Accounting
Anthropology
Archaeology
Art History
Banking
Biology & Life Science
Business
Business Communication
Business Development
Business Ethics
Business Law
Chemistry
Communication
Computer Science
Counseling
Criminal Law
Curriculum & Instruction
Design
Earth Science
Economic
Education
Engineering
Finance
History & Theory
Humanities
Human Resource
International Business
Investments & Securities
Journalism
Law
Management
Marketing
Medicine
Medicine & Health Science
Nursing
Philosophy
Physic
Psychology
Real Estate
Science
Social Science
Sociology
Special Education
Speech
Visual Arts
Question
The study of human relations broadly analyzesa. 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.
Answer
This answer is hidden. It contains 1 characters.
Related questions
Q:
Hearing and listening are both innate abilities.
Q:
In a typical organization, employees are eager to share ideas and point out problems. Hence, it is relatively easy for managers to build a climate that supports upward communication.
Q:
The use of repetition, careful selection of words, and consideration of the timing of a message are all effective ways to improve personal communication.
Q:
The sender is 100 percent responsible for clear and effective communication.
Q:
Impersonal communication allows the person receiving the information to clarify vague or confusing information.
Q:
Terms like added valueor job satisfactionare examples of clear, concise language, not subject to semantics.
Q:
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. In order to better understand the disgruntled employees' concerns, Cynthia needs to
a. use clear, concise language.
b. use her active listening skills.
c. use horizontal communication.
d. engage in squelching grapevine communication.
Q:
Joshua got a promotion but the job involves moving to Brazil. He can be more successful if he:
a. talks with Brazilians living in America.
b. learns the lanaguage with tapes.
c. increases his cultural intelligence.
d. does a good job there.
Q:
John (VP of finance), Evie (manager of accounting), and Rebecca (a staff accountant) are discussing an upcoming audit. In terms of organizational communication, this is an example of
a. the grapevine.
b. horizontal communication.
c. vertical communication.
d. telecommuting.
Q:
Rana has been promoted to Director. Many of her colleagues that worked with her when she was an assistant director may encounter challenges in working with her due to which filter?
a. Emotions
b. Role expectations
c. Nonverbal messages
d. Language and cultural barriers
Q:
What impact did Taylor's scientific management have on the development of human relations?
Q:
Identify and describe three major forces that influence behavior at work.
Q:
Seven broad themes that emerge from the study of human relations are communication, self-awareness, self-acceptance, motivation, trust, self-disclosure, and ____________________.
Q:
Low organizational trust can result in low productivity, poor communication, and slow decision making.
Q:
Career success is often a reflection of the strength in one's interpersonal skills.
Q:
Individuals who remain employed after a round of downsizing experience stronger "survivor" morale after the process.
Q:
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, when hiring for either the core group or for the part-time work force, they need to look not only at each candidate's technical work skills and competency but also think about other factors as well: the candidate's emotional control, team orientation, self-awareness, self-esteem, and what the company has to offer them in terms of family support. Mabel agrees to a degree. She thinks that the key to productivity and quality is through their 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 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.
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.
Q:
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, when hiring for either the core group or for the part-time work force, they need to look not only at each candidate's technical work skills and competency but also think about other factors as well: the candidate's emotional control, team orientation, self-awareness, self-esteem, and what the company has to offer them in terms of family support. Mabel agrees to a degree. She thinks that the key to productivity and quality is through their 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 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.
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.
Q:
The major theme of interpersonal relations that deals with an individual understanding of how his/her behavior affects others is
a. communication.
b. self-awareness.
c. motivation.
d. trust.
Q:
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.
Q:
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.
d. the decreasing costs of implementing human relations programs.
Q:
It is appropriate to keep some information about yourself hidden from others.
Q:
The unknown area of the Johari window never completely disappears because it contains information that may never be known to you or to others.
Q:
Constructive criticism is still effective when the listener has an attitude of defensiveness.
Q:
The Johari Window identifies six kinds of information about you that affect your communication with others.
Q:
It's best to ruminate before self-disclosure.
Q:
Explain the difference between "Theory X" and "Theory Y" views of human behavior. Then, evaluate: do you believe one management theory is always more effective than the other? Why or why not.
Q:
Donna was once only responsible for grant research; she now has more responsibilities including researching, writing, and reporting on grants. This type of job design is an example of ____________________.
Q:
The expectancy theory supports that individuals with low self-efficacy are more likely to give up or underperform.
Q:
Without motivated workers, most companies will not succeed.