.
A)True
B)False
Answer: False
Q2) A computer maintenance company wants to ''capture'' the knowledge that employees carry around in their heads by creating a database where employees document their solutions to unusual maintenance problems. This practice tries to:
A)reduce the amount of human capital.
B)transfer structural capital into relationship capital.
C)transfer human capital into structural capital.
D)transform intellectual capital into knowledge management.
E)prevent relationship capital from interfering with human capital.
Answer: C
Q3) Structural capital refers to buildings and other depreciable tangible assets.
A)True
B)False
Answer: False
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Chapter 2: Individual Behaviour
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Sample Questions
Q1) An ongoing debate in organizational behaviour is whether we should consider the personality traits of job applicants when selecting them into the organization. Take the view that personality traits SHOULD be considered in the selection process and provide arguments for your position.
Answer: Students should be evaluated not only on factual knowledge from the textbook, but also their logic and persuasive argument skills. Factually, the textbook presents two arguments in favour of using personality testing in selection. First, some personality dimensions, particularly conscientiousness and internal locus of control, predict job performance in almost every job group. This suggests that if we can accurately measure people who have this trait, we can better determine whether they will perform their job well. Second, personality traits may affect the types of jobs in which people are interested. In fact, vocational counsellors use personality testing to determine vocational interests. Placing people in jobs that match their personalities would potentially reduce employee turnover and perhaps absenteeism. If employees are happier in their jobs as a result of better vocational fit, then the improved job satisfaction might also result in better performance and organizational citizenship behaviours (see Chapter 1).
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Chapter 3: Perceiving Ourselves and Others in Organizations
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Sample Questions
Q1) When making an internal or external attribution about a person's behaviour, we tend to look at whether the person has acted this way in the past and other situations, and whether other people act similarly in this situation.
A)True
B)False
Answer: True
Q2) In the Johari Window, disclosure of information to colleagues results in
A)increasing our open area by reducing our blind area.
B)increasing our open area by reducing our hidden area.
C)increasing our unknown area by reducing our hidden area.
D)increasing our open area by reducing our closed area.
E)decreasing our open area by increasing our amount of feedback.
Answer: B
Q3) Diversity awareness programs mainly educate employees about the value of diversity and the problems with stereotyping.
A)True
B)False
Answer: True
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Chapter 4: Workplace Emotions
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Sample Questions
Q1) Employees with higher job satisfaction tend to convey more friendliness and positive feelings to customers.
A)True
B)False
Q2) Beliefs, feelings, and behavioural intentions are components of A)attitudes.
B)organizational commitment.
C)the EVLN model.
D)the psychological contract.
E)emotions.
Q3) The first stage of job burnout is A)feelings of reduced efficacy.
B)role ambiguity.
C)increased cynicism.
D)alarm reaction.
E)None of these statements describe the first stage of job burnout.
Q4) The individual's energy level and ability to cope with stress decrease at the beginning of the general adaptation syndrome.
A)True
B)False
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Chapter 5: Foundations of Employee Motivation
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Sample Questions
Q1) Four-drive theory offers a contemporary view of how individual drives influence behaviour. The first part of the theory explains how drives generate emotions. Explain how these emotions are translated into employee behaviour. Your answer should identify the three factors that people consider in this translation process.
Q2) Accordingtoequitytheory,employeeschangetheircomparisonother
A)only when they feel overpaid.
B)every three or four months.
C)as a way to alter their inputs.
D)only when they are new to their jobs.
E)as a means of reducing feelings of inequity.
Q3) Maslow's view of employee motivation
A)introduced a mechanistic perspective of the workplace in organizational behaviour.
B)was that we should focus mostly on need deprivation.
C)encouraged others to narrowly define needs or drives.
D)became the foundation of positive organizational behaviour.
E)helped employers standardize reward systems.
Q4) Contrast drives and needs.
Q5) What are the A-B-Cs of behaviour modification?
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Chapter 6: Applied Performance Practices
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Sample Questions
Q1) Job rotation has all of the following effects EXCEPT
A)reduces boredom on the job.
B)tests each person's level of self-leadership.
C)reduces repetitive strain injuries.
D)helps employees to learn skills to work in multiple jobs.
E)None of the answers apply.
Q2) Companies should use individual-level performance-based pay when jobs are highly interdependent.
A)True
B)False
Q3) Employees are usually much more engaged in their work through intrinsic rather than extrinsic sources of motivation.
A)True
B)False
Q4) When Adam Smith reported on how 10 pin makers working together could produce many times more pins, because they performed specialized tasks, Smith was describing the benefits of job enrichment.
A)True
B)False
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Chapter 7: Decision Making and Creativity
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Sample Questions
Q1) Which of the following occurs during the incubation stage of the creative process?
A)Convergent thinking
B)Prospect theory effect
C)Escalation of commitment
D)Decision choice
E)Divergent thinking
Q2) Comment on the accuracy of the following statement:
Q3) Satisficing refers to
A)the feeling employees experience when they are not involved in a decision in which they would have made a valuable contribution.
B)the feeling employees experience when they make the right decision.
C)the tendency to choose an alternative that is good enough rather than the best.
D)a desirable outcome of decision making when several employees participate in the decision process.
E)the tendency for decision makers to evaluate alternatives sequentially rather than comparing them all at once.
Q4) Describe three ways to minimize escalation of commitment and confirmation bias.
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9
Chapter 8: Team Dynamics
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Sample Questions
Q1) When people join teams, they usually begin with a very low level of trust in the other team members.
A)True
B)False
Q2) Rather than relying on design engineers alone to design new products, the CEO of Quokka Resources wants to form teams of people from several departments to develop more creative products. These teams will consist of design engineers, manufacturing engineers, marketing staff and purchasing staff. Quokka's CEO believes that these teams will develop more creative products than design engineers did when working alone. Identify three potential constraints that might interfere with the CEO's expected benefits of team-based decision making and creativity.
Q3) Diverse teams take longer to become high performance teams
A)True
B)False
Q4) Task coordination and ambassador activity are two types of boundary spanning activities
A)True
B)False
Q5) Identify and describe the "five C's" of member behaviour in effective teams.
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Chapter 9: Communicating in Organizations
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Sample Questions
Q1) In organizational communication, ''flaming'' generally refers to
A)ranting and raving in front of a large audience.
B)an emotionally charged e-mail message, usually one that communicates the sender's anger.
C)using any signal with the hands that has an obscene meaning to the receiver.
D)telling an employee in front of other people that he or she is fired.
E)interrupting the speaker before he or she has finished talking to you.
Q2) Safety representatives in each of the six plants of a manufacturing company need to communicate to each other every week the number and type of health and safety incidents in their plant. Each representative has a safety reporting document where he or she checks off the type and number of infractions during the previous week. These incidents are well known to other representatives; there are rarely any surprises. This weekly communication calls for:
A)relatively low media richness.
B)mostly nonverbal communication.
C)high media richness.
D)high emotional contagion.
E)face-to-face meetings.
Q3) Should companies try to eliminate grapevine communication?
Q4) Describe four functions of communication.
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Chapter 10: Power and Influence in the Workplace
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Sample Questions
Q1) Which of the following is considered a form of organizational politics?
A)Forming coalitions
B)Distributing information selectively
C)Cultivating networks
D)All of these are always organizational political tactics.
E)Whether any of these are organizational politics depends on whether they are perceived by others as self-serving or beneficial for the organization.
Q2) When your boss requests that you complete a particular task, he is applying which form of influence?
A)Exchange
B)Silent authority
C)Expert
D)Assertiveness
E)Referent
Q3) Subordinates have some reward power over their bosses through 360-degree feedback systems.
A)True
B)False
Q4) Which types of people are more likely to engage in organizational politics?
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Chapter 11: Conflict and Negotiation in the Workplace
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Sample Questions
Q1) Task conflict
A)encourages participants to re-examine their basic assumptions about a problem and its possible solution.
B)is one of the dysfunctional outcomes of conflict.
C)is the opposite of task-related conflict.
D)is the most common outcome of arbitration.
E)sometimes replaces manifest conflict in the conflict process.
Q2) Research indicates that the most effective executive teams frame their decisions as superordinate goals that rise above each executive's departmental or divisional goals.
A)True
B)False
Q3) Conflict is more likely to occur when two people or departments are governed by programmed decision rules.
A)True
B)False
Q4) Differentiation conflict can also manifest due to incongruent values
A)True
B)False
Q5) Briefly describe the five interpersonal conflict handling styles.
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Chapter 12: Leadership in Organizational Settings
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Sample Questions
Q1) Path-goal leadership theory includes directive, supervisory, and integrity leadership styles.
A)True
B)False
Q2) According to OB researchers, the term "charismatic visionary" is a universally recognized concept.
A)True
B)False
Q3) Servant leadership is most closely associated with
A)the competency perspective of leadership.
B)path-goal leadership.
C)the implicit leadership perspective.
D)transformational leadership.
E)the people-oriented leadership style.
Q4) Transformational leaders shape a strategic vision of the future that focuses employees on a superordinate organizational goal.
A)True
B)False
Q5) Are transformational leaders charismatic leaders?
Q6) Explain the concept of shared leadership.
Page 14
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Chapter 13: Designing Organizational Structures
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Sample Questions
Q1) Dividing work into more specialized jobs tends to:
A)reduce work efficiency.
B)reduce the opportunity to match people with appropriate jobs.
C)increase training costs.
D)do all of these things.
E)do none of these things.
Q2) What role does organizational strategy play in designing organizations?
Q3) Network structures
A)do not need to follow government laws when hiring and laying off employees.
B)are permanent businesses that rely mainly on the Internet to establish their marketing.
C)are based on the divisionalized form of organizational structure.
D)are all of these.
E)are none of these.
Q4) Organizations tend to become less formalized as they age and grow in number of employees.
A)True
B)False
Q5) What is a network structure? Why do some writers believe that a network structure is an effective design for global competition?
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Chapter 14: Organizational Culture
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Sample Questions
Q1) What tends to happen when an organization's culture is misaligned with its external environment?
A)The organization has more difficulty anticipating and responding to stakeholder needs.
B)The corporate culture gets stronger.
C)The organization's subcultures weaken.
D)The organization is unable to develop subcultures.
E)All of these occur.
Q2) Acme Corp. is planning to acquire Beta Corp., which operates in a different industry. Acme's culture is entrepreneurial and fast paced, whereas Beta employees value slow, deliberate decision making by consensus. Which merger strategy would you recommend to minimize culture shock when Acme acquires Beta?
Q3) The assimilation strategy of merging corporate cultures should be applied when the acquired firm has a weak culture and is willing to embrace the acquiring company's culture.
A)True
B)False
Q4) Using attraction-selection-attrition (ASA) theory, explain how organizations tend to maintain and perpetuate their cultures.
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Chapter 15: Organizational Change
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Sample Questions
Q1) Parallel learning structures are structures that primarily help employees learn on the job rather than in the classroom.
A)True
B)False
Q2) A key element of leading change is a strategic vision.
A)True
B)False
Q3) Comment on the accuracy of the following statement and explain your answer. "Rewards, information technology, and other organizational systems can both assist and impede orga change."
Q4) The fourth principle of appreciative inquiry is called the poetic principle.
A)True
B)False
Q5) The first step in appreciative inquiry is dreaming, in which participants envision what might be possible in an ideal organization.
A)True
B)False
Q6) Discuss two cross-cultural concerns that potentially arise from organizational change activities.
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