Managerial Communication Pre-Test
Questions
Course Introduction
Managerial Communication focuses on the essential communication concepts and skills required for effective management in organizational settings. The course explores strategies for clear and persuasive business writing, conducting impactful presentations, successful negotiation, and resolving workplace conflicts. Emphasis is placed on interpersonal, group, and organizational communication, both oral and written, along with the use of technology in managerial contexts. Through case studies, role-playing, and real-world applications, students learn to adapt their communication style to diverse audiences and situations, ultimately enhancing their leadership effectiveness and decision-making abilities in professional environments.
Recommended Textbook
Building Management Skills An Action First Approach 1st Edition by Richard L. Daft
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17 Chapters
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Chapter 1: Introduction
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Q1) What does the executive function include for the entire system?
A) direction
B) organization,
C) coordination.
D) all of these
Answer: D
Q2) "Be friendly, be liked", a network builder, and initiates changes for better performance all describe ____.
A) expectations based on non-management job
B) reality of the manager's job
C) a specialists job
D) none of these
Answer: B
Q3) New managers are often surprised at how ___ management is.
A) rewarding
B) "people involved"
C) difficult
D) easy
Answer: C
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Page 3
Chapter 2: Your Manager Strengths and Weaknesses
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Q1) People with a high ____ can clearly identify the activities and arrange the resources needed to accomplish plans and goals.
A) goal-directed mindset
B) relationship building attitude
C) Initiative
D) ability to organize
Answer: D
Q2) Self-management is best learned at what age?
A) middle age
B) adolescence
C) Elderly
D) young children
Answer: D
Q3) Which constraint would describe a manager who is too nice?
A) never feeling good enough
B) being a marshmallow
C) running roughshod over others
D) playing Mr. Spock
Answer: B
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Page 4
Chapter 3: Learning About Yourself
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Sample Questions
Q1) ____ is the set of unseen characteristics and thought processes that underlie a relatively stable pattern of behavioral response to people, ideas, and circumstances.
A) Motivation
B) Personality
C) Thinking style
D) Interaction with the world
Answer: B
Q2) According to the Myers-Briggs Type Indicator assessment, ____ identifies how a person absorbs information.
A) introversion versus extraversion
B) sensing versus intuition
C) thinking versus feeling
D) judging verses perceiving
Answer: B
Q3) Instrumental values are sometimes called terminal values.
A)True
B)False
Answer: False
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Chapter 4: Managing Yourself to Get Things Done
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Sample Questions
Q1) ____ are the specific step-by-step subtasks that will lead to completion of your project.
A) Slice and dice
B) Deadlines
C) Implementation intentions
D) Targeted self-talk
Q2) ____ is an individual's physiological, mental, and emotional response to external stimuli that place physical or psychological demands on the individual and create uncertainty and lack of personal control when important outcomes are at stake.
A) Problems
B) Stress
C) Threats
D) Challenges
Q3) When "deciding the next action," which option should follow the two-minute rule?
A) do it
B) delegate it
C) defer it
D) get organized
Q4) What are the three basic principles for self-management?
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Chapter 5: Creative Problem Solving
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Sample Questions
Q1) Explain how justifying previous solutions and overconfidence can lead to problem solving mistakes.
Q2) Which step of the problem solving process is defined by the statement "Grasp the true nature of the problem"?
A) evaluate the solution
B) develop alternatives
C) diagnose the problem
D) recognize the problem
Q3) Which type of personal approach to problem solving likes to challenge basic assumptions to discover new alternatives?
A) innovator style
B) adaptor style
C) both of these
D) neither of these
Q4) Where do a lot of people typically get their best ideas?
A) in the shower
B) while studying
C) while watching TV
D) while playing a sport
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Chapter 6: How Managers Communicate
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Sample Questions
Q1) When practicing a presentation, you should ______.
A) ignore feedback
B) time yourself
C) not ask questions
D) wait to prepare until just before the presentation
Q2) Human communication is quite complex and fraught with opportunities for ________.
A) comparison
B) the future
C) knowledge
D) misunderstanding
Q3) The most effective managers learn to sense others' emotions and adjust their approach to ____________.
A) get the desired outcome they want
B) persuade and coax employees into feeling secure about the task
C) manipulate others
D) match the audience's ability to receive their message
Q4) List and explain the 5 P's of effective presentations.
Q5) Why do we communicate with candor? When do we use candor? Give examples of how to communicate using candor.
Page 8
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Chapter 7: Becoming an Ethical Manager
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Q1) The reason _____ present a problem is that the situations we face as managers are seldom clear cut with an obvious answer as to what is best for everyone concerned.
A) ethics
B) opinions
C) personal views
D) employees
Q2) Courage is both a moral and a practical matter for a manager.
A)True
B)False
Q3) People at the _____ level adhere to the norms of the larger social system, such as paying income taxes because it is one's duty as a citizen and is expected by the larger social system.
A) preconventional
B) conventional
C) postconventional
D) none of these
Q4) Managers make things go right when they treat people inequitably.
A)True
B)False
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Chapter 8: Motivating for Performance
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Sample Questions
Q1) What theory suggests that high motivation depends on an individual's belief, or expectation, that he or she has the ability to perform tasks and receive desired awards.
A) Principles theory
B) Personal gain theory
C) Expectancy theory
D) Confidence theory
Q2) Shawna is a good manager. She routinely reminds her employees of the company's priorities, provides them with specific goals, and shows them exactly how to focus their energies in ways that will contribute to accomplishing the goals and priorities. Shawna excels at exhibiting:
A) clarity
B) disrespect
C) empathy
D) commitment
Q3) Managers often find that people are motivated by different types of rewards.
A)True
B)False
Q4) What are four elements that enable and empower employees to accomplish their jobs?
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Chapter 9: Getting Things Done Through Networks, Relationships, and Soft Power
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Sample Questions
Q1) Social capital is about relationships, and it is not essential to the effectiveness and success of a manager.
A)True
B)False
Q2) Effective managers can learn to employ networks for career or strategic purposes.
A)True
B)False
Q3) _______ can serve as network mentors and ______ can provide specialized knowledge and insight.
A) Hub, peripheral
B) Peripheral, broker
C) Broker, peripheral
D) Peripheral, hub
Q4) Hard power includes _________, which are defined largely by the organization's policies and procedures.
A) legitimate power
B) reward power
C) coercive power
D) all of these
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Chapter 10: People With Coaching, Delegation, and Deliberate Practice
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Sample Questions
Q1) When delegating, what should be communicated with the employee up front?
A) his or her responsibility
B) agree on an overall goal or outcome
C) create benchmarks to monitor progress
D) all of these
Q2) Research shows that natural talent is directly related to achieving great success in any endeavor, whether it is golfing, scientific research, or management.
A)True
B)False
Q3) Now that Dani has agreed to accept some coaching from her boss, Samuel, they need to make a plan. What is the first thing they should do?
A) Discuss his or her future opportunities with the company
B) Discuss his or her downfalls
C) Discuss his or her goals and expectations of coaching
D) Discuss his or her pay scale
Q4) What are the two approaches to managerial coaching? Which is the best approach? Briefly describe each.
Q5) What are the five elements of deliberate practice?
Q6) Briefly explain what happens in the implementation stage.
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Chapter 11: Handling Difficult Conversations, Conflict, and Negotiation
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Sample Questions
Q1) When people get angry or upset during a negotiation, they ____.
A) typically get over it quickly
B) ask more questions
C) become more quiet
D) are more arrogant
Q2) When negotiating, what is the first thing you need to decide?
A) how much time you want to invest
B) what is most important to you
C) how much effort you want to invest
D) what is the minimum you will accept
Q3) ___ during a robust dialogue means asking questions to deepen one's understanding about what something means.
A) Advocating
B) Responsibility
C) Disclosure
D) Inquiry
Q4) When a negotiator is inexperienced or feels intimidated by the other side, he or she tends to over-compromise.
A)True
B)False
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Chapter 12: Managing Your Boss
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Sample Questions
Q1) Sara works for a fast-food restaurant, and she requires constant supervision. She only does exactly what she is told and shows no initiative. Sara is a(n) ____ individual.
A) independent
B) dependent
C) active
D) passive
Q2) What is the difference between independent, critical thinking and dependent, uncritical thinking?
Q3) If you believe the boss is doing something that hurts the organization, what should you do?
A) ignore it and do what your boss says
B) confront him about it
C) get personal with him about it
D) give your opinion without facts
Q4) Which of the following applies to a "Yes Man"?
A) counterdependence
B) overdependence
C) independence
D) interdependence
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Chapter 13: Managing Teams
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Sample Questions
Q1) Clear purpose, right people, good preparation, and right process are all the required steps to have an effective meeting.
A)True
B)False
Q2) Which of the following is a common dysfunction of a team?
A) lack of trust
B) lack of commitment
C) avoidance of accountability
D) all of these
Q3) In a ___, individuals communicate directly with other team members and process information equally among themselves until a decision is reached.
A) democracy
B) central system
C) centralized network
D) decentralized network
Q4) Goal Setting and Performance Management are one of the competencies that teams need.
A)True
B)False
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Chapter 14: Achieving Desired Outcomes: Getting the Right
People and Managing
Performance
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Sample Questions
Q1) Stu was hired quickly without much interviewing, and now it has become obvious that he was the wrong person for the job. What are some negative consequences of the rushed hiring process?
A) costs
B) wasted time
C) discouraging for Stu and the company
D) all of these
Q2) The final step in the accountability cycle is to ____.
A) appraise performance
B) apply corrections
C) apply consequences
D) all of these
Q3) Meeting task needs first involves __________ and defining desired outcomes for the team's work.
A) establishing work procedures
B) setting goals
C) learning government regulations
D) setting company policies
Q4) What are the sources of hard power for managers?
Q5) How does someone define a job position?
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Chapter 15: Managing Cross Culturally
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Sample Questions
Q1) Culture is ___ .
A) intangible
B) difficult for outsiders to learn
C) pervasive
D) all of these
Q2) Why is it important to understand these critical areas of value differences?
Q3) Give four examples of nonverbal signals/body language that can be perceived as less powerful and credible in U.S. organizations.
Q4) People in ___ cultures find challenge and recognition motivating factors.
A) all
B) some
C) zero
D) high power distance
Q5) What are some traits traditionally associated with white, American-born males?
A) aggressiveness
B) rational analysis
C) "take charge" attitude
D) all of these
Q6) Explain the difference between individualism and collectivism.
Page 17
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Chapter 16: Positive Leadership
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Sample Questions
Q1) A powerful way to influence a team is for the leader to use positive communications that counter the natural human tendency toward negativity.
A)True
B)False
Q2) A ____ is an ambitious view of the future that everyone involved can believe in, one that realistically can be achieved, yet one that offers a future that is dramatically better than what now exists.
A) career
B) vision
C) president
D) company
Q3) Positive leaders break free of preconceived barriers. Which of these is not an example of things they do?
A) Work to overcome conditioned ideas.
B) Strive to be closed minded
C) Encourage open debate of assumptions.
D) Express feelings
Q4) List the levels in the Level 5 Hierarchy. Explain in your own words what each level means.
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Chapter 17: Managing Personal and Organizational Change
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Sample Questions
Q1) The design group has been working on a highly innovative, experimental engine. After months of fine-tuning the design and building a prototype, their initial tests show that in some ways the engine works even better than they had anticipated. The team members are elated and feel that this short-term accomplishment has given a real boost to the ______ of the process.
A) structure
B) system
C) credibility
D) power
Q2) What key to changing our thinking and behavior involves establishing new, emotional relationships with people that give you hope, make you believe that you can change, and inspire you with the expectation that change will happen?
A) positive emotional attractor
B) support system
C) repetition
D) capital thinking
Q3) What are the eight stages of Planned Organizational Change? Of these, which one do you think is the most important, and why?
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