GEB3213 Quiz Questions
– By acknowledging the concerns of employees
– By being unavailable to stakeholders
– By interpreting business values subjectively
– By establishing closed communication structures
– By not admitting mistakes to subordinates
– understanding the interests of others.
– sharing information.
– emphasizing results.
– focusing on action.
– seizing business opportunities.
– those that individuals prioritize and adhere to.
– those which are practiced only in the workplace.
– unwritten rules by which an industry works.
– the stated and lived values of a company.
– guidelines which the government expects public companies to follow
– Social networking
– low self-management skills.
– low empathy.
– high self-awareness.
– high relationship management skills.
– low self-awareness.
– A thinker discusses concepts first and facts last.
– A thinker wants only the relevant facts.
– A thinker moves from topic to topic.
– A thinker avoids exaggeration and big claims, and is precise.
– A thinker enjoys small talk and begins conversations by warming up.
– Phone conversation
– Social networking
– maintain your point of view.
– speak loudly and assertively.
– hold judgment.
– be uncompromising.
– ask cross-examination questions.
– Ensuring that each agenda item is properly discussed
– Discouraging expressions of opposing viewpoints
– Steering conversations toward predetermined conclusions
– Documenting the meeting’s minutes
– Discouraging association and disassociation
– Paying attention
– Holding judgment
– You don’t have the experience I do, so leave the thinking to me.
– I don’t think this can be done in any other way.
– I’ve been in the business longer than you have, so I know what I’m talking about.
– We have very different perspectives but I’d like to understand your view better.
– I have already made my decision, so let’s not go over this again.
– use either/or logic.
– avoid spending time on planning.
– exaggerate the facts when needed.
– avoid taking into consideration audience priorities.
– avoid faulty cause/effect claims.
– Exaggerating facts
– Setting unrealistic expectations
– Avoiding diplomatic words
– Displaying a confident attitude
– Avoiding the other-oriented tone
– effectively using either/or arguments.
– slanting facts to their benefit.
– projecting concern for others.
– appropriately exaggerating facts.
– using the I-voice.
– are too specific.
– contain nonliteral meanings.
– cannot slant facts.
– shorten the message.
– are too precise.
– Avoiding headings
– Avoiding numbered lists
– Using several different font styles
– Using white space generously
– Avoiding bullets
– For complex messages, the use of headings is advisable.
– As you create headings and subheadings, ensure that you use different font styles.
– Headings should not indicate the content of the section because then people might avoid reading the section.
– As you create headings and subheadings, ensure that your formatting is not too consistent.
– In information-rich messages, headings are not required.
– avoids using action verbs.
– avoids using parallel language.
– avoids using active voice.
– uses short and familiar words.
– uses buzzwords.
– It lets business writers to efficiently slant facts.
– It ensures that there are no logical errors in the message.
– It eliminates the need for a feedback.
– It allows writers to exaggerate facts whenever needed.
– It eliminates the need for the other-oriented tone.
– “to” feature
– “draft” feature
– “blind carbon copy” feature
– spam filter
– A signature block
– A subject line
– A list of the names of the recipients
– A spreadsheet
– You can swap or exchange your dashboard with colleagues.
– You can customize your dashboard to display selected features.
– You can view others’ dashboards within your dashboard.
– You can discard your dashboard or delete it, to avoid distractions.
– You can interact with it via dials and buttons.
– They create a redundant knowledge management system.
– The collaborative potential of wikis is weaker than any of the other social media tools.
– They lead to decreased transparency in the organization.
– They decrease dependency on single employees.
– They are shorter blogs that contain just a few sentences.
– at the beginning of a message.
– as close to the signature block as possible.
– in the subject line.
– in an attachment.
– in a note after the signature block.
– Only employees at lower levels of hierarchy send appreciation messages to their superiors.
– A sincere expression of thanks strengthens work relationships.
– It is not important to state goodwill in such messages.
– Messages showing appreciation are always informal.
– Gaining attention is the primary focus of messages showing appreciation.
– Messages that provide directions are distinctly different from those that set expectations.
– For routine matters, several people need to test the procedures written to provide directions to find which steps need to be clarified better.
– Since describing step-by-step procedures is so specific, insufficient detail in such messages can frustrate readers.
– While writing highly technical and complicated procedures, you should review your own work.
– Your ability to foster interpersonal trust is gauged from your ability to provide directions.
– your readers are more likely to comply with your message.
– you tend to lose your credibility.
– your readers perceive you to be sincere and honest.
– your email succeeds in quickly capturing the attention of the readers.
– your message appears genuine and unbiased.
– giving the message a writer-centered tone.
– ensuring the ease of reading so readers can find information in just moments.
– correcting the typos in the message.
– ensuring that the message contains all needed information.
– analyzing the audience of the message.
– Providing deadlines
– Making requests
– Offering commitments
– Describing responsibilities
– Setting expectations
– softens the bad news.
– makes the message open, clear, and specific.
– focuses more on attitudes and intentions than on actions and results.
– is the best way to deal with poor performers.
– makes the feedback and expectations specific and direct.
– focus on attitudes and intentions.
– sugarcoat the bad news.
– focus on actions and results.
– avoid adopting a team-centered orientation.
– emphasize blaming rather than problem solving.
– Have I gathered all the relevant facts?
– Would recipients consider my communication respectful?
– What have I done to lessen the negative impacts on recipients?
– Are my motives clear, or will others perceive that I have a hidden agenda?
– Is my perspective of the facts influenced by defensiveness, favoritism, or some other bias?
– joint-venture partner
– Sending out an e-mail to the employees
– Breaking the bad news to the employees over the phone
– Organizing a meeting with the employees and sending a follow-up memo
– Delivering the bad news to the employees over a video call
– Putting up a notice on the company’s bulletin board
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