17. Under the systems effect, each person affects the whole group/organization. True False 18. An organization's performance is based on the

Transcription

1 ch01 Student: 1. According to the myths of human relations, technical skills are more important than human relations skills. 2. According to recruiters at major corporations, seeking employees with stronger technical skills is a greater issue as compared to human relations skills. 3. A leader can be highly effective even with poor human relations skills. 4. Leadership skills cannot be developed. 5. When a manager expects high levels of performance from employees, that manager is expressing his or her needs. 6. Conflicts usually arise because of a lack of a win-win situation. 7. Creating a win-win situation applies to human relations at all levels, not just management-employee relations. 8. An employee giving a presentation to coworkers is an example of public relations. 9. Group behavior consists of the things two or more people do and say as they interact. 10. The three levels of behavior are individual, organizational, and global. 11. Human relations take place at the individual and organizational levels. 12. Human resource management is the collective behavior of an organization's individuals and groups. 13. A formal organizational chart shows the multiple human relations interactions that are possible throughout the organization. 14. Performance is always considered "high" when objectives are met. 15. Performance levels are more meaningful when compared to past performance or the performance of others within and/or outside the organization. 16. A system is a set of two or more interactive elements.

2 17. Under the systems effect, each person affects the whole group/organization. 18. An organization's performance is based on the independent performance of each individual and group. 19. While people are the foundation of the organization, behavior and human relations are the foundation supporting performance. 20. Frederick Taylor, known as the Father of Scientific Management, paid particular attention to the social needs of employees. 21. Robert Owen was considered the first manager-entrepreneur to understand the need to improve the work environment and the employee's overall situation. 22. Happy workers are always more productive than unhappy workers. 23. Informal work groups have a powerful influence within an organization. 24. Popular employees move higher up the management ladder faster than those who are not popular. 25. Managers always control the motivating factors of employees. 26. During the 1960s, William Ouchi published Theory X. 27. Total quality management gained popularity in the 1980s. 28. Having a poor memory for failure leads to happiness. 29. Admitting you're wrong is often interpreted as a sign of weakness. 30. Human relations problems often occur when the psychological contract is not met. 31. All of the following are true about human relations EXCEPT: A. technical skills are not more important than human relations skills. B. good human relations is not a factor that makes you more successful on the job. C. human relations are more than common sense. D. diversity is overemphasized. 32. Conflicts usually arise due to the lack of a(n) situation. A. win-lose B. organizational C. win-win D. controlled

3 33. The approach realizes that an organization employs a whole individual, not just his or her job skills. A. total opportunity B. total person C. total skills D. total employee 34. fuels behavior. A. Performance B. Win-win situation C. Holistic approach D. Human relations 35. Behavior is what people. A. see and say B. do and say C. learn and say D. hear and say 36. Human relations take place at the levels. A. individual and group B. group and organizational C. individual, group, and organizational D. individual and organizational 37. Level three of behavior focuses on: A. the behavior of any one person in the organization. B. on the behavior and human relations within groups. C. on the behavior and human relations within and between groups. D. the organization as a whole. 38. Which of the following statements about performance is incorrect? A. Performance is a relative term. B. Performance is usually measured on a continuum. C. Performance cannot be high if profits are down. D. Present performance is usually compared to prior periods. 39. is the extent to which expectations or objectives have been met. A. Performance B. Excellence C. Attainment D. Resource management 40. Which of the following approach focuses on the whole system with an emphasis on the relationships between its parts? A. Performance B. Systems C. Attainment D. Person 41. Industrialist and social theorist Robert Owen believed that: A. analyzing and redesigning jobs more efficiently would lead to mass production. B. happy worker is a productive worker. C profit would increase if the employees worked shorter hours, were paid adequately, and were provided. with sufficient food and housing. D. workers always acted rationally and were motivated simply by money.

4 42. During the depression of the 1930s, forced management to meet employees' needs for better working conditions, higher pay, and shorter hours. A. government agencies B. tight labor markets C. unions D. increased competition 43. introduced transactional analysis. A. Eric Berne B. Frederick Taylor C. Robert Owen D. Peter Drucker 44. Total quality management gained popularity in the. A. 1970s B. 1980s C. 1960s D. 1990s 45. integrates common business practices in the United States and Japan into middle-ground framework appropriate for use in the United States. A. Theory A B. Theory X C. Theory Y D. Theory Z 46. Avoiding criticizing, condemning, or spreading rumors is associated with which of the following guideline to human relations? A. Being positive B. Being optimistic C. Listening to people D. Helping others 47. What is an organization and why is it created? 48. What does the systems approach focus on? 49. Name three areas of behavioral science on which human relations is based.

5 50. What was Robert Owen's contribution to the subject of human relations? 51. To what does the Hawthorne Effect refer? 52. What is psychological contract? 53. What is the best way to get what you want from other people? 54. There are three ways to solve a human relations problem. What are they? 55. Explain why human relations skills are important.

6 56. Discuss the goal of human relations. 57. Describe the relationship between individual and group behavior and organizational performance. 58. Describe the relationship between behavior, human relations, and organizational performance. 59. Briefly describe the history of the study of human relations. 60. State some of the trends and challenges in the field of human relations. 61. Explain the nine guidelines for effective human relations.

7 62. Identify your personal low and high human relations ability and skill levels. 63. Identify five personal human relations goals for the course. 64. In your own words, explain why human relations skills are important to you. How will they help you in your career? 65. Give an example, personal if possible, of a situation when the goal of human relations was met. Explain how the individual's needs were met and the organizational objectives achieved. 66. Give a specific example, personal if possible, that supports the total person approach. Explain how an individual's job performance was affected by off-the-job problems. 67. Give two specific examples of your involvement in human relations--one positive and one negative. Also identify the level of behavior for each example.

8 68. Give two specific examples of how human relations affected your performance one positive and the other negative. Be specific in explaining the effects of human relations in both cases. 69. Give a specific example, personal if possible, of the Hawthorne effect. It could be when a teacher, coach, or boss gave you special attention that resulted in your increased performance. 70. Explain how one of the trends and challenges could personally affect your human relations. 71. Do you believe that you can and will develop your human relations abilities and skills through this course? Explain your answer. 72. Which two of the nine to human relations guidelines need the most effort on your part? Which two need the least? Explain your answers. 73. Give a specific example of a human relations problem in which you elected to change yourself rather than the other person or situation. Be sure to identify your changed behavior.

9 74. In your opinion, which myth about human relations holds back the development of human relations skills more than any of the others? 75. Which person's contribution to the history of human relations do you find to be the most impressive? 76. Which one of the trends or challenges do you believe is the most relevant to the field of human relations? 77. Which one of the nine guidelines to effective human relations do you think is the most important? 78. Of the three ways to handle human relations problems, which ones are the easiest and hardest for you? 79. Of the intrapersonal, interpersonal, and leadership skills, which one is your strongest? Your weakest?

10 80. James gave the board of directors a presentation on the product launch plan for their new product. His presentation was highly appreciated as it covered most of the queries that the directors had about this launch. This example best illustrates. A. behavior B. performance C. total person approach D. human relations 81. My boss let me out early from work to see my son play in a football game. All I had to do was get all my work done for the day before I left. This example best illustrates. A. behavior B. performance C. the goal of human relations D. human relations 82. An employee receiving training on the first day of work is an example of human relations. 83. Jenny and Mary work on a project together and attend department meetings. Their actions are considered as: A. behavior. B. performance. C. systems effect. D. human relations. 84. The members of the marketing department are having a meeting. There is a lot of disagreement over the content of the next ad. This example best illustrates what level of behavior? A. Individual B. Group C. Organizational D. Customary 85. The manager is developing a part-time employee work schedule for the next week. This example best illustrates the organizational level of behavior. 86. The production department just set a record for the highest number of units made in an eight-hour period. This example best illustrates the goal of human relations. 87. The production manager is having a discussion with the team members on the best ways to meet the excessive product demands within the stipulated time frame. This example best illustrates group performance. 88. failed to recognize the social needs of employees. A. Elton Mao B. Robert Owen C. Tom Peters D. Frederick Taylor 89. Frederick Taylor conducted research to determine the characteristics of successful organizations. 90. Robert Owen refused to employ children under the age of Eric Berne introduced transactional analysis (TA).

11 92. Elton Mayo developed Theory Z. 93. Technology has enabled the innovation and speed we have now in the global economy. 94. External factors play an important role in affecting a firm's competition levels. 95. The focus of level is on the behavior and human relations within and between groups. 96. behavior is the collective behavior of an organization's individuals and groups. 97. is the extent to which expectations or objectives have been met. 98. and human relations are the foundation supporting performance. 99. Edward Lawler suggested the use of management, which includes greater levels of participation at the lowest level of the organization. 100.The is the shared expectations between people.

12 1. (p. 4) TRUE ch01 Key 2. (p. 4) FALSE 3. (p. 4) FALSE 4. (p. 5) FALSE 5. (p. 5) FALSE 6. (p. 5) TRUE 7. (p. 5) TRUE 8. (p. 5) FALSE 9. (p. 6) TRUE 10. (p. 6) FALSE 11. (p. 6) FALSE 12. (p. 7) FALSE 13. (p. 8) FALSE 14. (p. 8) FALSE 15. (p. 8) TRUE 16. (p. 9) TRUE 17. (p. 9) TRUE 18. (p. 9) FALSE 19. (p. 10) TRUE 20. (p. 11) FALSE 21. (p. 11) TRUE 22. (p. 12) FALSE 23. (p. 12) TRUE 24. (p. 12) FALSE 25. (p. 12) FALSE 26. (p. 12) FALSE 27. (p. 13) TRUE 28. (p. 16) TRUE 29. (p. 17) FALSE 30. (p. 18) TRUE 31. (p. 4-5) B 32. (p. 5) C 33. (p. 6) B 34. (p. 6) D 35. (p. 6) B 36. (p. 6) B

13 37. (p. 7) D 38. (p. 8) C 39. (p. 8) A 40. (p. 9) B 41. (p. 11) C 42. (p. 12) C 43. (p. 12) A 44. (p. 13) B 45. (p. 13) D 46. (p. 16) A 47. (p. 7) An organization is a group of people working together to achieve an objective. Organizations are created to produce goods and services for the larger society. 48. (p. 9) The systems approach, developed by Russell Ackoff, focuses on the whole system with an emphasis on the relationships between its parts. 49. (p. 11) Human relations is based on the following areas of behavioral science: psychology, sociology, social psychology, economics, and political science. 50. (p. 11) Robert Owen was called "the real father" of personnel administration. He believed that profit would be increased if the employees worked shorter hours, were paid adequately, and were provided with sufficient food and housing. 51. (p. 12) The Hawthorne Effect refers to an increase in performance caused by the special attention given to employees rather than tangible changes in the work. 52. (p. 18) Psychological contract is the shared expectations between people. 53. (p. 17) The best way to get what you want is to create a win-win situation. In other words, you can get what you want by helping others get what they want. 54. (p ) (1) Change the other person. (2) Change the situation. (3) Change yourself. 55. (p. 3-5) People are an organization's most valuable resource. Faulty human relations skills are the single biggest reason for career failure. Some of the reasons why human relations skills are important include: (a). It helps you ethically achieve your personal, professional, as well as organizational goals. (b) It helps you better understand why and how people behave in particular ways in their workplaces. (c) It helps people with diverse backgrounds to work together. 56. (p. 5-6) The goal of human relations is to create a win-win situation by satisfying employee needs while achieving organizational objectives. A win-win situation occurs when the organization and the employees get what they want. Organizations that can create a win-win situation for all have a greater chance of succeeding. If the organization can offer everyone what they need, all benefit. Creating a win-win situation applies to human relations at all levels, not just management-employee relations. Satisfying needs is not easy; it is a goal to strive for that may never be met. 57. (p. 8-9) Through the systems affect, we learn that individuals affect each other's performance and that of the group and organization. The organization's performance is based on individual and group performance. To have high levels of performance, the organization must have highperforming individuals and groups. The destructive behavior of one individual hurts that group and other departments, which in turn may affect other departments and the organization's performance. Systems thinking is needed to understand performance. 58. (p. 9-10) As people perform their jobs, they interact. Just as people are the foundation of the organization, behavior and human relations are the foundation supporting performance. Ineffective behavior and human relations have a negative effect on performance. 59. (p ) In the 1800s, Frederick Taylor developed scientific management, which focused on analyzing and redesigning jobs. Also in the 1800s, Robert Owen was the first manager/owner to understand the need to improve the work environment and the employee's overall situation. Elton Mayo is called the father of human relations. In the mid-1920s to early 1930s, he conducted the Hawthorne studies and identified the Hawthorne effect, an increase in performance due to the special attention given to employees, rather than tangible changes in the work. From the 1930s to the 1970s, much attention has been paid to the human side of the organization. By the late 1970s, the human relations was primarily replaced with organizational behavior. In the 1980s, total quality management was popular. The 1990s forward focus was on worker involvement. 60. (p ) Some of the trends and challenges in the field of human relations include: (1) Globalization, change, innovation, and speed (2) Technology (3) Diversity (4) Learning and knowledge (5) Ethics and (6) Crisis. 61. (p ) (1) Be optimistic, (2) Be positive, (3) Be genuinely interested in other people, (4) Smile and develop a sense of humor, (5) Call people by name, (6) Listen to people, (7) Help others, (8) Think before you act, (9) Create win-win situations. 62. (p. 23) Answers will vary; additional sample answers may be found in the IM. 63. (p. 23) Answers will vary.

14 64. (p. 5) Answers will vary; additional sample answers may be found in the IM. 65. (p. 6) Answers will vary; additional sample answers may be found in the IM. 66. (p. 6) Students answers will vary; additional sample answers may be found in the IM. 67. (p. 8) Answers will vary; additional sample answers may be found in the IM. 68. (p. 9) Answers will vary; additional sample answers may be found in the IM. 69. (p. 12) Answers will vary; additional sample answers may be found in the IM. 70. (p. 14) Answers will vary; additional sample answers may be found in the IM. 71. (p. 15) Answers will vary; additional sample answers may be found in the IM. 72. (p. 18) Answers will vary; additional sample answers may be found in the IM. 73. (p. 19) Answers will vary; additional sample answers may be found in the IM. 74. (p. 4-5) Answers will vary; additional sample answers may be found in the IM. 75. (p ) Answers will vary; additional sample answers may be found in the IM. 76. (p ) Answers will vary; additional sample answers may be found in the IM. 77. (p ) Answers will vary; additional sample answers may be found in the IM. 78. (p ) Answers will vary; additional sample answers may be found in the IM. 79. (p ) Answers will vary; additional sample answers may be found in the IM. 80. (p. 8) B 81. (p. 8) C 82. (p. 5) TRUE 83. (p. 6) C 84. (p. 6) B 85. (p. 6) FALSE 86. (p. 8) FALSE 87. (p. 8) FALSE 88. (p. 11) D 89. (p. 13) FALSE 90. (p. 11) TRUE 91. (p. 12) TRUE 92. (p. 13) FALSE 93. (p. 13) TRUE 94. (p ) TRUE 95. (p. 8) two 96. (p. 7) Organizational 97. (p. 8) Performance 98. (p. 10) Behavior 99. (p. 13) high-involvement 100. (p. 18) psychological contract

15 Category # of Questions Blooms Taxonomy: Application 21 Blooms Taxonomy: Comprehension 18 Blooms Taxonomy: Knowledge 61 Difficulty: Easy 35 Difficulty: Medium 65 Learning Objective: 1 7 Learning Objective: 2 19 Learning Objective: 3 11 Learning Objective: 4 3 Learning Objective: 5 19 Learning Objective: 6 2 Learning Objective: 7 12 Learning Objective: 8 1 Learning Objective: 9 1 Lussier - Chapter Type: Application Situation AS Type: Application Situation AS Type: Application Situation AS Type: Application Situation AS Type: Communication Skill 6 Type: Learning Outcome 9 Type: Work Application WA-1 1 Type: Work Application WA-10 1 Type: Work Application WA-2 1 Type: Work Application WA-3 1 Type: Work Application WA-4 1 Type: Work Application WA-5 1 Type: Work Application WA-6 1 Type: Work Application WA-7 1 Type: Work Application WA-8 1 Type: Work Application WA-9 1 ch01 Summary