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Question
Women in senior management positions say the real problems for most women's career advancement in organizationsa. are a lack of significant management and line experience and less time on the job.
b. are preconceptions of women held by men and the exclusion of women from informal networks of communication.
c. are family issues that get in the way of their ability to travel and work late.
d. are women who, once in an advanced position, won't help other women advance.
Answer
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Related questions
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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
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b. use her active listening skills.
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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.
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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
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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?
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What impact did Taylor's scientific management have on the development of human relations?
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Identify and describe three major forces that influence behavior at work.
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Seven broad themes that emerge from the study of human relations are communication, self-awareness, self-acceptance, motivation, trust, self-disclosure, and ____________________.
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Low organizational trust can result in low productivity, poor communication, and slow decision making.
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Individuals who remain employed after a round of downsizing experience stronger "survivor" morale after the process.
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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.
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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.
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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.
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