A.   A period characterized by the formation of trusts to manage the wealth of businesses.

B.   A period in which people have lost the trust they once had in the business community.

C.   A period in which people put more of their trust in big business than in big government.

D.   A period in which the government allows financial trusts to try to make the economy safer.

A.   Taking a course in making teams function more efficiently.

B.   Setting clear and measurable goals for each employee.

C.   Holding regular meeting to ask about employee concerns.

D.   Assigning people to projects without their input.

A.   ethically.

B.   professionally.

C.   emotionally.

D.   intellectually.

A.   a set of principles that governs behavior in the workplace.

B.   the knowledge and skills needed to accomplish business tasks.

C.   a reputation for adhering to high moral and ethical values.

D.   the stated and lived values of a company.

A.   Encoding.

B.   Hijacking.

C.   Decoding.

D.   Filtering.

A.   Self-Management.

B.   Psychological safety.

C.   Sight Perceiving.

D.   Empathy.

A.   Thoughtful.

B.   Spontaneous.

C.   Lively.

D.   Charasmatic.

A.   Probing questions seek to uncover root causes, while solution-oriented questions focus on what should be done.

B.   Probing questions move from general to specific, while solution-oriented questions move from specific to general.

C.   Probing questions tend to be analytical and focused, while solution-oriented questions tend to be casual and social.

D.   Probing questions tend to be closed, while solution-oriented questions tend to be open.

A.   People are not good at masking their feelings, but most people are inconsistent in their ability to decode nonverbal signals.

B.   People are good at masking their feelings, but most people still manage to decode nonverbal signals.

C.   People are good at masking their feelings, so most people are incapable of decoding nonverbal signals.

D.   People are not good at masking their feelings, and most people are highly skilled in their ability to decode nonverbal signals.

A.   You always interrupt me when I try to explain my reasons.

B.   I know I am right about this, and I can prove it to you.

C.   This is an issue of policy, not personal interpretation.

D.   I feel that I was not given a chance to explain my actions.

A.   What were you thinking when you made the proposal in the group meeting?

B.   We need to discuss the way you let your team members down on the last project.

C.   I really want to understand what went wrong and find a solution we both can accept.

D.   Your work has suffered lately, and I want to make some suggestions for improvement.

A.   find common ground.

B.   cast situation in either-or terms.

C.   exaggerate their points.

D.   oversimplify their approach.

A.   collectivism

B.   hierarchy

C.   assertiveness.

D.   individualism.

A.   Less-assertive cultures typically express a lot of emotion.

B.   Less-assertive cultures prioritize resolving issues over showing respect to others.

C.   Less-assertive cultures are uncomfortable with silence and speak up quickly to fill the silence.

D.   Less-assertive cultures stress equality and use cooperative language.

A.   self-enjoyment takes precedence over displays of generosity.

B.   people extend material and social support only to a close circle of friends and family.

C.   society members are expected to solve personal problems on their own.

D.   companies and shareholders emphasize social responsibility.

A.   Organizational

B.   Team

C.   National

D.   Corporate

A.   lives are rules entirely by their personal values.

B.   personal values align with the corporate values where they work.

C.   personal values are subservient to the corporate values where they work.

D.   personal values take priority over corporate values where they work.

A.   viewing coworkers motives with suspicion.

B.   putting in extra time to meet the company's goals.

C.   feeling resistant to new ways of doing things.

D.   bending the truth slightly to present a more positive picture.

A.   Pessimism

B.   Semantic noise

C.   Emotional hijacking

D.   Incivility

A.   Build up the courage to have difficult conversations.

B.   Constantly evaluate your feelings and moods; attempt to understand your feelings as they occur.

C.   Engage in relaxation techniques to clear your mind.

D.   Practice self-talk and visualizing yourself responding effectively to challenging interpersonal issues.

A.   Norming

B.   Forming

C.   Storming

D.   Performing

A.   Whether the paper is organized logically.

B.   Whether the words chosen are appropriate.

C.   Whether the main ideas are strong and clear.

D.   The transitions between sections.

A.   Not enough time to build relationships.

B.   Differing leadership styles.

C.   Unclear decision-making rules.

D.   The need to make decisions too quickly.

A.   Ask attendees to share.

B.   Allow the attendees to ask questions.

C.   Summarized what was accomplished.

D.   Elaborate on the main issues.

A.   Using the agenda of the last meeting as a model for running the next meeting.

B.   Asking yourself essential questions about purpose, strategy, scheduling, and coordination.

C.   Review the minutes of the last meeting to see what was left unfinished.

D.   Taking ten minutes before the meeting starts to prepare a few action items.