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COM 451 Quiz 2

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Some people are reluctant to deliver bad news. This describes the             effect.

Which of the following is NOT a reason feedback is important?

According to your authors, in the scenario that opens Chapter 2, Vickie did something right. She used:

When you use statements like "we are all part of the team", you are

Conveying a feedback message that implies a sense of belonging and understanding is called     .

A supervisor says to an employee, "Do you agree with me? Yes or No?" According to the Wagoner and Waldron study of delivering bad news, this approach may not be effective mainly because it threatens the employee's need for:

The use of written memos for delivering feedback, including e-mailed feedback, can signal insensitivity. It also limits opportunities for discussion. Unlike face-to-face communication, memos and e-mail are

In order to understand how risky it would be to provide negative upward feedback, you might discuss the matter with other employees, before deciding what to say or do. This is an example of the  part of the risk negotiation cycle.

Employees who receive negative multi-source feedback tend to set more self-improvement goals.

A supervisor notices the subpar performance of a new employee. She decides that the employee needs feedback to help develop his potential

(rather than a simple good/bad performance evaluation). This supervisor is engaged in what part of the risk negotiation cycle?

Which of the following is true of feedback seeking behavior?

Providing bad news quickly before a situation can get worse is            .

One reason feedback seeking behavior is helpful is because it can take the "surprise" out of performance evaluations (including evaluations of your class papers).

The study on bad news messages by Wagoner and Waldron involved

Your book recommends a process called "dialogue" when you and other employees are discussing complicated or controversial issues. Dialogue is different than debate. It involves which of the following practices?

Kaling, the young professor discussed in chapter 2, needed                 to help her improve her performance. Unfortunately, she did not receive it from her colleagues.

For multi-source feedback programs to work, low power employees must feel:

Feedback that incorporates information from peers, bosses, subordinates, and customers is         .

Messages with "equivocality"          .

An approach that minimizes the imposition of the feedback message and allows the employee options is called                                                                              .

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