Download BUS 271 Midterm Exam Solutions: Communication and Ethics in Business and more Exams Business Statistics in PDF only on Docsity!
SOLUTIONS DETAILED.
BUS 271 midterm EXAM 85 COMPLETE
SOLUTIONS DETAILED.
Downward communication - ANSWER the communication that flows from supervisor to employee, from policy makers to operating personnel, or from top to bottom on the organizational chart
-policies and procedures, organizational goals and strategies, work assignments, employee development
-job role/ responsibility
-performance appraisal (formal and informal)
-constructive criticism
-deserved praise and resognition
elements of downward communication: - ANSWER -teaching people how to perform their specific tasks
-orientation to a company's rules, practices, procedures, history and goals
-employees learn about the quality of their job performance
-involves both written and spoken methods
downward communication assumptions: - ANSWER -people at high risks in the organization, usually have greater knowledge of the organization's mission and goals than do people at lower levels
-both spoken and written messages tend to become larger as they move downward through organizational levels. this expansion results from attempts to prevent distortion and is more noticeable in written messages
-spoken messages are subject to greater changes in meaning than are written messages
upward communication - ANSWER the information that flows from the front lines of an organization to the top
-progress reports spoken and written
-results/ accomplishments
-problems/ clarifications
-ideas/ suggestions
SOLUTIONS DETAILED.
-feelings/ attitudes
involves risks
upward communication factors: - ANSWER -upward communication is primarily feedback to the requests and actions of the supervisors
-upward communication can be misleading bc lower-level employees often tell their supervisors what they think their supervisors want to hear. Therefore, their messages might contradict their true observations and perceptions
-upward communication frequently involves risks to an employee and is dependent on his or her trust in the supervisor.
-Employees will reject superficial attempts by management to obtain feedback.
horizontal (or lateral) communication - ANSWER -interactions between organizational units on the same hierarchical level
-coordination of interrelated activities
-problem solving efforts
synergy - ANSWER a situation in which the whole is greater than the sum of the parts
interferences - ANSWER barriers to effective communication
examples:
-differences in the sender and the receiver
-physical inferences in the channel
-mental distractions
[interferences] differences in the sender and the receiver - ANSWER -education level, experience, culture, and other characteristics
-increase the complexity of encoding and decoding a message
SOLUTIONS DETAILED.
unethical tone set by top management - ANSWER If top managers are not perceived as highly ethical, lower-level managers might be less ethical as a result. Employees have little incentive to act legally and ethically if their superiors do not set an example and encourage and reward such behavior. The saying "The speed of the leader is the speed of the pack" illustrates the importance of leading by example.
uncertainty about whether an action is wrong - ANSWER Many times, company personnel are placed in situations in which the line between right and wrong is not clearly defined. When caught in this gray area, the perplexed employee asks, "How far is too far?"
Unwillingness to take a stand for what is right. - ANSWER Often employees know what is right or wrong but are not willing to take the risk of challenging a wrong action. They might lack the confidence or skill needed to confront others with sensitive legal or ethical issues. They might remain silent and then justify their unwillingness to act.
intrapersonal communication - ANSWER -Communication within oneself
-Not considered by some to be true communication as it does not involve a separate sender and receiver
-ex: Individual considers how others respond to his or her verbal and/or nonverbal communication
interpersonal communication - ANSWER -Communication between two people
-Task goal is to accomplish work confronting them
-Maintenance goal is to feel better about themselves and each other because of their interaction
-ex: Supervisor and subordinate, two coworkers
intercultural communication barriers - ANSWER -ethnocentrism
-stereotypes
-interpretation of time
-personal space requirements
-body language
-translation limitations
SOLUTIONS DETAILED.
ethnocentrism - ANSWER Problems occur between people of different cultures primarily because people tend to assume that their own cultural norms are the right way to do things. They wrongly believe that the specific patterns of behavior desired in their own cultures are universally valued. This belief is certainly natural; but learning about other cultures and developing sensitivity will help minimize ethnocentric reactions when dealing with other cultures.
stereotypes - ANSWER We often form a mental picture of the main characteristics of another group, creating preformed ideas of what people in this group are like. These pictures, called stereotypes, influence the way we interact with members of the other group. When we observe a behavior that conforms to the stereotype, the validity of the preconceived notion is reinforced. We often view the other person as a representative of a class of people rather than as an individual. People of all cultures have stereotypes about other cultural groups they have encountered. These stereotypes can interfere with communication when people interact on the basis of the imagined representative and not the real individual.
interpretation of time - ANSWER The study of how a culture perceives time and its use is called chronemics. In the United States, we have a saying that "time is money." Canadians, like some northern Europeans who are also concerned about punctuality, make appointments, keep them, and complete them, and waste no time in the process. In some other cultures, time is the cheapest commodity and an inexhaustible resource; time represents a person's span on Earth, which is only part of eternity. To these cultures, engaging in long, casual conversations prior to serious discussions or negotiations is time well spent in establishing and nurturing relationships. On the other hand, the time-efficient American businessperson is likely to fret about wasting precious time.
personal space requirements - ANSWER Space operates as a language just as time does. The study of cultural space requirements is known as proxemics. In all cultures, the distance between people functions in communication as "personal space" or "personal territory." In the United States, for example, for intimate conversations with close friends and relatives, individuals are willing to stay within about a foot and a half of each other; for casual conversations, up to two or three feet; for job interviews and personal business, four to twelve feet; and for public occasions, more than twelve feet. However, in many cultures outside the United States, closer personal contact is accepted, or greater distance might be the norm.
body language - ANSWER The study of body language is known as kinesics. Body language is not universal, but, instead, is learned from one's culture. Even the most basic gestures have varying cultural meanings—the familiar North American symbol for "okay" means zero in France, money in Japan, and
SOLUTIONS DETAILED.
-Empathetic listening. Empathy occurs when a person attempts to share another's feelings or emotions.
empathetic listening - ANSWER Empathy occurs when a person attempts to share another's feelings or emotions. Counselors attempt to use empathetic listening in dealing with their clients, and good friends listen empathetically to each other. Empathy is a valuable trait developed by people skilled in interpersonal relations. When you take the time to listen to another, the courtesy is usually returned
When listening empathetically: - ANSWER -Avoid preoccupation with your own problems. Talking too much and giving strong nonverbal signals of disinterest destroy others' desire to talk.
-Remember that total empathy can never be achieved simply because no two people are exactly alike. The more similar our experiences, however, the better the opportunity to put ourselves in the other person's shoes. Listening with empathy involves some genuine tact along with other good listening habits.
intensive listening - ANSWER When you listen to obtain information, solve problems, or persuade or dissuade (as in arguments), you are engaged in intensive listening. Intensive listening involves greater use of your analytical ability to proceed through problem-solving steps.
When listening intensively: - ANSWER -Become a good summarizer.
-Trace the development of the discussion, and then move from there to your own analysis.
bad listening habits - ANSWER -Faking attention.
-Allowing disruptions.
-Over listening.
-Stereotyping.
-Dismissing subjects as uninteresting.
-Failing to observe nonverbal aids.
faking attention - ANSWER Have you ever been introduced to someone only to realize 30 seconds later that you missed the name? We can look directly at a person, nod, smile, and pretend to be listening.
SOLUTIONS DETAILED.
allowing disruptions - ANSWER We welcome disruptions of almost any sort when we are engaged in somewhat difficult listening. The next time someone enters your classroom or meeting room, notice how almost everyone in the room turns away from the speaker, and the topic, to observe the latecomer.
over listening - ANSWER When we attempt to record many details in writing or in memory, we can over listen and miss the speaker's major points.
stereotyping - ANSWER We make spontaneous judgments about others based on such issues as appearances, mannerisms, dress, and speech delivery. If a speaker doesn't meet our standards in these areas, we simply turn off our listening and assume the speaker can't have much to say.
dismissing subjects as uninteresting - ANSWER People tend to use disinterest as a rationale for not listening. Unfortunately, the decision is usually made before the topic is ever introduced. A good way to lose an instructor's respect when you have to miss class is to ask, "Are we going to do anything important in class today?"
failure to observe nonverbal aids - ANSWER To listen effectively, you must observe the speaker. Facial expressions and body motions always accompany speech and contribute a lot to messages
The four stages of team development include the following: - ANSWER 1) forming
storming
norming
performing
forming - ANSWER becoming acquainted with each other and the assigned task
-stage one of team development, in which team members become acquainted with each other and the assigned task
storming - ANSWER dealing with conflicting personalities, goals, and ideas
-stage two of team development, in which team members deal with conflicting personalities, goals, and ideas
SOLUTIONS DETAILED.
effective meetings - ANSWER -identify the purpose of the meeting
-limit minute length and frequency
-make satisfactory arrangements
-distribute the agenda well in advanced
-encourage participation
-maintain order
-manage conflict
-seek consensus
-prepare thorough minutes
-identify the purpose of the meeting - ANSWER Meetings typically have various purposes: to inform, to gather information, and to make decisions. Consider whether sending an email would be a better option as a channel choice.
-limit minute length and frequency - ANSWER Any meeting held for longer than an hour, or more frequently than once a month should be scrutinized. Ask yourself whether the meeting is necessary. Perhaps the purpose can be achieved in another way, such as email, instant messaging, or telephone.
-make satisfactory arrangements - ANSWER Select a date and time convenient for the majority of expected participants. For face-to-face meetings, plan the meeting site with consideration for appropriate seating for attendees, media equipment, temperature and lighting, and necessary supplies. For electronic meetings, check hardware and software and connectivity components.
-distribute the agenda well in advanced - ANSWER Having the agenda prior to the meeting allows participants to know what is expected of them.
agenda - ANSWER The agenda is a meeting outline that includes important information: date, beginning and ending times, place, topics to be discussed, and responsibilities of those involved.
SOLUTIONS DETAILED.
-encourage participation - ANSWER Although it is certainly easier for one person to make decisions, the quality of decision making is often improved by involving the team. Rational decision making may begin with brainstorming, that is, the generation of many ideas by team members. Brainstormed ideas can then be discussed and ranked, followed by some form of voting.
maintain order - ANSWER An organized democratic process ensures that the will of the majority prevails; the minority is heard; and group goals are achieved as expeditiously as possible. Proper parliamentary procedure may be followed in formal meetings, as outlined in sources such as Robert's Rules of Order and Jones' Parliamentary Procedure at a Glance. For less formal meetings, the use of parliamentary procedure may not be necessary to ensure effective contribution by attendees.
manage conflict - ANSWER In an autocratic organization, conflict might be avoided because employees are conditioned to be submissive. Such an environment, however, leads to smoldering resentment. On the other hand, conflict is a normal part of any team effort and can lead to creative discussion and superior outcomes. Maintaining focus on issues and not personalities helps ensure that conflict is productive rather than destructive.
seek consensus - ANSWER Although unanimous agreement on decisions is an optimal outcome, total agreement cannot always be achieved. Consensus represents the collective opinion of the group, or the informal rule that all team members can live with at least 70% of what is agreed upon.
prepare thorough minutes - ANSWER Minutes provide a concise record of meeting actions, ensure the tracking and follow-up of issues from previous meetings, and assist in the implementation of previously reached decisions.
various resume formats - ANSWER -chronological
-functional
-chrono-functional
chronological resume - ANSWER the traditional organizational format for résumés, with headings that spotlight an applicant's education and experience
SOLUTIONS DETAILED.
reference protocols - ANSWER -Listing names, addresses, phone numbers, and email addresses of people who can provide information about you adds credibility to the résumé.
-Employers, former employers, and college instructors are good possibilities.
structured interview - ANSWER -the interviewer follows a predetermined agenda, including a checklist of questions and statements designed to elicit necessary information and reactions from the interviewee.
-Because each applicant answers the same questions, the interviewer has comparable data to evaluate.
unstructured interview - ANSWER -a free-wheeling exchange and can shift from one subject to another, depending on the interests of the participants.
-Some experienced interviewers are able to make a structured interview seem unstructured.
-The goal of many unstructured interviews is to explore unknown areas to determine the applicant's ability to speak comfortably about a wide range of topics.
stress interview - ANSWER -designed to place the interviewee in an anxiety-producing situation so that an evaluation can be made of the interviewee's performance under stress
-In all cases, interviewees should attempt to assess the nature of the interview quickly and adjust behavior accordingly
virtual interview - ANSWER -help widen the applicant pool, decrease the cost of travel because they can be conducted regardless of geography, and fill the position more quickly.
-The consensus is that the video interview is excellent for screening applicants, but a face-to-face interview is appropriate whenever possible for the important final interview.
-allow students to meet large companies whose representatives typically would not visit colleges with small applicant pools, and to interview with companies whose representatives could not travel because of financial constraints or other reasons.
Behavioral interview questions - ANSWER -These questions are designed to challenge you to provide evidence of your skills or the behaviors required to perform the job. Rather than asking applicants how they feel about certain things, interviewers are finding that asking potential employees for specific examples to illustrate their answers is a more objective way to evaluate applicants' skills.
SOLUTIONS DETAILED.
-a method used by employers to gather information about past behavior work patterns or events t0 use as an indicator for future performance in the workplace.
STAR - ANSWER use star method to respond to behavioral interview questions
-situation: set up the scenario, or describe the situation that you were in
-task: identify the task or the problem that confronted you
-action: explain the specific action you took
-result: describe the results of your action
favorable v. nonfavorable - ANSWER
nonverbal communication - ANSWER If the interviewer's eyes are glazing over, end your answer, but expand it if eyes are bright and the head is nodding vigorously. If the interviewer is from a different culture, be conscious of subtle differences in nonverbal communication that could affect the interviewer's perception of you. For example, a North American interviewer who sees eye contact as a sign of trust might perceive an Asian female who keeps her eyes lowered as a sign of respect to be uninterested or not listening.* Women should also be aware of typical "feminine behavior" during the interview. For instance, women nod more often than men when an interviewer speaks. Women are also likely to smile more and have a rising intonation at the end of sentences; such behaviors can convey a subservient attitude
illegal interview questions - ANSWER As interviewers may ask illegal questions because of lack of training or an accidental slip, you must decide how to respond. You can refuse to answer and state that the question is improper, though you risk offending the interviewer. A second option is to answer the inappropriate question, knowing it is illegal and unrelated to job requirements. A third approach is to provide a low-key response such as "How does this question relate to how I will do my job?" or to answer the legitimate concern that likely prompted the question. For example, an interviewer who asks, "Do you plan to have children?" is probably concerned about how long you might remain on the job
finding the right job - ANSWER
asking for a recommendation - ANSWER -Remind the reference that he or she had previously agreed to supply information about you
