Chapter 2 Communication (True & False)

  1. 1. According to Maslow's hierarchy of needs, people generally satisfy lower level needs before they move on to higher level needs.
    T
  2. 2. When a confidant shows that he or she can be trusted, it leads to an expansion of the open area of the Johari Window.
    T
  3. 3. According to the situational leadership model, a leader who listens, communicates, recognizes, and encourages is demonstrating directive behavior.
    F
  4. 4. In the traditional Japanese culture, business people consider direct eye contact disrespectful or aggressive.
    T
  5. 5. People constantly send meaning through kinesic communication which is expressed by nonverbal behavior.
    T
  6. 6. Lilly is told by her supervisor that she is doing a good job while his body language suggests he is distracted and in a hurry; she will tend to believe the verbal message more than the nonverbal.
    F
  7. 7. The comment “I have never heard you speak so well” may be perceived by listeners as containing a negative metacommunication.
    T
  8. 8. A manager who constantly emphasizes punctuality to subordinates arrives late to meetings. The nonverbal message will be more strongly believed by the subordinates.
    T
  9. 9. Empathetic listening is enhanced when the participants exhibit trust and friendship.
    T
  10. 10. Performance appraisal interviews between supervisors and employees frequently combine listening intensively and empathetic listening
    T
  11. 11. A student who is listening to instructions for a homework assignment should be using casual listening skills.
    F
  12. 12. Listening commonly consumes more of a business employee's time than reading, writing, and speaking combined.
    T
  13. 13. Effective listening involves observing nonverbal communication as well as hearing the verbal message.
    T
  14. 14. The terms role and status are used interchangeably to indicate the part people play in the organization.
    F
  15. 15. Kelly, who is on Team A, constantly complains and criticizes her team members; she is playing the role of detractor.
    T
  16. 16. In a flat organization structure, communicating among the cross-disciplinary teams becomes more important than upward and downward communication.
    T
  17. 17. While research has not determined the optimal number of members for effective group work, an odd number offers some advantage.
    T
  18. 18. A task force is an example of a long-standing team or group.
    F
  19. 19. Major distinctions between a group and a team are the members' cooperative attitude and level of commitment.
    T
  20. 20. Given enough time, all groups advance through the four stages of team development that include forming, storming, norming, and performing.
    F
  21. 21. Despite the growth in popularity of electronic meetings, face-to-face meetings continue to be the most-used meeting format in most organizations.
    T
  22. 22. Electronic meetings are preferred to face-to-face meetings when group efforts are just beginning and members are trying to build group values.
    F
  23. 23. Using an electronic meeting process can reduce meeting time significantly.
    T
  24. 24. The typical collaborative male communication style engenders rapport while the typical adversarial female communication style demands respect.
    F
  25. 25. Consensus is the collective opinion of a group, even though each member may not agree with every aspect of the decision.
    T
Author
juyuan
ID
151475
Card Set
Chapter 2 Communication (True & False)
Description
Chapter 2 Communication (True & False)
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