Name:
Class:
Date:
chapter 1
Copyright Cengage Learning. Powered by Cognero.
Page 1
Indicate whether the statement is true or false.
1. Elton Mayo discovered in the Hawthorne studies that employees create their own informal networks.
a. True
b. False
2. Organizational culture is the collection of shared beliefs, values, rituals, stories, and myths that foster a feeling of
community among organizational members.
a. True
b. False
3. The study of interpersonal relations is more interested in the “why” of human behavior and less on how the knowledge
can be applied to address problems in our work and personal lives.
a. True
b. False
4. Low organizational trust can result in low productivity, poor communication, and slow decision making.
a. True
b. False
5. Mergers and downsizing have increased the value of having good interpersonal skills.
a. True
b. False
6. The family has little influence on individuals’ behavior at work.
a. True
b. False
7. Employees rather than organizations benefit from a commitment to total person development.
a. True
b. False
8. A major function of group membership is that it satisfies social needs.
a. True
b. False
9. Many employees need training to become a team member.
a. True
b. False
10. Managers spend a great deal of their time involved in conflict resolution in the normal course of their work.
a. True
b. False
Name:
Class:
Date:
chapter 1
Copyright Cengage Learning. Powered by Cognero.
Page 2
11. The human relations movement did not affect the perceived role of either the worker or the organization.
a. True
b. False
12. Managing healthy, effective interpersonal relationships requires that we also manage the relationship with ourselves.
a. True
b. False
13. Worker behavior on the job is frequently a reflection of how well the work environment accommodates each worker’s
unique characteristics.
a. True
b. False
14. Individuals who are laid off during a round of downsizing are very unlikely to pursue nonstandard job opportunities.
a. True
b. False
15. Career success is often a reflection of the strength of one’s interpersonal skills.
a. True
b. False
16. The psychologist who developed the often-used “hierarchy of needs” was Abraham Maslow.
a. True
b. False
17. Scientific management worked in theory, but in some cases it dehumanized the workplace.
a. True
b. False
18. Trust is a building block of all successful relationships with coworkers, customers, family members, and friends.
a. True
b. False
19. Every organization has its own distinct organizational culture that makes it unique.
a. True
b. False
20. The quality of one’s work is related to one’s ability to cope with family problems.
a. True
b. False
Indicate the answer choice that best completes the statement or answers the question.
Name:
Class:
Date:
chapter 1
Copyright Cengage Learning. Powered by Cognero.
Page 3
21. The major theme of interpersonal relations that deals with an individual’s understanding of how his/her behavior
affects others is
a. communication.
b. self-awareness.
c. motivation.
d. trust.
22. People skills are usually described as having which of the following abilities?
a. Internal motivation and general enthusiasm
b. Managing time effectively and teamwork
c. Technical abilities and good interaction with people
d. Good interaction with people and thinking skills
23. The Hawthorne studies contributed to the development of interpersonal relations through the discovery
a. of the characteristics of effective managers.
b. that breaking jobs into specialized tasks increased worker productivity.
c. of the informal organization network that exists among workers.
d. that workers need training to be effective in their jobs.
24. In Whole Foods Market, the organization and employees value their customers and consistently strive to provide
service that “satisfies and delights.” In return, employees’ efforts are valued and their results are rewarded. In this
example, work behavior is influenced by
a. organizational culture.
b. job influence.
c. family influence.
d. motivation.
25. Many companies are improving interpersonal relations by
a. attempting to establish a strong financial structure to ensure employee satisfaction.
b. using technology to enhance employee involvement in management decisions.
c. organizing their workers into teams in which each employee plays a part.
d. offering more services to stockholders.
26. In general, the means by which we come to an understanding of ourselves and others is
a. organizational culture.
b. trust.
c. self-acceptance.
d. communication.
Case 1.1
John and Mabel’s company, High-Tech Solutions, is a medium-sized high-tech firm with a core employee group of highly
skilled professionals. Around this core is a group of twice as many part-time contract programmers and other computer
professionals. As they win programming contracts, they hire contract workers. When work slows, they let the part-timers
go but keep their core group. Their target industries are facing increasing government scrutiny and possible regulation due
to the number of firms that are doing poor work and causing long-term problems for customers.
Name:
Class:
Date:
chapter 1
Copyright Cengage Learning. Powered by Cognero.
Page 4
John believes that, when hiring for either the core group or for the part-time work force, they must consider not only each
candidate’s technical work skills and competency but also several other factors as well: the candidate’s emotional control,
team orientation, self-awareness, and self-esteem, and what the company has to offer the candidate in terms of family
support. Mabel agrees to a degree. She thinks that the key to productivity and quality is hiring the right people, but she
wants to focus more on technical competencies and less on the other areas John mentions.
High-Tech Solutions uses teams extensively. Employees are trained in how to work in teams, handle conflict, work
cooperatively, etc. Joan, a five-year veteran at High-Tech, plays softball in a church league with several of her coworkers.
She has asked for investment advice from a couple of the work-group members who are heavily into the stock market.
She, in general, highly enjoys her work because of the relationships she has with her coworkers. In sharp contrast, one of
the new employees is having a hard time with her supervisor. She wants greater independence and more affirming
feedback. The supervisor wants to be sure the new employee can do her job, so he is supervising closely and is giving a
lot of corrective feedback.
27. Refer to Case 1.1. The new employee’s difficulty with her supervisor is an example of
a. a current growing trend that makes human relations skills important in the workplace.
b. sexual harassment.
c. the challenge of managing one of the key human relationships each of us has.
d. the concept of providing a supportive work environment for today‘s employee.
28. The study of human relations broadly analyzes
a. workplace relations, dilemmas, and strategies.
b. human behavior, prevention strategies, resolution of behavioral problems, and self-development.
c. the relationship between human behavior and technological advances.
d. individual behavior patterns.
29. The Industrial Revolution had a profound effect on
a. management structure.
b. the role of the worker.
c. benefit costs.
d. family dynamics.
30. Studies have shown that the primary reason people fail at their jobs is that
a. they were not trained.
b. their job descriptions did not match expectations.
c. they lack desirable personal qualities and problem-solving skills.
d. their technical skills are lacking.
31. Peter’s workplace contains a gym and on-grounds day care service. The company also offers employees monthly
seminars on a wide range of topics such as stress management and living on a budget. Peter’s employer demonstrates an
appreciation for developing
a. the total person.
b. diversity.
c. group membership.
d. organizational values.
Name:
Class:
Date:
chapter 1
Copyright Cengage Learning. Powered by Cognero.
Page 5
32. Christine is a manager at a consumer electronics retailer. She often works 12–15 hour days and pushes herself and the
employees she oversees to work towards perfection. They feel that in order to succeed, they must adopt the same work
behaviors, despite feeling stressed and burnt out. Work behavior of the employees is most influenced by
a. their personal characteristics.
b. the organizational culture.
c. supervisory-management personnel.
d. work group membership.
33. The increase in workplace incivility particularly threatens which of the essentials of good interpersonal relations?
a. Teamwork and group relations
b. Assembly productivity
c. Appropriate use of workplace technology
d. Relationships between supervisors and subordinates
Case 1.1
John and Mabel’s company, High-Tech Solutions, is a medium-sized high-tech firm with a core employee group of highly
skilled professionals. Around this core is a group of twice as many part-time contract programmers and other computer
professionals. As they win programming contracts, they hire contract workers. When work slows, they let the part-timers
go but keep their core group. Their target industries are facing increasing government scrutiny and possible regulation due
to the number of firms that are doing poor work and causing long-term problems for customers.
John believes that, when hiring for either the core group or for the part-time work force, they must consider not only each
candidate’s technical work skills and competency but also several other factors as well: the candidate’s emotional control,
team orientation, self-awareness, and self-esteem, and what the company has to offer the candidate in terms of family
support. Mabel agrees to a degree. She thinks that the key to productivity and quality is hiring the right people, but she
wants to focus more on technical competencies and less on the other areas John mentions.
High-Tech Solutions uses teams extensively. Employees are trained in how to work in teams, handle conflict, work
cooperatively, etc. Joan, a five-year veteran at High-Tech, plays softball in a church league with several of her coworkers.
She has asked for investment advice from a couple of the work-group members who are heavily into the stock market.
She, in general, highly enjoys her work because of the relationships she has with her coworkers. In sharp contrast, one of
the new employees is having a hard time with her supervisor. She wants greater independence and more affirming
feedback. The supervisor wants to be sure the new employee can do her job, so he is supervising closely and is giving a
lot of corrective feedback.
34. Refer to Case 1.1. By focusing on the competencies of the worker, with which behavior-influencing force is Mabel
concerned?
a. Family influence
b. Personal characteristics
c. Work group influence
d. Job influence
35. From an interpersonal relations perspective, major forces that influence work behavior include
a. the general state of the economy.
b. the organizational culture, supervisory-management personnel, and group cohesiveness.
c. the physical characteristics of the workplace environment.
d. the technological methods and infrastructure used to accomplish an organization’s work processes.
Name:
Class:
Date:
chapter 1
Copyright Cengage Learning. Powered by Cognero.
Page 6
36. Frederick Taylor’s scientific management theory basically argued that
a. productivity could be improved by breaking jobs into specialized tasks and reducing the number of motions and
time-wasting efforts involved.
b. the informal organization that workers formed through their relationships was the key to productivity.
c. there were other ways besides human relations to humanize the workplace.
d. organizations needed to determine how to tap workers’ desire to perform.
37. When the degree of _____ in a company is low, the flow of information declines as a result.
a. conflict resolution
b. self-disclosure
c. trust
d. self-assessment
Case 1.1
John and Mabel’s company, High-Tech Solutions, is a medium-sized high-tech firm with a core employee group of highly
skilled professionals. Around this core is a group of twice as many part-time contract programmers and other computer
professionals. As they win programming contracts, they hire contract workers. When work slows, they let the part-timers
go but keep their core group. Their target industries are facing increasing government scrutiny and possible regulation due
to the number of firms that are doing poor work and causing long-term problems for customers.
John believes that, when hiring for either the core group or for the part-time work force, they must consider not only each
candidate’s technical work skills and competency but also several other factors as well: the candidate’s emotional control,
team orientation, self-awareness, and self-esteem, and what the company has to offer the candidate in terms of family
support. Mabel agrees to a degree. She thinks that the key to productivity and quality is hiring the right people, but she
wants to focus more on technical competencies and less on the other areas John mentions.
High-Tech Solutions uses teams extensively. Employees are trained in how to work in teams, handle conflict, work
cooperatively, etc. Joan, a five-year veteran at High-Tech, plays softball in a church league with several of her coworkers.
She has asked for investment advice from a couple of the work-group members who are heavily into the stock market.
She, in general, highly enjoys her work because of the relationships she has with her coworkers. In sharp contrast, one of
the new employees is having a hard time with her supervisor. She wants greater independence and more affirming
feedback. The supervisor wants to be sure the new employee can do her job, so he is supervising closely and is giving a
lot of corrective feedback.
38. Refer to Case 1.1. Joan’s satisfaction on the job is likely due to which of the following?
a. Satisfied social needs and emotional support from her colleagues
b. Good stock market advice
c. Excellent relations with her supervisors
d. Status as a core employee
39. Individuals can achieve greater satisfaction from their careers and personal lives when they successfully manage
a. their relationship with themselves.
b. their one–to-one relationships.
c. their group member relationships.
d. All of these
40. Self-disclosure is considered a major theme of interpersonal relations because
a. the ability to express anger is the best way to resolve conflicts.
Name:
Class:
Date:
chapter 1
Copyright Cengage Learning. Powered by Cognero.
Page 7
b. it helps stop rumors in the workplace.
c. the opportunity to express frustration will result in improved customer service.
d. it helps eliminate unnecessary guessing games.
41. Organizations that address conditions in employees’ personal lives and offer programs in total personal development
discover
a. distraction from organizational vision.
b. lower worker productivity.
c. increased worker commitment and efficiency.
d. higher employee turnover.
42. Over time, efforts to improve productivity in the workplace have
a. focused more on plant layout and mechanical processes.
b. had little effect on improvements in productivity.
c. offered organizations a simplified perception of employees.
d. reflected a shift in values and concerns, from things to people.
Case 1.1
John and Mabel’s company, High-Tech Solutions, is a medium-sized high-tech firm with a core employee group of highly
skilled professionals. Around this core is a group of twice as many part-time contract programmers and other computer
professionals. As they win programming contracts, they hire contract workers. When work slows, they let the part-timers
go but keep their core group. Their target industries are facing increasing government scrutiny and possible regulation due
to the number of firms that are doing poor work and causing long-term problems for customers.
John believes that, when hiring for either the core group or for the part-time work force, they must consider not only each
candidate’s technical work skills and competency but also several other factors as well: the candidate’s emotional control,
team orientation, self-awareness, and self-esteem, and what the company has to offer the candidate in terms of family
support. Mabel agrees to a degree. She thinks that the key to productivity and quality is hiring the right people, but she
wants to focus more on technical competencies and less on the other areas John mentions.
High-Tech Solutions uses teams extensively. Employees are trained in how to work in teams, handle conflict, work
cooperatively, etc. Joan, a five-year veteran at High-Tech, plays softball in a church league with several of her coworkers.
She has asked for investment advice from a couple of the work-group members who are heavily into the stock market.
She, in general, highly enjoys her work because of the relationships she has with her coworkers. In sharp contrast, one of
the new employees is having a hard time with her supervisor. She wants greater independence and more affirming
feedback. The supervisor wants to be sure the new employee can do her job, so he is supervising closely and is giving a
lot of corrective feedback.
43. Refer to Case 1.1. John’s approach to hiring is an example of the concept of hiring
a. the total person.
b. a diverse work force.
c. an internationally oriented work force.
d. through structured interviewing.
44. One reason that the importance of interpersonal relations in business is increasing is
a. organizations’ ability to demonstrate bottom-line results.
b. the increasing isolation of the work through the use of computer technology.
c. organizations’ increasing customer service orientation.
Name:
Class:
Date:
chapter 1
Copyright Cengage Learning. Powered by Cognero.
Page 8
d. the decreasing costs of implementing human relations programs.
Case 1.1
John and Mabel’s company, High-Tech Solutions, is a medium-sized high-tech firm with a core employee group of highly
skilled professionals. Around this core is a group of twice as many part-time contract programmers and other computer
professionals. As they win programming contracts, they hire contract workers. When work slows, they let the part-timers
go but keep their core group. Their target industries are facing increasing government scrutiny and possible regulation due
to the number of firms that are doing poor work and causing long-term problems for customers.
John believes that, when hiring for either the core group or for the part-time work force, they must consider not only each
candidate’s technical work skills and competency but also several other factors as well: the candidate’s emotional control,
team orientation, self-awareness, and self-esteem, and what the company has to offer the candidate in terms of family
support. Mabel agrees to a degree. She thinks that the key to productivity and quality is hiring the right people, but she
wants to focus more on technical competencies and less on the other areas John mentions.
High-Tech Solutions uses teams extensively. Employees are trained in how to work in teams, handle conflict, work
cooperatively, etc. Joan, a five-year veteran at High-Tech, plays softball in a church league with several of her coworkers.
She has asked for investment advice from a couple of the work-group members who are heavily into the stock market.
She, in general, highly enjoys her work because of the relationships she has with her coworkers. In sharp contrast, one of
the new employees is having a hard time with her supervisor. She wants greater independence and more affirming
feedback. The supervisor wants to be sure the new employee can do her job, so he is supervising closely and is giving a
lot of corrective feedback.
45. Refer to Case 1.1. This example illustrates the need for strong interpersonal relations skills by alluding to the
contemporary business-world trend(s) of
a. customer service orientation.
b. team organization.
c. increasing use of temporary and part-time workers.
d. All of these
Enter the appropriate word(s) to complete the statement.
46. Seven broad themes that emerge from the study of human relations are communication, self-awareness, self-
acceptance, motivation, trust, self-disclosure, and ____________________.
47. ____________________ refers to the interaction and ad–hoc network of relationships amongst workers in an
organization.
48. The satisfaction of social needs, the provision of emotional support, and assistance in problem solving are the three
main functions of ____________________.
49. Increasing ____________________ means acquiring a better understanding of who you are and how your behavior
influences other people.
50. ____________________ usually reflects the deeply held values and behaviors of a small group of individuals within
of a firm.
51. Elton Mayo’s study of the effect of illumination, ventilation, and fatigue on production workers came to be known as
the ____________________.
Name:
Class:
Date:
chapter 1
Copyright Cengage Learning. Powered by Cognero.
Page 9
52. ____________________ is the study of why our beliefs, attitudes, and behaviors sometimes cause relationship
problems in both our personal and work lives and how we can prevent or resolve these problems.
53. Around the turn of the century, Frederick Taylor and other researchers tried to increase efficiency and productivity by
applying the theory of ____________________.
54. ____________________ is closely related to trust because being open with other people builds trust and enhances
communication.
55. The concept that a person’s characteristics are interdependent and part of a single employable system is referred to as
the ____________________ concept.
56. Discuss why developing effective interpersonal relations in today’s workplace can be very challenging.
57. Explain the Hawthorne studies and how they contributed to the human relations movement.
58. There are seven broad themes that emerge from the study of human relations. Identify three, and explain their
influence on human relations skills.
59. List and describe three of the trends in the workplace that have given a new dimension of importance to human
relations.
60. What impact did Taylor’s scientific management have on the development of human relations?
61. In what ways will you benefit from studying human relations in the new millennium?
62. Identify and describe three major forces that influence behavior at work.
63. There are seven major themes that emerge in the study of human relations. Identify them and discuss how they impact
human relations in the workplace.
64. Explain the term “total person.” Discuss how organizations can promote total person development within their
employees and what benefits they can gain by doing so.
65. Several trends in society make the development of human relations competency critically important to employees.
Identify five of the six trends, and explain each.
Name:
Class:
Date:
chapter 1
Copyright Cengage Learning. Powered by Cognero.
Page 10
Answer Key
1. True
2. True
Name:
Class:
Date:
chapter 1
Copyright Cengage Learning. Powered by Cognero.
Page 11
43. a
44. c
45. d
46. conflict resolution
Name:
Class:
Date:
chapter 1
Copyright Cengage Learning. Powered by Cognero.
Page 12
Name:
Class:
Date:
chapter 1