Managerial Communication Exam Bank
Course Introduction
Managerial Communication explores the principles and practices of effective communication within organizational settings, focusing on strategies that managers use to convey information, motivate teams, and resolve conflicts. The course covers key topics such as audience analysis, message design, verbal and nonverbal communication, persuasive techniques, and the use of technology in professional interactions. Emphasis is placed on developing written, oral, and interpersonal communication skills tailored to managerial roles, including report writing, presentations, negotiation, and cross-cultural communication. By engaging in practical assignments and real-world scenarios, students learn to navigate complex workplace dynamics and enhance their leadership effectiveness through superior communication.
Recommended Textbook
Developing Management Skills 10th Edition by David A. Whetten
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Page 2
Chapter 1: Developing Self-Awareness
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Sample Questions
Q1) Someone who is strong on the creating dimension of cognitive style tends to focus on the credibility of data and will emphasize accuracy and precision.
A)True
B)False
Answer: False
Q2) What does the text suggest is an important element in gaining self awareness?
A) Practising introverted reflection
B) Being careful to not cross the sensitive line
C) Involving others
D) Being highly selective about who to get information from Answer: C
Q3) The concept of sensitive line refers to the point at which individuals welcome information about themselves from their co-workers.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Managing Personal Stress
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Sample Questions
Q1) Millie is frustrated with her assembly line job because she never gets to see a completed product. She would love to feel that she had finished something. According to the job redesign model, what Millie's job lacks is
A) skill variety.
B) task identity.
C) task significance.
D) autonomy.
Answer: B
Q2) This course, with its emphasis on developing managerial skills and related emotional intelligence skills, should assist you (on completion of all chapters) in eliminating which type of stress?
A) Time stress
B) Encounter stress
C) Situational stress
D) Anticipatory stress
Answer: B
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Chapter 3: Solving Problems Analytically and Creatively
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Sample Questions
Q1) Amber had been struggling to come up with a creative idea for her marketing proposal for weeks. Frustrated, she decided to leave her office and go for a hike in the mountains to clear her mind. She enjoyed taking in her natural surroundings and thought little about her work. When she arrived back at the office, she suddenly had a promising new idea occur to her. In what phase of creative decision making was Amber during her hike in the mountains?
A) Preparation
B) Incubation
C) Illumination
D) Verification
Answer: B
Q2) A good problem definition includes differentiating factual information from speculative information.
A)True
B)False
Answer: True
Q3) Particularistic cultures have a tendency toward creative solution finding.
A)True
B)False
Answer: True
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Chapter 4: Building Relationships by Communicating
Supportively
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Sample Questions
Q1) Compare and contrast coaching and counseling. Give examples of both coaching and counseling.
Q2) You have noticed since your discussion with Mary about her performance in the team that she seems withdrawn and not very motivated. What should you suspect about your communication?
A) It was effective in that Mary is considering her performance.
B) It caused some defensiveness in Mary.
C) It caused some disconfirmation in Mary.
D) It caused both some defensiveness and disconfirmation in Mary.
Q3) Studies have found that people make fewer mental errors when experiencing positive relationships.
A)True
B)False
Q4) One aspect of supportive communication, listening and responding effectively to someone else's statements, is at least as important as delivering supportive messages.
A)True
B)False
Q5) If you were to change this interaction to make it more productive, what would you change?
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Chapter 5: Gaining Power and Influence
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Sample Questions
Q1) Your boss is discussing power and influence and states, "Power is a necessary precondition for influence." Should you agree or disagree?
A) You should agree.
B) You should disagree.
C) There is not enough information to decide.
Q2) One should use reciprocity when (1) there is sufficient time to reach satisfactory agreements, (2) no other alternatives exist, and (3) quality and innovation are not important. Which statements are correct?
A) All three statements are correct.
B) Statements 2 and 3 are correct.
C) Only statement 2 is correct.
D) Only statement 1 is correct.
E) Statements 1 and 3 are correct.
Q3) If a person desires to move up in the general management hierarchy, what should he/she do?
A) Become a specialist
B) Develop a niche
C) Become a specialist while developing a niche
D) Build a broad knowledge base
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Chapter 6: Motivating Performance
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Sample Questions
Q1) A manager at a local fast-food restaurant decides to motivate all his employees by allowing them to eat the food free of charge. Will this reward motivate employees?
A) This should work, because all employees value free food.
B) This might work for some employees, but it might not work for others.
C) This might work as long as the manager is equitable in distributing the food.
D) This will not work. This action satisfies only the employees' subsistence needs.
Q2) What guideline should a firm follow to attain the greatest motivational impact from a new awards programs?
A) Use awards infrequently
B) Only acknowledge current recipients
C) Give the awards privately
D) Make sure the award is meaningful to the families of employees
Q3) What are the high-priority action items you would include in a consulting report to Steve Morgan, president of EL?
Focus on specific actions that he could initiate that would better use the abilities of the staff and foster a more motivating work environment.
Q4) What is a calling orientation, and how does it impact employee motivation?
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8
Chapter 7: Negotiating and Resolving Conflict
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Sample Questions
Q1) Your company is downsizing. If you advocate a plan to lay off employees equally from each department (10 percent from marketing, 10 percent from production, etc.), which response to conflict are you using?
A) Forcing
B) Accommodating
C) Avoiding
D) Compromising
E) Collaborating
Q2) The four sources of conflict are (1) personality-defect, (2) informational deficiency, (3) role incompatibility, and (4) environmental stress. Which sources are correct?
A) All the sources indicated are correct.
B) All are correct except source 1.
C) All are correct except source 4.
D) Only sources 2 and 3 are correct.
Q3) Based on the behavioral guidelines for the collaborative approach, how could Dan have managed this conflict more effectively?
Q4) What approaches to conflict management are used by the actors in this situation? How effective was each?
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Chapter 8: Empowering and Engaging Others
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Sample Questions
Q1) You have recently been promoted to a managerial position and have been assigned a mentor who will provide you with guidance. The assignment of a mentor is related to the providing of information guideline of empowerment.
A)True
B)False
Q2) Empowerment involves trade-offs; if some people feel empowered, others will not experience it.
A)True
B)False
Q3) You are the leader of a work team. Having returned from a seminar on empowerment, you wonder if empowerment would work for your team. Which dimension listed is considered by some writers to be the most important in determining whether empowerment will work?
A) Meaningfulness
B) Self-efficacy
C) Trust
D) Self-determination
E) Personal control
Q4) Compare and contrast the key differences between power and empowerment.
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Chapter 9: Building Effective Teams and Teamwork
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Sample Questions
Q1) You are involved with a team where members encourage relationship-building roles and team members take responsibility for providing feedback regarding performance. Your team is in the norming stage.
A)True
B)False
Q2) Which does an Everest goal require?
A) A completion date
B) An external reward to act as a source of motivation
C) An alignment to societal norms
D) A connection to profound meaning and purpose
E) A standard higher than any others
Q3) In order to ensure tensions and differentiation of roles don't tear your team apart during the storming phase, you implement a process where team members express the group's vision and values to all new hires. This will likely be effective.
A)True
B)False
Q4) An Everest goal represents an extraordinary achievement.
A)True
B)False
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Chapter 10: Leading Positive Change
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Sample Questions
Q1) Frameworks help to provide stability in the midst of constant change.
A)True
B)False
Q2) Research has found that positive occurrences are remembered longer than negative occurrences.
A)True
B)False
Q3) What is the most likely outcome of the best-self feedback process?
A) Individuals in the organization will perform the same.
B) Individuals will focus more on the positive while still paying attention to the negative.
C) Individuals in the organization will recognize that no one person is exceptionally unique.
D) Individuals will focus more on the positive and ignore the negative.
Q4) Your team has just lost a major client due to delays in project completion. This was partly due to errors that were not caught by anyone on the team, but were passed on to the client. Explain how you could use forgiveness to handle this situation in order to adopt a positive and forward thinking approach to this harm. Refer explicitly to the five things the text suggests need to be done to enhance forgiveness in organizations.
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