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Documenting the formal performance appraisal review is not recommended because it will create a more defensive climate between the interviewer and interviewee. Answer: Your author suggests that it is not effective for an organization to develop symbolic reminders of the […]

Which statements are true? a. Few employees receive useful feedback about their performance b. A company should place more emphasis on designing an effective formal performance appraisal process than on communicating informal feedback c. A manager should focus only on […]

Clampitt, Communicating for Managerial Effectiveness 5e Instructor Resources: Testbank 1 Chapter 1: Understanding Communication Multiple Choice 1. Your author discusses numerous propositions about communication. An implication of them for managers is that they need to ___ a. explore the context […]

Clampitt, Communicating for Managerial Effectiveness 5e Instructor Resources: Testbank 1 Chapter 2: Examining Communication Approaches Multiple Choice 1. What Type of manager would mostly likely say, “Being able to clearly and precisely put thoughts into words.” a. Arrow b. Circuit […]

Clampitt, Communicating for Managerial Effectiveness 5e Instructor Resources: Testbank 1 Chapter 3: Scrutinizing Ethical Issues Multiple Choice 1. An employee goes public with information about safety abuses in the organization. This is an example of a. ambiguity b. gossip c. […]

Clampitt, Communicating for Managerial Effectiveness 5e Instructor Resources: Testbank 1 Chapter 4: Imparting the Organizational Culture Multiple Choice 1. What does the author recommend in communicating the organizational culture? a. craft actionable cultural statements b. link values with specific behaviors […]

Clampitt, Communicating for Managerial Effectiveness 5e Instructor Resources: Testbank 1 Chapter 5: Selecting and Using Communication Technologies Multiple Choice 1. “The potential benefits that could have been received by selecting an alternate channel” best defines what type of channel cost? […]

Clampitt, Communicating for Managerial Effectiveness 5e Instructor Resources: Testbank 1 Chapter 6: Managing Data, Information, Knowledge and Action Multiple Choice 1. “Data which provides relevant clues or news” best defines a. data b. information c. knowledge d. action 2. ____ […]

Clampitt, Communicating for Managerial Effectiveness 5e Instructor Resources: Testbank 1 Chapter 7: Providing Performance Feedback Multiple Choice 1. The basic questions to address when developing a successful feedback system include all of the following except a. Do employees know their […]

Clampitt, Communicating for Managerial Effectiveness 5e Instructor Resources: Testbank Chapter 8: Communicating Across Organizational Boundaries Multiple Choice 1. ___ bring together people from different departments to manage a project. a. brainstorming sessions b. matrix teams c. cross-functional teams d. parallel […]

Clampitt, Communicating for Managerial Effectiveness 5e Instructor Resources: Testbank 1 Chapter 9: Communicating About Change Multiple Choice 1. The central focus of the ____ approach is not on who champions the change, but on what is right in the given […]

Clampitt, Communicating for Managerial Effectiveness 5e Instructor Resources: Testbank 1 Chapter 10: Cultivating the Innovative Spirit Multiple Choice 1. The evaluation criteria, “Is the idea possible?” is the critical question to ask in what stage? a. idea generation b. feasibility […]

Clampitt, Communicating for Managerial Effectiveness 5e Instructor Resources: Testbank 1 Chapter 11: Building a World-Class Communication System Multiple Choice 1. The message strategy where managers shower employees with all kinds of information, hoping that employees will be able to sort […]

The “Sample Appraisal Interview” presented in the chapter between the banking employee, Chris, and the manager, provides an example of a “best practices” approach to conducting a formal appraisal interview. Answer: A ___ success occurs when the results are positive […]

An employee anonymously passes on information to his supervisor that another worker is selling corporate secrets to a competitor. This is an example of a. whistle-blowing b. secrecy c. leaks d. lying Answer: The basic questions to address when developing […]

Creating strategic knowledge-sharing communities is an effective way to manage the knowledge-action relationship. Answer: In deciphering meaning, the content of communication is usually more important than the context of communication. Answer: false In her book, Secrets, Sissela Bok admonishes that […]