Human Relations Part 2 Exam Answers links:
[DOWNLOAD] Human Relations Part 2 Exam Answers
Posted on 21-Mar-2021
Generating positive job attitudes helps lower absenteeism and turnover. Attitudes help determine how well employees perform on the job e. Attitudes give warnings of potential problems a; Moderate; Attitudes in the Workplace; pp. What is the term...
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[FREE] Human Relations Part 2 Exam Answers | HOT
Posted on 7-May-2021
A copy-editor who seeks out spelling errors and grammatical mistakes in manuscripts. A realtor arranging sales between homeowners and potential buyers. Studies show that people who are depressed tend to make poorer decisions than those with a more...
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Penn Foster Homework Help
Posted on 18-Mar-2021
They are less trusted. They receive fewer of the preferred rewards that the leader controls. All of the above statements are true. What factor would most likely increase the negative impact of an arbitration session? In third-party negotiations, a third party who provides an informal communication link between the negotiator and the opponent is known as a n Short Questions 20 Questions 1. Discuss three different criteria for ethical decision making. There are three different criteria in making ethical choices. The goal of utilitarianism is to provide the greatest good for the greatest number. This is the view that tends to dominate business decision making. This calls on individuals to make decisions consistent with fundamental liberties and privileges as set forth in documents like the Bill of Rights.
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Exam Question Bank: Paper 2 Human Relationships
Posted on 22-May-2021
An emphasis on rights in decision making means respecting and protecting the basic rights of individuals. This requires individuals to impose and enforce rules fairly and impartially so there is an equitable distribution of benefits and costs. Moderate; Ethics; p. What is self-efficacy? Self-efficacy refers to an individual's belief that he or she is capable of performing a task. The higher your self-efficacy, the more confidence you have in your ability to succeed in a task. Individuals high in self-efficacy seem to respond to negative feedback with increased effort and motivation, while those low in self-efficacy are likely to lessen their effort when given negative feedback. Easy; Self-Efficacy; p. Explain the three job redesign options. This is the practice of periodically shifting an employee from one task to another. When an activity is no longer challenging, the employee is rotated to another job, usually at the same level, that has similar skill requirements.
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Interpersonal Relationship
Posted on 17-Apr-2021
This is the expansion of jobs horizontally; increasing the number and variety of tasks that an individual performs. Instead of only sorting the incoming mail by department, for instance, a mail sorter's job could be enlarged to include physically delivering the mail to the various departments or running outgoing letters through the postage meter. Job enrichment refers to the vertical expansion of jobs. It increases the degree to which the worker controls the planning, execution, and evaluation of his or her work. An enriched job organizes tasks so as to allow the worker to do a complete activity, increases the employee's freedom and independence, increases responsibility, and provides feedback, so an individual will be able to assess and correct his or her own performance. Moderate; Job Redesign; pp. Discuss whether there are gender differences regarding emotions. The common belief is that women are more emotional than are men.
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Penn Foster 986004 HUMAN RELATIONS, PART 2 High School Exam Guide
Posted on 13-Apr-2021
Is there any truth to this? The evidence does confirm that women are more emotionally expressive than are men; they experience emotions more intensely; they tend to "hold onto" emotions longer than men, and they display more frequent expressions of both positive and negative emotions, except anger. Although there may be innate differences between the genders, research suggests that emotional differences also are due to the different ways men and women have been socialized. Men are taught to be tough and brave. Showing emotion is inconsistent with this image. Women, in contrast, are socialized to be nurturing. For instance, women are expected to express more positive emotions on the job shown by smiling than men, and they do.
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Multiple Choice Single Answer Question Human Resources
Posted on 10-Mar-2021
Moderate; Emotions and Gender; p. What is team efficacy? Effective teams have confidence in themselves. They believe they can succeed. This is called team efficacy. Teams that have been successful raise their beliefs about future success, which in turn, motivates them to work harder. Easy; Team Efficacy; p. Communication apprehension is a major barrier to effective communication. People who suffer from communication apprehension experience undue tension and anxiety in oral communication, written communication, or both.
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Posted on 14-May-2021
Easy; Communication Apprehension; p. What are the key dimensions that underlie the concept of trust? The key dimensions that underlie the concept of trust are integrity, competence, consistency, loyalty, and openness. Moderate; Key Dimensions of Trust; p. Defensive behaviors occur when people perceive politics as a threat rather than an opportunity. They respond with reactive and protective behaviors to avoid action, blame, or change.
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Human Relations
Posted on 23-Mar-2021
Defensive behaviors are often associated with negative feelings toward the job and work environment. In the short run, employees may find that defensiveness protects their self-interest. But in the long run, it is the only way they know how to behave. At that point, they lose the trust and support of their peers, bosses, employees, and clients. Easy; Defensive Behaviors; p. Identify the five primary conflict-handling intentions, giving the title of each and the cooperative and assertiveness dimensions of each. Easy; Conflict-Handling Intentions; p. What is workforce spirituality?
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(PDF) Multiple Choice Single Answer Question Human Resources | Vedika Maharaj - 1medicoguia.com
Posted on 11-Apr-2021
These changes led to successive increases in productivity and the raising of morale. After one year, labour turnover was down to the average level for the company as a whole. It was assumed that the explanation for this improvement was the introduction and modification of rest pauses. This explanation was to undergo substantial modification as a result of Hawthorne. Later awarded a Chair, he remained at Harvard until his retirement in The last two years of his life were spent in Britain as an advisor to the British government on problems within industry. Mayo wrote about democracy and freedom and the social problems of industrialised civilisation. It is as the author of Human problems of an industrial civilisation which reports on the Hawthorne Experiments, that he is known for his contribution to management thinking, even though he disclaimed responsibility for the design and direction of the project. The company had a reputation for advanced personnel policies and had welcomed a research study by the National Research Council into the relationship between work-place lighting and individual efficiency.
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E2021/Edgenuity Answers
Posted on 9-May-2021
Other incentives - including payment incentives and rest pauses - were manipulated at regular intervals, and although output levels varied, the trend was inexorably upwards. Whatever experimentation was applied, output went up. Although it had been fairly conclusively determined that lighting had little or nothing to do with output levels, the Assistant Works Manager George Pennock agreed that something peculiar was going on and that experimentation should continue. Turner quickly resolved that rest pauses in themselves were not the cause for increased output, although it was observed that longer rest pauses gave rise to more social interaction, which in turn impacted on mental attitudes.
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Interpersonal Relationship - Wikipedia
Posted on 15-May-2021
Turner attributed the rise in output to: the small group; the type of supervision; earnings; the novelty of the experiment, and the increased attention to the experimentees generated by the experiment itself. Pennock had been among the first to note that supervisory style was important. The supervisor involved in the illumination experiment had been relaxed and friendly; he got to know the operators well and was not too worried about company policies and procedures. Discipline was secured through enlightened leadership and understanding, and an esprit de corps grew up within the group. This was in stark contrast to standard practice before the experiment. When Pennock invited Turner to participate, he also invited Mayo although it is unknown whether this was as a result of Mayo's achievements at the Philadelphian Spinning Mill, or because of a desire to involve Harvard.
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1100 Organizational Behavior Exam Focus With Answers New
Posted on 25-May-2021
Here it emerged that: output was restricted - the group had a standard for output which was respected by individuals in the group; the group was indifferent to the employer's financial incentive scheme; the group developed a code of behaviour of its own based on solidarity in opposition to the management, and output was determined by informal social groups rather than by management. Mayo had read the work of F W Taylor, who had already established that social groups were capable of exercising very strong control over the work behaviour of individual members Taylor had referred to this as 'systematic soldiering'.
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FindTestAnswers.com
Posted on 11-May-2021
Interpreting Hawthorne For industry to benefit from the experiments at Hawthorne, Mayo first concluded that supervisors needed training in understanding the personal problems of workers, and also in listening and interviewing techniques. He held that the new supervisor should be less aloof, more people-oriented, more concerned, and skilled in handling personal and social situations. It was only later, after a period of reflection, that Mayo was able to conclude that: job satisfaction increased as workers were given more freedom to determine the conditions of their working environment and to set their own standards of output; intensified interaction and cooperation created a high level of group cohesion; job satisfaction and output depended more on cooperation and a feeling of worth than on physical working conditions.
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Elton Mayo: The Hawthorne Experiments Thinker. - The British Library
Posted on 3-Mar-2021
Hawthorne - thanks to both Mayo and one of his major colleagues and collaborators F. Roethlisberger was widely reported and discussed. Roethlisberger said of Mayo that the data were not his, the results not his, but the interpretations were Mayo's. Without those interpretations, the results of Hawthorne would still be collecting dust in the archives. Following his involvement with the Hawthorne Experiments in the s and 30s, Roethlisberger later revisited the findings with Hawthorne supervisor William Dickson. When analysing the data in detail, they discovered that subjects alter their behaviour when under observation. This psychological phenomenon was written about by Roethlisberger and Dickson in their publication Counselling in an organization: a sequel to the Hawthorne researches. Mayo's conclusions influenced others who later became regarded as management gurus themselves: His ideas on the emergence of 'informal' organisations were read by Argyris and others as they developed theories about how organisations learned and developed.
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FrontLine National Testing For Law Enforcement And Police Officers | National Testing Network
Posted on 7-Apr-2021
The discrediting of the 'rabble hypothesis' theory - based on the assumption that individuals only pursue self-interest - led directly to the work of McGregor Theory X and Theory Y with its wider implications for leadership and organisation. The conclusions drawn by Mayo from the Hawthorne studies established the beginnings of the importance of management style as a major contributor to industrial productivity, of interpersonal skills as being as important as monetary incentives or target-setting, and of a more humanistic approach as a means of satisfying the organisation's economic needs and human social skills.
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