Communication Skills for Managers
Chapter Exam Questions
Course Introduction
This course is designed to equip current and aspiring managers with essential communication skills needed to effectively lead teams, facilitate organizational goals, and foster a positive workplace culture. Emphasizing both verbal and non-verbal communication, the course covers active listening, delivering and receiving feedback, conflict resolution, persuasive communication, and intercultural communication in diverse business environments. Through practical exercises, role-plays, and case studies, students learn how to tailor their communication strategies to different audiences and situations, enhancing their ability as leaders to motivate, negotiate, and collaborate for organizational success.
Recommended Textbook
Interpersonal Skills in Organizations 4th Edition by Suzanne de Janasz
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Chapter 1: Journey Into Self-Awareness
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Q1) Perception:
A) is never a result of multiple causality.
B) never changes despite new inputs.
C) is always consistent with reality.
D) is person-specific.
Answer: D
Q2) Eduardo's low score on the _____ factor of personality is closely associated with the fact that he is constantly worried,depressed,anxious,and unable to manage his anger.
A) openness
B) conscientiousness
C) emotional stability
D) extroversion
Answer: C
Q3) Underestimating the influence of external factors when evaluating others is an underlying element of the self-serving bias of attribution.
A)True
B)False
Answer: False
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Chapter 2: Self-Disclosure and Trust
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Q1) Sara,while sharing information at work,must take into account that:
A) open communication is essential in dealing with and managing conflict,making effective decisions and enhancing organizational culture.
B) for effective self-disclosure,even information of a highly personal nature must be disclosed at the first meetings.
C) in work situations,it is not important for project team members and co-workers to get to know each other personally.
D) self-disclosure can create a trusting environment that is conducive to promoting only short-term relationships with employees,customers,and suppliers.
Answer: A
Q2) Self-disclosure is synonymous with self-description.
A)True
B)False
Answer: False
Q3) Self-disclosure improves people physiologically.
A)True
B)False
Answer: True
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Chapter 3: Establishing Goals Consistent With Your Values and Ethics
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Q1) What is goal-setting? Why is it important? List out some key behaviors for effective goal-setting.
Answer: The Goal-setting theory is based on the premise that conscious goals affect action.Goal setting is a way of identifying your work/life priorities and developing strategies for attaining personal and professional objectives. The goal-setting process has several benefits such as morale/esteem,purpose/direction,productivity,and motivation. Key behaviors for effective goal setting include being realistic,positive,starting small,having perseverance,and taking full responsibility.
Q2) Ethical guidelines enhance employee empowerment.
A)True
B)False
Answer: True
Q3) Formalizing goals into written statements would not help Abbey in her goal setting process.
A)True
B)False
Answer: False
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Chapter 4: Self-Management
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Q1) Understanding the levels of emotional intelligence is essential for his self-awareness.
A)True
B)False
Q2) Which of the following is true of the cognitive strategy to stress management?
A) It focuses on changing behavior to improve one's situation.
B) It includes goal planning and healthy life style adjustment.
C) It helps identify positive thoughts.
D) It influences our emotions and well-being.
Q3) Time management includes:
A) minimizing differentiation between urgent and important tasks.
B) delegating tasks in a way that requires periodic coaching.
C) minimizing time audits.
D) avoiding procrastination.
Q4) Which of the following activities are depicted in Quadrant 4 in the time management matrix?
A) Important and urgent
B) Urgent,but not important
C) Not important,not urgent
D) Not important,but urgent
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Chapter 5: Understanding and Working With Diverse Others
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Q1) Education and religion are considered primary dimensions of diversity.
A)True
B)False
Q2) _____ are more likely to succeed when employees develop a rich understanding of their teams and organization and identify strongly with them.
A) Ethnocentric studies
B) Equal employment opportunity schemes
C) Diversity programs
D) Affirmative action programs
Q3) _____ individuals see their group-related customs or beliefs as "right" and evaluate others' beliefs or practices against this yardstick.
A) Polycentric
B) Ethnocentric
C) Egocentric
D) Geocentric
Q4) Diverse teams are less likely to be best matched with tasks involving innovation and exploration of new opportunities.
A)True
B)False
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Chapter 6: Listening and Nonverbal Communication
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Q1) Which of the following is an example of a rich channel of communication?
A) Face-to-face conversations
B) Text messages
C) E-mail messages
D) Memos
Q2) Ben selectively pays attention only to information that reinforces his own beliefs,views,or needs,resulting in severe distortion to the original message.Ben's ineffective listening is most likely due to:
A) rehearsing.
B) selective memory.
C) selective perception.
D) boredom.
Q3) A boss who says he or she loves your ideas while rolling his or her eyes would lead you to believe that the boss:
A) might lack confidence in your suggestions.
B) is paraphrasing your ideas.
C) is reading your verbal cues.
D) is being empathetic.
Q4) Define the characteristics of attentive listening.
Q5) List the frequently occurring barriers to effective listening.
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Chapter 7: Communicating Effectively
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Questions
Q1) Sally has recently joined an organization and she has been assigned to develop a campaign for a customer.Ellen,a colleague from this organization,considers Sally inexperienced and constantly questions Sally's suggestions for the campaign.This barrier of communication between Sally and Ellen is most likely a result of:
A) lack of time.
B) lack of credibility.
C) information overload.
D) filtering.
Q2) Dealing with issues straight-on and in a timely manner,often and openly when sending verbal messages implies that the sender is ____.
A) ambitious
B) indirect
C) supportive
D) straightforward
Q3) Introduce the three major forms of communication with one benefit and drawback for each form.
Q4) List suggestions for effective verbal communication.
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Chapter 8: Persuading Individuals and Audiences
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Q1) When conducting a persuasive business presentation,summarizing:
A) helps focus the audience's attention on the essence of the presentation.
B) gives the impression that the speaker lacks knowledge about the subject.
C) includes sending a formal thanks to the organizer of the event.
D) involves asking the audience for feedback about the speaker's presentation style.
Q2) Describe the strategies for dealing with "stage fright".
Q3) Asking someone to agree to a costly proposal but being ready to present a lower-cost alternative best describes which method of using the reciprocity/obligation rule?
A) Practice giving regularly and genuinely
B) Use the rejection-then-retreat approach
C) Give information,support,concessions,even gifts and give first
D) Share testimonials of similar others and experts
Q4) _____ relates to the believability of the person who delivers the message.
A) Cognitive dissonance
B) Credibility
C) Social proof
D) Filtering
Q5) How can the reciprocity/obligation rule be used in persuasion?
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Chapter 9: Negotiation
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Q1) Forcing children to wear protective gear when bicycling and not allowing them to argue on the issue is an example of:
A) norming.
B) positive negotiations.
C) distributive bargaining.
D) inclusive decision-making.
Q2) Which of the following verbal negotiation tactics by appealing party to a negotiation implies that any undesirable act done by the opposite party will result in a third party's acting negatively against the party?
A) Warning
B) Punishment
C) Threat
D) Command
Q3) Which of the following negotiation strategy makes use of agendas,questions,and summarizing techniques?
A) Managing
B) Scripting
C) Bargaining
D) Framing
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Chapter 10: Building Teams and Work Groups
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Q1) Teams are effective when tasks are complex and task interdependence is high.
A)True
B)False
Q2) What is the team member/leader's role in the forming stage?
A) Encouraging the group to establish its mission and purpose
B) Helping group members focus on the task and on personal differences
C) Encouraging the group members to debrief the project
D) Making sure the team continues with its progress and maintains its cohesion and morale
Q3) Individuals agreeing reluctantly with a group's decision because they are more concerned about maintaining harmony and cohesiveness than critically thinking about problems is known as:
A) risky shift.
B) group-hate.
C) free riding.
D) groupthink.
Q4) Explain the characteristics of the forming stage of team development.
Q5) The term "group" is synonymous with the term "team".
A)True
B)False
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Chapter 11: Managing Conflict
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Q1) Which of the following is a gain associated with the accommodation strategy?
A) Both sides win
B) Energy free for other pursuits
C) Chance to win everything
D) Higher creativity
Q2) Offering conflict management and negotiation training helps employees deal effectively with differing viewpoints and approaches,which,if managed well,can lead to ____.
A) groupthink
B) alignment of organizational systems
C) innovation
D) diverse experiences among members
Q3) By utilizing strategies that help manage ____,organizations can maximize the benefits of conflict while minimizing costs.
A) negotiations
B) functional conflict
C) dysfunctional conflict
D) negative conflict
Q4) Write a short note on providing diversity training for preventing conflict in organizations.
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Chapter 12: Achieving Business Results Through Effective Meetings
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Q1) Explain the advantages of virtual meetings.
Q2) Information sharing meetings generally require more time than decision making meetings.
A)True
B)False
Q3) A process check is done in the _____ stage of a meeting.
A) evaluation
B) presentation
C) kickoff
D) preliminary
Q4) Alison should have an information dissemination meeting with employees to explain the critical information about the extensive changes to their retirement program.
A)True
B)False
Q5) In the "meeting kickoff" stage,the manager uses operating guidelines to:
A) enhance the group's ability to be self-managing.
B) explain why the participants were selected and invited to the meeting.
C) review decisions made.
D) summarize the key points discussed.
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Chapter 13: Facilitating Team Success
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Q1) The more directive a facilitator is,the more the team members come to expect those types of behaviors from that facilitator as opposed to developing their own facilitative skills.
A)True
B)False
Q2) Providing _____ is probably one of the more difficult yet important skills to be mastered by a facilitator.
A) constructive feedback
B) contrasting views
C) bad news
D) negotiable terms
Q3) The main goal of a facilitator is to make a decision for a group of people who are having difficulty making a decision for themselves.
A)True
B)False
Q4) Early in the team's existence,it might be appropriate for a facilitator to be directive or task-oriented.
A)True
B)False
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Chapter 14: Making Decisions and Solving Problems
Creatively
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Q1) Which of the following would be included in the "act" step of the PDCA cycle?
A) Identifying potential solutions for problems
B) Ensuring the problem is solved
C) Developing an action plan
D) Defining the problem
Q2) Michael is planning on using brainstorming in his next team meeting to generate new ideas for expanding a product line.In using brainstorming effectively,Michael should:
A) articulate the theme.
B) allow for unlimited time.
C) keep the identity of all idea contributors confidential.
D) remember that quality is more important than quantity.
Q3) In which of the following stages of creative problem solving does gathering information,defining the problem,generating alternatives,and examining all available information takes place?
A) Preparation
B) Verification
C) Incubation
D) Illumination
Q4) Suggest a few strategies for increasing individual creativity.
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Chapter 15: Effective and Ethical Use of Power and Influence
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Q1) Politicking can be a way to validate your "fit" within the organization and understand the playing field,which can be significant when developing your personal and organizational goals.
A)True
B)False
Q2) If Doug wants to gain commitment rather than compliance,he should attempt to rely on his informal power base more than his formal power.
A)True
B)False
Q3) Marge was using ingratiation to aid her politicking when she tried to build rapport with the board before she presented her requests.
A)True
B)False
Q4) People who use politicking strategies have difficulties understanding the way an organization is structured-how it operates,how things get done,and how its people and culture function.
A)True
B)False
Q5) Discuss the politicking strategies one can adopt at workplace.
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Chapter 16: Networking and Mentoring
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Q1) All contacts must be deliberately cultivated because they do not evolve naturally.
A)True
B)False
Q2) A networker who approaches a room and identifies people who need to be connected with others in the room,thinking,who can I introduce to whom? is said to be:
A) other-oriented.
B) self-oriented.
C) purpose-oriented.
D) task-oriented.
Q3) _____ peers benefit most by exchanging information about their work or organization.Their relationship is characterized by low levels of self-disclosure and trust.
A) Special
B) Formal
C) Informational
D) Collegial
Q4) Discuss how to develop an appropriate mindset for networking.
Q5) Define the characteristics of effective mentors.
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Page 18
Chapter 17: Coaching and Providing Feedback for Improved Performance
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Q1) As a managerial coach,Kevin should try to model effective behavior rather than legislate it.
A)True
B)False
Q2) As a coach it is more important for Marian to be able to give negative feedback rather than positive feedback.
A)True
B)False
Q3) Re-engineering has led to the need for senior employees to provide new team members with feedback.This situation reinforces the need for effective feedback as a result of which organizational requirement?
A) Electronic performance monitoring
B) New jobs and roles
C) Self-paced learning
D) Cross-cultural training
Q4) Effective coaching sessions contain moderate levels of initiating or problem-solving behaviors.
A)True
B)False
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Chapter 18: Leading and Empowering Self and Others
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Q1) Delegation is not complete without holding delegatees accountable for the completion of the assignments.
A)True
B)False
Q2) Due to the high level of control possessed by empowered managers,they are less likely to empower their subordinates.
A)True
B)False
Q3) Rainbow Painters is considering a production line approach to empower its employees.The production line approach will be appropriate for this company if: A) its employees need to generate ideas and process solutions. B) tasks are more standardized and routine.
C) a longer-term,one-on-one customer relationship is most important. D) the work environment is highly dynamic.
Q4) A Theory Y manager is more likely to _____ than a Theory X manager. A) empower his/her employees
B) dictate work efforts
C) be an educated person
D) be effective in any work situation
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Chapter 19: Project Management
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Q1) By articulating the known steps in advance to complete a project and building in some slack in the schedule:
A) project output can be predicted.
B) collegiality is kept in check.
C) contingencies can be anticipated.
D) job satisfaction can be measured.
Q2) By not monitoring and catching problems early on in the project,Larry and his team are risking marginalization.
A)True
B)False
Q3) Faced with the task of planning the company convention and trade show,Marcia planned out all the deadlines and activities by starting with the actual convention and trade show and worked her way in reverse to today's date.From this,Marcia was able to lay out an exact schedule for completing all her tasks.Marcia was using the tactic of:
A) stakeholding.
B) tracing.
C) backscheduling.
D) projecting.
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