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ANSWERS TO CHAPTER 9 QUESTIONS
ANSWER 9.1
The Myers-Briggs Type Indicator (MBTI) suggests that people
may be generally classified as Extrovert (E) or Introvert (I),
Sensing (S) or Intuitive (N), Thinking (T) or Feeling (F), and
Judging (J) or Perceptive (P). Altogether, there are 16
personality types, such as ENTJ, ISFP, etc.
In order to find out the personality type of a user, the
ANSWER 9.2
One of the key responsibilities of managers is to resolve
conflicts that may involve customers, employees and partners.
Earlier studies point out that a happy customer will tell three
others and an unhappy customer will complain to eleven others.
A couple of techniques to handle complaints are recommended
below:
1. Steps to Handle Complaints
One needs to understand both the content and the feeling
involved (listen to what the concern is about and what the
listening to the full story first.
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2. Greek Response to Handling Stressful Disagreements
According to business literature, the classical “Greek
Response” is to invite the other person to state his position
first. The rationale is to let him finish so that he will be
patient when he listens to you. The next step is to restate his
Then tell a different experience along with a story which
supports the alternative point of view. By demonstrating
reciprocity, he will listen to you and appreciate the logic and
rational view you express. There is no need to force the other to
say “Yes, you are right.” Make it easy for the other person to
change without conceding or losing face. Do not humiliate the
other person and avoid win-lose arguments.
ANSWER 9.3
The first two elements are internally oriented while the
third is externally oriented. There are two reasons why the third
element is important:
A. Stakeholders of the organization
There are five stakeholders a given organization must strive
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B. Globalization
As markets become increasingly global, managers must
collectively lead the organization to plan strategically and to
compete effectively in a global marketplace while efficiently
utilizing internal resources.
In fact, organizational survival depends on managers’ skills
in handling the new external challenges related to:
(a) Global markets taking into account the cultural
diversity, local preferences and business norms.
ANSWER 9.4
Engineering management refers to:
A. Management of functional departments/groups involved in
engineering activities (e.g., engineering, product design,
production, process development, quality control, engineering
operations, research and development, etc.).
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ANSWER 9.5
Strong superiors who are technically or otherwise
professionally trained need to pay attention to the following
list of what to do and not to do. Strong superiors are known to
do the following:
A. Have helpful attitude and be accessible.
E. Take heat and stand up to protect people when called for by
using one’s own position of power.
F. Resolve conflicts.
On the other hand, strong superiors must avoid doing the
following:
A. Showing up employees in public (e.g., belittling, fault
finding, and ridiculing).
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ANSWER 9.6
The work of an engineering manager is essentially the same as
that of a manager of a non-technical operation (e.g., hotel,
restaurant, or supermarket), aside from exerting technological
MARRIOTT SUCCESS PRINCIPLES:
A.Keep physically fit and spiritually strong.
B. Guard your habits – bad ones will destroy you.
G. Define clearly what decisions each manager is responsible for
and what decisions you reserve for yourself. Have all the facts
and counsel necessary – then decide and stick to it.
H. Avoid criticizing people but make a fair appraisal of their
qualifications with their supervisor only (or someone assigned to
L. Let your staff take care of details. Save your energy for
planning, thinking, working with department heads, promoting new
ideas. Don’t do anything someone else can do for you.
M. Know what your competitors are doing and planning. Ideas keep
ANSWER 9.7
The classical rules and principles for success in working
with people are important to any employee.
A. No one likes to be criticized, but learn to constructively
criticize when you must.
E. Help others with their natural shyness by structuring your
encounter with questions that yield information about them – you
will find the other person more interesting (and they will find
you most interesting!).
F. Remember that your smile is the most powerful social bonding
behavior in the human behavior repertoire.
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J. Find what is unique about the other person – acknowledge this
“specialness” appropriately.
M. When there is obvious merit in the other person’s position
(in opposition to yours) don’t try to defend or expound – just
apologize quickly.
N. Whoever speaks first will tend to set the tone or tenor of
the entire exchange. Therefore begin deliberations positively
whenever possible and do not come out fighting.
Q. To get a person to see another point of view, remember
sometimes a new idea can be accepted more easily if the other
person “discovers” it for himself/herself.
R. Learn to model the attitude you would like the other person
to have if you want them to try to see your position; try to see
their position first (secret of the ancient Greeks).
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W. When having to criticize others for mistakes, whenever
appropriate, talk about your own earlier mistakes in the same
area.
It is very important to make a Powerful First Impression.
“One does not have a second chance to make a good first
impression.” The SOFTEN formula may offer assistance.
SOFTEN Formula
S – Smile (image is influenced by the art of smiling).
O – Open conversations (pose questions).
In general, the following rules apply: (1) person speaking
first sets the tone of exchange; (2) person raising the most
questions exerts control over the content of the exchange; the
last question asked determines the content and direction of the
exchange, and (3) person listening more has control over and
impact on final outcome of the exchange.
It is useful to observe the territorial distance – personal
space, when engaged in interactions with others.
(a) 0 to 18″ – Intimate zone.
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It is also important to remember names by (a) impression
Practice the “make me feel important” principle.
In preparing for interacting with others, the advice of Sun
Tze, a Chinese strategist who wrote the book on “Art of War,” may
One should always show courtesy, observe manners, pay close
attention to one’s appearance (dress for success, shoes, hairs),
and respect cultural norms, local habits and business practices.
ANSWER 9.8
Some engineers came up with the idea of writing a few
“unwritten laws of engineering” as a way of advising engineers of
ANSWER 9.9
Interpersonal skills are extremely important to engineers and
managers alike. Factors affecting people’s success in industry
may include:
A. Technical skills and capabilities: 15%
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Situations which require interpersonal skills include: (a)
correction of performance deficiencies, (b) negotiation of
agreements, (c) handling of complaints, and (4) others.
A large number of human relations problems must be handled
with feeling and a good understanding of people’s behavior. An
effective way to change people’s behavior is by positive re-
enforcement. People crave to be appreciated and positively
ANSWER 9.10
Literature on leadership indicates that there are a number of
personal characteristics that are common to successful leaders.
These include:
A. Charm, flexibility, and quickness, along with a few foreign
languages and a keen understanding of technology.
G. Quick in decision making and skilled in empowering staff to
follow suit.
H. Well-versed in marketing and finance.
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K. Willingness to accept change.
N. Capable of formulating and proselytizing one’s own visions.
O. Promoting the building of relationships with people in the
organization. Young workers demand guidance, respect, and a
chance to add value to the organizations.
P. Having greater tolerance for risk and failure.
T. Wisdom of listening well and the passion for helping people
(note that highly skilled workers are at a premium).
U. Humor and perspective to deal with a fickle workforce and
customer base.
One additional note concerns the leader’s ability to manage
knowledge. Great ideas come from exceptional people who, as a
rule, do not favor teamwork. Often the most ambitious staff – the
The knowledge management process must be embedded in the
position of line managers. The flatter the organizational
structure becomes, the further knowledge will flow.
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Human skills, intuition and wisdom are replacing capital as
the most precious corporate resources in the new millennium.
Knowledge managers will seek to disperse these assets throughout
the company and spin them into innovations.