Organizational Communication Approaches and Processes Enhanced 7th Edition By Katherine Miller – Test Bank
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Sample Test
CHAPTER 3
HUMAN RELATIONS AND HUMAN RESOURCES APPROACHES
TEST ITEMS (corresponding text page number
is listed for each item)
True/False Items
T
1.
Theory X and Theory Y involve the assumptions that managers hold about workers.
(p. 42)
T
2. Blake and
Mouton suggest that all managers should adopt a team management approach. (p.
50)
F
3. If an
organization exists in a diverse and complex environment, a team-based
management approach is not appropriate. (p. 56)
T
4. The
Hawthorne Studies were motivated by the classical approach to organizing and
led to the human relations approach to organizing. (p. 40)
T
5. The
Hawthorne research team was initially interested in how changes in the work
environment would impact the productivity of factory workers. (p. 38)
T
6. It is
impossible to fulfill one’s higher order needs without taking care of other’s
lower order needs (p. 41)
T
7. Control in
a System IV organization is exercised at all levels of the organization. (p.
51)
F
8. In the
consultative organization, managers have the explicit goal of exploiting
workers. (pp. 50-51)
T
9.
Communication within a human relations organization tends to be less formal
than in an organization run with a classical approach. (p. 53)
T
10. Pfeffer argues that
sharing information is important in successful organizations. (p. 55)
F
11. Human resources
is the combination of classical management and human
relations (pp. 51-52)
Multiple
Choice Items
1. Which
of the following is not a
prototype management style as discussed by Blake and Mouton?
2. country
club
3. team
4. benevolent-authoritative
(*) (p. 49)
5. impoverished
2. According
to McGregor, which of the following characterize the assumptions of a Theory X
manager?
3. Workers
are lazy.
4. Workers
dislike responsibility.
5. Workers
are not very bright.
6. all
of the above (*) (p. 43)
7. a and
b
3. Human
relations principles argue that
4. satisfaction
of higher-order needs leads directly to productivity.
5. productivity
leads directly to satisfaction of higher-order needs.
6. satisfaction
of higher-order needs leads directly to job satisfaction. (*) (p. 46)
7. work
factors directly impact job satisfaction.
4. Which
of the Hawthorne Studies found that the social group’s influence on worker
behavior exceeded leverage exerted by the formal organizational power
structure?
5. relay
assembly test room study
6. interview
program
7. bank
wiring room study (*) (p. 39)
8. illumination
study
5. Which
of the Hawthorne Studies found that employees were more interested in talking
about their feelings and attitudes rather than the work itself?
6. interview
program (*) (p. 39)
7. relay
assembly test room study
8. bank
wiring room study
9. illumination
study
6. Dora
is very appreciative that her employer provides gloves to protect her hands
from the dangerous chemicals she uses in her work. According to Maslow, what
need level is Dora concerned with?
7. physiological
needs
8. safety
needs (*) (p. 41)
9. belonging
needs
10.
esteem needs
11.
financial needs
7. According
to Maslow, what needs must be satisfied before an individual will become
concerned about the satisfaction of social needs on the job?
8. physiological
needs
9. safety
needs
10.
belonging needs
11.
a and b (*) (p. 41)
12.
none of the above
8. The
direction of communication in a human resources organization is
9. top-down.
10.
uni-directional.
11.
multidirectional. (*) (p. 52)
12.
bottom-up.
9. Jamon
is a manager in a human resources organization. He has a message for Bob who
works on the assembly line. What channel is he likely to use to get the message
to Bob?
10.
face-to-face
11.
telephone
12.
memo
13.
e-mail
14.
any of the above (*) (pp. 52-53)
10.
Which of the following is not one of Pfeffer’s Seven Practices
of Successful Organizations?
11.
employment security
12.
self-managed teams
13.
sharing information
14.
family-based organizing (*) (p. 55)
11.
The human relations approach posits that higher-order needs can
be satisfied
through job design, management style, and other organizational
factors, resulting in positive outcomes for employees. What is the correct
flowchart of human relations principles?
1. (1)
work factors, (2) satisfaction of higher order needs, (3) productivity, and (4)
job satisfaction
2. (1)
work factors, (2) satisfaction of higher order needs, (3) job satisfaction, and
(4) productivity (*) (p. 46)
3. (1)
satisfaction of higher order needs, (2) productivity, (3) efficiency, (4) job
satisfaction
4. (1)
satisfaction of higher order needs, (2) job satisfaction, (3) work factors, (4)
productivity
5. (1)
team management, (2) satisfaction of higher order needs, (3) productivity, (4)
job satisfaction
Fill-in-the-Blank Items
1. (Knowledge
management) involves the organization embodying a cycle of knowledge
creation, development, and application. (p. 54)
2. The
notion that performance might improve as a simple function of being studied is
known as the (Hawthorne effect). (p. 40)
3. The
highest order needs in Maslow’s Hierarchy of Needs are (self-actualization) needs.
(p. 41)
4. Blake
and Mouton’s Managerial Grid assumes that effective leaders need to demonstrate
both concern for (people) and concern for (production). (p.
49)
5. McGregor
believed that managers who believe commitment is a function of the rewards
associated with employees’ achievement were following the assumptions of (Theory
Y). (p. 43)
6. The (country
clubs manager) is primarily concerned with building relationships with
subordinates. (p. 49)
7. In
human relations organizations, task-related communication will be accompanied
by (maintenance or social) communication. (p. 52)
8. The
human resources approach to management includes (innovation) communication
which was not represented in earlier management approaches. (p. 52)
9. (Face-to-face) communication
is more appropriate for addressing human needs emphasized in the human
relations approach. (pp. 52-53)
10.
The (family) metaphor is associated with the
human relations approach. (p. 45)
11.
A number of organizational programs exemplify the use of human
resources
principles in today’s organizations. These programs emphasize (team management)
and the importance of (employee
involvement) in ensuring product or service quality
and organizational productivity (p. 54).
Essay Questions
1. If
the Hawthorne Studies were conducted today, how would the results be similar to
those found in the 1920s and 1930s? How would they be different? What might
these results tell us about the value of the human relations approach in
today’s world? (pp. 38-40)
2. Compare
and contrast the different management styles identified in Blake and Mouton’s
Managerial Grid in terms of:
(a) Beliefs about human nature and worker motivation
(b) Beliefs about the appropriate relationship between managers
and employees
(c) Beliefs about the structure and function of communication in
organizational functioning
(pp. 48-50)
3. In
what ways did Sager’s study of Theory X and Theory Managers’ communicator style
variables support or counter the basic assumptions McGregor said these kinds of
managers hold?(p. 44)
4. Describe
how Sager’s (2008) study’s use of six different communicator style variables
relate to the Theory X and Theory Y managerial assumptions. (pp. 42-45)
5. Think
about an organization you are familiar with that uses both human relations and
human resources principles in its management and communication practices.
Describe these practices and discuss the impact of these practices on
organizational outcomes such as productivity and worker satisfaction. Does one
approach seem to work better than the other? How would you summarize the “up
side” and the “down side” of human relations and human resources management?
(pp. 37-57)
CHAPTER 5
CONSTITUTIVE APPROACHES
TEST ITEMS (corresponding text page number
is listed for each item)
True/False Items
F
1. Very
few organizational communication scholars have objected to the container
metaphor, which explains how communication occurs within organizations. (p. 83)
F
2. Social
constructionists argue that reality is an objective thing. (p. 83)
T
3.
Structuration theory argues that the social world is generated through the
agency of active participants. (p. 84)
T
4. The
concept of “compassion” as part of a hospital system represents an example of
Big D Discourse. (p. 84)
F
5. Minutes
from a meeting is the conversation end of the conversation-text self-organizing
loop. (p. 85)
T
6. If Heather
tells others about ideas Patrick shared with her in an initial conversation,
she is scaling up to the 2nd degree of
separation. (p. 87)
T
7. A press
secretary’s job to communicate an organization’s message is a clear example of
ventriloquism. (p. 88)
F
8. Membership
negotiation is only relevant when a newcomer joins an organization. (p. 90)
F
9.
Performance evaluations most likely are an example of the activity coordination
flow of communication within an organization. (p. 91)
T
10. Organizing is
influenced by the physical site in which it occurs. (p. 95)
T
11. The four flows
of constituting organizations are member negotiation, self-structuring,
activity coordination, and institutional positioning. (p. 95)
Multiple Choice Items
1. The
flow of communication most concerned with organizational identity is
2. member
negotiation flow.
3. institutional
positioning flow. (*) (p. 94)
4. self-structuring
flow.
5. activity
coordination flow.
2. Ford
Motor Company’s interactions with a wide range of customers is an example of
which of the following flows of communication?
3. activity
coordination
4. member
negotiation
5. institutional
positioning (*) (p. 93)
6. self-structuring
3. An
anesthesiologist asking about a patient’s medical condition before determining
the sedation strategy is an example of which of the following flows of
communication?
4. activity
coordination (*) (p. 92)
5. member
negotiation
6. institutional
positioning
7. self-structuring
4. Learning
about the inside language of an organization best represents crossing which
boundary of membership negotiation?
5. legitimacy
6. hiring
7. knowledge
(*) (p. 90)
8. connection
5. Emoticons
are _____ used in business communication.
6. often
(*) (p. 88)
7. rarely
8. always
appropriately
9. easily
understood and
6. Transcribing
text into a more permanent form represents which degree of separation in the
scaling up process?
7. 1st
8. 2nd
9. 3rd (*)
(p. 87)
10.
4th
7. Disseminating
a standardized form to a broader public represents which degree of separation
in the scaling up process?
8. 1st
9. 6th (*)
(p. 87)
10.
2nd
11.
3rd
8. According
to the Montreal School of CCO, substance and meaning represents which part of
the “co-orientation” process?
9. conversation
10.
separation
11.
formalization
12.
text (*) (p. 85)
9. When
active participants engage in agency, they will ____ follow the rules guiding
interactions?
10.
always
11.
never
12.
sometimes (*) (p. 84)
13.
enthusiastically
10.
The container metaphor points out that
11.
organizational communication occurs within the container of an
organization. (*) (p. 82)
12.
organizational communication flows out of the container of an
organization.
13.
organizational communication pours into the container of an
organization.
14.
organizational communication cannot be contained.
11.
Patrick, a worker at an urban non-profit, suggests a new way to
connect homeless individuals with job opportunities via technology. His
suggestion travels to his boss because his co-worker shares his great idea at
the company holiday party. Next, his suggestion is so popular it gets written
into the company’s strategic plan. To execute the plan, other city centers meet
with Patrick to discuss the new idea and learn the new technology lingo.Lastly,
the procedure manuals are created and kiosks are built in strategic locations.
Patrick’s innovation reaches what degree of separation in the scaling up
process?
12.
first degree of separation
13.
second degree of separation
14.
third degree of separation
15.
fourth degree of separation
16.
fifth degree of separation (*) (p. 87)
Fill-in-the-Blank Items
1. (Communicative
Constitution of Organization or CCO) scholars try to
understand the complicated processes through which our interactions create,
recreate, and change organizations. (pp. 83-84)
2. The
idea that we are producing and reproducing the structures that enable and
constrain our behaviors is called (duality of structure). (p.
84)
3. (Conversations) refers
to the ongoing interaction among individuals facilitated by language. (p. 85)
4. The
original intent of a speaker is embedded in conversation and then distanced
from that conversation through its transformation into (text). (p.
86)
5. One
agent speaking for other agents in an organization is the process of (ventriloquism).
(p. 88)
6. The (membership
negotiation) flow makes clear the point that organizations are communicatively
constituted through people who bring the organization into existence and enter
and exit over time. (p. 90)
7. The (activity
coordination) flow refers to the ongoing interaction that is necessary
to get work done in an organization. (p. 92)
8. Establishing
relationships with other entities in the environment is part of the (institutional
positioning) flow. (p. 93)
9. Issues
of (materiality) include concerns with objects such as
buildings and furniture. (p. 95)
10.
(The Montreal School) of
scholars have drawn together a still-growing framework about the ways in which
communication constitutes organizations. (p. 85)
11.
(Office speak)describes
the buzzwords coined in and of office life. (p. 83)
Essay Questions
1. Explain
how social constructionism and structuration theory have contributed to the
development of the CCO (Communicative Constitution of Organizing) position.
(pp. 83-84)
2. Describe
the co-orientations processes that make up the core of the Montreal Group’s
approach to CCO. (pp. 85-87)
3. Explain
how a message from a speaker in an organization would evolve through the
degrees of separation in the scaling up process. (pp. 86-88)
4. Describe
how the scaling up process worked in creating an organizational identity in
Koschmann’s (2013) study. (p. 89)
5. Provide
an example of a message that would represent each of the four flows
constituting organization. (pp. 90-94)
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