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Gender bias consists of
a. any unwanted behavior toward a member of another sex.
b. the differences in the way men and women express their ideas verbally.
c. discrimination on the basis of gender.
d. all of these.
A bias in the workplace in favor of heterosexuality is known as homophobia.
Case 2.1
B.F.E., Inc. is changing its employee benefits plan. Some of the changes will be positive
and some will take current benefits away. As vice president of human resources,
Cynthia is concerned that the communication to the employees be as accurate as
possible. When the changes are communicated from management to the employees, a
small group of employees reacts negatively. The employees don't like the changes and
feel the company once again is taking advantage of them, even though the positive
changes outweigh what is being taken away. A representative is sent to Cynthia to
express their concerns. Cynthia is very concerned that she understand this group's
concerns.
Refer to Case 2.1. The best way for B.F.E. to encourage feedback from the employees is
to
a. create a nonthreatening environment.
b. communicate the plan change in a memo.
c. remember that women will be concerned with people issues, men with events and
things.
d. make the employees accept responsibility for understanding the communication.
Case 10.1
Antonio's company has an employee orientation program; an extensive employee
performance review program; and encourages managers to praise, write letters of
appreciation for jobs well done, and take the time to listen to their employees. Years
ago, the company began a positive reinforcement program. Managers were initially
reluctant to support the program because they expected employees to begin demanding
pay raises. But the company kept working at it, and eventually the program was
accepted. Then, in order to increase quality and productivity, assembly-line workers
were paid based on piecework for each acceptable component that they built. When the
incentive programs were first introduced, employees competed with each other,
teamwork was destroyed, and interpersonal relations dropped to an all-time low. Now
the incentive programs and other positive reinforcement programs seem to be working.
However, due to cutbacks in management levels and increasing work demands,
managers are finding it harder and harder to determine which employees most deserve
recognition.
Refer to Case 10.1. The managers' initial resistance to the positive reinforcement
program is an example of which barrier to positive reinforcement programs?
a. Preoccupation with self
b. The "Too Busy" Syndrome
c. Misconceptions about positive reinforcement
d. Failing to identify commendable actions
When individuals are in Zone 2, they are most likely to
a. display their predominant style with low intensity.
b. display their style with so much intensity they are in danger of overload.
c. show their style with moderate intensity and are fairly easy to identify.
d. not be able to demonstrate flexibility or versatility in style.
Understanding what motivates anyone is not easy because each individual has different
a. values, attitudes, and needs.
b. career paths.
c. employers.
d. obligations.
____________________ communication is a one-way process that transfers basic
instructions such as instructions, policies, and data.
In an era of widespread cultural change within the United States,
a. minority groups must yield to the cultural norms of the majority.
b. multiculturalism presents few challenges to the typical organization.
c. members of the mainstream culture must learn the customs and practices of minority
groups, including new immigrants, and take care to avoid giving offense.
d. cultural norms of minority groups are so similar to those of the mainstream culture,
that knowing the norms of the majority is sufficient for business success.
The bundle of facts, opinions, beliefs, and perceptions about yourself can be described
as your
a. self-respect.
b. self-efficacy.
c. self-esteem.
d. self-concept.
Case 13.1
There is a major conflict going on in Andy's department. Workers do not trust Andy.
They resent his authoritarian style, and they resist his instructions and suggestions.
Andy sees the workers as "drones," and they think of him as "Darth Vader." Initially,
Andy's manager tells the workers to "put up with it" and to "get back to work." He
refuses to listen to their complaints and imposes his instructions with a threat of
discipline. A group of employees discusses the problem. Jane suggests that they just
drop it and go back to work. She doesn't want to lose her job and fears that even if they
win, their working relationship with Andy will be damaged beyond repair. Malcolm
suggests that they go back to Andy's boss and explain that they think talking about
Andy's behavior could improve productivity and quality. He tells the group they ought
to write down and present the substance of their concerns, not just attack Andy's
management style. Malcolm thinks they can work this out without removing Andy or
getting fired themselves.
Refer to Case 13.1. By presenting the substance of their concerns, Malcolm is engaging
in which step of the conflict resolution process?
a. Deciding between a misunderstanding or a disagreement
b. Defining the problem
c. Clarifying perceptions
d. Generating options for mutual gain
Case 10.1
Antonio's company has an employee orientation program; an extensive employee
performance review program; and encourages managers to praise, write letters of
appreciation for jobs well done, and take the time to listen to their employees. Years
ago, the company began a positive reinforcement program. Managers were initially
reluctant to support the program because they expected employees to begin demanding
pay raises. But the company kept working at it, and eventually the program was
accepted. Then, in order to increase quality and productivity, assembly-line workers
were paid based on piecework for each acceptable component that they built. When the
incentive programs were first introduced, employees competed with each other,
teamwork was destroyed, and interpersonal relations dropped to an all-time low. Now
the incentive programs and other positive reinforcement programs seem to be working.
However, due to cutbacks in management levels and increasing work demands,
managers are finding it harder and harder to determine which employees most deserve
recognition.
Refer to Case 10.1. Problems with diminished teamwork resulting from the introduction
of the incentive program could have been avoided by
a. paying overtime wages.
b. utilizing employee input in the planning stage, then field testing the program.
c. devising incentives that reward individual performance.
d. substituting pay with noncash "trophy value" awards.
Case 9.1
Anne has been feeling depressed lately. A few weeks ago her pet cat died of old age.
Anne was sad, naturally, but lately she has hardly been able to function. While talking
to a friend about how she was feeling, she suddenly remembered how distraught she
was as a child when she rolled over on a new kitten in her sleep and smothered it. Anne
decides to join a self-help group in order to get control of her feelings. That same week
a coworker failed to fulfill her responsibilities on an important project, resulting in
delays. Anne was "chewed out" by her boss as a result. Anne wants to tell the coworker
how angry she was. Anne's boss, Jerry, is subject to angry outbursts. When he is upset,
he lets everyone know it, quickly and fully.
Refer to Case 9.1. Anne's strategy for dealing with her feelings about her cat is an
example of fine-tuning your emotional style by
a. expressing your feelings in a timely manner.
b. taking steps to move beyond sadness and guilt.
c. seeking feedback.
d. putting your problem into proper perspective.
In the opening Chapter 17 vignette, you were introduced to Eric Chang and his burn out
from working so hard at Google. He found guidance and support from a seminar
offered by Google. How did the class help those people who attended?
a. It helped them take charge of their future career.
b. It created a "emotional and mental bank account" to offset the stress.
c. It encouraged them to pursue more leisure time.
d. They developed a right livelihood based on job stability.
Raj is starting college. He is well-rounded and adults in his life have told him that if he
tries hard enough, he can be whatever he wants to be; however, doing some things, like
using his imagination and articulating his thoughts, come more naturally than doing
others. He could be a doctor or lawyer or accountant, but being a writer or language arts
teacher could be a better choice because
a. his failures in science, law, or math would discourage him.
b. he will receive more support from language arts mentors.
c. he can reach his unique potential and build self-esteem by building on his strengths
and dominant talents.
d. having to try hard at something does not build self-esteem.
Case 6.1
Martin is managing a production line in a manufacturing plant in the Midwest. Martin
has a quality and productivity problem in one part of the manufacturing process. He
discovers that his workers aren't sure what to do. When he asks why they didn't ask
questions, the universal reply is, "We Midwesterners don't ask questions, we just do."
Martin decides to address this problem by offering recognition rewards for anyone who
asks the most job-related questions each month that lead to process improvements.
Unfortunately, Martin finds the program doesn't work. When he further questions his
workers, he discovers that no one wants to be the first to ask questions. As a group,
workers still feel that they should figure it out on their own and not ask questions.
Martin finds Carmen, one of the workers that everyone else admires, and talks her into
being the first to ask questions as part of the program. After about a month, several
other people begin to submit questions, and soon everyone in the plant is asking
questions.
Refer to Case 6.1. Martin's initial solution to the problem is an example of using which
influence to change individual attitudes about asking questions?
a. Changing consequences
b. Changing conditions
c. Socialization through training
d. Keeping an open mind
A major factor influencing your choice of clothing for work should be
a. the availability of suitable career apparel.
b. the products and services offered by your employer.
c. what competitors wear.
d. the cost of the career apparel.
Your individual values may be influenced by a number of factors, including your
a. occupational prestige.
b. religious training.
c. external conflicts with others.
d. income and social standing.
In order to create a healthier, more vibrant life,
a. always practice courtesy so others will be courteous too.
b. give feedback.
c. try to experience three positive thoughts for every negative one.
d. be fit.
Jen goes to school and works full-time. Her manager is aware of her taxing schedule
but refuses her request to flex her schedule on school days. She abides and works
doubly hard, somehow meeting assignment goals and earning a 3.8 GPA. Throughout
the semester, her manager never asks her how classes are going or acknowledges her
persistence at work. Jen's manager seems to be lacking the ____________________
skills of good leadership.
Refer to Case 16.1. What Big Cars management tolerates could be described as
a. quid pro quo sexual harassment.
b. despicable but legal behavior.
c. gender bias.
d. a hostile working environment.
To determine someone's communication style, it is best to examine their
a. beliefs.
b. attitude.
c. verbal messages alone.
d. nonverbal and verbal messages.
People often forget this secret to making a positive first impression:
a. Be aware of your own feelings when meeting someone for the first time.
b. Focus on how the other person feels about themselves when you make contact with
them.
c. Offer a handshake.
d. Examine your professional presence.
Which of the following examples illustrates an individual holding a nontraditional job?
a. Manuel is a computer systems analyst.
b. Maria is director of finance.
c. Carlos is an engineering manager.
d. Cecilia is a bank teller.
Alicia easily engages with others, emphatically expresses her opinions, and frequently
uses gestures and facial expressions when communicating. Alicia's communication style
is probably
a. emotive.
b. director.
c. supportive.
d. reflective.
Maslow's hierarchy of needs is based on several assumptions, one of which is that
a. both unsatisfied and satisfied needs can motivate behavior.
b. people seek to satisfy higher-level needs before more basic needs.
c. people have a primary need that requires a measure of satisfaction above all.
d. only unsatisfied needs motivate behavior.
Refer to Case 16.1. What Big Cars permits men and women to do regarding child
rearing is
a. mandated by the Family and Medical Leave Act.
b. called a daddy- or mommy-track.
c. an example of gender bias.
d. an example of flextime.
Case 17.1
William is a 38-year-old computer systems executive. He has come to a point in his life
where he is reassessing his ambitions and personal life. He attends professional
development conferences regularly and is working on an MBA. Although he eats a
low-fat diet and exercises regularly, he works 70-80 hours a week, seldom sees his
children except after they are in bed, does not visit his place of worship except on
religious holidays, and feels as though his wife is a stranger. William believes that if he
can earn just 20 percent more, he can relax because his family will be financially
secure.
Refer to Case 17.1. Should William begin earning 20 percent or more, what is he likely
to discover?
a. Money does not create or sustain happiness.
b. Money is ultimately the most effective way to developing security in life.
c. He needs more money beyond the 20 percent salary increase.
d. Money is more important than physical fitness.
Case 11.1
Wayne is making a sales call on a new client company. The previous sales professional
servicing this account, Tom, left to join another company. Wayne had liked Tom the
moment he met him but thought of him as a bit of a slob because of the way he always
chewed gum.
Wayne is calling on Cassandra, the operations manager for this company. She is a
middle-level manager. As Wayne walks into Cassandra's office, he notes her
expensively tailored suit, her professional demeanor, the simple cologne, and the lack of
jewelry. Cassandra's appearance and office dcor are reminiscent of the VP's office in
Wayne's own company.
During the sales call Wayne is somewhat nervous. He stutters occasionally during the
presentation, stumbles over the answers to a couple of Cassandra's questions, and tends
to end his statements with a question. At the end of the call, Cassandra thanks him for
his visit, the information, and walks out to the main entrance with him, making casual
conversation. They shake hands, and Wayne goes on to his next sales call. As she walks
back to her office, she thinks, "Should I do business with a company represented by
someone with so little self-confidence?"
Refer to Case 11.1. Wayne's first impression of Tom is an example of
a. the power of facts to shape impressions.
b. the importance of properly selecting your career apparel.
c. a handshake shaping someone's impression of you.
d. the primacy effect.
Kenneth's girlfriend accuses him of ethnocentrism. This means that Kenneth tends to
a. regard his own culture as better or more "correct" than other cultures.
b. believe that other cultures are better than his own.
c. display an attitude in favor of or against people based solely on primary or secondary
dimensions.
d. make generalizations about all members of a particular group of people.
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.
What can an individual do to enhance diversity?
a. Develop a sensitivity to differences.
b. Establish a way to monitor discriminatory practices.
c. Make sure top management is committed to participative management.
d. Subjectively examine and reinforce personal stereotypes.
An exemplary leader realizes there are some processes in an organization that should
not be questioned or challenged.
Around the turn of the century, Frederick Taylor and other researchers tried to increase
efficiency and productivity by applying the theory of ____________________.
While it cannot be eliminated, what steps can an employer take to limit workplace
violence?
In the presence of intangible rewards like praise, workers frequently demand
____________________/____________________ tangible rewards.
Training and education constitute one of several contemporary employee motivation
strategies noted in the text.
Create two brief case studies of two different individuals: one that clearly illustrates
depression and one that clearly illustrates anxiety.
Imagine that you manage Generation X and Y workers. Compare/contrast motivational
factors that are meaningful to them and suggest how you will motivate them.
One factor that influences our emotions is our ____________________ mind, or the
vast storehouse of memories and experiences that influence our behavior and responses
in various situations.
If a manager wants to flex to meet the needs of an individual with a(n)
____________________ communication style, he/she needs to take time to build social
relationships, display an interest in a person's ideas and interests, and not worry too
much about details.
Individuals can develop their cultural intelligence, even within their own country's
borders.
There are seven broad themes that emerge from the study of human relations. Identify
three, and explain their influence on human relations skills.
What are the ways you benefit by studying Human Relations in the new millennium?
The process of personal ____________________ helps you stand out in a crowd and
involves all the ways you can express what you believe and who you are.
Influencing another's attitudes through rewards and punishment is only a successful
strategy for children.
Explain the communication behaviors that demonstrate an emotive style.
