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

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

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

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

A.   Setting clear and measurable goals for each employee.

B.   Holding regular meeting to ask about employee concerns.

C.   Assigning people to projects without their input.

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

A.   ethically.

B.   emotionally.

C.   intellectually.

D.   professionally.

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

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

C.   the stated and lived values of a company.

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

A.   Encoding.

B.   Filtering.

C.   Decoding.

D.   Hijacking.

A.   Psychological safety.

B.   Self-Management.

C.   Sight Perceiving.

D.   Empathy.

A.   Spontaneous.

B.   Thoughtful.

C.   Charasmatic.

D.   Lively.

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

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

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

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

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

B.   People are not good at masking their feelings, but most people are inconsistent in their ability 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.   This is an issue of policy, not personal interpretation.

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

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

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

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

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

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

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

A.   find common ground.

B.   exaggerate their points.

C.   oversimplify their approach.

D.   cast situation in either-or terms.

A.   individualism.

B.   assertiveness.

C.   collectivism

D.   hierarchy

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

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

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

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

A.   companies and shareholders emphasize social responsibility.

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

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

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

A.   Corporate

B.   Team

C.   National

D.   Organizational

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

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

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

D.   lives are rules entirely by their personal values.

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

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

C.   feeling resistant to new ways of doing things.

D.   viewing coworkers motives with suspicion.

A.   Incivility

B.   Semantic noise

C.   Pessimism

D.   Emotional hijacking

A.   Engage in relaxation techniques to clear your mind.

B.   Build up the courage to have difficult conversations.

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

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

A.   Forming

B.   Storming

C.   Performing

D.   Norming

A.   Whether the words chosen are appropriate.

B.   Whether the main ideas are strong and clear.

C.   The transitions between sections.

D.   Whether the paper is organized logically.

A.   Unclear decision-making rules.

B.   The need to make decisions too quickly.

C.   Differing leadership styles.

D.   Not enough time to build relationships.

A.   Summarized what was accomplished.

B.   Ask attendees to share.

C.   Allow the attendees to ask questions.

D.   Elaborate on the main issues.

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

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

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

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