Test Bank | Org Communication 9e Zalabak - Test Bank | Fundamentals of Organizational Communication 9e by Pamela S. Zalabak by Pamela S. Shockley Zalabak. DOCX document preview.
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TEST BANK
I. This test bank contains examination questions and answers. There are sections for each chapter that include true/false, multiple choice, matching (not every chapter is included), fill-in-the-blank, and essay questions. The objective questions are recommended for in-class testing and the essay for take-home testing or in-class small-group discussion.
Accompanying each objective question is a set of descriptors for that question. The descriptors contain basic information about the question that could be used to determine if you want to include that question on a test. The following example explains the descriptors in the test bank.
II. SAMPLE QUESTION AND DESCRIPTORS
T/F Organizational Communication is pivotal to achieving organizational goals.
In this question:
Answer = True
Level of Difficulty = E
The three descriptors of level of difficulty are:
E = Easy
MOD = Moderate
DIF = Difficult
TRUE/FALSE
Chapter 1
1.01
Sophisticated communications technologies have made little impact on our daily lives.
Difficulty Level: E
1.02
As an individual, you are likely to spend most of your working life employed in an "information" job.
Difficulty Level: E
1.03
One of the least important characteristics of the "communications" era is the rapid change associated with mass production of information.
Difficulty Level: Mod
1.04
Becoming and staying competent in an information age is an ongoing process requiring lifelong learning.
Difficulty Level: E
1.05
Chester Barnard in his famous work, The Function of the Executive, described the development and maintenance of a system of communication as a primary responsibility of executives.
Difficulty Level: Mod
1.06
Quintilian's ideal of the "good man speaking well" is not related to contemporary notions of communication competency.
Difficulty Level: E
1.07
Researchers generally agree on definitions of communication competency.
Difficulty Level: E
1.08
Deetz suggested that increasing the "political competence" of individuals is not necessary for increased participation practices.
Difficulty Level: Mod
1.09
Littlejohn and Jabusch defined communication competency as the ability and willingness of an individual to participate responsibly in a transaction in such a way as to maximize the outcomes of shared meanings.
Difficulty Level: Mod
1.10
Littlejohn and Jabusch contended communication competency arises out of three basic components -- process understanding, group sensitivity, and moral behavior.
Difficulty Level: E
1.11
Competency is both an intrapersonal and interpersonal impression.
Difficulty Level: Mod
1.12
Creative problem solving among diverse groups of people who often share little common information is not usually a problem in organizations.
Difficulty Level: E
1.13
Littlejohn and Jabusch believed that competence in most organizations can be accomplished through the filtering down of information from the executive level.
Difficulty Level: Mod
1.14
Individual values of members of the organization are not important to organizational culture.
Difficulty Level: E
1.15
Excellence in organizational problem solving is nothing more than the management of large volumes of facts.
Difficulty Level: E
1.16
Quintilian's ideal of the "good man speaking well" is an outdated concept of organizational communication competency.
Difficulty Level: E
1.17
Communication competency has evolved to the point where researchers finally agree on its definition.
Difficulty Level: E
1.18
Individuals form impressions of self-competence while making judgments about the competency of others.
Difficulty Level: Mod
1.19
Challenges to the planet will be best addressed by governments not all members of organizations.
Difficulty Level: Mod
1.20
Human communication is an attempt to share realities with others.
Difficulty Level: E
1.21
Most people engaged in interpersonal communication in organizations share common experiences.
Difficulty Level: Mod
1.22
An individual is either a message source or a message receiver.
Difficulty Level: E
1.23
Message encoding is the process of formulating messages choosing content and symbols to convey meaning.
Difficulty Level: E
1.24
Decoding is the symbolic attempt to transfer meaning; it is the signal that serves as a stimulus for a receiver.
Difficulty Level: E
1.25
Sources send messages consisting of auditory, visual, olfactory, gustatory, or tactile stimuli in any combination of these five senses.
Difficulty Level: E
1.26
The channel is the medium through which the message is transmitted.
Difficulty Level: E
1.27
Message channels are usually free of distortion or noise.
Difficulty Level: E
1.28
Noise is the distortion or interference that contributes to discrepancies between the meaning intended by the source and the meaning assigned by the receiver.
Difficulty Level: E
1.29
Individual communication competencies do not influence interpersonal communication.
Difficulty Level: E
1.30
Background or specific sets of experiences which are brought to the communication situation are known as encoding processes.
Difficulty Level: E
1.31
The context is the environment for the communication interaction.
Difficulty Level: E
1.32
Communication realities and effects are the result, the consequence, or the outcome of the communication interactions.
Difficulty Level: Mod
1.33
Human communication is the process of constructing shared realities, creating shared meanings, literally constituting organizations.
Difficulty Level: E
1.34
Organizing is an attempt to bring order out of chaos or to establish organizations.
Difficulty Level: E
1.35
Organizations can be described as entities where people work together with random goals.
Difficulty Level: E
1.36
Organizational communication is really just interpersonal communication in an organizational setting.
Difficulty Level: E
1.37
Noise is always present in one form or another.
Difficulty Level: E
1.38
Organizational communication, as opposed to other forms of communication, is best understood as separate and distinct creations of organizational messages which have no dependence on previous messages.
Difficulty Level: Mod
1.39
While interpersonal communication occurs in organizations, organizational communication is a more comprehensive process.
Difficulty Level: E
1.40
An effect must be immediate to be a true effect.
Difficulty Level: Mod
TRUE/FALSE
Chapter 2
2.01
The Functional tradition helps us understand organizational communication by describing what messages do and how they move through organizations.
Difficulty Level: E
2.02
Communication functions described in the Functional tradition are organizing, change, and regulation.
Difficulty Level: E
2.03
Communication structure described in the Functional tradition consists of networks, channels, direction, load, and distortion.
Difficulty Level: E
2.04
In the Functional tradition, information processing is seen as the primary function of organizational communication systems.
Difficulty Level: Mod
2.05
Individual units within the organization or suprasystem are known as subsystems.
Difficulty Level: E
2.06
The relationship between external environment information and internal information processing is not important for organizational communication systems.
Difficulty Level: Dif
2.07
Information in the external environment which is processed by the organization is commonly known as output communication.
Difficulty Level: Mod
2.08
When information enters the organization, the communication system begins a process known as throughput, or the transforming and changing of input information for internal organizational use.
Difficulty Level: Mod
2.09
Messages to the external environment from within the organization are known as input communication.
Difficulty Level: E
2.10
Open systems continually take in new information, transform that information, and give information back to the environment.
Difficulty Level: Mod
2.11
Closed systems are characterized by good input communication.
Difficulty Level: E
2.12
Organizing messages establish the rules and regulations of a particular environment.
Difficulty Level: E
2.13
Policy manuals, employee handbooks, orientation training, newsletters, and a variety of other sources convey information about how the organization expects to work and what it requires of its members. These messages are examples of relationship messages.
Difficulty Level: Dif
2.14
Organizing messages define and clarify tasks, develop work instructions, and evaluate task accomplishment.
Difficulty Level: E
2.15
The adequacy and effectiveness of organizing messages cannot be evaluated.
Difficulty Level: Dif
2.16
The relationship function of organizational communication helps individuals define their roles and assess the compatibility of individual and organizational goals.
Difficulty Level: Mod
2.17
Relationship communication contributes to individuals' identification with an organization or to a sense of belonging in their work environment.
Difficulty Level: Mod
2.18
Integrative and relationship functions of organizational communication are significantly different.
Difficulty Level: Mod
2.19
Relationship messages establish how the organization operates.
Difficulty Level: Mod
2.20
Relationship messages establish the human interactions that make organization operations possible.
Difficulty Level: E
2.21
Change messages help organizations establish employee commitment.
Difficulty Level: Mod
2.22
Change messages help organizations adapt what they do and how they do it.
Difficulty Level: E
2.23
Change messages are not essential to an open system.
Difficulty Level: Mod
2.24
Change communication is the processing of new ideas and information as well as the altering of existing procedures and processes.
Difficulty Level: E
2.25
The ultimate effectiveness of change communication cannot be understood.
Difficulty Level: Mod
2.26
Organizing messages are characterized by rules and regulations, organizational policies, task definition, task instruction, and task evaluation.
Difficulty Level: E
2.27
Relationship messages are characterized by decision making, market analysis, new idea processing, environmental inputs, employee suggestions, and problem solving.
Difficulty Level: Mod
2.28
Change messages are characterized by individual role definition, individual/organizational goals, status symbols, and integration among supervisor/subordinates, and peers.
Difficulty Level: Mod
2.29
Communication networks represent the formal communication system.
Difficulty Level: E
2.30
Communication networks are the formal and informal patterns of communication that link organizational members together.
Difficulty Level: Mod
2.31
Communication networks develop exclusively from formal organizational structure.
Difficulty Level: Mod
2.32
Communication networks develop as a result of both formal organization and informal social contact.
Difficulty Level: Mod
2.33
Formal networks emerge as a result of individuals who have interpersonal relationships, who exchange valuable information across reporting chains, and who disregard status.
Difficulty Level: Dif
2.34
Channels are the means of transmission of messages.
Difficulty Level: E
2.35
Face-to-face interaction, group meetings, memos, letters, computer-mediated exchanges, web sites, presentations, and teleconferencing are commonly used communication channels in contemporary organizations.
Difficulty Level: E
2.36
Negative messages, more than good news, are likely to be transmitted face-to-face.
Difficulty Level: E
2.37
Attitudes about messages and receivers do not influence channel selection.
Difficulty Level: Mod
2.38
Power and status, work requirements, technical capability, and judgments about channel effectiveness all contribute to the channels selected for organizational communication.
Difficulty Level: Mod
2.39
Low-status organizational members can determine what channels they personally want to use and can determine what modes others must use in communicating with them.
Difficulty Level: Dif
2.40
Face-to-face interaction has the strength of immediacy and the capacity to monitor nonverbal as well as verbal behavior.
Difficulty Level: E
2.41
Oral messages accompanied by supporting written messages have been described as the least effective method for transmitting information from management throughout the organization.
Difficulty Level: Mod
2.42
Written channels are more effective when communication requires future employee action or is of a general nature.
Difficulty Level: E
2.43
Directives, orders, important policy changes, and the need for immediate action are best communicated orally and accompanied by written support.
Difficulty Level: Mod
2.44
Judgments about channel effectiveness should never be based on financial cost and individual skill levels.
Difficulty Level: Mod
2.45
Researchers typically describe three primary message directions in organizations: downward, upward, and horizontal communication.
Difficulty Level: E
2.46
Downward communication describes message movement from a person in a position of authority to a subordinate or subordinate group.
Difficulty Level: E
2.47
Upward communication describes message movement from a person in a position of authority to a subordinate or subordinate group.
Difficulty Level: E
2.48
Upward communication describes message movement that begins with lower organizational levels and is transmitted to higher levels of authority.
Difficulty Level: E
2.49
Horizontal communication moves laterally across the organization among individuals of approximately the same level and without distinct reporting relationships to each other.
Difficulty Level: E
2.50
The grapevine as an informal communication network may move both vertically and horizontally, all within the transmission of a single message.
Difficulty Level: E
2.51
Organizational communication is characterized by the serial transmission of messages.
Difficulty Level: E
2.52
Messages can be distorted by the number of people involved (the network), the channels for transmission (oral, written), and the direction of flow (vertical, horizontal, informal).
Difficulty Level: Mod
2.53
Most but not all ongoing human interaction is communication in one form or another.
Difficulty Level: Mod
2.54
Organizations exist through human interaction; structures and technologies result from the information to which individuals react.
Difficulty Level: Mod
2.55
Organizing and decision making are very different communication phenomena.
Difficulty Level: Mod
2.56
The culture of an organization describes how the organization does things and how people talk about how they do things.
Difficulty Level: E
2.57
Organizational culture reflects the shared realities in the organization and how these realities create and shape organizational events.
Difficulty Level: E
2.58
Communication climate is the objective, descriptive reaction of organization members to the organization's communication events, their reaction to organizational culture.
Difficulty Level: Dif
2.59
Karl Weick proposed that organizations as such do not exist but are in the process of existing through ongoing human interaction.
Difficulty Level: Mod
2.60
Equivocal messages are not susceptible to varying interpretations.
Difficulty Level: Mod
2.61
The process of choosing from among numerous alternatives is the process of decision making.
Difficulty Level: E
2.62
Decision making is accomplished primarily through communication.
Difficulty Level: E
2.63
Organizational communication is the process through which organizational influence takes place.
Difficulty Level: E
2.64
Organizational identification refers to developing a sense of "we" or belonging with the organization.
Difficulty Level: E
2.65
Active organizational attempts to influence organizational members can be described as identification.
Difficulty Level: Mod
2.66
Active organizational attempts to help members learn appropriate behaviors, norms, and values are known as socialization attempts.
Difficulty Level: E
2.67
Socialization refers to the active organizational attempts to help members learn appropriate behaviors, norms, and values.
Difficulty Level: E
2.68
Communication rules are general prescriptions about appropriate communication behaviors.
Difficulty Level: E
2.69
Thematic communication rules are specific prescriptions of behavior.
Difficulty Level: E
2.70
Tactical communication rules prescribe specific behaviors as related to more general communication themes.
Difficulty Level: E
2.71
Power can be defined as attempts to influence another person's behavior to produce desired outcomes.
Difficulty Level: E
2.72
Organizing, decision-making, and influence processes, when taken together, help describe the culture of an organization by describing how organizations do things and how organizational members talk about how they do things.
Difficulty Level: Mod
2.73
Structuration refers to the production of social systems but not to any future reproduction.
Difficulty Level: Mod
2.74
The Functional and Meaning-Centered approaches utilize similar metaphors to describe organizational communication.
Difficulty Level: E
2.75
The organic metaphor of the dynamic system is used in the Meaning-Centered approach to understand organizational communication.
Difficulty Level: Mod
2.76
The Functional tradition suggests that culture as a variable can be compared and contrasted with other variables within the organization.
Difficulty Level: Dif
2.77
The Meaning-Centered perspective utilizes the cultural metaphor to understand organizational communication.
Difficulty Level: E
2.78
When culture is used as a metaphor for organizational communication, we attempt to understand communication by understanding the uniqueness or shared realities in particular organizations.
Difficulty Level: Mod
2.79
The reaction to an organization's culture is the organization's communication climate.
Difficulty Level: E
2.80
The Functional tradition, in treating organizations as communication systems, describes system messages in terms of message flow and message function.
Difficulty Level: E
2.81
The change function of organizational communication is evidenced by messages of innovation and adaptation and is essential to the concept of a closed system.
Difficulty Level: Mod
2.82
The Functional approach to the structure of an organization asks questions about repetitive patterns of interactions or communication networks.
Difficulty Level: Mod
2.83
Organizational culture can be described as the unique symbolic common ground which becomes the self-definition or self-image of the organization.
Difficulty Level: E
2.84
Critical theory focuses attention on studying hierarchies and their structures throughout the organization.
Difficulty Level: E
2.85
Mumby suggests that one of the principal tenets of the critical studies approach is that organizations are neutral sites of meaning formation.
Difficulty Level: Mod
2.86
Feminist and race perspectives explore the marginalization and domination of women and persons of color in the workplace and the significance of diverse voices in all organizational processes.
Difficulty Level: E
2.87
Deetz suggested that the goal of critical theory in organizational communication studies is to create a workplace free from domination.
Difficulty Level: Dif
2.88
Institutions provide our environments relatively stable traditions, practices, standards, customs, rules and laws.
Difficulty Level: E
2.89
Race theory addresses the marginalization and domination of the majority population.
Difficulty Level: E
2.90
Practical theory works only with theory.
Difficulty Level: Mod
2.91
Practical theory applies theory to real situations.
Difficulty Level: E
2.92
Communication constitutes organization (CCO) extends the Functional tradition.
Difficulty Level: Mod
2.93
Communication constitutes organization (CCO) takes an action perspective balancing organizational structure and agency (communicative action).
Difficulty Level: Mod
2.94
McPhee and Zaug identify three flows of communication which in complex ways constitute and sustain organizations.
Difficulty Level: Mod
2.95
Taylor describes language as fundamental for the organizing which occurs when people interact around particular concerns or engage in co-orientation.
Difficulty Level: Mod
TRUE/FALSE
Chapter 3
3.01
Three men Frederick Taylor, Henri Fayol, and Max Weber were largely responsible for developing the major concepts of the Scientific Management approach.
Difficulty Level: E
3.02
Frederick Taylor held workers responsible for devising the scientific method of work.
Difficulty Level: Mod
3.03
Weber introduced the time and motion study to industrial society.
Difficulty Level: E
3.04
Henri Fayol is credited with the first known attempt to describe broad principles of management.
Difficulty Level: E
3.05
Taylor described the first known reference to horizontal communication when he advised using the "gang plank" in specific types of situations.
Difficulty Level: E
3.06
Fayol's five basic activities of management are planning, organizing, commanding, coordinating, and controlling.
Difficulty Level: E
3.07
Max Weber is frequently referred to as the father of bureaucracy.
Difficulty Level: E
3.08
Traditional authority, according to Weber, is associated with specific characteristics of the person exerting authority.
Difficulty Level: Mod
3.09
Charismatic authority, according to Weber, is based on the specific characteristics of the person exerting authority.
Difficulty Level: E
3.10
Bureaucratic authority, according to Weber, was to rest on formalized rules, regulations, and procedures that made authority "rational legal".
Difficulty Level: E
3.11
Bureaucratic authority, according to Weber, represented the ideal for organizations.
Difficulty Level: Mod
3.12
Communication, from the Scientific Management point of view, was to be a tool of management designed to facilitate task completion and, as such, was to operate as one of many organizational variables.
Difficulty Level: Dif
3.13
Communication, from the Scientific Management perspective, was informal, with peer communication encouraged.
Difficulty Level: E
3.14
Management and workers are equally responsible for communication from the Scientific Management point of view.
Difficulty Level: Mod
3.15
The Scientific Management theorists believed communication was management's responsibility and should flow primarily in a vertically downward direction.
Difficulty Level: E
3.16
The Scientific Management theorists viewed organizational culture as important for successful organizations.
Difficulty Level: E
3.17
The Human Behavior School shifts the emphasis from the structure of organizations, work design, and measurement to the interactions of individuals, their motivations, and influence on organizational events.
Difficulty Level: E
3.18
The Human Behavior School focuses on the role of communication for developing organizational power.
Difficulty Level: Mod
3.19
Follett characterized conflict as destructive because it interferes with the smooth operation of an organization.
Difficulty Level: Mod
3.20
The Hawthorne effect refers to the importance of physical working conditions for productivity.
Difficulty Level: Mod
3.21
The Hawthorne effect was the first documentation in industrial psychological research of the importance of human interaction and morale for productivity.
Difficulty Level: Mod
3.22
McGregor's Theory X-Theory Y concept is a way to distinguish between the scientific and human behavior perspectives.
Difficulty Level: E
3.23
Theory Y managers assume that most people actually prefer to be directed in order to avoid responsibility for their actions.
Difficulty Level: E
3.24
The worker characterized by Theory Y finds work as natural as play and as such is self-directed and self-controlled.
Difficulty Level: E
3.25
Theory X assumes that workers must be directed and threatened with punishment to achieve organizational productivity.
Difficulty Level: E
3.26
Theory X assumes that workers are creative and capable of organizational creativity.
Difficulty Level: E
3.27
Both Theory X and Theory Y assume that organizations have difficulty in using human resources.
Difficulty Level: Mod
3.28
Rensis Likert proposed that employee-centered management was superior to the prescriptions of the Scientific Management approach.
Difficulty Level: E
3.29
Rensis Likert is known for his theory of participative management.
Difficulty Level: E
3.30
Rensis Likert believed his linking-pin organizational design could replace an emphasis on managerial communication.
Difficulty Level: Mod
3.31
Likert contended groups with high loyalty and attraction communicated less and were more receptive to communication from others than groups where loyalty and attraction were not high.
Difficulty Level: Mod
3.32
Likert's concept of participative management rested on his contention that the supportive atmosphere of the effective group promoted creativity, motivated people to use the communication process as both senders and receivers, and exerted more influence on leadership than in other types of systems.
Difficulty Level: Mod
3.33
Communication is more important to the Human Behavior theorists than to those writing from the Scientific Management perspective.
Difficulty Level: Mod
3.34
Work groups are equally important in both the Scientific and Human Behavior perspectives.
Difficulty Level: Mod
3.35
Both Scientific Management and Human Behavior approaches have been criticized for their failure to integrate organizational structure, technology, and people with the larger environment in which organizations exist.
Difficulty Level: E
3.36
The Integrated perspectives school attempts to explain how people, technologies, and environments integrate to influence goal-directed behavior.
Difficulty Level: E
3.37
Herbert Simon described organizational behavior as a complex network of decisions, with decision-making processes influencing the behavior of the entire organization.
Difficulty Level: Mod
3.38
Simon described satisficing as the making of decisions with full information and confidence that the decision will be the best.
Difficulty Level: E
3.39
Sociotechnical integration rested on two assumptions: (1) organizational production is optimized through optimizing social and technical systems, and (2) a constant interchange exists between the work system and the broader environment.
Difficulty Level: Mod
3.40
The sociotechnical approach to organizational theory attempted to balance human social-psychological needs with organizational goals.
Difficulty Level: Mod
3.41
Contingency theory supports the "one best way" to organize as described by Scientific Management theorists.
Difficulty Level: E
3.42
Lawrence and Lorsch describe contingency theory as the establishment of internal organizational operations contingent or dependent upon external environmental needs and individual needs.
Difficulty Level: E
3.43
Joan Woodward researched British manufacturing firms in an effort to develop a list of characteristics that would indicate differences in organizational structure.
Difficulty Level: Mod
3.44
Proponents of the contingency approach have specific prescriptions for organizing which are appropriate for all organizations.
Difficulty Level: E
3.45
The systems approach emphasizes interaction with the environment beyond the organization.
Difficulty Level: E
3.46
In systems theory, the organization takes in materials and human resources (inputs), processes materials and resources (throughput), and yields a finished product (output) to the larger environment.
Difficulty Level: E
3.47
Systems theorists advance a principle of optimization or looking for minimum output in return for minimum input.
Difficulty Level: E
3.48
A closed system limits exchange with the environment and seeks to operate as a self-contained unit.
Difficulty Level: E
3.49
The organic system is least suited to change, while the mechanistic system functions best in stable conditions.
Difficulty Level: Mod
3.50
Systems theorists relate the closed organizational system to a closed thermodynamic system, contending they both will approach a condition of maximum entropy with no further possibility of useful work.
Difficulty Level: Mod
3.51
The principle of optimization from systems theory suggests that maximum return is desirable from maximum input.
Difficulty Level: Mod
3.52
According to systems theory, the organic system is suited to change, while the mechanistic system functions best in stable conditions.
Difficulty Level: Mod
3.53
An autopoietic structure has a unique identity and clear boundary, yet is merged with its environment.
Difficulty Level: Mod
3.54
In Peter Senge’s The Fifth Discipline, five disciplines converge to innovate learning organizations.
Difficulty Level: E
3.55
Cultural approaches to organizational theory describe how organizational members collectively interpret the organizational world around them in order to define the importance of organizational happenings.
Difficulty Level: Mod
3.56
Strong organizational values may limit change and encourage obsolescence when organizational values come in conflict with changing environments requiring new decisions and approaches.
Difficulty Level: Mod
3.57
Stories and myths about the behaviors of heroes help organizational members determine what they have to do to succeed and what is valued by the organization.
Difficulty Level: Mod
3.58
The cultural theorists underscore the importance of values for excellent organizations and the need for values to become part of the shared realities of organizational members.
Difficulty Level: Mod
3.59
Integrated perspectives theories reject the "one best way" of Scientific Management approaches.
Difficulty Level: E
3.60
Integrated perspectives theories place greater emphasis on the external environment than do either Scientific Management or Human Behavior approaches.
Difficulty Level: Mod
3.61
Schein's organizational midlife stage is characterized by a cultural constraint on innovation and emphasis on preservation of the past.
Difficulty Level: Mod
3.62
Karl Weick suggests that decisions in organizations are usually made according to well-organized plans.
Difficulty Level: Mod
3.63
Postmodern and Critical Perspectives focus on power and domination, and on challenges to hierarchy, bureaucracy, and management control.
Difficulty Level: E
3.64
Clegg contends that postmodernism rejects the concepts of task specialization, mass consumption, and specialized jobs for which workers are completely trained.
Difficulty Level: Mod
3.65
Habermas contends that communication is foundational to all organizing, influence, and decision making.
Difficulty Level: Mod
3.66
Ashcraft believes that there are distinctions between bureaucratic and feminist organizations.
Difficulty Level: Mod
3.67
According to Alvesson and Deetz, the goal of critical theory is to create societies and workplaces free of domination, with all members having equal opportunity to contribute.
Difficulty Level: Mod
3.68
Deal and Kennedy suggest that the business environment is the least important influence in shaping a corporate culture.
Difficulty Level: Mod
3.69
Peters and Waterman contend that excellent companies have a bias for action, are close to the customer, are hands-on, value-driven, and stick to the knitting.
Difficulty Level: Mod
3.70
Lack of consistency, lack of consensus, and ambiguity are all the hallmarks of a fragmentation view of culture.
Difficulty Level: Mod
3.71
The fragmentation view suggests both the strong culture and subculture view adequately explain the nature of change in which most organizations and individuals find themselves.
Difficulty Level: Mod
TRUE/FALSE
Chapter 4
4.01
The word value refers to the right or wrong of a particular action.
Difficulty Level: E
4.02
The word value refers to the relative worth of a quality or object.
Difficulty Level: E
4.03
A value is an organized system of attitudes.
Difficulty Level: E
4.04
We more likely make choices that support our value system than choices that will not.
Difficulty Level: E
4.05
Values are complex attitude sets with little specific relationship to behavior.
Difficulty Level: E
4.06
Value congruence refers to the similarities between individuals in an organization.
Difficulty Level: Mod
4.07
Part of the unique sense of a particular organization develops from the ethics held in common by organizational members.
Difficulty Level: Mod
4.08
Values are part of the shared realities generated through organizational communication.
Difficulty Level: E
4.09
Organizational values are evidenced in thematic and tactical communication rules, stories, and myths.
Difficulty Level: E
4.10
Research supports a link between values and the types of decisions managers will make.
Difficulty Level: E
4.11
Organizational values influence the behaviors of current members of the organization and contribute to the type of person who gets hired.
Difficulty Level: E
4.12
Organizational value systems are not related to the individual value systems of organizational members.
Difficulty Level: E
4.13
The more similar organizational and individual values, the more likely the individual is to positively identify with the organization.
Difficulty Level: E
4.14
According to Allport, Vernon, and Lindzey, theoretical values are expressed in our concerns for artistic experiences and in our desire for form and harmony.
Difficulty Level: Mod
4.15
According to Allport, Vernon, and Lindzey, economic values are centered on the useful and practical and on material acquisition.
Difficulty Level: Mod
4.16
Rokeach has identified terminal and instrumental values.
Difficulty Level: E
4.17
Terminal values are desirable behaviors or modes of conduct that are related to and influence instrumental values.
Difficulty Level: E
4.18
Instrumental values can be viewed as concern for end states of existence or desirable goals.
Difficulty Level: E
4.19
Howe, Howe, and Mindell propose that our locus of control value refers to the value we place as organizational members on connections between our efforts and the success or failure of the organization.
Difficulty Level: E
4.20
Howe, Howe, and Mindell propose that our tolerance of ambiguity value relates to the value we place on recognition for work, positive feedback, and the use of our contributions.
Difficulty Level: E
4.21
Ethics are the standards by which behaviors are evaluated as to their morality their rightness or wrongness.
Difficulty Level: E
4.22
Values influence ethics but are not the same concept.
Difficulty Level: E
4.23
Ethical communication is truthful but does not necessarily stimulate consideration of all of the alternatives of choice.
Difficulty Level: Mod
4.24
There is disagreement about what constitutes ethical communication.
Difficulty Level: E
4.25
Ethical communication fosters conditions for growth and development.
Difficulty Level: E
4.26
As a guideline for ethical communication behavior, the habit of search refers to presenting information as openly and fairly as possible and with concern for message distortion.
Difficulty Level: E
4.27
As a guideline for ethical communication behavior, the habit of respect for dissent refers to exploring willingly the complexity of any issue or problem.
Difficulty Level: E
4.28
As a guideline for ethical communication behavior, the habit of search refers to exploring willingly the complexity of any issue or problem.
Difficulty Level: E
4.29
The Wallace ethical communication guidelines suggest that individuals and groups are engaging in ethical communication behaviors when they thoughtfully analyze problems and issues, are open to diverse types and sources of information, conduct their deliberations openly without hidden agendas, and not only respect differing viewpoints but encourage disagreement and dissent in order to produce superior ideas and solutions.
Difficulty Level: Mod
4.30
Communication professionals may face a variety of ethical dilemmas as a result of rendering professional services.
Difficulty Level: E
4.31
Our values for ourselves do not usually affect our perceptions of the worth of others.
Difficulty Level: E
4.32
Personal values are difficult to remove from communication behavior.
Difficulty Level: E
4.33
Organizations and individuals have values and value systems.
Difficulty Level: E
4.34
It is not possible to be committed to a position while at the same time remaining open to new information.
Difficulty Level: E
4.35
Most professions have found it necessary to establish a code of ethics.
Difficulty Level: E
4.36
Professional consultants should not be bound by a code of ethics.
Difficulty Level: E
4.37
Planned organizational communication such as advertising, public relations, and stockholder communication is more likely to be governed by formal codes of ethics than other aspects of organizational communication.
Difficulty Level: E
4.38
If ethical considerations were not so important in organizations, communication specialists could improve overall organizational effectiveness.
Difficulty Level: Mod
4.39
Once you have the facts straight in an organizational problem, the ethical determination of an answer should not be difficult.
Difficulty Level: Mod
4.40
Ethical communication behaviors promote participation and accountability but are not concerned with support for courageous action.
Difficulty Level: Mod
4.41
Regardless of context, communication involves choice, reflects values, and may or may not have consequences.
Difficulty Level: ModTRUE/FALSE
Chapter 5
5.01
An individual's organizational experiences result primarily from the specific organization in which he or she is employed.
Difficulty Level: E
5.02
An individual's organizational experiences result from the attitudes, beliefs, preferences, and abilities the individual brings to the organization, how the organization seeks to influence the individual, and what types of organizational relationships the individual develops.
Difficulty Level: E
5.03
Organizational influences on individuals include organizational goals, culture, task requirements, policies and procedures, and reward systems.
Difficulty Level: E
5.04
Organizational outcomes for individuals include personal needs, predispositions for behavior, communication competencies, and skills.
Difficulty Level: E
5.05
An individual's relationship with his or her supervisor is one of the most important of the primary communication experiences in organizational life.
Difficulty Level: E
5.06
The individual characteristics we possess can be described as our interpersonal experience.
Difficulty Level: E
5.07
Intrapersonal experiences that influence behavior can be described as motivation.
Difficulty Level: E
5.08
Abraham Maslow is famous for his Motivation-Hygiene theory.
Difficulty Level: E
5.09
According to Abraham Maslow, individuals focus attention on needs that are not met and are motivated to seek satisfaction of those needs.
Difficulty Level: E
5.10
Safety and security needs, according to Maslow, are the basic body needs of food, sleep, sex, and survival.
Difficulty Level: E
5.11
According to Maslow, love and social belonging needs are met through family affiliations, friendships, and a variety of peer groups that provide social support and affection.
Difficulty Level: E
5.12
Maslow described esteem and prestige needs as the belief that one has satisfied his or her full potential.
Difficulty Level: E
5.13
Maslow described esteem and prestige needs as the desire for self-respect and the respect of others.
Difficulty Level: E
5.14
Maslow described his concept of self-actualization as the belief that one has satisfied his or her full potential.
Difficulty Level: E
5.15
Maslow's theory implies it is motivational to communicate about needs that are reasonably well met.
Difficulty Level: E
5.16
Maslow's theory suggests that if communication behavior in the organization does not meet the perceived needs of the individual, the individual will continue to seek need satisfaction.
Difficulty Level: E
5.17
The Motivation-Hygiene theory of Frederick Herzberg emphasizes the influence of both internal and external factors in explaining human behavior.
Difficulty Level: E
5.18
Herzberg's theory proposes that satisfaction and dissatisfaction are polar opposites.
Difficulty Level: E
5.19
Herzberg describes status, interpersonal relations, supervision, policies, working conditions, and salary as environmental or hygiene factors.
Difficulty Level: E
5.20
According to Herzberg, hygiene factors influence dissatisfaction.
Difficulty Level: E
5.21
The factors Herzberg found to be motivational were status, interpersonal relations, supervision, policies, working conditions, and salary.
Difficulty Level: E
5.22
The factors Herzberg found to be motivational were work itself, achievement, growth and responsibility, recognition, and advancement.
Difficulty Level: E
5.23
Herzberg's theory suggests motivational communication is more likely to be effective when directed to achievement, recognition, challenging work, increased responsibility, and growth and development.
Difficulty Level: Mod
5.24
Skinner, Maslow, and Herzberg contend motivation results from essentially the same events for all individuals.
Difficulty Level: E
5.25
B. F. Skinner proposed that human behavior can be motivated and is influenced by rewards in the environment.
Difficulty Level: E
5.26
According to Skinner, the paycheck is a form of feedback that reinforces behavior but is not motivational.
Difficulty Level: E
5.27
Skinner's theory suggests communication about rewards will be motivational only as long as rewards are linked to specific behaviors.
Difficulty Level: E
5.28
Gerald Salancik and Jeffrey Pfeffer are responsible for the Needs Hierarchy theory of motivation.
Difficulty Level: E
5.29
Salancik and Pfeffer propose that a person's needs and attitudes are determined by the information available to them at any given time.
Difficulty Level: E
5.30
Salancik and Pfeffer suggest that it is impossible to understand the basic determinants of attitudes or needs.
Difficulty Level: Mod
5.31
Salancik and Pfeffer suggest the individual's perception of job/task characteristics influences their basic attitudes or needs.
Difficulty Level: Mod
5.32
Salancik and Pfeffer suggest information in the social environment does not provide the individual with information about appropriate attitudes.
Difficulty Level: E
5.33
Salancik and Pfeffer conceptualize needs as the results or outcomes produced by an individual's perceptions and by the social information available in the work environment.
Difficulty Level: E
5.34
The Social Information Processing theory challenges notions that individuals have stable, relatively unchanging internal needs.
Difficulty Level: Mod
5.35
Few links have been found between motivation and communication.
Difficulty Level: E
5.36
Predispositions or preferences for organizational communication behaviors are an important part of an individual's intrapersonal experiences.
Difficulty Level: E
5.37
Predispositions are personally held preferences for particular types of communication situations or behaviors.
Difficulty Level: E
5.38
Predispositions for organizational communication are a result of a variety of past experiences and perceptions.
Difficulty Level: E
5.39
Predispositions for oral communication have not been related to occupation choice, job satisfaction, productivity, advancement, or job retention.
Difficulty Level: Mod
5.40
Communication apprehension is one of the least understood of predispositions for communication behavior.
Difficulty Level: Mod
5.41
Communication apprehension is generally defined as an individual's level of fear or anxiety associated with either real or anticipated communication with others.
Difficulty Level: E
5.42
Communication apprehension has been found to be meaningfully associated with such important organizational outcomes as occupation choice, perception of competence, job satisfaction, advancement, and job retention.
Difficulty Level: Mod
5.43
Individuals with high communication apprehension are more likely than others to be in jobs with high communication requirements.
Difficulty Level: E
Mod
5.44
High communication apprehensives are more likely than others to believe themselves less competent than others, to exhibit lower job satisfaction than their counterparts, and to not advance in their organization as their technical skills might suggest they could.
Difficulty Level: Mod
5.45
Leadership and conflict preferences help us understand individual preferences but have not been related to actual choices of communication strategies and tactics in leadership and conflict situations.
Difficulty Level: Mod
5.46
Leadership and conflict predispositions or preferences are frequently described as an individual's combined concern for tasks/goals and people relationships.
Difficulty Level: E
5.47
Various predispositions for leadership and conflict behaviors are generally described as preferences for collaboration, compromise, avoidance, competition, or accommodation.
Difficulty Level: E
5.48
Individuals' perceptions of their communication competencies generally do not influence their organizational experiences.
Difficulty Level: E
5.49
A symmetrical network link is present when persons unequally exchange information during an interaction.
Difficulty Level: E
5.50
An asymmetrical link is present when one individual gives more information than another.
Difficulty Level: E
5.51
The network property of strength refers to the frequency and length of interactions among linked individuals.
Difficulty Level: Mod
5.52
Reciprocity, when applied to communication networks, refers to the level of disagreement among organizational members about their network links.
Difficulty Level: E
5.53
Reciprocity, when applied to communication networks, refers to the level of agreement among organizational members about their network links.
Difficulty Level: E
5.54
Individuals perform only one role within a communication network.
Difficulty Level: E
5.55
Individuals perform diverse roles in communication networks.
Difficulty Level: E
5.56
Gatekeepers are positioned in communication networks to control the flow of information through a communication chain.
Difficulty Level: E
5.57
Gatekeepers rarely receive information which requires them to determine whether or not to transmit that information to the next link or links in the chain.
Difficulty Level: E
5.58
Managers are gatekeepers in relation to their employees.
Difficulty Level: E
5.59
Administrative assistants are rarely gatekeepers.
Difficulty Level: E
5.60
A communication network isolate is an individual with little or no communication links throughout the organization.
Difficulty Level: E
5.61
Network isolates often are high communication apprehensives and deliberately avoid interactions with others.
Difficulty Level: E
5.62
Network participants are individuals who participate in linked communication behaviors but who are not usually in liaison or bridge roles.
Difficulty Level: E
5.63
Nonparticipants are formal members of groups who participate in linked communication behaviors but who are not usually in liaison or bridge roles.
Difficulty Level: Mod
5.64
An individual fulfilling a bridge communication role is a member of one group and transmits information from that group to another, actually forming a bridge between the two.
Difficulty Level: Mod
5.65
Liaisons link or connect groups with common information while being a member of one group.
Difficulty Level: E
5.66
Liaisons link or connect groups with common information without being a member of either group.
Difficulty Level: E
5.67
Nonparticipants more than network isolates demonstrate more communication and relationship ability.
Difficulty Level: Mod
5.68
Nonparticipants refrain from communication out of inability and fear.
Difficulty Level: E
5.69
Bridges link groups together by having membership in two or more groups.
Difficulty Level: Mod
5.70
Both liaisons and bridges can engage in boundary spanning.
Difficulty Level: Mod
5.71
LMX theory suggests leaders have limited time and resources, and as a result, share their personal and positional resources fairly among their employees.
Difficulty Level: Mod
5.72
The supervisory-employee relationship can be described as the primary interpersonal relationship structured by the organization.
Difficulty Level: E
5.73
A supervisor who thinks an employee shares similar values is more likely to view that employee as competent.
Difficulty Level: E
5.74
An employee is more likely to be satisfied with both work and supervision if they perceive a high degree of communication competency in the relationship with a supervisor.
Difficulty Level: E
5.75
Waldron and Hunt's research suggests employees who report high-quality relationships with supervisors do not accept criticism well from these same supervisors.
Difficulty Level: Mod
5.76
Riley and Eisenberg's concept of advocacy emphasizes the importance of employee compliance and making your boss look good.
Difficulty Level: Mod
5.77
Numerous studies report that supervisors who are high in communication apprehension are as well-liked as those lower in apprehension.
Difficulty Level: Mod
5.78
Research has found that the credibility of the supervisor is secondary to organizational status in determining who is approached for task, political, and social information.
Difficulty Level: Mod
5.79
Research on supervisor-employee communication reports a positivity bias in upward communication.
Difficulty Level: Mod
5.80
Employees tend to distort upward information, saying what they think will please their supervisors.
Difficulty Level: E
5.81
Employees tend to pass accurate information to their supervisors even if it reflects negatively on themselves.
Difficulty Level: E
5.82
Upward communication distortion is less likely to occur if the employee has advancement aspirations.
Difficulty Level: E
5.83
Research reports that trust is a major factor supporting accuracy in upward communication.
Difficulty Level: E
5.84
Trust in a supervisor is an important factor for open, upward communication.
Difficulty Level: Mod
5.85
Peer relationships are an important part of an individual's organizational experiences.
Difficulty Level: E
5.86
Relationships with peers are primarily task-oriented.
Difficulty Level: E
5.87
Peers are important for providing integration, or a sense of belonging, in organizational life.
Difficulty Level: E
5.88
Listening and hearing are the same thing.
Difficulty Level: E
5.89
Listening and hearing are physiological processes.
Difficulty Level: E
5.90
Everyone listening to the same message receives the same message.
Difficulty Level: E
5.91
Hearing is the physiological process in which sound waves strike the eardrum, creating vibrations for transmission to the brain.
Difficulty Level: Mod
5.92
Listening extends the hearing process to the assignment of meaning to sounds.
Difficulty Level: Mod
5.93
Hearing is a natural physiological process, but effective listening extends the physiological process of hearing into the skill of accurate decoding and assignment of meaning.
Difficulty Level: Mod
5.94
Listening is different for everyone.
Difficulty Level: E
5.95
Labeling communicators and subjects as uninteresting or unimportant does not affect our listening ability.
Difficulty Level: E
5.96
Emotionally resisting messages is an important barrier to effective listening.
Difficulty Level: E
5.97
Criticizing personal style rather than messages does not interfere with our ability to accurately listen.
Difficulty Level: Mod
5.98
Identifying listening distractions can improve our ability to listen.
Difficulty Level: E
5.99
Faking attention is a common barrier to effective listening.
Difficulty Level: E
5.100
The thought speed/speech speed differential can be a barrier to effective listening or can be used to improve our listening effectiveness.
Difficulty Level: E
5.101
Active listening includes the processes of hearing, assigning meaning, and verifying our interpretations.
Difficulty Level: E
5.102
Active listening includes self-control and mental processing but not verbal skills.
Difficulty Level: Mod
5.103
Descriptive messages are characterized by two basic tactics: message ownership and evaluative language.
Difficulty Level: Mod
5.104
Message ownership refers to attempts to communicate personal perceptions and feelings without attempting to establish blame or find unnecessary corroboration.
Difficulty Level: Mod
5.105
Descriptive language is the message tactic of using language to describe what all parties to the communication can reasonably be expected to observe.
Difficulty Level: Mod
5.106
Descriptive language should only be used when evaluative language has failed to clearly communicate a message.
Difficulty Level: Mod
5.107
Evaluative language users talk about facts, events, and behavior not attitudes, blame, or other subjective and vague concepts.
Difficulty Level: E
5.108
The workforce is becoming increasingly diverse as a result of increased numbers of women, minorities, immigrants, the overall aging of workers, and increased presence of physically challenged persons.
Difficulty Level: E
5.109
Competent organizational members establish relationships with others who are similar and dissimilar from themselves.
Difficulty Level: E
5.110
Research on supervisors' downward communication suggests that the more a supervisor withholds information, the more subordinates withhold and distort.
Difficulty Level: E
5.111
Gaps in information and understanding are rare between what the supervisor perceives and what the employee believes true.
Difficulty Level: Mod
5.112
Coworkers who are liked are described as considerate, personable, and exhibiting integrity.
Difficulty Level: E
5.113
Coworkers who are disliked are described as lacking integrity, self-centered, and insecure.
Difficulty Level: E
5.114
Trust is a critical factor for developing relationships in organizations.
Difficulty Level: E
5.115
Information flow and superior/employee trust are strongly related.
Difficulty Level: Dif
5.116
Emotion effectively separates our personal and professional lives.
Difficulty Level: Mod
5.117
Emotional displays are never favorably received in the work environment.
Difficulty Level: Mod
5.118
The use of organizational technology potentially blurs lines between personal or private information and the organization’s right to reduce uncertainty about employee behaviors.
Difficulty Level: Mod
TRUE/FALSE
Chapter 6
6.01
A union is a formal organizational group.
Difficulty Level: E
6.02
Generally speaking, the more positively we feel about our personal communication competencies, the less able we are to work successfully in groups.
Difficulty Level: E
6.03
Groups only serve task goals concerns.
Difficulty Level: E
6.04
Idea generation, problem solving, conflict, decision making, and compromise are communication processes that occur as a group matures.
Difficulty Level: E
6.05
The effectiveness of group interactions is not directly related to the effectiveness of group outcomes.
Difficulty Level: E
6.06
Norms are rules that dictate expected behavior in a group.
Difficulty Level: E
6.07
The development of shared realities and the culture of an organization are organizational communication processes.
Difficulty Level: E
6.08
We are least comfortable in groups where group goals and personal goals are compatible.
Difficulty Level: E
6.09
Groups are formed to fulfill organizational needs, but the underlying assumption is that individual efforts can exceed the efforts of numbers in completing tasks.
Difficulty Level: E
6.10
The culture of an organization communicates which groups are prestigious and which are not.
Difficulty Level: E
6.11
Compatibility between group members is attractive to prospective members.
Difficulty Level: E
6.12
People in organizations are attracted to groups where there are more competitive than cooperative behaviors.
Difficulty Level: E
6.13
Primary work teams are ad hoc groups which are designed to work on non-organizational goals.
Difficulty Level: E
6.14
Bona fide groups are influenced by the environment but have fixed boundaries.
Difficulty Level: E
6.15
Most organizational groups are bona fide groups.
Difficulty Level: E
6.16
Most of the groups in organizations to which individuals belong are not bona fide groups.
Difficulty Level: E
6.17
When entering an organization, a person usually is placed in their primary work team.
Difficulty Level: E
6.18
Research and design of products and processes are uses for a project team.
Difficulty Level: E
6.19
Project teams have the same traditions as long-standing work teams.
Difficulty Level: Mod
6.20
The formation of project teams helps to keep an organization current in response to changing markets.
Difficulty Level: Mod
6.21
Recent research regarding project teams indicated that during the initial stages of formation, high-performance work teams had high opinions of peers and did not place much value on technical expertise.
Difficulty Level: Mod
6.22
Prefabricated groups are so rigidly designed that they can bring together a collection of people with no previous experience to produce at a predictable level.
Difficulty Level: Mod
6.23
In a group, being able to communicate well with others is not as important as personal expertise.
Difficulty Level: Mod
6.24
It is more important to focus on the issues of the group rather than a person's status in the group.
Difficulty Level: Mod
6.25
Long-standing work teams lack well-defined organizational responsibilities because membership will change over time.
Difficulty Level: Mod
6.26
University departments are examples of long-standing teams.
Difficulty Level: E
6.27
Our government is not an example of a long-standing team because, as the members change, so do the responsibilities of the positions they hold.
Difficulty Level: Mod
6.28
The most obvious example of an industry that utilizes prefabricated groups is the fast-food industry.
Difficulty Level: E
6.29
Prefabricated groups are best used to meet problem-solving needs.
Difficulty Level: E
6.30
Directional groups are usually less dependent on the communication competencies of individuals than they are on the information seeking and processes the group adopts for problem solving and decision making.
Difficulty Level: Mod
6.31
Similar to project teams, task force groups generally create products and implement processes.
Difficulty Level: Mod
6.32
Steering committees provide an organization, the advantage of broad participation in the overseeing of a project.
Difficulty Level: E
6.33
Sometimes in a steering committee, no one takes responsibility, therefore allowing for the failure of a project.
Difficulty Level: Mod
6.34
Focus groups are a collection of individuals who have no familiarity with a problem, which helps to gain an "unattached" approach to the problem.
Difficulty Level: Mod
6.35
Focus groups are formed to take responsibility for final recommendations and the implementation of change.
Difficulty Level: Mod
6.36
Group participation should not be considered a productive part of an organization.
Difficulty Level: E
6.37
Social support groups are a vital part of an organization.
Difficulty Level: E
6.38
Suppressing differences of opinion in a group is a positive behavior which benefits the group in the long run.
Difficulty Level: E
6.39
Social support group membership does not affect an employee's level of satisfaction with the organization.
Difficulty Level: E
6.40
Communities of Practice generally come together voluntarily with no specific reporting structures or accountabilities.
Difficulty Level: E
6.41
Walther and Bazarova found that when individuals are in completely distributed groups, they take more responsibility and blame their partners less often than individuals working virtually but with collocated group members.
Difficulty Level: E
6.42
Timmerman and Scott found that the structural characteristics if groups such as size, number of locations, number of time zones, and organizational type influence the type of technology members use for communication.
Difficulty Level: E
6.43
High-reliability organizations are structured to work mostly in stable, low-risk industries.
Difficulty Level: E
6.44
High-reliability organizations do not establish formal communication protocols.
Difficulty Level: E
6.45
High-reliability organizations regularly examine their communication processes, technologies, and tactics.
Difficulty Level: Mod
TRUE/FALSE
Chapter 7
7.01
Leadership and management are essentially the same.
Difficulty Level: E
7.02
Leadership takes place through communication.
Difficulty Level: E
7.03
Managers fulfill specifically defined roles designed to facilitate work to support organizational goals.
Difficulty Level: E
7.04
Early leadership theories assumed that great leaders were developed through training in the ability for leadership.
Difficulty Level: Mod
7.05
The approach to the study of leadership which focuses on the specific characteristics of great leaders is known as the style approach.
Difficulty Level: E
7.06
The style approach to studying leadership emphasizes the importance of a range of general approaches leaders use to influence goal achievement.
Difficulty Level: Mod
7.07
Blake and Mouton suggest that leadership styles or approaches are based on two central dimensions: concern for relationships with people and concern for task production.
Difficulty Level: E
7.08
The trait and style approaches, when used in combination, have been able to comprehensively describe why particular approaches in leadership will work in one set of circumstances and fail in another.
Difficulty Level: Mod
7.09
Fred Fiedler suggested that leader effectiveness could be evaluated only in relationship to how style choices related to contingencies in particular situations.
Difficulty Level: E
7.10
Dispersed leadership is characterized by leaders attempting to develop leadership in others.
Difficulty Level: E
7.11
Dispersed leadership is also known as Superleadership.
Difficulty Level: E
7.12
Hersey and Blanchard's Situational Leadership theory postulated that effectiveness of a particular leader was related to the leader's selection of behavior appropriate to the maturity level of the follower group.
Difficulty Level: Mod
7.13
Bennis and Nanus suggested that a problem in many organizations is that we have too many leaders and not enough effective managers.
Difficulty Level: E
7.14
An information society requires leadership from diverse organizational positions, not just from managers.
Difficulty Level: E
7.15
Research does not clearly relate the importance of communication competence to overall managerial effectiveness.
Difficulty Level: Mod
7.16
Autocratic leadership strategies are used by leaders who seek to have followers implement decisions with little or no follower input.
Difficulty Level: E
7.17
Participative strategies for leadership are based on a belief that others are competent, will participate, and, therefore, really do not need leadership.
Difficulty Level: Mod
7.18
Transactional leadership requires leaders to motivate followers by personal example, through appeals to higher level needs, and by the establishment of a vision.
Difficulty Level: E
7.19
Empowerment requires leaders to give employees the maximum amount of power to do a job as they see fit.
Difficulty Level: E
7.20
Employee empowerment focuses on managerial behaviors such as monitoring performance, improving work methods, processing suggestions, and facilitating implementation of the suggestions.
Difficulty Level: Mod
7.21
Transformational leaders have a willingness to make and tolerate mistakes.
Difficulty Level: E
7.22
Leadership includes understanding cultural orientation in order to help in decision making, problem solving, and conflict management.
Difficulty Level: E
7.23
Gardner contended outstanding leaders have a central story or message that creates a sense of community and group identity.
Difficulty Level: Mod
7.24
Bennis believed future leaders will have to learn to create an environment that embraces change as an opportunity rather than a threat.
Difficulty Level: Mod
7.25
High-speed management has as its goal the achievement and maintenance of sustainable competitive advantage through innovative, flexible, adaptive, efficient, and rapid response to change.
Difficulty Level: E
7.26
Bennis and Nanus contended the clearest distinction between leaders and managers is the passion leaders possess.
Difficulty Level: E
7.27
Efficient management refers to maintaining the industry lead in world-class products, productivity, investor's equity, employee's satisfaction, customer support, product quality, and serviceability.
Difficulty Level: E
7.28
Legitimate power comes from the ability to apply sanctions.
Difficulty Level: E
7.29
Reward power is limited to organizationally specified rewards such as salary and promotion.
Difficulty Level: E
7.30
Expert power is based on the knowledge, technical competencies, or expertise of the leader.
Difficulty Level: E
7.31
Connection power is based on relationships with other people.
Difficulty Level: E
7.32
Managers are expected to be leaders, although not all managers exhibit leadership behavior.
Difficulty Level: E
7.33
Researchers are only now beginning to study leadership, although no one has yet come up with a definition of what a leader does.
Difficulty Level: E
7.34
The newest theories of effective leadership suggest that leaders possess innate traits which make them effective.
Difficulty Level: Mod
7.35
The laissez-faire leader is really an example of a nonleader.
Difficulty Level: E
7.36
According to Fiedler, the type of approach or style an effective leader would choose is dependent on task, relationship, power, and situation.
Difficulty Level: Mod
7.37
Leadership and management are really terms for the same skills.
Difficulty Level: E
7.38
Argyris, Drucker, and Bennis define communication effectiveness as a central element for overall leadership effectiveness.
Difficulty Level: Mod
7.39
Those high in anxiety about communication are less likely to engage in leadership attempts than those lower in communication apprehension.
Difficulty Level: E
7.40
A leader can be trusted and not liked at the same time.
Difficulty Level: E
7.41
Positive self- and other-regard is closely related to Littlejohn and Jabusch's four communication competencies.
Difficulty Level: E
7.42
Principled leadership provides a consistent message, unleashes talent, practices ego suppression, and creates leaders.
Difficulty Level: Mod
7.43
According to Larson and LaFasto's study of successful teams, the team, and not the leader, establishes a vision of the future.
Difficulty Level: E
7.44
Effective leaders use principled leadership behaviors to address task and procedural responsibilities but not interpersonal concerns.
Difficulty Level: E
7.45
Discursive approaches to leadership focus less on individuals and more on communication interactions than other leadership approaches.
Difficulty Level: E
7.46
Discursive approaches to leadership focus on talk, text, and underlying assumptions which are discourses of power.
Difficulty Level: Mod
7.47
Discursive approaches to leadership suggest power structures, often hidden, contribute to how leadership is enacted.
Difficulty Level: Mod
7.48
Jim Collins found that Level 5 leadership was common in both organizations that were successful and those that failed.
Difficulty Level: Mod
7.49
Larson and LaFasto and Collins both suggested that principled leadership and excellence were related.
Difficulty Level: Mod
7.50
Irrespective of the approach to leadership, communication competencies are necessary for excellence in leadership processes.
Difficulty Level: Mod
TRUE/FALSE
Chapter 8
8.01
Decision making and problem solving are essentially the same process.
Difficulty Level: E
8.02
Decision making is the process of choosing from among several alternatives, while problem solving is a multistage process for moving an issue, situation, or state from an undesirable to a more desirable condition.
Difficulty Level: E
8.03
Organizational culture, decision/problem issues, technical and communication competencies all influence decision-making methods and problem-solving processes.
Difficulty Level: E
8.04
Organizational and individual problem solving reflect cultural values.
Difficulty Level: E
8.05
Problem solving includes decision making but is a more complex process.
Difficulty Level: E
8.06
Decision making and problem solving are not as important as leadership for effective organizations.
Difficulty Level: Mod
8.07
Decision making and problem solving are essentially communication processes.
Difficulty Level: E
8.08
The consensus method for group problem solving and decision making is rare and may take more time than the other methods unless considerable agreement existed at the beginning of the process.
Difficulty Level: Mod
8.09
The consensus method requires everyone in the group to completely agree.
Difficulty Level: E
8.10
Since societies "train" members to accept and adhere to particular values, organizational culture is an important consideration for effective decision making and problem solving.
Difficulty Level: Mod
8.11
The very activity of organizing can be described as synonymous with the decision-making process.
Difficulty Level: Mod
8.12
The Standard Agenda can apply to both individuals and groups.
Difficulty Level: Mod
8.13
During the Understanding the Charge Phase, groups often attempt to establish blame rather than engage in obstacle analysis.
Difficulty Level: E
8.14
A task barrier to problem solving would be an inadequate description of the problem.
Difficulty Level: E
8.15
A procedural barrier to problem solving would be role ambiguity.
Difficulty Level: E
8.16
An interpersonal barrier to problem solving would be self-centered or ego-centered behavior.
Difficulty Level: E
8.17
The Decision Tree process approaches decision making with a set of questions designed to determine the scope of participation necessary for a given decision.
Difficulty Level: E
8.18
GDSS systems, cellular phones, pagers, and desk-top publishing are all examples of computer-mediated communication and information systems.
Difficulty Level: E
8.19
Multicommunication refers to the use of ICTs to focus on the current meeting situation.
Difficulty Level: Mod
8.20
Multitasking refers to using ICTs to engage in multiple tasks almost simultaneously.
Difficulty Level: E
TRUE/FALSE
Chapter 9
9.01
Conflict can be described as a process that occurs when individuals, small groups, or organizations perceive or experience frustration in attaining goals and concerns.
Difficulty Level: E
9.02
Conflict can occur in any organizational setting where there are two or more competing responses to a single event.
Difficulty Level: E
9.03
The context of the conflict is important but does not influence the conflict symptoms, behaviors, and outcomes.
Difficulty Level: Mod
9.04
Intrapersonal conflict is readily observable through overt behaviors.
Difficulty Level: Mod
9.05
Daily organizational life is filled with conflicts in a variety of contexts.
Difficulty Level: E
9.06
The complex interactions of both individual and group perceptions, emotions, behaviors, and outcomes can be viewed as a process we call a conflict episode.
Difficulty Level: E
9.07
Latent conflict refers to underlying conditions in organizations and individual relationships that have the potential for conflict.
Difficulty Level: E
9.08
Latent conflict conditions almost always continue to manifest conflict.
Difficulty Level: E
9.09
When individuals or groups become aware differences exist, we describe that stage of the conflict episode as felt conflict.
Difficulty Level: Mod
9.10
Felt conflict is the emotional impact the perception of conflict has on potential conflict participants.
Difficulty Level: E
9.11
The manifest conflict stage is our emotional reaction to perceived differences.
Difficulty Level: E
9.12
The manifest conflict stage consists of conflicting behaviors, problem solving, open aggression, covert action, or numerous other possibilities.
Difficulty Level: E
9.13
Emotional labor jobs require regulated emotions because they entail voice or face contact with the public, require workers to produce certain reactions to customers, and are regulated by employers who control the emotional activities of their workers.
Difficulty Level: Mod
9.14
The conditions and causes of conflict described in the text are not responsible for the rise of incivility, aggression, and violence in the workplace.
Difficulty Level: Mod
9.15
The conflict aftermath is a result of the complex interactions of latent conditions, perceived conflict, felt conflict, and manifest conflict.
Difficulty Level: E
9.16
The conflict aftermath influences our satisfaction with a particular conflict but has little influence on future interactions among conflicting parties.
Difficulty Level: Mod
9.17
Orientations or predispositions for conflict are the balances individuals try to make between satisfying their personal needs and satisfying their personal goals.
Difficulty Level: Dif
9.18
Conflict styles frequently are described as five basic orientations based on the balance between satisfying individual needs/goals and the satisfying of the needs/goals of others in the conflict.
Difficulty Level: Mod
9.19
Individuals preferring the avoidance conflict style are unlikely to pursue their own goals/needs or to support relationships during conflict.
Difficulty Level: Mod
9.20
The individual who prefers the competitive conflict style approaches conflict by emphasizing personal goals/needs while considering the opinions or needs of others in the conflict.
Difficulty Level: Mod
9.21
Compromisers prefer to balance people concerns with task issues.
Difficulty Level: E
9.22
Compromise is almost always an appropriate style choice.
Difficulty Level: E
9.23
Collaboration is the most frequently used conflict style and is the theoretical ideal.
Difficulty Level: E
9.24
Organizations that encourage dissent during decision making generally experience more productive conflict than organizations that do not.
Difficulty Level: Mod
9.25
Deception contributes to the potential for organizational conflict.
Difficulty Level: E
9.26
Strategic objectives in conflict are determined not only by orientations or preferences for conflict styles, but by assessments of the probable outcomes of behavior within particular contexts.
Difficulty Level: Mod
9.27
Workplace burnout may be an outcome of organizational conflict.
Difficulty Level: E
9.28
Expressions of anger in organizations can be constructive and may stimulate creativity.
Difficulty Level: Mod
9.29
A strategic choice is a planned method of conducting conflict operations and is usually one of four directions: escalation, reduction, maintenance, or avoidance.
Difficulty Level: Dif
9.30
Conflict tactics are communication behaviors that attempt to move the conflict toward escalation, reduction, maintenance, or avoidance.
Difficulty Level: Mod
9.31
Recent research indicates we view our own conflict resolution behaviors positively, whereas we see others as using control or aggressive approaches.
Difficulty Level: E
9.32
It is not necessary to understand the cultural context of conflict behaviors because conflict is universal.
Difficulty Level: E
9.33
In general, we can say that a major value of conflict is its stimulus for creativity.
Difficulty Level: E
9.34
Supportive organizational climates are characterized by evaluation, problem orientation, strategy, empathy, and equality.
Difficulty Level: Mod
9.35
Defensive organizational climates are characterized by evaluation, control, strategy, neutrality, certainty, and superiority.
Difficulty Level: Mod
9.36
Ethical communication behaviors are exhibited when the individual stays with the issue at hand without hidden agendas; constructs reasonable, logical arguments rather than arguments designed to discount and devalue others; and keeps an open mind to new ideas while avoiding a win-at-all-costs attitude.
Difficulty Level: Mod
9.37
Guidelines for productive conflict include (1) monitoring your personal behavior and the behavior of others for signs of destructive conflict; (2) identifying common goals and interests; (3) developing norms to work on problems; (4) working on problem identification and definition; (5) focusing on mutual gain; (6) setting a meeting to work on the conflict: (7) developing solutions and narrowing the choices for action; (8) committing to solutions; and (9) monitoring the process.
Difficulty Level: Mod
9.38
The organizational member who communicates effectively under harmonious conditions can be expected to handle conflict well.
Difficulty Level: Dif
9.39
As Kenneth Thomas suggests, the strategic objectives of individuals in conflict are determined by orientations or preferences in conflict style, rather than by assessment of the probable outcomes of behaviors within particular contexts.
Difficulty Level: Mod
9.40
Conflict tactics are communication behaviors which serve to escalate conflict, not to reduce or avoid it.
Difficulty Level: E
9.41
Conflict is inevitable, unfortunately, and is very seldom desirable except for manipulative reasons.
Difficulty Level: E
9.42
Organizational climates which produce defensiveness are characterized by all-too-clear perceptions of motives, values, and emotions of those in conflict.
Difficulty Level: Mod
9.43
There are characteristic behaviors of defensive groups that are distinctly different from the characteristic behaviors of supportive groups.
Difficulty Level: Mod
9.44
Defensive climates are described by Gibb as being evaluative, while supportive environments are characterized by problem description.
Difficulty Level: E
9.45
Tricia Jones suggests conflict is best handled by focusing on rational discussion of major points of disagreement.
Difficulty Level: Mod
9.46
As long as formal power structures are in place, informal power relationships rarely play a role in organizational conflict.
Difficulty Level: Mod
9.47
Abuses of power are often associated with behaviors that marginalize others and attempt to maintain the status and position of the person(s) exercising power.
Difficulty Level: Mod
9.48
The theory of marginalization is a communication-based explanation for the continued existence of discrimination in the workplace.
Difficulty Level: Dif
9.49
Sexual harassment and discrimination are forms of organizational conflict.
Difficulty Level: Mod
9.50
Group conflict in organizations is common, resulting from factors such as individual characteristics, procedures, interpersonal and substantive issues, and groupthink.
Difficulty Level: E
9.51
Principled negotiation is a strategy for group conflict based on supportive climates and ethical behaviors.
Difficulty Level: E
9.52
Group conflict can be managed using a variety of processes such as negotiation, bargaining, mediation, forcing, and arbitration.
Difficulty Level: E
9.53
The organizational member who communicates effectively under harmonious conditions can be expected to handle conflict well.
Difficulty Level: Mod
9.54
Avoidance styles of conflict describe behaviors that minimize addressing conflict.
Difficulty Level: E
9.55
Distributive styles of conflict utilize a confrontive approach by one side with the other side conceding.
Difficulty Level: E
9.56
Integrative approaches to conflict are characterized by cooperative and collaborative behaviors.
Difficulty Level: E
TRUE/FALSE
Chapter 10
10.01
Organizational change is both planned and unplanned.
Difficulty Level: E
10.02
Organizational silence assists in the process of change.
Difficulty Level: E
10.03
Knowledge/information deficits, risk perception and uncertainty all are barriers to organizational change.
Difficulty Level: E
10.04
Resistance to change is never appropriate or necessary.
Difficulty Level: Mod
10.05
Low organizational trust generates a powerful barrier for effective change.
Difficulty Level: E
10.06
One of the primary problems of the doctor-patient model is the lack of organizational acceptance of proposed solutions.
Difficulty Level: E
10.07
Contradictions and misalignments occur when expectations about change developed through social interactions match direct experience with the change.
Difficulty Level: Mod
10.08
Organizational leaders who force change usually are successful.
Difficulty Level: Mod
10.09
Organizational decline occurs when organizations are in danger of losing their abilities to meet goals and are unable to mount productive change efforts.
Difficulty Level: Mod
10.10
An organizational acceleration process was suggested by Kotter which has four steps including developing a sense of urgency, forming guiding coalitions, developing vision and strategy, and matching the change to the existing organizational culture.
Difficulty Level: Dif
10.11
Diffusion of innovation refers to an organizational process which includes innovation, diffusion, adoption and implementation.
Difficulty Level: E
10.12
Stakeholder theory suggests organizations must deal only with a limited number of stakeholders when considering change.
Difficulty Level: Mod
10.13
Communication strategy is critical to the success of change.
Difficulty Level: Mod
10.14
Communication plans put strategy into action but are rarely the responsibility of communication professionals.
Difficulty Level: E
10.15
Innovation is about improving a problem, process, or idea.
Difficulty Level: Dif
TRUE/FALSE
Chapter 11
11.01
Strategic organizational communication tends to be one-way, from management to employees or other stakeholders.
Difficulty Level: E
11.02
An outside-in approach to strategic communication uses environmental data as part of the strategic planning process.
Difficulty Level: E
11.03
Effective organizations identify the most important publics and concentrate on communications with this group.
Difficulty Level: E
11.04
Systematic environmental scanning is related to higher organizational growth and greater profitability.
Difficulty Level: E
11.05
Environmental scanning often involves monitoring an organization’s internal environment, as well as its external one.
Difficulty Level: E
11.06
A competitive strategy is a statement of why customers should choose a company’s products or services over those of competitors.
Difficulty Level: E
11.07
Strategic communication and organizational communication are separate processes.
Difficulty Level: Mod
11.08
An organization’s reputation is determined by many complex factors, many of which are not under the control of the organization.
Difficulty Level: Mod
11.09
Crisis management efforts are usually directed at minimizing damage to the organization’s reputation and limiting its legal liability.
Difficulty Level: E
11.10
When experiencing an organizational crisis, it is generally better to avoid the press.
Difficulty Level: E
11.11
Since crises are rare and hard to predict, it is not cost-effective to plan in advance for crisis management.
Difficulty Level: E
11.12
Marketing and public relations are interchangeable terms.
Difficulty Level: E
11.13
Marketing is usually directed at bringing about an exchange between an organization and a customer.
Difficulty Level: E
11.14
A current marketing trend is toward increased advertising and other forms of mass marketing.
Difficulty Level: Mod
11.15
Today’s highly competitive business environment has contributed to increased customer focus and an outside-in marketing orientation.
Difficulty Level: Mod
11.16
Long-term customer retention is a cost-effective strategy for most businesses.
Difficulty Level: E
11.17
Telemarketing is a form of direct marketing.
Difficulty Level: E
11.18
Integrated Marketing Communications proponents support two-way communication processes to identify and track customer needs, wants, and buying behaviors.
Difficulty Level: Mod
11.19
The concept of multiple publics refers to groups of external stakeholders but not internal employees.
Difficulty Level: Mod
11.20
In one very real sense, evaluation is not the end of the planning process for strategic communication but a part of the planning process.
Difficulty Level: Dif
11.21
Social media are important but not the responsibility of public relations and advertising professionals.
Difficulty Level: Mod
11.22
Advertising messages are creative but are not concerned with specific target publics.
Difficulty Level: Mod
11.23
Global influences change responsibilities for public relations and marketing professionals.
Difficulty level: ModTRUE/FALSE
Chapter 12
12.01
In one sense, all careers are communication careers.
Difficulty Level: E
12.02
Careers are the sum total of our job experiences over time.
Difficulty Level: E
12.03
Career planning should begin as we complete our formal education.
Difficulty Level: E
12.04
Personal influences for career choices are less important for career planning than basic skills.
Difficulty Level: Mod
12.05
People who are most likely to have influenced your career choices are those whose success has received considerable public attention.
Difficulty Level: Mod
12.06
Career planning should include support of individual value systems.
Difficulty Level: Mod
12.07
Internal communication specialists should have extensive backgrounds in interpersonal and organizational communication, with an emphasis on human relations.
Difficulty Level: E
12.08
External communications specialists may be required to have a broad range of journalism and media production skills.
Difficulty Level: E
12.09
Educational preparation for organizational communication careers is most often based on a broad liberal arts background, with particular emphasis on a combination of theory and practical courses.
Difficulty Level: E
12.10
Those in organizational communication careers are unlikely to need to pursue graduate degrees.
Difficulty Level: E
12.11
Research about top management in American corporations seems to indicate capabilities in technical skills may be more important for long term advancement than communication or decision making.
Difficulty Level: E
12.12
Family experiences can provide the individual with orientations toward occupational choices which may limit the range of possibilities considered for educational or career choices.
Difficulty Level: E
12.13
Most organizations rely on an objective test of the skills and abilities of the applicant rather than on communication exchanges.
Difficulty Level: E
12.14
In its fullest sense, a "good offer" of a job is a job that appeals to our value system.
Difficulty Level: Mod
12.15
According to Arthur, Claman, and DeFillippi, the new career paradigm implies mutual loyalty between employees and organizations, where employee compliance is rewarded with job security.
Difficulty Level: E
12.16
A cellular organization is made up of autonomous units that could exist on their own, but improve overall results by interacting with other cells.
Difficulty Level: E
MULTIPLE CHOICE
Chapter 1
1.01
Communication competency may be described as
- The ability to demonstrate knowledge of appropriate communication behaviors in specific situations.
- Actual language performance and the achievement of interpersonal goals.
- Responsible participation by an individual in a transaction which leads to maximized outcomes of shared meanings.
d. answers b and c.
e. answers a, b, and c
Difficulty Level: Mod
1.02
Organizational excellence depends mainly upon
- Managers and executives who are committed to improving and upgrading the organization.
- A clear understanding of what an "information" society is.
- Process understanding and interpersonal sensitivity among coworkers.
- The communication competencies of all organizational members.
Difficulty Level: Mod
1.03
The competency components which the text seeks to develop are
- Theory, practice, and communication.
- Knowledge, sensitivity, skills, and values.
- Attitudes, outcomes, and ethical responsibility.
- All of these.
Difficulty Level: E
1.04
Littlejohn and Jabusch believed competency arises out of
- Process understanding.
- Interpersonal sensitivity.
- Communication skills.
- Ethical responsibility.
- All of these.
Difficulty Level: Mod
1.05
"Knowledge," in an organizational communication sense, may be defined as
- The ability to understand the organizational communication environment.
- Taking responsibility for effective communication in an organizational setting.
- Analysis and practice of organizational sensitivities.
- None of these.
Difficulty Level: E
1.06
"Sensitivity," in an organizational communication sense, may be defined as
- The ability to accurately sense organizational meanings and feelings.
- Taking responsibility for more sensitive communication in the organization.
- Analysis of organizational processes in a sensitive way.
- None of these.
Difficulty Level: E
1.07
"Skills," in an organizational communication sense, may be defined as
- The ability to accurately analyze organizational situations and to effectively initiate and consume organizational messages.
- Taking responsibility for more skillful organizational communication.
- Analysis of organizational sending and receiving skills regarding communication messages.
- None of these.
Difficulty Level: E
1.08
"Values," in an organizational communication sense, may be defined as
- Taking responsibility for effective communication, thereby contributing to organizational excellence.
- Taking a responsible and value-oriented attitude.
c. analysis of organizational beliefs and values.
d. none of these.
Difficulty Level: E
1.09
Organizational communication can best be described as
a. the process through which organizations create and shape events.
b. interpersonal communication in an organization.
c. formal communication systems in organizations.
d. informal and formal communication systems in organizations.
Difficulty Level: E
1.10
Human communication can best be described as
a. interpersonal communication in a variety of contexts.
b. a natural process.
c. the process through which we construct shared realities.
d. none of the above.
Difficulty Level: E
1.11
Organizational communication can be best described as
a. process and people.
b. messages, people, and meaning.
c. meaning and constitutive of organizations.
d. all of the above.
Difficulty Level: E
1.12
Message encoding is
a. the process of formulating messages.
b. choosing content and symbols to convey meaning.
c. both a and b.
d. neither a nor b.
Difficulty Level: E
1.13
When we consider organizational communication as a process:
- It is an ongoing process without distinct beginnings and endings.
- The process includes patterns of interactions among organizational members and those external to the organization.
c. the process is evolutionary and culturally dependent.
d. all of the above.
Difficulty Level: E
1.14
When we consider organizational communication as people:
- Individuals bring unique characteristics which influence how information is processed.
- People share both task/work and interpersonal relationships.
- Both a and b.
- None of the above.
Difficulty Level: Mod
1.15
When we consider organizational communication as message:
- the communicators are linked together by channels and messages.
b. message fidelity is important.
c. message symbols are important.
d. all of the above.
Difficulty Level: E
1.16
When we consider organizational communication as meaning:
a. it creates and shapes organizational events.
- it is the process through which organizational meanings are generated.
- it creates multiple perceptions of events and realities.
- all of the above.
Difficulty Level: E
1.17
When we consider organizational communication as constitutive or organizations:
- it is organizing, decision making, planning, controlling, and coordinating.
- it is the process through which individuals and organizations attempt goal-oriented behavior.
c. both a. and b. are true.
Difficulty Level: E
1.18
In their discussion of communication competency, Jablin and Sias suggested an ecological model that revolves around which of the following components?
- Microsystems
- Mesosystems
- Macrosystems
- Exosystems
- All of the above
Difficulty Level: EMULTIPLE CHOICE
Chapter 2
2.01
The Functional tradition in organizational communication seeks to understand organizations by
a. studying communication functions and structure.
b. studying organizational culture.
c. studying power, decision making, and organizing.
d. all of these.
Difficulty Level: E
2.02
The structure of organizational communication can be best described through communication
a. networks.
b. channels.
c. directions.
d. load and distortion.
e. all of the above.
Difficulty Level: E
2.03
The information in the external environment which the organization potentially uses for decision making is known as
a. input communication.
b. throughput communication.
c. output communication.
d. open communication.
e. closed communication.
Difficulty Level: E
2.04
When information enters the organization, the communication system begins a process known as
a. input communication.
b. throughput communication.
c. output communication.
d. open communication.
e. closed communication.
Difficulty Level: E
2.05
Messages to the external environment from within the organization are known as
a. input communication.
b. throughput communication.
c. output communication.
d. open communication.
e. closed communication.
Difficulty Level: E
2.06
Message functions are of three general types. These types are
a. rules, regulations, and policies.
b. organizing, relationship, and change.
c. new ideas, altering existing procedures, and problem solving.
d. grapevine, formal system, and peer.
- a and d.
Difficulty Level: E
2.07
Organizing messages can best be described by
a. individual role definitions.
b. decision making.
c. rules and regulations.
d. organizational policies.
e. rules, regulations, and organizational policies.
Difficulty Level: Mod
2.08
Relationship messages can best be described by
- decision making and market analysis.
- status symbols, integration among supervisor/employees, peers.
- task definition.
d. task evaluation.
- problem solving.
Difficulty Level: Mod
2.09
Change messages can best be described by
a. organizational policies.
b. individual/organizational goals.
c. new idea processing and environmental inputs.
d. decision making and problem solving.
- c and d.
Difficulty Level: Mod
2.10
The formal and informal patterns of communication that link organizational members are known as
a. networks.
b. channels.
- directionality.
- load and distortion.
Difficulty Level: E
2.11
The Meaning-Centered approach describes which of the following as essentially synonymous processes?
a. organizing and decision making
b. function and structure
c. organic and culture metaphors
d. none of the above
Difficulty Level: E
2.12
Identification, socialization, communication rules, and power all are described as part of which of the following processes?
a. decision making
b. organizing
c. influence
d. problem solving
e. none of the above
Difficulty Level: E
2.13
Asking how and why communication works is the focus of the __________ approach.
a. functional
b. meaning-centered
c. organizational communicational
d. situational
Difficulty Level: Mod
2.14
Asking what communication is, is the focus of the _______________ approach.
a. functional
b. meaning-centered
c. organizational communicational
d. situational
Difficulty Level: Mod
2.15
Entropy is more likely to occur in a(n)
a. open system.
b. closed system.
c. suprasystem.
d. subsystem.
Difficulty Level: E
2.16
In Weick's view, which one of the terms below does NOT belong in a meaning-centered approach?
a. interaction
b. organizing
c. "the substance of organizing"
d. organization
Difficulty Level: Dif
2.17
Which of the following can reduce equivocality?
a. the process of organizing
b. communication processing rules
c. communication cycles
d. all of the above
- none of the above
Difficulty Level: Mod
2.18
Communication as organizational culture is a guiding metaphor closely related to
a. "shared realities."
b. ethnic backgrounds.
c. input, throughput, and outputs.
d. many other variables that influence communication.
Difficulty Level: Mod
2.19
An organization's communication climate
- refers to the level of rainfall and average temperature in that locale.
- indicates symmetry among equals.
- indicates the evaluation of the culture of the organization by its members.
- both b and c.
Difficulty Level: E
2.20
Which of the following statements is false?
- Power is a fixed commodity.
- Power is a process of human interaction.
- Expert power is not restricted to managers and supervisors.
- Legitimate power alone is insufficient for organizational influence.
Difficulty Level: Dif
2.21
Which of the following is NOT a characteristic of the postmodern theoretical perspective?
a. alienation from the past
b. skepticism about authority structure
c. ambiguity of meanings
d. upholding institutional practices
Difficulty Level: E
2.22
Deconstruction refers to
a. examination of taken-for-granted assumptions
b. examination of myths used to explain how things are
c. uncovering of interests involved in socially constructed meanings
d. all of the above
Difficulty Level: Diff
2.23
Which of the following is NOT true regarding the critical theories approach?
- organizations are not neutral sites of meaning formation
- focuses our attention on studies of power and abuses of power
- concentrates on discourse and linguistic patterns as the institutional practices that shape reality
- depicts organizations as political sites making increasingly important decisions about the public good.
Difficulty Level: Mod
2.24
Tolbert, Zucker and later Kuhn describe a process of institutionalization which involves which of the following:
a. innovation
b. habitualization
c. sedimentation
d, objectification
e. all of the above
Difficulty Level: Mod
2.25
Feminist, race, and social class theories are concerned with
- women and minorities
- the marginalization and domination of diverse people in the workplace
- the silencing of other than majority voices
- social class
- all of the above
Difficulty Level: E
2.26
Communication constitutes organization (CCO) refers to
- the continual process of balance between structure and agency rather than privileging one or the other
- the four flows as described by McPhee and Zaug
- the complexity of the intersection of the four flows
- only co-orientation
- three of the above
Difficulty Level: Dif
2.27
Practical theoping refers to theory which can be important for
- map the reality of situations
- thinking reflexively about the relationship between theory and practice
- transformative practice
- developing excellence in communication competency
- all of the above
- three of the above
Difficulty Level: Mod
MULTIPLE CHOICE
Chapter 3
3.01
The statement, "the best management is a true science, resting upon clearly defined laws, rules and principles, as a foundation," best describes the
a. Scientific Management perspective.
b. Human Behavior school.
c. Integrated perspectives.
d. Scientific Management and Integrated perspectives.
Difficulty level: E
3.02
Which of the following men is often referred to as the father of Scientific Management?
- William Ouchi
- Max Weber
- Frederick Taylor
- Henri Fayol
Difficulty level: E
3.03
Which of the following men is credited with the first known attempt to describe broad principles of management?
a. Herbert Simon
b. Max Weber
c. Terrance Deal
d. Henri Fayol
Difficulty level: E
3.04
Which of the following is NOT one of the five basic activities of management as described by Henri Fayol?
- planning
- organizing
- communicating
- coordinating
Difficulty level: Mod
3.05
Although Fayol did not describe it as such, he was recognizing the importance of credibility in _______________ when he described the difference between a job title and what he called personal authority.
a. management
b. leadership
c. unity of command
d. discipline
Difficulty level: Mod
3.06
Fayol called for a fair price for services rendered. This was his principle of
a. subordination of individual interests to the general interest.
b. order.
c. equity.
d. remuneration.
Difficulty level: Mod
3.07
Fayol's principle, which contains the first known positive reference to horizontal communication, is known as
a. scalar chain.
b. order.
c. unity of direction.
d. stability of tenure of personnel.
Difficulty level: Mod
3.08
According to Fayol, the strongest organization exhibited union of purpose. This is his principle known as
a. stability of tenure of personnel.
b. unity of direction.
- esprit de corps.
- unity of command.
Difficulty level: Mod
3.09
According to Weber, ideal authority is based on
a. the specific characteristics of the person exerting authority.
- the customs of a group or society.
- rules, regulations, and procedures that make authority "rational-legal".
- None of the above
Difficulty level: E
3.10
Which of the following represents the type of authority Weber recommended for his ideal organization?
a. charismatic
b. traditional
- bureaucratic
- none of the above
Difficulty level: E
3.11
The father of bureaucracy is
a. Henri Fayol.
b. Frederick Taylor.
c. Max Weber.
d. Herbert Simon.
Difficulty level: E
3.12
The Hawthorne effect was reported by
a. Elton Mayo and his colleagues.
b. Frederick Taylor.
c. Joan Woodward.
d. Daniel Katz and Robert Kahn.
Difficulty level: E
3.13
The Hawthorne effect can be best described as
- evidence of the importance of physical working conditions.
- support for Scientific Management principles.
- evidence of the importance of informal peer interactions as related to work production.
- none of these.
Difficulty level: Mod
3.14
Which of the following approaches characterizes human behavior from both the scientific and human behavior perspectives?
a. Participative management
b. Theory X and Theory Y
c. Theory Z
d. contingency theory
Difficulty level: E
3.15
The decision-making approach of Herbert Simon can be best described as
- an attempt to understand organizations in terms of what types of decisions are made and with what types of information.
- the stories, rites, and rituals which influence all of organizational life.
- decisions to be made about organizational operation contingent upon external environmental influences.
- management responsibility for ultimate organization and direction of all work.
Difficulty level: Mod
3.16
The theoretical attempt to balance human social-psychological needs with organizational goals is known as
a. contingency theory.
b. systems theory.
c. participative management.
d. sociotechnical integration.
Difficulty level: Mod
3.17
The theory which describes the establishment of internal organizational operations as dependent upon external environmental needs and individual needs is
a. systems theory.
b. contingency theory.
c. sociotechnical integration.
d. cultural approaches.
Difficulty level: Mod
3.18
The organizational theory which is basically concerned with problems of relationships, of structure, and of interdependence with the larger environment is
- contingency theory.
- systems theory.
- participative management.
- cultural approaches.
Difficulty level: Mod
3.19
Organizational identification can be in evidence in
a. the strong culture perspective.
b. the subculture perspective.
c, the fragmentation perspective.
d. all of the above.
e. none of the above.
Difficulty level: E
3.20
Postmodern organizations can be described as
a. flexible structures with workers who can continually learn.
b. sites of mass production.
c. characterized by market niches.
d. characterized by workplace democracy.
e. a and b.
f. a and c.
g. a, c, and d.
Difficulty level: Dif
3.21
Which of the following does not represent Critical Theory?
a. criticism, critique of society and organizations.
b. desire to generate more participation and democracy in organizations.
c. reconstruction of reason and rationality.
d. changing from capitalism to other economic systems.
Difficulty level: Dif
3.22
Which of the following perspectives focuses on the promotion of patriarchy in organizations?
a. Critical theory.
b. Scientific Management.
c. Feminist theory.
d. Postmodern theory.
Difficulty level: Mod
MULTIPLE CHOICE
Chapter 4
4.01
The Rokeach concept of terminal values includes which of these?
a. a comfortable life, self-respect
b. ambitious, courageous
c. theoretical and economic
d. locus of control
e. social judgment
Difficulty Level: Mod
4.02
Which of these are Howe, Howe, and Mindell work value dimensions?
a. locus of control, self-esteem, tolerance of ambiguity
b. a world at peace, inner harmony, mature love
c. political power influence and domination
d. forgiving, helpful, logical
Difficulty Level: E
4.03
Truth, rationale, order, and knowledge are what type of value orientations?
a. political
b. social
c. aesthetic
d. economic
e. theoretical
Difficulty Level: E
4.04
Artistic, harmony and form refer to what type of value orientation?
a. theoretical
b. economic
c. aesthetic
d. social
e. political
Difficulty Level: E
4.05
Ethical communication has been described as
- supporting individual freedom of choice.
- encouraging truth but not dissent.
- fostering conditions for growth and development.
- a and c.
- all of the above.
Difficulty Level: E
4.06
The ethics of organizational communication are influenced by
a. individual value systems.
b. organizational value systems and cultures.
c. the standards of a given profession.
d. all of these.
Difficulty Level: E
4.07
Formal codes of ethics, such as those that guide the medical and legal professions,
a. are common in the communication professions.
b. exist for journalists.
c. are unnecessary in the communication professions.
d. are proposed as guidelines rather than formal codes.
e. two of these.
Difficulty Level: E
4.08
The Wallace guidelines for ethical communication behavior include
a. the habit of search.
b. the habit of justice.
c. the habit of public versus private motivations.
d. the habit of respect for dissent.
e. all of these.
Difficulty Level: E
4.09
Values are
a. guidelines for behavior.
b. subjective.
c. organized systems of attitudes.
d. both subjective and organized systems of attitudes.
e. all of these.
Difficulty Level: E
4.10
A job applicant who wants financial security may well take a lower salary offer with a well-established company over a higher-paying offer from a new high-risk venture. This is an example of
a. prudence.
b. foolishness.
c. values.
d. none of these
e. we cannot know.
Difficulty Level: Mod
4.11
The values of having comfort, excitement, or a world at peace are examples of __________ values as described by Rokeach.
a. terminal
b. instrumental
c. prognosis
d. exemplary
Difficulty Level: Mod
4.12
Ethics are
a. values.
b. standards of evaluation for behaviors.
c. behaviors of others.
d. measures of importance.
Difficulty Level: Mod
MULTIPLE CHOICE
Chapter 5
5.01
Organizational influences and individual characteristics interact with which of the following to contribute to organizational outcomes such as organizational identification, job performance, communication, and job satisfaction?
- interpersonal experiences
- small-group experiences
- interpersonal and small-group experiences
- personal needs
Difficulty Level: Mod
5.02
Maslow's Hierarchy of Needs identifies which of the following needs?
a. love, social belonging
b. safety and security
c. communication satisfaction
d. two of these
Difficulty Level: E
5.03
Which of the following needs has been identified by Maslow as describing our desire for self-respect and the respect of others?
- self-actualization
- esteem and prestige
- love and social belonging
- safety and security
e. physiological
Difficulty Level: E
5.04
Which of the following needs has been identified by Maslow as the belief that one has satisfied his or her full potential and is engaged in activities for which he or she is uniquely suited?
a. self-actualization
b. esteem and prestige
c. love and social belonging
d. safety and security
e. physiological
Difficulty Level: E
5.05
Which of the following needs is associated with satisfaction through peer and supervisory and employee relationships, and through similarities between the organization's values and the values of individual members?
- self-actualization
- esteem and prestige
- love and social belonging
- safety and security
- physiological
Difficulty Level: E
5.06
Which of the following needs are satisfied in organizations through performance evaluation, job titles, status symbols, and the pride individuals feel in their work contributions?
a. self-actualization
b. esteem and prestige
c. love and social belonging
d. safety and security
e. physiological
Difficulty Level: E
5.07
Which of the following motivation theories suggests that satisfaction and dissatisfaction are not polar opposites?
- Hierarchy of Needs theory
- Social Information Processing theory
- Motivation-Hygiene theory
- Stimulus-Reward theory
Difficulty Level: Mod
5.08
Which of the following motivation approaches suggests that human behavior can be motivated and is influenced by rewards in the individual's environment?
- Maslow's approach
- Skinner's approach
- Herzberg's approach
- Salancik and Pfeffer's approach
Difficulty Level: E
5.09
Which of the following predispositions for organizational communication behavior has been associated with individuals in jobs with low communication requirements, who believe themselves less competent than others, who exhibit lower job satisfaction than their counterparts, and who do not advance in their organization as their technical skills might suggest they could?
- communication apprehension
- leadership preferences
- conflict preference
- communication apprehension and leadership preferences
Difficulty Level: Mod
5.10
Which of the following organizational relationships can be described as the primary interpersonal relationship structured by the organization?
- top management
- supervisory-employee
- peer relationships
- group relationships
Difficulty Level: E
5.11
Physiological needs, safety and security needs, love and social belonging, esteem and prestige, and finally reaching one's potential are elements
- developed by Abraham Maslow.
- relating to the Hierarchy of Needs theory.
- Both a and b.
- Neither a nor b.
Difficulty Level: E
5.12
The Motivation-Hygiene theory by Herzberg proposes that satisfaction and dissatisfaction are opposites.
- explains how to achieve motivation through communication about hygiene factors.
- contends that a lessening of dissatisfaction does not necessarily improve motivation.
- all of these
Difficulty Level: Dif
5.13
According to Skinner,
- the individual's needs are more important than attempts to influence individual behavior.
- communication must be directed to specific behaviors in order to influence that behavior.
- satisfaction and dissatisfaction on the job are prime areas of concern.
- all of these
Difficulty Level: Dif
5.14
That job attitudes are a matter of fit between a person's individual needs and the specific characteristics of a given job are both tenets of
- Social Informational Processing theory.
- Maslow's Hierarchy of Needs theory.
- Motivation-Hygiene theory.
- Skinner's positive reinforcement theory.
Difficulty Level: Mod
5.15
Communication apprehension
- could be expressed in the level of stage fright or nervousness exhibited by a novice public speaker.
- can predispose a person to accept or refuse an occupation choice.
- both a and b
- neither a nor b
Difficulty Level: Mod
5.16
Communication competency
- as perceived by an individual about him/herself can influence the types of responsibilities he or she will accept in an organization.
- is related to communication apprehension.
- may be described as a summation of preferences and predispositions for organizational communication behavior.
d. both a and b
e. all of the above
Difficulty Level: E
5.17
In a communication network, when persons interacting are equally exchanging information we describe their link as symmetrical.
- asymmitrical.
- asymmetrical.
- strength.
- reciprocity.
Difficulty Level: E
5.18
When one individual in a network gives more information than another, we describe their link as
- symmetrical.
- asymmetrical.
- strength.
- reciprocity.
Difficulty Level: E
5.19
Network members who link or connect groups with common information without being a member of either group are known as
- liaisons.
- gatekeepers.
- isolates.
- participants.
- nonparticipants.
Difficulty Level: E
5.20
Network members who are positioned in networks to control the flow of information through a communication chain are known as
- liaisons.
- bridges.
- gatekeepers.
- isolates.
- participants.
Difficulty Level: E
5.21
A network member who is a member of one group and transmits information from that group to another is known as a(n)
- liaison.
- bridge.
- gatekeeper.
- isolate.
e. participant.
Difficulty Level: E
5.22
An individual with little or no communication links throughout the organization is known as a(n)
- liaison.
- bridge.
- gatekeeper.
- isolate.
- participant.
Difficulty Level: E
5.23
Peer relationships in an organization
a. are secondary in importance to supervisor-employee relationships.
b. have not received much attention by researchers.
c. are an important part of the individual's organizational experience.
d. all of these
e. both a and c
Difficulty Level: Dif
5.24
Which of the following is NOT a true statement?
- Active listening helps us understand differences in people and situations.
- Active listening requires us to seek clarification.
- Everyone listening to the same message receives the same message.
- Active listeners often need to ask questions.
Difficulty Level: E
5.25
Descriptive language is
- the ability to evaluate language used in the message.
- identifying events, problems, and processes which all can experience.
- using "you" versus "I" messages.
- both a and b.
Difficulty Level: Mod
5.26
The following is an example of which kind of message tactic(s)?
"Some of us think you haven't been yourself lately."
- message ownership
- descriptive language
- ineffective
- all of these
Difficulty Level: E
5.27
Diversity in the workforce is resulting from
- the workforce growing at a slower rate and the number of young workers declining.
- women and minorities increasing in the workforce.
- the number of immigrants in the workforce increasing.
- all of these are true.
Difficulty Level: Mod
5.28
Interpersonal attraction typically results from
- perceived similarity and proximity.
- positive reinforcement and reward.
- some degree of complementarity characteristics.
- all of these.
Difficulty Level: E
5.29
Barriers to valuing diversity include
- inaccuracies between perceptions of behaviors and actual behaviors.
- inaccurate perceptions about others.
- stereotyping, prejudice, and stylistic differences in communication.
- all of these.
Difficulty Level: Mod
5.30
Trust in one’s supervisor is related to
- timely feedback
- confidence in leadership
- information flow
- all of the above
Difficulty Level: Mod
5.31
The term cultural intelligence refers to an individual’s ability to understand the behaviors of other people in regard to which factor(s)?
a. those that are specific to an individual
b. those that are universally human
c. behaviors that are rooted in culture
d. all of the above
Difficulty Level: E
MULTIPLE CHOICE
Chapter 6
6.01
Informal organization groups come together for
a. coffee breaks.
b. individual task accomplishment.
c. social support.
d. all of these.
Difficulty Level: Mod
6.02
John Baird (1977) defines a group as a collection of two or more persons who
- have no organizational structure.
- communicate over time to achieve personal and group goals.
- have nothing in common except to achieve group goals
d. both a and b.
Difficulty Level: Mod
6.03
Which of the following does not describe a bona fide group?
a. a group with permeable boundaries.
b. a group which is influenced by its environment.
c. a group with fixed boundaries and members with only one group membership.
d. most of our organizational groups.
Difficulty Level: Mod
6.04
Which role is not included in Benne and Sheats’ classification of group communication roles?
a. development roles
b. maintenance roles
c. self-centered roles
d. task roles
Difficulty Level: E
6.05
A competent work team member, according to Larson and Lafasto, possesses
a. the capability of collaborating effectively.
b. a strong desire to contribute.
c. essential skills and abilities.
d. all of these.
Difficulty Level: Mod
6.06
Project teams are formed
a. to accomplish a specific task.
b. with highly specialized individuals.
c. to develop a new product.
d. all of these.
Difficulty Level: E
6.07
The prefab work group is an invention of the ________________ service industry.
a. Italian
b. European
c. African
d. American
Difficulty Level: E
6.08
A prefab group is
a. efficient.
b. predictable.
c. highly trained.
d. all of these.
e. efficient and predictable.
Difficulty Level: Mod
6.09
Groups that meet regularly to identify and propose solutions to problems affecting product or process quality are known as
a. quality teams.
b. prefab groups.
c. task force groups.
d. project teams.
Difficulty Level: Dif
6.10
What task force groups _______________, steering committees _______________.
a. implement; recommend
b. recommend; analyze
c. initiate; recommend
d. recommend; implement
Difficulty Level: Mod
6.11
Social support groups are
- quality teams.
- steering committees.
- focus groups.
d. all of these.
e. none of these.
Difficulty Level: Mod
6.12
In our fast-paced information society, ______________ emphasis is placed on innovation and creativity and ______________ emphasis is placed on the layers of management control.
a. less; more
b. more; less
c. equal; equal
d. none of these
Difficulty Level: Mod
6.13
Which is not a positive behavior in a group?
a. observing the participation process of a group
b. actively participating in the group
c. keeping quiet if you disagree with the others in a group
d. being prepared and informed
e. all of these are positive behaviors.
Difficulty Level: E
6.14
High-reliability organizations are structured for which type of situation?
a. high-risk industries.
b. low-risk industries.
c. both high and low-risk industries.
d. industries which have long tenure.
Difficulty Level: Mod
6.15
High-reliability organizations structure communication with
- redundancy.
- formal protocols
- informal strategies
- a and b
- b and c
Difficulty Level: Mod
6.16
The success of quality teams in ______________ and increasing concern for product quality in _______________ have generated intense interest in this quality control device.
a. Japan; the U.S.
b. the U.S.; Europe
c. Europe; Japan
d. none of these
Difficulty Level: Mod
6.17
Teams or groups formed across organizational boundaries are known as _______________.
- project teams
- self-directed teams
- interorganizational groups
- focus groups
Difficulty Level: Mod
MULTIPLE CHOICE
Chapter 7
7.01
Group leaders who emerge (rather than those who are appointed or elected)
- frequently have rigid communication behaviors and make authoritarian statements.
- have relatively low communication apprehension.
- have relatively high communication apprehension.
d. both a and c
Difficulty Level: E
7.02
The Blake and Mouton model
- is a managerial grid.
- deals with the trait approach.
- is task- and relationship-oriented.
- holds team leadership as a theoretical ideal.
e. a, c, and d
Difficulty Level: E
7.03
Situational leadership related to the maturity of the follower group is described by
a. Hersey and Blanchard.
b. Fiedler.
c. Blake and Mouton.
d. Bennis and Nanus.
Difficulty Level: Mod
7.04
Whether or not we choose to attempt leadership is related to
a. our assessment of our own competencies.
b. the needs of the situation.
c. the receptivity of the follower group.
d. our potential influence (power) base.
e. all of these.
Difficulty Level: E
7.05
The "Wallenda factor"
a. is an example of focusing on failure.
b. demonstrates problematical organizational goals.
c. is an ability to concentrate on success.
d. none of these
Difficulty Level: Mod
7.06
Which one is NOT a factor in changing the role of managers in current and future organizations?
a. lower global productivity
b. increasing competition among firms
c. emphasis on speed, service, and information
d. need to develop previously un(der) employed workers
Difficulty Level: Mod
7.07
The approach to leadership study which focuses on discourses is known as
- discursive leadership
- transformational approaches
- trait approaches
- style approaches
Difficulty Level: E
MULTIPLE CHOICE
Chapter 8
8.01
Problem solving
a. is a part of the decision-making process.
b. includes decision making.
c. is the same as decision making.
d. is none of these.
Difficulty Level: Mod
8.02
Barriers to problem solving are identified in these areas:
- task, procedural, and interpersonal.
- upper, middle, and lower management.
c. neither a nor b
Difficulty Level: Mod
8.03
Problem solving can be characterized as
- a purely rational process
- A purely emotional process
- Both rational and intuitive
- None of the above
Difficulty Level: Mod
8.04
The problem solving process which focuses on generating participation through a series of questions is the
- Standard agenda
- Experientially-based processes
- Brainstorming
- The decision tree
Difficulty Level: E
MULTIPLE CHOICE
Chapter 9
9.01
Which of the following best describes contexts for conflict?
- any organizational setting where there are two or more competing responses to a single event
- influences on the conflict symptoms, behaviors, and outcomes
- organizational responses to external environments
d. a and b
Difficulty Level: E
9.02
Which of the following conflict episode stages refers to underlying conditions in organizations and individual relationships that have the potential for conflict?
a. latent conflict
b. felt conflict
c. perceived conflict
d. manifest conflict
e. conflict aftermath
Difficulty Level: E
9.03
Which of the following conflict episode stages refers to the emotional impact the perception of conflict has on potential conflict participants?
a. latent conflict
b. perceived conflict
c. felt conflict
d. manifest conflict
e. conflict aftermath
Difficulty Level: E
9.04
Which of the following conflict episode stages refers to the awareness that differences exist?
a. latent conflict
b. perceived conflict
c. felt conflict
d. manifest conflict
e. conflict aftermath
Difficulty Level: E
9.05
Which of the following are sources for conflicts in organizations?
- cost-cutting and downsizing
- mergers and acquisitions
- regulatory changes
- none of the above
- a, b, c
Difficulty Level: E
9.06
Workplace stress creates strain for employees and may result in which of the following outcomes?
- psychological
- physiological
- organizational
- all of the above
Difficulty Level: Mod
9.07
Emotion suppression in organizations can lead to which of the following costs?
- suppressed conflict
- reduced information flow
- loss of voice in the organization
- all of the above
- none of the above
Difficulty Level: Dif
9.08
Which of the following conflict styles refers to the preferences or behaviors of individuals who are unlikely to pursue their own goals/needs or to support relationships during conflict?
a. avoidance
b. competition
c. compromise
d. accommodation
e. collaboration
Difficulty Level: E
9.09
Which of the following conflict styles refers to the preferences or behaviors of individuals who prefer emphasizing personal goals/needs without considering the opinions or needs of others in the conflict?
a. avoidance
b. competition
c. compromise
d. accommodation
e. collaboration
Difficulty Level: E
9.10
Which of the following conflict styles refers to the preferences or behaviors of individuals who prefer to balance people concerns with task issues and often approach conflict with a give-and-take attitude that contributes to negotiation?
a. avoidance
b. competition
c. compromise
d. accommodation
e. collaboration
Difficulty Level: E
9.11
Which of the following represent Gibb's defensive characteristics?
a. problem description, problem orientation, equality
b. spontaneity, neutrality, superiority
c. evaluation, control, strategy
d. all of these
Difficulty Level: E
9.12
Which of the following forms of deception do not contribute to conflict in the organization?
- information distortion
- strategic ambiguity
- lying or distortion
- none of the above
Difficulty Level: Mod
9.13
Ethical communication is based on which of the following?
a. supportive climates
b. individual freedom of expression
c. adequate information to make free, informed choices
- individual freedom of expression and adequate information to make free, informed choices
Difficulty Level: Mod
9.14
Conflict can be
a. productive.
b. creative.
c. counterproductive.
d. a stimulus for change.
e. all of these.
Difficulty Level: E
9.15
In terms of Pondy's five conflict stages, which statement below is NOT true?
- Latent conflict conditions always exist in one form or another, although they might not produce conflict.
- In the perceived conflict stage, it is possible that only one person in a relationship or situation will perceive a potential Conflict
- The felt conflict stage precedes actual conflicting behaviors.
- Manifest conflict is the first stage of a conflict episode and, if handled well, helps one avoid having to go through the other stages.
Difficulty Level: E
9.16
Of the five styles listed below, which is considered to be the ideal conflict style?
a. accommodation
b. competition
c. avoidance
d. collaboration
e. compromise
Difficulty Level: E
9.17
A strategic choice
a. is a "planned method of conducting operations."
b. structures the conflict toward one of four strategic directions.
- is made with consideration of the communication strategies used by others in the conflict.
- is partly determined by orientation or preference for conflict style.
- all of these
Difficulty Level: E
9.18
Preferences for conflict styles described as avoidance, competition, compromise, accommodation, and collaboration would fit which area of Littlejohn and Jabusch's model below?
a. knowledge
b. sensitivity
c. skills
d. values
Difficulty Level: Dif
9.19
The ego investment stage of conflict is which of the following?
a. felt conflict
b. perceived conflict
c. latent conflict
d. manifest conflict
Difficulty Level: Mod
9.20
Which of the following statements is true?
- Productive groups emphatically support their members rather than assuming a rational neutrality based on "pure" objectivity.
- Productive groups accept others who have different values and beliefs.
- Both a and b are true.
- Neither a nor b is true.
Difficulty Level: Mod
MULTIPLE CHOICE
Chapter 10
10.01
Which of the following managerial beliefs about employees contribute to organizational silence barriers?
- a belief that employees are self-interested
- a belief that leadership and management know best
- a belief that unity is important and dissent is to be avoided
- all of the above
- none of the above
Difficulty Level: Mod
10.02
The most important aspect for improving knowledge or information deficits barriers is
- having employees who are not close to the problem implement change
- reducing data collection time
- the quality of organizational participation processes
- none of the above
Difficulty Level: Mod
10.03
Which is not a form of active resistance?
a. appearing to agree while not making the desired change
b. attempts to get others to not back the change
c. slow response to requests
d. sabotage
Difficulty Level: Mod
10.04
The purchase model of communication consulting applies to a person who
a. may be an employee or an external consultant.
b. could be likened to a medical doctor.
c. relies mainly on communication audits.
d. all of these.
Difficulty Level: Mod
10.05
The process model of communication consulting
a. is a metaphor of the medical field.
b. uses relevant members of the organization.
c. relies on purchased services.
d. all of these.
Difficulty Level: Mod
10.06
Which of the following, according to the author, is the best technique for gathering data in any organization?
a. auditing
b. interviews and questionnaires
c. operational performance data
d. trained observation
e. none of these
Difficulty Level: Dif
10.07
Which of the following processes and models is in use when change processes identify strategies for various constituents of the organization and craft approaches and involvement of each?
- accelerators of innovation and change
- stakeholder theory
- diffusion of innovation
- appreciative inquiry
Difficulty Level: Mod
10.08
Which of the following processes and models focus on identifying what is working in order to improve organizational performance?
- organizational transformation processes
- stakeholder theory
- diffusion of innovation
- appreciative inquiry
Difficulty Level: Mod
10.09
Which of the following processes and models focuses on how change is identified, moved through a decision and adoption process, and finally implemented?
- organizational accelerator processes
- stakeholder theory
- diffusion of innovation
- appreciative inquiry
Difficulty Level: Mod
MULTIPLE CHOICE
Chapter 11
11.01
In strategic organizational communication, messages are:
- deliberately generated.
- based on environmental data, analysis, and strategy selection.
c. guided by organizational objectives.
d. all of the above.
Difficulty Level: Mod
11.02
In well-planned strategic organizational communication, messages:
a. initiate with management.
b. are the same for all stakeholder groups.
c. are based on analysis of the environment.
d. travel in one direction.
Difficulty Level: Mod
11.03
Which of the following groups might be considered organizational stakeholders?
a. stockholders.
b. customers.
c. employees.
d. all of the above.
Difficulty Level: E
11.04
Which of the following environmental trends SHOULD NOT be considered as part of an environmental scan?
a. economic environment
b. political environment
c. demographics
d. competitive environment
e. internal organizational skills and values
f. all of the above should be considered
Difficulty Level: Mod
11.05
Which of the following is NOT TRUE about the term “image”?
a. Image is a vague term that has many meanings.
b. An organization can control its public image through its communication efforts.
c. Organizations have multiple images.
d. An individual’s view of an organization is based on a unique combination of personal experiences, organizational messages, and environmental factors.
Difficulty Level: Mod
11.06
Social media are utilized by organizations to
- create a two-way interaction with various publics
- replace most current advertising attempts
- maintain market position
- test reactions to promotional plans
- a and d
- a, c. d
Difficulty Level: Dif
11.07
Effective communication strategy in organizations is comprised of which of the following characteristics?
- linking to organizational goals
- legitimizing some issues, delegitimizing others
- shaping organizational memory
- making sense of the confusing and ambiguous
- all of the above
Difficulty Level: Dif
11.08
Branding is most closely associated with which of the following:
- image building
- a specific promotion
- organizational reputation
- social media
- a and c
- none of the above
Difficulty Level: Mod
11.09
Advertising campaigns are most related to:
- message development
- media selection
- budget
- intended audiences
- all of the above
Difficulty Level: E
11.10
Ethical issues are related to which of the following:
- advertising
- social media
- marketing
- public relations
- all of the above
Difficulty Level: E
MULTIPLE CHOICE
Chapter 12
12.01
People generally choose careers based on
a. advice from people close to them.
b. awareness of career options.
c. availability of training.
d. all of these.
Difficulty Level: E
12.02
Which of the following are factors organizations bring to the occupational exchange?
a. occupational information and orientations to work life
b. technical qualifications
c. occupational interests
d. functional requirements and expectations of individuals
Difficulty Level: E
12.03
Which of the following are factors individuals bring to the occupational exchange?
a. general communication abilities
b. socioeconomic goals
c. achievement aspirations
d. all of these
Difficulty Level: E
12.04
Knowledge for the occupational exchange includes
a. occupational information and general knowledge.
b. orientations to work and workers.
c. technical requirements.
d. product/service interests.
Difficulty Level: Mod
12.05
Sensitivity for the occupational exchange includes
a. occupational interests.
b. achievement aspirations.
c. general communication abilities.
d. expectations of individuals.
Difficulty Level: Mod
12.06
The purpose of a self-analysis for career planning is to
- help you understand personal influences for career choices.
- identify achievements that have been valuable to you.
- define skills used in important achievements.
- make more money.
- a, b, and c.
Difficulty Level: E
12.07
Career options in organizational communication include
a. internal communication and external communications.
b. sales and human services.
c. education.
d. research.
e. all of these.
Difficulty Level: E
12.08
Which of the following communication career options provides consultation, assistance, and guidance to management on matters relating to employee and management communication, and coordinates employee communication programs?
a. internal communication
b. external communications
c. sales
d. human services
e. education
Difficulty Level: Mod
12.09
Which of the following communication career options is engaged in community relations, telecommunications systems, and general public relations activities?
a. internal communication
b. external communications
c. sales
d. human services
e. consulting
Difficulty Level: Mod
12.10
Which of the following communication career options is generally related to nonprofit or government organizations?
a. internal communication
b. external communications
c. sales
d. human services
e. research
Difficulty Level: Mod
12.11
Which statement below is NOT true?
a. In a sense, all careers are communication careers.
b. Careers are the sum total of our job experiences over time.
c. The majority of our organizational time is spent communicating.
d. Factors important for selecting a communication career are not applicable to other career choices.
Difficulty Level: Mod
12.12
Occupational interests, socioeconomic goals, and achievement aspirations for an individual are key factors in occupational exchange. In which of the four competency areas do these fall?
a. knowledge
b. sensitivity
c. skills
d. values
Difficulty Level: Dif
12.13
Allred, Snow, and Miles describe which of the following as core competencies for the networked organization:
a. partnering skills
b. referral skills
c. relationship management
d. all of the above
Difficulty Level: Mod
MATCHING
Chapter 1
1.01
Match each element in column A with the most appropriate selection from column B.
Column A Column B
____ 1. Source-Receiver A. formulates messages and
assigns meanings to messages
____ 2. Encoding-Decoding
B. distortion or interference
____ 3. Message
C. knowledge, sensitivity, skills,
____ 4. Channel and values
____ 5. Noise D. results or outcome of the
communication exchange
____ 6. Competence
E. environment for the
____ 7. Field of Experience communication interaction
____ 8. Communication F. sending and monitoring Context messages
____ 9. Realities and Effects G. the medium of transmittal
____ 10. Communication H. symbolic attempt to transfer
meaning
I. the more common, the easier to
share similar meanings
J. construction of "shared reality"
Answers: F, A, H, G, B, C, I, E, D, J
Difficulty Level: ModMATCHING
Chapter 3
3.01
Match the name in column A with the most appropriate phrase in column B.
Column A Column B
____ 1. Frederick Taylor A. father of Scientific Management
____ 2. Henri Fayol B. sensemaking model
____ 3. Douglas McGregor C. Hawthorne effect
____ 4. Littlejohn and Jabusch D. Theory X and Theory Y
____ 5. Karl Weick E. father of Bureaucracy
____ 6. Max Weber F. participative management
____ 7. Margaret Wheatley G. sociotechnical approach
____ 8. Elton Mayo H. gang plank
____ 9. Rensis Likert I. bounded rationality
____ 10. Katz and Kahn J. transformation of systems
____ 11. Peter Senge K. began contingency theory
____ 12. Joan Woodward L. "interfaces" in contingency theory
____ 13. Herbert Simon M. systems approach
____ 14. Lawrence and Lorsch N. skills, knowledge, sensitivity, and values
____ 15. Trist and Bamforth O. learning organizations
Difficulty Level: DifMATCHING
Chapter 4
4.01
According to Howe, Howe, and Mindell's five value dimensions, match each dimension in Column A with its example in Column B.
Column A Column B
____ 1. risk taking A. organizational advancement occurs as
a result of effort vs. luck
____ 2. tolerance of
ambiguity B. structured or unstructured work
environments
____ 3. locus of control
C. sensitivity, empathy for others
____ 4. social judgment
D. sense of job fulfillment vs. job
____ 5. self-esteem security
E. concern for being trusted
Difficulty Level: Dif
MATCHING
Chapter 5
5.01
Match each of the theories below in Column A with its typical statement in Column B.
Column A Column B
____ 1. Maslow's Hierarchy A. "My boss really helped me
of Needs realize what was important for
this job. I think I have responded
____ 2. Motivation-Hygiene with efforts that are recognized
theory by the organization."
____ 3. Positive reinforcement theory B. "We get a bonus if we out-produce
our quota.”
____ 4. Social Information C. "I work because I have to put
Processing theory food on the table."
D. "I like my supervisor. We were
really unhappy with the previous
guy."
Difficulty Level: Diff
MATCHING
Chapter 9
9.01
Match the communication tactic for conflict in Column A with its example in Column B.
Column A Column B
____ 1. forming alliances A. "It's not just me. Every
member of this department
___ 2. using formal rules thinks you are wrong. We just
can’t make the deadlines you
____ 3. fogging the issue keep establishing.
____ 4. offering compromises B. “Perhaps I was wrong to
believe we should hire
____5. applying evaluative labels another account executive
before secretarial support
staff. I will consider a part-
time secretarial type along
with the new executive.”
C. "I understand you think your boss is unfair. But I will look at the issue after you have followed proper channels and filed a report.
D. "I know it was important to get two more people on the night
shift and that you really need
them, but I believe you can
maintain your production llevel. Your group is good and I know they can continue to do the job."
E. "You have a bad attitude or else your work wouldn't be so sloppy."
Difficulty Level: Dif
FILL-IN-THE-BLANK
Chapter 1
1.01
According to Daniel Pink we are moving from an information society to a ______________age.
Difficulty Level: E
1.02
The competency component of __________ refers to the ability to understand the organizational communication environment.
Difficulty Level: E
1.03
The competency component of __________ refers to the ability to accurately sense organizational meanings and feelings.
Difficulty Level: E
1.04
The competency component of __________ refers to the ability to accurately analyze organizational situations and to effectively initiate and consume organizational messages.
Difficulty Level: E
1.05
The competency component of __________ refers to the importance of taking personal responsibility for effective communication, thereby contributing to organizational excellence.
Difficulty Level: E
1.06
When we encode a message, we are known as a message _______________.
Difficulty Level: E
1.07
When we receive a message or messages from others, we are a message
_____________.
Difficulty Level: E
1.08
The process of formulating messages, choosing content and symbols to convey meaning is known as ________________.
Difficulty Level: E
1.09
The process of assigning meaning in the role of receiver to message symbols generated by the message source is known as _______________.
Difficulty Level: E
1.10
The symbolic attempt to transfer meaning, the signal that serves as a stimulus for a receiver, is known as the __________________.
Difficulty Level: E
1.11
The medium through which the message is transmitted is the message
______________.
Difficulty Level: E
1.12
The distortion or interference that contributes to discrepancies between the meaning intended by the source and the meaning assigned by the receiver is described as ______________ in the communication process.
Difficulty Level: E
1.13
The knowledge, sensitivity, skills, and values which each individual brings to a communication exchange are known as ___________________.
Difficulty Level: E
1.14
The _____________________ is the specific set of experiences or background which all parties in communication bring to bear on the interaction.
Difficulty Level: E
1.15
The environment of the communication interaction is known as the __________________.
Difficulty Level: E
1.16
The result, the consequence, or the outcome of the communication exchange is known as the ______________.
Difficulty Level: E
FILL-IN-THE-BLANK
Chapter 2
2.01
In practical theory, the perspectives utilized allow you to understand a given situation and focus on ____________________________.
Difficulty level: Dif
2.02
From the Functional tradition, information in the external environment which can potentially influence the decision making of the organization is known as
________________________.
Difficulty level: E
2.03
The transforming and changing of input information for internal organizational use is known as _________________ communication.
Difficulty level: E
2.04
Messages to the external environment from within the organization are known as ______________ communication.
Difficulty level: E
2.05
_______________ systems continually take in new information, transform that information, and give information back to the environment.
Difficulty level: E
2.06
_______________ systems are characterized by a lack of input communication, making it difficult to make good decisions and stay current with the needs of the environment.
Difficulty level: E
2.07
_______________ messages establish the rules and regulations of a particular environment.
Difficulty level: E
2.08
The ______________ function of organizational communication helps individuals define their roles and assess the compatibility of individual and organizational goals.
Difficulty level: E
2.09
_______________ messages help organizations adapt what they do and how they do it, and are essential to an open system.
Difficulty level: E
2.10
The movement of organizing, relationship, and change messages throughout the organization and between the organization and its external environment is the ______________ of organizational communication.
Difficulty level: E
2.11
Communication ______________ are the formal and informal patterns of communication that link organizational members together.
Difficulty level: E
2.12
_______________ are the means for transmission of messages.
Difficulty level: E
2.13
_______________ communication describes message movement from a person in a position of authority to a subordinate or subordinate group.
Difficulty level: E
2.14
_______________ communication describes message movement that begins with lower organizational levels and is transmitted to higher levels of authority.
Difficulty level: E
2.15
_______________ communication moves laterally across the organization among individuals of approximately the same level and without distinct reporting relationships to each other.
Difficulty level: E
2.16
The amount of messages moving through the communication system is referred to as communication ______________.
Difficulty level: E
2.17
______________ are anything that contribute to alterations in meaning as messages move through the organization.
Difficulty level: E
2.18
The _____________________ to organizational communication asks what communication is not how and why it works.
Difficulty level: E
2.19
_______________ has been described as bringing order out of chaos and organizations as the products of this process.
Difficulty level: E
2.20
The process of choosing from among numerous alternatives is known as _____________________.
Difficulty level: E
2.21
When we have a sense of "we" or belonging with an organization, we are said to ______________ with that organization.
Difficulty level: E
2.22
Active organizational attempts to help members learn appropriate behaviors, norms, and values are known as ______________ attempts.
Difficulty level: E
2.23
______________________ are general prescriptions about appropriate communication behaviors.
Difficulty level: E
2.24
_______________ communication rules are general prescriptions of behavior reflecting the values and beliefs of the organization.
Difficulty level: E
2.25
_______________ communication rules prescribe specific behaviors as related to more general communication themes.
Difficulty level: E
2.26
As Poole and McPhee explain, ______________ refers to the production and reproduction of social systems via the application of generative rules and resources in interaction.
Difficulty level: E
2.27
_______________ has been defined as an attempt to influence another person's behavior to produce desired outcomes.
Difficulty level: E
2.28
Organizational ______________ is the unique sense of place that organizations generate through ways of doing and ways of communicating about the organization.
Difficulty level: E
2.29
The reaction to an organization's culture is the organization's _______________________.
Difficulty level: E
2.30
Communication seen as a process of meaning development and social production of perceptions, identities, social structures, and affective responses is known as ____________.
Difficulty level: E
2.31
_______________ is the method used in postmodern analysis and refers to the examination of taken-for-granted assumptions, myths we utilize to explain how things are the way they are, and the uncovering of the interests involved in socially constructed meanings.
Difficulty level: E
2.32
______________ focuses our attention on studying power and abuses of power through communication and organization.
Difficulty level: E
2.33
A researcher who is evaluating an organization to better recognize and incorporate women's voices in organizational processes, would be applying _____________.
Difficulty level: E
2.34
Emerging perspectives must include an understanding of the increasing influence of institutions, ____________ cultures, and technology for organizational communication.
Difficulty level: Mod
2.35
Theories in addition to feminist perspectives which focus on the important of diverse voices in the workplace with specific emphasis on voices other than in the majority or elite population are known as ____________perspectives.
Difficulty level: Mod
2.36
Communication constitutes organization describes balances between ________and _____________.
Difficulty level: Dif
FILL-IN-THE-BLANK
Chapter 3
3.01
____________________ is often referred to as the father of Scientific Management.
Difficulty Level: E
3.02
Taylor believed that the efficiency of production could be determined by timing the amount of work (motion) performed by individuals and teams. This timing became known as the famous
___________________________________.
Difficulty Level: E
3.03
___________________ is credited with the first known attempt to describe broad principles of management for the organization and conduct of business.
Difficulty Level: E
3.04
Fayol proposed fourteen general principles of administration or management. He described the __________________ as the chain of superiors ranging from the ultimate authority to the lowest ranks.
Difficulty Level: Mod
3.05
Fayol proposed fourteen general principles of administration or management that he viewed as essential for effective organizations. His principle, which recommended that orders should come from only one superior, and that a bypass of the chain of command would be a source for organizational problems, is known as ____________________.
Difficulty Level: Mod
3.06
Fayol’s ______________ or “gang plank” has become known in organization and communication literature whereby peers communicate directly without regard to scalar chain.
Difficulty Level: Mod
3.07
In his discussion of the ______________, Fayol made direct references to messages moving vertically and horizontally throughout the organization.
Difficulty Level: Mod
3.08
Fayol valued a combination of kindliness and justice toward all members of the scalar chain. He termed this ______________.
Difficulty Level: Mod
3.09
Fayol identified five basic activities of management. They are ______________, ______________, ______________, ______________, and ______________.
Difficulty Level: E
3.10
_______________, a German sociologist, is frequently referred to as the father of bureaucracy.
Difficulty Level: E
3.11
Weber identified three types of authority: ________________, ________________, and ________________.
Difficulty Level: E
3.12
_________________ authority is based on the specific characteristics of the person exerting authority.
Difficulty Level: E
3.13
_________________ authority is associated with the customs of a group or society.
Difficulty Level: E
3.14
_________________ authority represents the ideal for organizations.
Difficulty Level: E
3.15
_________________ authority was to rest on formalized rules, regulations, and procedures that made authority "rational-legal".
Difficulty Level: E
3.16
The Scientific Management viewpoint described direction of message flow in organizations as primarily ______________.
Difficulty Level: E
3.17
The ________________ school emphasizes the interaction of individuals, their motivations, and influence on organizational events.
Difficulty Level: E
3.18
The famous Hawthorne effect is credited to ______________ and his colleagues.
Difficulty Level: E
3.19
Group norms which affected production despite the physical environment became known as the ____________________.
Difficulty Level: Dif
3.20
_______________ is a theory which describes human motivation from scientific and human behavior perspectives.
Difficulty Level: E
3.21
According to Douglas McGregor, ______________ managers believe the average person dislikes work and will avoid responsible labor whenever possible.
Difficulty Level: E
3.22
According to Douglas McGregor, ______________ managers assume that workers find work as natural as play and as such are self-directed and self-controlled.
Difficulty Level: E
3.23
______________ first advanced the theory of participative management.
Difficulty Level: E
3.24
Likert based his theory of _______________________ on effectively functioning groups linked together structurally throughout the entire organization.
Difficulty Level: E
3.25
Likert's participative management system was put into practice through a structure of interlocking groups, with members having multiple group members. These multiple group members serve the famous ______________ function.
Difficulty Level: Mod
3.26
_________________ is famous for the decision-making approach to organizations which suggests that organizational behavior is a complex network of decisions, with decision-making processes influencing the behavior of the entire organization.
Difficulty Level: Mod
3.27
Simon argued that individuals often make organizational decisions while realizing their decisions are based on partial information. Simon called this process ______________.
Difficulty Level: Mod
3.28
Simon's concept of ____________________ maintains that people intend to be rational, but with limited information-processing capacity human decision making is based on selected perception and therefore exhibits "limited" rationality.
Difficulty Level: Mod
3.29
The __________________ approach, first introduced by Trist and Bamforth, attempted to balance human sociopsychological needs with organizational goals.
Difficulty Level: E
3.30
Lawrence and Lorsch describe __________________ as the establishment of internal organizational operations contingent or dependent upon external environmental needs and individual needs.
Difficulty Level: E
3.31
In ______________ theory, the organization takes in materials and human resources, processes materials and resources, and yields a finished product to the larger environment.
Difficulty Level: Mod
3.32
_______________ is the systems theory principle of looking for maximum output in return for minimum input.
Difficulty Level: Mod
3.33
An ______________ system exchanges information with its larger environment.
Difficulty Level: E
3.34
A ______________ system limits exchange with the environment and seeks to operate as a self-contained unit.
Difficulty Level: E
3.35
In systems theory, the system's self-corrective mechanism is called the system's __________________.
Difficulty Level: Mod
3.36
In systems theory, the concept of _________________ rejects the concept of a single course of action to reach a single goal.
Difficulty Level: Mod
3.37
Alvesson and Deetz characterize the rise of critical theory and postmodernism as responses to __________ __________.
Difficulty Level: Dif
3.38
Schein's organizational ___________ stage is characterized by the spawning of subcultures and loss of key goals, values, and assumptions.
Difficulty Level: Mod
3.39
Organizational __________ emphasizes a preservation of the past and a cultural constraint on innovation.
Difficulty Level: Mod
3.40
Karl Weick’s ________________ model proposes that we make decisions, then render them sensible by explaining the meaning of our decisions.
Difficulty Level: Mod
3.41
Habermas calls for the use of __________ ________ to reconstitute reason and rationality as processes for positive social change.
Difficulty Level: Mod
3.42
_______________organizational theories examine the promotion of patriarchy as a particular understanding of power and gender relationships.
Difficulty Level: ModFILL-IN-THE-BLANK
Chapter 4
4.01
Generally speaking, the word ______________ refers to the relative worth of a quality or object.
Difficulty Level: E
4.02
According to Rokeach, ______________ values can be viewed as concern for end states of existence or desirable goals.
Difficulty Level: E
4.03
According to Rokeach, ______________ values can be described as desirable behaviors or modes of conduct that are related to and influence goal-oriented values.
Difficulty Level: E
4.04
Allport, Vernon, and Lindzey suggest that ______________ values focus on the discovery of truth, knowledge, and order.
Difficulty Level: E
4.05
According to Howe, Howe, and Mindell, ________________ refers to the value we place as organizational members on connections between our efforts and the success or failure of the organization.
Difficulty Level: E
4.06
According to Howe, Howe, and Mindell, ____________________ refers to the importance we place on structured or unstructured work environments.
Difficulty Level: E
4.07
According to Howe, Howe, and Mindell, our ______________ value explores the importance we place on quick rather than deliberative action and whether we prefer our own sense of job fulfillment as opposed to job security.
Difficulty Level: E
4.08
_______________ refers to the standards by which behaviors are evaluated as to their morality and their rightness or wrongness.
Difficulty Level: E
4.09
Karl Wallace's guideline of the __________________ refers to ethical communication which willingly explores the complexity of any issue or communication problem.
Difficulty Level: Mod
4.10
Karl Wallace's guideline of the __________________ refers to ethical communication which presents information as openly and fairly as possible and with concern for message distortion.
Difficulty Level: Mod
4.11
Karl Wallace's guideline of the ____________________________ refers to ethical communication which not only allows but encourages opposing viewpoints and arguments.
Difficulty Level: Mod
4.12
Karl Wallace's guideline of the ____________________________ refers to ethical communication based on sharing sources of information, special opinions, motivations, or biases that may influence our position.
Difficulty Level: Mod
4.13
___________________ ________________ rests on the principle that our actions are judged by their consequences or outcomes.
Difficulty Level: E
4.14
The theory of _______________ asserts that all individuals have certain unalienable rights that are defined by society, and these rights must be respected in all situations, including the workplace.
Difficulty Level: E
4.15
The theory of ________________ requires that all decision-makers be guided by fairness, impartiality, and equity if their actions are to be considered ethical.
Difficulty Level: E
4.16
_____________ asks organizations to go beyond the traditional evaluation of success profitability and the bottom line, and expand measures to the include the Triple Bottom Line.
Difficulty Level: E
4.17
The Triple-Bottom Line of sustainability includes addressing: ____________, ______________, and _____________.
Difficulty Level: Mod
FILL-IN-THE-BLANK
Chapter 5
5.01
_______________ is the term we use to describe intrapersonal experiences that influence behavior.
Difficulty Level: E
5.02
___________________ is famous for what has been described as a Hierarchy of Needs theory.
Difficulty Level: E
5.03
Maslow's Hierarchy of Needs theory includes, in an ascending hierarchy, the following needs: __________________, _________________, ____________________, ___________________, and ____________________.
Difficulty Level: Mod
5.04
____________________ needs, according to Maslow, are the basic body needs of food, sleep, sex, and survival.
Difficulty Level: E
5.05
Maslow believed that the satisfaction of ____________________ needs varied from individual to individual and constituted freedom from physical harm.
Difficulty Level: E
5.06
According to Maslow, ____________________ needs are met through family affiliations, friendships, and a variety of peer groups that provide social support and affection.
Difficulty Level: E
5.07
Maslow described ____________________ needs as the desire for self-respect and the respect of others.
Difficulty Level: E
5.08
According to Maslow, ___________________ is the belief that one has satisfied his or her full potential and is engaged in activities for which he or she is uniquely suited.
Difficulty Level: E
5.09
___________________ is responsible for what is called the Motivation-Hygiene theory.
Difficulty Level: E
5.10
Herzberg, in his Motivation-Hygiene theory, proposes that _________________ and _________________ are not polar opposites.
Difficulty Level: E
5.11
According to Herzberg, factors such as status, interpersonal relations, supervision, policies, working conditions, interpersonal relations, supervision, and salary are ____________________ factors.
Difficulty Level: E
5.12
The factors Herzberg found to be _________________ were work itself, achievement, growth and responsibility, recognition, and advancement.
Difficulty Level: E
5.13
__________________, in contrast to both Maslow and Herzberg, proposed that human behavior can be motivated and is influenced by rewards in the individual's environment.
Difficulty Level: E
5.14
__________________ and ________________ propose that a person's needs and attitudes can be understood in terms of Social Information Processing theory.
Difficulty Level: E
5.15
____________________ are personally held preferences for particular types of communication situations or behaviors.
Difficulty Level: E
5.16
Generally defined as an individual's level of fear or anxiety associated with either real or anticipated communication with others, _________________________ has been found to be meaningfully associated with important organizational outcomes.
Difficulty Level: E
5.17
Numerous researchers have described both leadership and conflict predispositions or preferences in terms of an individual's combined concern for ___________________ and ___________________.
Difficulty Level: E
5.18
Various predispositions for leadership and conflict behaviors are generally described as preferences for ______________, ____________, ______________, ______________, and ______________.
Difficulty Level: E
5.19
A ______________ network link occurs when persons equally exchange information during an interaction.
Difficulty Level: E
5.20
____________ ____________ occurs when one holds a role in a particular organization and is also responsible for linking or representing that organization to other organizations.
Difficulty Level: Dif
5.21
The ______________ network link occurs when one individual gives more information than another.
Difficulty Level: E
5.22
The network property of ______________ refers to the frequency and length of interactions among linked individuals.
Difficulty Level: E
5.23
The network property of ______________ describes the level of agreement among organizational members about their network links.
Difficulty Level: E
5.24
_______________ network members link or connect groups with common information without being a member of either group.
Difficulty Level: E
5.25
An individual fulfilling a ______________ communication role is a member of one group and transmits information from that group to another.
Difficulty Level: E
5.26
_______________ are positioned in networks to control the flow of information through a communication chain.
Difficulty Level: E
5.27
A network ______________ is an individual with little or no communication links through the organization.
Difficulty Level: E
5.28
LMX theory, also known as _________ __________ __________, describes the relationships leaders develop and maintain with their subordinates.
Difficulty Level: E
5.29
Riley and Eisenberg suggest the primary skill individuals must cultivate in managing their boss is __________.
Difficulty Level: E
5.30
Organizational members of approximately the same organizational structure, role, and responsibility levels are known as ________.
Difficulty Level: E
5.31
_______________ is the process where we try to understand the meanings of others.
Difficulty Level: E
5.32
_______________is the process which includes questions to understand the meanings of others.
Difficulty Level: E
5.33
_______________ includes the processes of hearing, assigning meaning, and verifying our interpretations.
Difficulty Level: E
5.34
_______________ messages are characterized by the communication tactics of message ownership and descriptive language.
Difficulty Level: E
5.35
________________ refers to verbally communicating my personal perceptions and feelings without attempting to establish blame or find unnecessary corroboration.
Difficulty Level: Mod
5.36
________________ refers to a communication tactic used to describe what all parties to the communication can reasonably be expected to observe.
Difficulty Level: Mod
FILL-IN-THE-BLANK
Chapter 6
6.01
The most important resource a group has is its _______________.
Difficulty Level: E
6.02
Groups have both ______________ and task concerns.
Difficulty Level: E
6.03
Groups have both socioemotional and ________________ concerns.
Difficulty Level: E
6.04
________________ are unwritten behavior rules.
Difficulty Level: E
6.05
________________ dictate expected behaviors in groups.
Difficulty Level: E
6.06
________ ______ are the work groups established for the duration of an assignment or task.
Difficulty Level: E
6.07
A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves accountable is known as a ___________ _____.
Difficulty Level: Mod
6.08
_________ _____ ________ are charged with accomplishing a specifically designed project, whereas __________ ___________ are charged with implementing organizational plans, processes, or change.
Difficulty Level: Mod
6.09
____________ roles support personal goals and may not be compatible with group goals and relationships.
Difficulty Level: E
6.10
_______________groups have permeable boundaries and are influenced by the environment.
Difficulty Level: E
6.11
__________________organization reduces layers of management and places direct responsibility with self-managing teams.
Difficulty Level: Mod
6.12
_______________organization is structured in high-risk industries.
Difficulty Level: Mod
6.13
____________________addresses the participation processes in organizations which values extensive employee involvement and input.
Difficulty Level: Mod
6.14
_________________participation behaviors enhance group effectiveness.
Difficulty Level: Mod
6.15
________________participation behaviors do not contribute to productivity in groups.
Difficulty Level: Mod
6.16
______________work across time, space, and cultures.
Difficulty Level: Mod
6.17
________________________work across organizational boundaries and often across time and space.
Difficulty Level: Mod FILL-IN-THE-BLANK
Chapter 7
7.01
Early theories of effective leadership assumed that leaders possessed innate ______________ that made them effective.
Difficulty Level: E
7.02
The ______________ leader or manager makes decisions with little influence from others.
Difficulty Level: E
7.03
_______________ leaders involve followers in decision making.
Difficulty Level: E
7.04
The ________________ leader is an example of a nonleader with a hands-off approach.
Difficulty Level: E
7.05
According to Blake and Mouton, the ________________________ is characterized by a low concern for interpersonal relationships and task accomplishment.
Difficulty Level: E
7.06
According to Blake and Mouton, _________________________ balances task and people concerns.
Difficulty Level: E
7.07
In the Blake and Mouton description, the ___________________ places the emphasis on interpersonal relationships at the expense of goal achievement.
Difficulty Level: E
7.08
Often referred to as autocratic leadership, the ____________________ as described by Blake and Mouton is concerned with goals or task achievement while exhibiting little concern for personal relationship.
Difficulty Level: E
7.09
_________________ leadership is, in the Blake and Mouton description, the theoretical ideal with emphasis on high concern for both task and interpersonal relationships.
Difficulty Level: Mod
7.10
In response to the failure of trait and style approaches to comprehensively describe why particular leadership approaches would work in one set of circumstances and fail in another, _______________ approaches were developed to better understand how leaders interact with followers and the requirements of a particular environment.
Difficulty Level: E
7.11
___________________ and __________________ proposed a concept of leadership that suggested that the appropriateness and effectiveness of leadership behaviors could not be determined by the specific behavior of the leader, but by the appropriateness of the behavior in a particular situation.
Difficulty Level: E
7.12
__________________ ____________ require leaders to motivate followers by personal example, through appeals to higher-level needs, and by the establishment of vision.
Difficulty Level: Mod
7.13
_______________ require leaders to give employees the maximum amount of power to do a job as they see fit, including responsibility and accountability for the work performed.
Difficulty Level: Mod
7.14
Bennis suggests that our changing world calls for a switch from Chief Executive officer (CEO) to _______ ______________ _________.
Difficulty Level: Mod
7.15
The art of leading others to lead themselves is known
as __________________.
Difficulty Level: E
7.16
___________________approaches to leadership focus more on communication discourses than the traits or styles of individuals.
Difficulty Level: Mod
7.17
Bennis and Nanus contend that the ________ leaders provide is the clearest distinction between leaders and managers.
Difficulty Level: Mod
7.18
The "shape" of new organizations is moving from a ________ structure, to a ________ organizational design, with more "middleness."
Difficulty Level: Dif
7.19
________ _________ ___________ refers to setting and maintaining the industry standard in speed of response to environmental change.
Difficulty Level: E
7.20
The need to broaden employee involvement in all organizational positions is known as ________ ________ __________.
Difficulty Level: Mod
7.21
__________________ communication tactics for leadership include blocking ideas, controlling the process, announcing goals without consultation, and punishing opposition.
Difficulty Level: Mod
7.22
__________________ communication tactics for leadership include seeking ideas from all involved, facilitating group processes, encouraging disagreement, and seeking idea evaluation.
Difficulty Level: Mod
7.23
__________________ communication tactics for leadership include ignoring conflict, changing subjects, agreeing with others, and refusing responsibility.
Difficulty Level: Mod
7.24
__________________ _______________communication tactics for leadership include visualizing abstract ideas, stating desired outcomes, and articulating reasons for actions and goals.
Difficulty Level: Mod
7.25
__________________ _______________communication tactics for leadership include soliciting feedback, generating symbolism to interpret events, and managing messages to support exchanges of meaning.
Difficulty Level: Mod
7.26
__________________ _______________communication tactics for leadership include communicating constancy, identifying values and relating values to action, and encouraging access through planned communication interaction.
Difficulty Level: Mod
7.27
__________________ and ______________ communication tactics for leadership include providing support for individual effort, offering praise, avoiding blame, and identifying challenges and opportunities.
Difficulty Level: Dif
7.28
__________________ power is based on the leader's control and distribution of tangible and intangible resources.
Difficulty Level: E
7.29
__________________ power can be understood as the sanctions or punishments within the control of the leader.
Difficulty Level: E
7.30
__________________ power is a result of others identifying with the leader.
Difficulty Level: E
7.31
__________________ power rests on what the leader knows as a result of organizational interaction or areas of technical specialty.
Difficulty Level: E
7.32
__________________ power is the influence leaders have as a result of whom they know and the support they have from others in the organization.
Difficulty Level: E
7.33
__________________ power comes from the positions, titles, or roles people occupy.
Difficulty Level: E
7.34
Major responsibilities for leadership can be described in the _________________, _________________, and _________________ areas.
Difficulty Level: E
7.35
____________ is key to leadership effectiveness.
Difficulty Level: Dif
7.36
____________ ____________ provides a consistent message, has a perspective for unleashing talent, practices ego suppression, and creates leaders.
Difficulty Level: ModFILL-IN-THE-BLANK
Chapter 8
8.01
____________ ____________ is the process of choosing from among several alternatives.
Difficulty Level: E
8.02
____________ ____________ is a multistage process for moving an issue, situation, or state from an undesirable to a more desirable condition.
Difficulty Level: E
8.03
List five methods for decision making and problem solving.
1. ________________________ 4. _______________________
2. ________________________ 5. _______________________
3. ________________________
Difficulty Level: E
8.04
The Standard Agenda consists of six basic components. List the parts of the process.
1.______________________________________________________
2.______________________________________________________
3.______________________________________________________
4.______________________________________________________
5.______________________________________________________
6.______________________________________________________
Difficulty Level: E
8.05
Dennis Gouran suggests that there are three characteristics of information that should be considered in forming our decision-making rules: _________________, _________________, and _________________.
Difficulty Level: Mod
8.06
_______________ refers to the extent to which information bears directly on the matter for decision.
Difficulty Level: Mod
8.07
_______________ refers to the amount of information necessary to establish positions or claims, or to verify what is likely to be correct.
Difficulty Level: Mod
8.08
_______________ refers to the extent to which information used for decision making is credible.
Difficulty Level: Mod
8.09
The most important preparation for our rapidly changing technological environment is an __________ which supports life-long learning.
Difficulty Level: Mod
8.10
_______________ includes meetings held through audio- and video-conferencing systems.
Difficulty Level: Mod
8.11
____________ ____________ allows multiple participants to interact by contributing to an ongoing computer file accessible to all.
Difficulty Level: Mod
8.12
____________ ____________ ____________ supplement computer conferencing with information management capabilities, decision support tools, graphic displays, and meeting process management software.
Difficulty Level: ModFILL-IN-THE-BLANK
Chapter 9
9.01
_______________ can be described as a process that occurs when individuals, small groups, or organizations perceive or experience frustration in attaining goals and concerns.
Difficulty Level: E
9.02
Conflict can occur in any ______________--intrapersonal, interpersonal, small group, intergroup, organization-wide, or between the organization and its broader environment.
Difficulty Level: E
9.03
Conflict episodes are comprised of the following stages: ________________, ________________, ________________, _____________, and ________________.
Difficulty Level: E
9.04
__________________ refers to underlying conditions in organizations and individuals and relationships that have the potential for conflict.
Difficulty Level: Mod
9.05
When individuals or groups become aware differences exist, they are in the ______________ conflict stage of an episode.
Difficulty Level: Mod
9.06
_____________ ____________ is the emotional impact the perception of conflict has on potential conflict participants.
Difficulty Level: Mod
9.07
The __________________ stage consists of conflicting behaviors-problem solving, open aggression, covert action, or numerous other possibilities.
Difficulty Level: Mod
9.08
The _________________ stage is what happens in terms of both issues and relationships as a result of other conflict stages.
Difficulty Level: Mod
9.09
_______________________ for conflict are the balances individuals try to make between satisfying their personal needs/goals and satisfying the needs/goal of others in the conflict.
Difficulty Level: Mod
9.10
Five frequently described conflict styles are: _________________, ______________, ______________, ______________, and _______________.
Difficulty Level: E
9.11
____________ ____________ describes the work performed by those whose jobs involve a high degree of personal contact and who are expected to produce an emotional state, such as pleasure, gratitude, or self-esteem in the people with whom they deal.
Difficulty Level: Dif
9.12
____________ occurs in organizations when individuals experience humiliation, receive verbal abuse, are ignored when trying to engage in contributions or disagreements, or encounter a host of emotion producing interactions.
Difficulty Level: Dif
9.13
Strategic objectives for conflict are planned methods of conducting operations in one of four strategic directions: ________________, ______________, ______________, and ______________.
Difficulty Level: E
9.14
Applying evaluative labels, expanding the conflict, forming alliances, and making threats are tactics for conflict ____________.
Difficulty Level: Mod
9.15
Describing gains and losses, agreeing to honor long-term relationship rules, combining both escalation and reduction tactics, and proposing areas of agreement for compromise are tactics for conflict _________________.
Difficulty Level: Mod
9.16
Identifying numerous manageable issues, describing behaviors and outcomes to be avoided, exhibiting concern for both facts and feelings, and offering compromises from original positions are tactics for conflict ________________.
Difficulty Level: Mod
9.17
Supportive communication climates exhibit the following characteristics: ___________________, ___________________, ________________, __________________, __________________, and _________________.
Difficulty Level: E
9.18
List the nine basic guidelines for productive conflict.
1._______________________________________________________
2._______________________________________________________
3._______________________________________________________
4._______________________________________________________
5._______________________________________________________
6._______________________________________________________
7._______________________________________________________
8._______________________________________________________
9._______________________________________________________
Difficulty Level: E
9.19
_______________ styles of conflict minimize addressing the conflict situation.
Difficulty Level: Dif
9.20
_______________ styles of conflict produce win/lose outcomes.
Difficulty Level: Dif
9.21
_______________ styles of conflict are characterized by collaboration and cooperation.
Difficulty Level: Dif
FILL-IN-THE-BLANK
Chapter 10
10.01
_______________________ can be described the development of ideas, practices, products, and processes which meet needs in new ways.
Difficulty Level: Mod
10.02
______________in organizations is both planned and unplanned and alters the organization in some manner.
Difficulty Level: Mod
10.03
In the ______________ model for providing professional services, the organization relates to communication specialists, whether they are organizational employees or external consultants, by requesting particular services to meet a need the specialist has not been involved in identifying.
Difficulty Level: E
10.04
In the __________________ model for providing professional services, the communication professional examines, identifies symptoms, and prescribes intervention.
Difficulty Level: E
10.05
The ____________________ model for organizational change finds members of the organization working hand-in-hand with the communication professional to identify problems, propose solutions, implement action, and evaluate results.
Difficulty Level: E
10.06
Four basic activities occur in the process of planned innovation and change: ____________ ____________, ____________ ____________, and ______________.
Difficulty Level: E
10.07
Gladwell’s concept of the _______ ________ is a concept of change that has been described as important thresholds or boiling points which propel the rate of change.
Difficulty Level: Mod
10.08
A _______________is the approach to informing others and soliciting input for a change process.
Difficulty Level: Mod
10.09
The process of __________________is utilized to assist organizations in focusing on what is working well in order to envision a better future.
Difficulty Level: Mod
10.10
The concept of _____________________attempts to describe how ideas move through a decision process in for implementation to occur.
Difficulty Level: Mod
10.11
When organizations cannot mount efforts to bring about needed change we call that time __________________.
Difficult Level: Dif
10.12
A communication ______________is important for gathering information, disseminating information, and evaluating the effectiveness of change efforts.
Difficulty Level: Mod
FILL-IN-THE-BLANK
Chapter 11
11.01
__________________ _________________ ________________ is a transactional process in which organizational messages are deliberately generated; are based on environmental data, analysis, and strategy selection; and are guided by organizational objectives.
Difficulty Level: E
11.02
______________________ _____________________ refers to the acquisition and use of information about events and trends in an organization’s external environment.
Difficulty Level: Mod
11.03
_______________ are those individuals and groups who have an interest in the organization and are able to influence the organization's ability to meet its goals.
Difficulty Level: Mod
11.04
The __________________environment creates complicated stakeholder relationships crossing cultures and challenging communication competencies.
Difficulty Level: Mod
11.05
The acronym SWOT stands for these four elements of the strategic planning process: ____________ ____________ and ____________,
__________ ____________and ______________.
Difficulty Level: Mod
11.06
Cutlip, Center, and Broom define ______________ ______________ as “the management function that identifies, establishes, and maintains mutually beneficial relationships between an organization and [its] various publics...”
Difficulty Level: E
11.07
_________________ ________________ is a proactive function of public affairs that involves developing strategies for organizational and environmental change.
Difficulty Level: Mod
11.08
The “four Ps” that comprise the marketing mix are: _____________, ________________, __________________, and ________________.
Difficulty Level: E
11.09
The term ____________refers to building or managing an organization’s reputation.
Difficulty Level: E
11.10
The marketing trend known as ________________ ________________ ___________________ refers to the process of managing all sources of information about a product which moves the customer toward a sale and maintains customer loyalty.
Difficulty Level: Mod
11.11
____________ is utilized to promote the purchase of goods or services and to change behaviors.
Difficulty Level: Dif
11.12
_________________refers to the building and maintaining of an organization’s recognition among its competitors.
Difficulty Level: E
11.13
_________________are the newest media where professionals are exploring applications for both public relations and marketing.
Difficulty Level: E
11.14
__________________implications are embedded in all public relations and marketing efforts.
Difficulty Level: Dif
11.15
________________________________is subject to numerous types of evaluations for effectiveness and return on investment.
Difficulty Level: Mod
11.16
Social media public relations and marketing focus more than more traditional media on ______communication interactions.
Difficulty Level: Mod
11.17
____________________is concerned with the development of messages, the identification of target audiences, the selection of media, and the budgeting for organizational objectives.
11.18
List the six characteristics of effective communication strategy in organizations.
1.__________________________________________________
2. __________________________________________________
3. __________________________________________________
4. __________________________________________________
5. __________________________________________________
6. __________________________________________________
Difficulty Level: Mod
11.19
_________ communication is generally defined as the production of messages for the organization’s various publics with regard to potential hazards and their consequences.
Difficulty Level: E
11.20
_________ is the specific process of developing a product or service identification which distinguishes products or services from competitor organizations.
Difficulty Level: E
FILL-IN-THE-BLANK
Chapter 12
12.01
A _______ _______________ is managed by the individual and is a lifelong series of changes, continuous learning, and blurs lines between personal and professional lives.
Difficulty Level: Dif
12.02
_________________ _______________ are independent yet complementary firms that are linked to share critical expertise and resources.
Difficulty Level: Mod
12.03
____________ organizations are made up of units that could exist on their own, but by interacting with each other can produce more potent and competent organizations.
Difficulty Level: Mod
12.04
____________ careers represent products and services to potential customers.
Difficulty Level: E
12.05
____________ ____________ careers generally involve non-profit or government organizations.
Difficulty Level: E
12.06
____________ careers require professional certification and advanced degrees.
Difficulty Level: E
12.07
____________-____________ ____________ careers involve the design and development of research programs to support the ongoing activities of the organization or chart a course of change.
Difficulty Level: E
12.08
____________ careers require planning, supervising, and controlling many of the activities described in other career options.
Difficulty Level: E
12.09
____________ careers provide expertise to organizations by identifying problems, evaluating performance, and developing and implementing a wide variety of change activities.
Difficulty Level: E ESSAY
Chapter 1
1.01
What is meant by the suggestion that we are living in the post- industrial "conceptual age?"
Difficulty Level: E
1.02
Describe the role and importance of communication in the communications era.
Difficulty Level: E
1.03
Describe a situation you experienced where one or more of the elements in the communication process was constructed in such a way as to hinder "shared meanings."
Difficulty Level: E
1.04
What is organizational excellence? Can it truly be achieved, and if so, how?
Difficulty Level: E
1.05
What is communication competency according to Littlejohn and Jabusch? Define and describe its four components.
Difficulty Level: E
1.06
Of the four components of communication competency (knowledge, sensitivity, skills, values), which is most essential to achieving organizational excellence? Why?
Difficulty Level: Mod
1.07
Of the four components of communication competency (knowledge, sensitivity, skills, values), which is least essential, or somewhat dispensable with regard to achieving organizational excellence? Why?
Difficulty Level: Mod
1.08
Think of an organization of which you have been a member or which you have observed. Analyze that organization in terms of the four communication competency components.
Difficulty Level: E
1.09
Think of the role you have played as a member of an organization. Analyze yourself and the role you played in that organization in terms of the four communication competency components.
Difficulty Level: E
1.10
Explain how Littlejohn and Jabusch's four components of competency can be useful in an "information" society.
Difficulty Level: E
1.11
How is communication the key to organizational excellence?
Difficulty Level: Mod
1.12
Describe your impression of the "conceptual age" of the future.
Difficulty Level: E
1.13
How can competency be both intrapersonally and interpersonally based?
Difficulty Level: Mod
1.14
According to the author, how can we develop and evaluate our communication competencies?
Difficulty Level: E
1.15
Define "the human communication process" and define and describe the ten elements that constitute the process.
Difficulty Level: E
1.16
Visually depict the human communication process as it occurs in the organizational setting. Include in this visual model any or all of the elements you deem necessary to a complete picture of the process.
Difficulty Level: Mod
1.17
What is meant when we say that "human communication is the process of creating shared realities and shared meanings”?
Difficulty Level: E
1.18
What is organizational communication? Contrast it to interpersonal communication and/or small-group communication.
Difficulty Level: E
1.19
Explain organizational communication as process, as people, as messages, as meaning, as purpose.
Difficulty Level: E
1.20
Think of an organization of which you have been a member or which you have observed. Analyze that organization in terms of the shared realities and meanings you recall.
Difficulty Level: E
1.21
After reading Chapter 1, how would you define the term "organization"?
Difficulty Level: Mod
1.22
Compare and contrast interpersonal communication with organizational communication as defined in Chapter 1.
Difficulty Level: Mod
1.23
If meanings do not reside in messages or channels, where do they reside? Explain your answer.
Difficulty Level: Mod
1.24
Discuss the four competency components in terms of the discussion between John and Mary.
Difficulty Level: Mod
ESSAY
Chapter 2
2.01
According to a functional tradition, describe the component parts of an organizational communication system.
Difficulty level: E
2.02
According to a functional tradition, what are the different types of organizational messages? How do they differ in terms of message functions?
Difficulty level: E
2.03
From a functional tradition, what is meant by "communication networks" in an organization?
Difficulty level: Mod
2.04
According to the functionalist tradition, what are communication channels and what affect do such channels have on messages and message transmission?
Difficulty level: Mod
2.05
According to a functional tradition, define and describe communication load and message distortion.
Difficulty level: E
2.06
Think of an organization of which you have been a part. Describe that organization in terms of its "message functions."
Difficulty level: Mod
2.07
Think of an organization of which you have been a part. Describe that organization in terms of its "message structure."
Difficulty level: Mod
2.08
According to a meaning-centered approach, how is reality generated through human interaction?
Difficulty level: E
2.09
From a meaning-centered perspective, describe "communication as organizing and decision making."
Difficulty level: E
2.10
From a meaning-centered perspective, describe "communication as influence."
Difficulty level: E
2.11
From a meaning-centered perspective, describe "communication as culture."
Difficulty level: E
2.12
According to a meaning-centered approach, what is the difference between culture being something an organization has and something an organization is?
Difficulty level: Mod
2.13
Think of an organization of which you have been a part. Using a meaning-centered approach, analyze that organization in terms of identification and socialization processes, communication rules, and use of power.
Difficulty level: Mod
2.14
Think of an organization of which you have been a part. From a meaning-centered point-of-view, describe that organization in terms of its predominant culture and climate.
Difficulty level: Mod
2.15
Of the two approaches to organizational communication, the functional or meaning-centered perspectives, which do you deem most useful for analyzing and understanding organizations? Why?
Difficulty level: Mod
2.16
To what extent do you think it would be ethical to deliberately change an organization in terms of message functions and structure?
Difficulty level: Dif
2.17
Using a meaning-centered approach, to what extent do you think it would be ethical to deliberately change an organization's culture and/or climate?
Difficulty level: Dif
2.18
If you are part of an organization, to what extent should you abide by that organization's "communication rules," both thematic and tactical? To what extent should you participate in the organizational culture?
Difficulty level: Mod
2.19
Compare and contrast the Functional tradition to the Meaning-Centered approach in organizational communication.
Difficulty level: Mod
2.20
Define the following terms:
A. communication networks
B. communication load
C. distortion
Difficulty level: E
2.21
What is meant by communication climate?
Difficulty level: E
2.22
What are communication rules?
Difficulty level: E
2.23
How would a Functionalist address culture? How does a Meaning-Centered approach to culture differ from this?
Difficulty level: Mod
2.24
Define and describe the influence process of socialization and how it operates in an organization.
Difficulty level: E
2.25
Choose one of the four Emerging Perspectives presented in the text and discuss its impact (and differing approaches) to the study of organizational communication.
Difficulty level: Mod
2.26
Explain "deconstruction" and its application to the study of organizational communication.
Difficulty level: Mod
2.27
Compare the male norms of independence, competition, and control to the feminist theory principles of interdependence, cooperation, and merging. Explain Marshall's statement that women adapt to male norms, but are judged according to female stereotypes.
Difficulty level: Dif
2.28
Describe the similarities and differences between institutions and organizations.
Difficulty level: E
2.29
Describe communication constitutes organization (CCO) and how this concept balances agency and structure.
Difficulty level: Mod
2.30
Describe the concept of practical theory and how you might utilize the functional, meaning-centered, and emerging perspectives to understand and approach a variety of organizational situations.
Difficulty level: Dif
ESSAY
Chapter 3
3.01
Describe the "Scientific Management School" and its major theories and theorists.
Difficulty Level: E
3.02
What are the communication implications for contemporary organizations of the "Scientific Management perspective”?
Difficulty Level: Mod
3.03
Describe the "Human Behavior School" and its major theories and theorists.
Difficulty Level: E
3.04
What are the communication implications for contemporary organizations of the "Human Behavior School" perspective?
Difficulty Level: Mod
3.05
Describe the "Integrated Perspectives School" and its major theories and theorists.
Difficulty Level: E
3.06
What are the communication implications for contemporary organizations of the "Integrated Perspectives”?
Difficulty Level: Mod
3.07
Of the four theoretical schools, scientific management, human behavior, integrated perspectives, and postmodern, critical, and feminist perspectives, which would be most valuable to a successful, contemporary organization and why?
Difficulty Level: Mod
3.08
Think of an organization of which you have been a part. Does that organization use Scientific Management, Human Behavior, Integrated Perspective, or Postmodern, Critical, and Feminist theories or a combination of the four? Explain.
Difficulty Level: Mod
3.09
Write a paper integrating the following terms:
A. soldiering M. "interfaces"
B. scalar chain N. equifinality
C. gang plank O. Fayol's bridge
D. esprit de corps P. bounded rationality
E. Bureaucracy Q. contingency theory
F. Theory X R. systems approach to organizations
G. Theory Y S. cultural approach to organizations
H. Theory Z T. scientific management theory
I. participative management U. functional approach
J. "linking pin" function V. meaning-centered approach
K. "satisficing" W. integrated perspective theory
L. contingency theory X. human behavior approach
Y. sensemaking model
Z. postmodern, critical, and feminist approaches
Difficulty Level: Dif
3.10
Choose 10 of the following terms and write a paragraph about each.
A. soldiering N. equifinality
B. scalar chain O. Fayol's bridge
C. gang plank P. bounded rationality
D. esprit de corps Q. contingency theory
E. Bureaucracy R. systems approach to organizations
F. Theory X S. cultural approach to organizations
G. Theory Y T. scientific management theory
H. Theory Z U. functional approach
I. participative management V. meaning-centered approach
J. "linking pin" function W. integrated perspective theories
K. "satisficing" X. human behavior approach
L. contingency theory Y. sensemaking model
M. "interfaces" Z. Postmodern, Critical, and Feminist approaches
Difficulty Level: Mod
3.11
Compare the Contingency theory approach with Systems theory. Describe the similarities and differences.
Difficulty Level: Mod
3.12
Define and describe the cultural approach to organizational communication.
Difficulty Level: E
3.13
Describe Schein's three growth stages of an organization. Cite the characteristics of each.
Difficulty Level: Mod
3.14
Compare Clegg's characteristics of post-modern workers in organizations with traditional ideas of task specialization, mass consumption, and bureaucracy.
Difficulty Level: Mod
3.15
Describe Karen Ashcraft’s comparisons of common bureaucratic and feminist organizations.
Difficulty Level: Mod
3.16
Compare and contrast at least two approaches to feminist theory.
Difficulty Level: ModESSAY
Chapter 4
4.01
Explain value congruence. In light of your explanation, interpret Cox's statement, "The importance of value congruence illustrates the need for multicultural organizations."
Difficulty Level: Mod
4.02
Apply Rokeach's definition of a value system to the unique sense of a particular organization.
Difficulty Level: Dif
4.03
Describe an example of when stated organizational values have not matched values in use.
Difficulty Level: Mod
4.04
Is it ever ethical to tell a lie? Explain your answer.
Difficulty Level: Mod
4.05
Describe the differences between values and ethics.
Difficulty Level: E
4.06
Evaluate the statement "It is all right to tell an interviewer that you have a skill or experience when, in fact, you do not have it as long as you are willing and motivated to do the job if hired."
Difficulty Level: Mod
4.07
Compare utilitarian theory, the theory of rights and the theory of justice. In what ways might these theories contradict one another when used for decision making?
Difficulty Level: Dif
4.08
What are values? How do we acquire them and how do they relate to and affect organizational communication?
Difficulty Level: E
4.09
Contrast ethics and values. What is ethical organizational communication?
Difficulty Level: E
4.10
Select one of the case studies in the text. Analyze the situation in terms of Karl Wallace's guidelines for the evaluation of behavior: the habits of search, justice, public versus private motivation, and respect for dissent.
Difficulty Level: Mod
4.11
Write an original case. Analyze the situation in terms of Karl Wallace's guidelines for the evaluation of behavior: the habits of search, justice, public versus private motivation, and respect for dissent.
Difficulty Level: Dif
4.12
What is the nature of and relationship between individual value systems and organizational value systems?
Difficulty Level: E
4.13
How might one determine the organizational value system of a given organization? Provide examples from your own experience or observations.
Difficulty Level: Mod
4.14
How might one appraise his or her individual value system? How would the identification of terminal and instrumental values aid that appraisal?
Difficulty Level: Mod
4.15
Discuss how destructive communication behaviors affect organizations? Provide examples of these behaviors.
Difficulty Level: Mod
4.16
Describe types of ethical dilemmas in organizations. Identify which ones you believe are the most difficult and explain your choices.
Difficulty Level: Mod
ESSAY
Chapter 5
5.01
Think of an organizational experience. Describe that experience in terms of interpersonal and small group relationships. What effect did those relationships have on your sense of work satisfaction and performance?
Difficulty Level: Mod
5.02
Think of an organizational experience. Describe that experience intrapersonally in terms of your personal motivation and communication apprehension. What effect did those intrapersonal experiences have on your sense of work satisfaction and performance?
Difficulty Level: Mod
5.03
Think of an organizational experience. Describe the nature of the superior-employee relationships in which you were involved. What could have been done to improve those relationships?
Difficulty Level: Mod
5.04
What is motivation and how does it work according to Abraham Maslow? Frederick Herzberg? B. F. Skinner? Salancik and Pfeffer?
Difficulty Level: Mod
5.05
Which of the four motivational theories, Maslow, Herzberg, Skinner, and Salancik and Pfeffer, do you think would be most "workable" in an organizational setting? Why?
Difficulty Level: Mod
5.06
Think of any organizational experience you have had. What predispositions for organizational communication behaviors did you exhibit, in terms of communication apprehension, leadership and conflict preferences, and perceptions of communication competency?
Difficulty Level: Mod
5.07
Using the workplace changes and needs cited in your textbook, explain why understanding cultural diversity is important.
Difficulty Level: Mod
5.08
Describe Riley and Eisenberg's concept of "advocacy." In your description, explain the factors necessary to become a successful advocate.
Difficulty Level: Mod
5.09
List and describe steps individuals can go through in examining their own beliefs and stereotypes regarding individual and group differences.
Difficulty Level: Mod
5.10
Of the two types of interactions, supervisor-employee and peer relationships, which has played the most important part in your individual organizational experiences? Why?
Difficulty Level: Mod
5.11
What is active listening and how can it be achieved?
Difficulty Level: Mod
5.12
Of the barriers to valuing diversity, which do you think are your "main barriers?" What can you do to overcome them?
Difficulty Level: Mod
5.13
Provide ten ineffective and ten effective examples of descriptive messages.
Difficulty Level: Dif
5.14
Describe the ideal organizational member, in terms of intrapersonal attitudes, and interpersonal and small group attitudes and behaviors. What would be the nature of the ideal supervisor? the ideal employee? the ideal peer?
Difficulty Level: Dif
5.15
Explain how organizational identification, job performance, communication satisfaction, and job satisfaction are outcomes that relate to effectiveness in organizations.
Difficulty Level: Mod
5.16
Discuss the following statement. "Organizational communication relationships are considered to be the most important contributor to job satisfaction as an organizational outcome."
Difficulty Level: Mod
5.17
Write a letter telling a real or imaginary boss how to motivate you. How should this information affect your selection of a particular job choice?
Difficulty Level: Mod
5.18
Satisfaction with a supervisor or an employee is directly related to perception of one's own communication competence. Agree or disagree with this statement and provide examples and reasons why.
Difficulty Level: Mod
5.19
Understanding and valuing diversity is essential in the contemporary organization. How can such a goal be accomplished?
Difficulty Level: Mod
5.20
Describe at least three of the key issues that impact trust between supervisors and employees.
Difficulty Level: Mod
5.21
What is the connection between communication and interpersonal relationships in the organization? How are interpersonal relationships impacted by technology?
Difficulty Level: Mod
ESSAY
Chapter 6
6.01
Describe the significance of workplace democracy.
Difficulty Level: Mod
6.02
Describe challenges for a culturally diverse work group..
Difficulty Level: E
6.03
Describe threats to creativity in groups.
Difficulty Level: Mod
6.04
Describe advantages and disadvantages of virtual groups.
Difficulty Level: E
6.05
Describe four self-centered roles and why they should be avoided
Difficulty Level: E
6.06
What is needed for a group to be effective?
Difficulty Level: Mod
6.07
List and briefly describe five of the types of groups mentioned in the book.
Difficulty Level: E
6.08
Compare and contrast long-standing work groups and project teams.
Difficulty Level: Mod
6.09
What is a prefabricated group? Include history, purpose, and an example.
Difficulty Level: Mod
6.10
Define directional groups and give an overview of typical responsibilities. Use specific examples to strengthen your answer.
Difficulty Level: Mod
6.11
What are the characteristics of self-managing teams? What is needed for this type of team to be effective?
Difficulty Level: Mod
6.12
What is the purpose of social support groups in an organization?
Difficulty Level: E
6.13
Describe the communication challenges for a high-reliability organization.
Difficulty Level: Mod
6.14
Present at least six guidelines for effective group participation.
Difficulty Level: E
6.15
What is a team-based organization? Why do you think the move to team-based structures is one of the fastest growing contemporary trends? In framing your answer, consider organizational goals, roles, relationships, and processes.
Difficulty Level: Dif
6.16
Describe the challenges in an interorganiztional group.
Difficulty Level: Mod
ESSAY
Chapter 7
7.01
What is the importance of leadership and management communication for organizational effectiveness? "Can a ship sail without a captain?"
Difficulty Level: Mod
7.02
Describe what is meant by a "traits or characteristics approach" to leadership theory. Do you think that this approach is a valid explanation of the leadership phenomenon? Why?
Difficulty Level: Mod
7.03
Describe what is meant by "style approaches" to leadership theory. Do you think these approaches represent valid explanations of the leadership phenomenon? Why?
Difficulty Level: Mod
7.04
Describe what is meant by "situational approaches" to leadership theory. Do you think these approaches are valid explanations of the leadership phenomenon? Why?
Difficulty Level: Mod
7.05
Do you agree that distinctions can be drawn between leadership and management? Explain.
Difficulty Level: E
7.06
In any of your organizational experiences, have you worked for a person you would describe as a leader but not a manager? Conversely, a person you would describe as a manager but not a leader? Explain.
Difficulty Level: Mod
7.07
In your organizational life experience, which of the five leadership styles outlined by Blake and Mouton's Managerial Grid have you been predisposed to utilize the most? Describe your dispositions for leadership communication behaviors.
Difficulty Level: Mod
7.08
Think of an outstanding leader for whom you have worked or observed. Describe that person in terms of the four major leadership strategies/competencies outlined by Bennis and Nanus.
Difficulty Level: Mod
7.09
Contrast the differences between transactional leadership and transformation leadership. In your explanation, focus on the communication skills necessary for transformational leaders.
Difficulty Level: Mod
7.10
Based on the workshop essay provided by Hackman and Johnson, apply these five transformational leadership traits to someone and describe his or her behaviors. (Note: an individual may not have all five).
Difficulty Level: Mod
7.11
Describe the importance of discursive approaches to leadership. Give an example of what discursive approaches add to our understanding of leadership processes.
Difficulty Level: Mod
7.12
Describe the concept of Level 5 leadership as proposed by Jim Collins. Provide an example from your experience or knowledge.
Difficulty Level: Mod
7.13
Describe the concept of empowerment.
Difficulty Level: Mod
7.14
Describe a leader you have worked for or observed, and analyze that person's power bases based on French and Raven's description of power. Did that person use or abuse power? Explain.
Difficulty Level: Mod
7.15
Think of any leader for whom you have worked, and describe how he or she handled major leadership responsibilities related to task, procedural, and interpersonal areas.
Difficulty Level: Mod
7.16
Who is/was the most effective leader with whom you have had personal contact? What behaviors can you describe?
Difficulty Level: E
7.17
Define your own concept of leadership.
Difficulty Level: Mod
7.18
Are leaders born? made? more intelligent than those they lead? None of these apply. Explain your answer.
Difficulty Level: Mod
7.19
What is the difference between a leader and a manager?
Difficulty Level: E
7.20
Discuss the suggestion that leaders must understand the cultural differences of their followers in order to stimulate high quality individual or group performance. Give examples.
Difficulty Level: Dif
7.21
Discuss the framing opportunities for leaders. Describe how each opportunity impacts their team members.
Difficulty Level: Mod
ESSAY
Chapter 8
8.01
What is the difference between decision making and problem solving? Provide examples of both processes as they might occur in an organization.
Difficulty Level: E
8.02
Describe a decision-making or problem-solving event you have observed in an organization. How was that event influenced by organizational culture, by the nature of the problem, and by the participants' communication and technical competencies?
Difficulty Level: Mod
8.03
Describe the five methods for problem solving and provide examples of when each method might be used in an organization.
Difficulty Level: E
8.04
Of the five methods for problem solving, which do you tend to use more frequently and why?
Difficulty Level: E
8.05
Describe four problem-solving processes and provide examples of when each process might be used in an organization.
Difficulty Level: E
8.06
Of the four problem-solving processes, which do you favor in terms of organizational practicality and effectiveness? Explain.
Difficulty Level: E
8.07
Think of an effective decision maker or problem solver. Describe what you have observed that person do in terms of fact-finding and evaluation skills, interaction process capabilities, and the presenting of decisions and solutions to others.
Difficulty Level: Mod
8.08
Think of a poor decision maker and problem solver. Describe what you have observed that person do in terms of fact-finding and evaluation skills, interaction process capabilities, and the presenting of decisions and solutions to others.
Difficulty Level: Mod
8.09
Is a good decision maker automatically a good problem solver? Conversely, is a good problem solver also a good decision maker? Do the two skills necessarily go hand in hand? Reflect on the definitions of the processes and your own observations in organizational settings. Explain.
Difficulty Level: Dif
8.10
Compare and contrast decision making and problem solving.
Difficulty Level: E
8.11
Define:
A. The Standard Agenda - ___________________________________
_______________________________________________________
B. Brainstorming - __________________________________________
______________________________________________________
C. Experientially-Based Processes____________________________
_______________________________________________________
Difficulty Level: E
8.12
Explain why it is essential to use a problem-solving model appropriate to the issue or concern under consideration. Give examples.
Difficulty Level: E
8.13
Describe what ICTs mean for organizations and the issues surrounding technology usage.
Difficulty Level: Dif
ESSAY
Chapter 9
9.01
What is conflict and in what various contexts can it occur?
Difficulty Level: E
9.02
Do you agree that conflict in organizations is inevitable and is inherently neither good nor bad? Explain your answer.
Difficulty Level: E
9.03
Using Pondy's five basic conflict stages, describe a conflict episode you have observed in an organization. If the conflict was counterproductive, what would have made it more productive?
Difficulty Level: E
9.04
Describe a conflict episode in an organization. What conflict styles or orientations were exhibited by the participants? Was the use of these styles counterproductive or productive?
Difficulty Level: Mod
9.05
Describe a conflict episode in an organization which you have observed. What strategic objectives were adopted by the conflict participants? Were the objectives achieved?
Difficulty Level: Mod
9.06
Think of a conflict episode in an organization which you have observed. What communication tactics were utilized by the conflict participants? What was the result?
Difficulty Level: Mod
9.07
Think of an organization of which you have been a part. Based on the criteria of Jack Gibb, would you describe the climate of that organization as defensive or supportive? Explain.
Difficulty Level: E
9.08
Think of a counterproductive conflict episode that you have observed. Analyze that episode based on the steps of "Productive Conflict." At which step was the conflict handled counterproductively? What could have been done differently?
Difficulty Level: E
9.09
What specific steps or procedures would you recommend for any organization interested in handling conflict productivity?
Difficulty Level: E
9.10
Provide your personal definition of conflict.
Difficulty Level: E
9.11
Discuss the idea that conflict outcomes influence the quality of decisions in organizations and consume large amounts of organizational resources.
Difficulty Level: Dif
9.12
Is conflict good or bad? Explain your reasons for your answer.
Difficulty Level: E
9.13
Can an organization survive without conflict?
Difficulty Level: Mod
9.14
Examine one of your past group conflicts in an organization. Describe the conflict in terms of what you have learned about groups.
Difficulty Level: E
9.15
Define the term "emotional labor" and (1) discuss the connection with conflict. Use an example; (2) discuss how this condition affects employees. Use an example.
Difficulty Level: Mod
9.16
Give an example of incivility in an organization and discuss the role of conflict in creating the situation.
Difficulty Level: Mod
9.17
Discuss the communication strategies associated with coping with stress and burnout and provide specific examples of each.
Difficulty Level: E
9.18
Describe a situation where you experienced stress or burnout in an organization. What communication strategies did you use to handle the situation?
Difficulty Level: Mod
9.19
What are some of the causes of anger in organizations, and what communication responses might be most effective for resolving the associated conflict?
Difficulty Level: Mod
ESSAY
Chapter 10
10.01
What are the necessary skills and the responsibilities of the communication professional with regard to organizational innovation and change?
Difficulty Level: Mod
10.02
Describe the processes of innovation and change which include organizational accelerators, diffusion of innovation, stakeholder theory, and appreciative inquiry processes.
Difficulty Level: Mod
10.03
Which of the three models used by communication specialists do you prefer and why? The Purchase Model, The Doctor-Patient Model, or The Process Model? Describe a situation in which each model would be appropriate.
Difficulty Level: Mod
10.04
Think of a time when you observed an organization effectively engaging in planned development and/or change. Analyze that process of change in terms of the four basic activities: data collection, data evaluation, planning an implementation, and evaluation of results.
Difficulty Level: Mod
10.05
Think of a time when you observed an organization ineffectively engaged in planned development and/or change. Analyze that process of change in terms of the four basic activities: data collection, data evaluation, planning and implementation, and evaluation of results.
Difficulty Level: Mod
10.06
Describe the strengths and weaknesses of at least five data collection processes used in organizations to understand how to bring about change.
Difficulty Level: Dif
10.07
Describe the concept of the tipping point and contrast it to the diffusion of innovation approach.
Difficulty Level: Dif
10.08
Explain how the three communication specialist models use knowledge, sensitivity, skills, and values.
Difficulty Level: Mod
10.09
Describe Gladwells’s concept of the tipping point. What is it? What are some examples described in the text? List one other example not listed in the test.
10.10
Apply the appreciative inquiry 4D step process to a situation in your life. Describe your analysis.
ESSAY
Chapter 11
11.01
Describe how environmental scanning can or should influence strategic communication.
Difficulty Level: Dif
11.02
Discuss the importance of issues management.
Difficulty Level: Mod
11.03
What are some of the skills and responsibilities required of the media relations specialist?
Difficulty Level: E
11.04
Despite the common tendency to avoid the media when experiencing a negative event or organizational crisis, explain the benefits of having an organizational representative address the media.
Difficulty Level: Mod
11.05
Discuss the ethical implications of the growing use of computerized databases to store, organize, and retrieve consumer data. At what point are consumers’ rights to privacy violated?
Difficulty Level: Dif
11.06
Interpret the statement, "In one very real sense, public relations and marketing reflect the core objectives of the organization and its values."
Difficulty Level: Mod
11.07
Describe how the information age affects change in organizations.
Difficulty Level: Mod
11.08
What are some of the challenges involved in using environmental scanning?
Difficulty Level: Dif
11.09
Discuss the importance of risk and crisis communication. Describe the differences between the two. How should each influence planning?
Difficulty Level: Mod
11.10
Discuss the implications for public relations and marketing of increased use of social media by both organizations and individuals.
Difficulty Level: Dif
11.11
Describe a social media plan for the public relations and marketing department of your school. Explain your choices.
Difficulty Level: Dif
11.12
Describe the relationship between public relations and marketing.
Difficulty Level: Mod
11.13
Discuss how the global organizational environment challenges communication professionals.
Describe the competencies needed for effectiveness.
Difficulty Level: Mod
11.14
Describe various methods for evaluating the effectiveness of strategic organizational communication
Difficulty Level: Dif
ESSAY
Chapter 12
12.01
What is meant when we say that "in one sense, all careers are communication careers”?
Difficulty Level: E
12.02
What is the employment match and how can we engage in the exchange effectively?
Difficulty Level: E
12.03
What factors are most important to effective self-analysis for career planning? Describe.
Difficulty Level: Mod
12.04
Of the eight major career option areas in organizational communication, which area(s) do you find most interesting? What particular jobs and job titles in each area appeal to you and why?
Difficulty Level: E
12.05
Think of an organization of which you have been a member. Describe that organization's value system. Think about your individual value system. To what extent was or is there a similarity in terms of values?
Difficulty Level: Mod
12.06
Is the matching of individual competencies to the organization's needs a major factor in today's job market? Give some examples of your view.
Difficulty Level: E
12.07
Compare and contrast old and new career paradigms as described by Arthur, Claman, and DeFillippi.
Difficulty Level: M
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