Lacc Mgt 31 Test 1 Study[1]

5/28/2018 Lacc Mgt 31 Test 1 Study[1]

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CHAPTER 1

Introduction to Interpersonal Relations

0MULTIPLE-CHOICE QUESTIONS

Page: 4 10. The study of interpersonal relations emphasizes the

analysis of

a0. managerial goals, employee relations, andcorporate strategies.

b0. human behavior, prevention strategies, and

resolution of behavioral problems.

c0. the interaction between human behavior andtechnology.

d0. individual behavior patterns.

Page: 1.1 !0. The flow of information in a company declines when

human relations is lac"ing

a0. conflict resolution.

b0. self#disclosure.

c0. trust.

d0. self#assessment.

Page: $ %0. The importance of interpersonal relations in business isincreasing due to

a0. its ability to demonstrate bottom#line results.b0. the increasing isolation of the wor" through the use

of computer technology.c0. organizations& increasing customer service

orientation.

d0. the decreasing costs of implementing humanrelations programs.

Page: $ 40. 'any companies are improving interpersonal relations

by

a0. attempting to establish a strong financial structure

to ensure employee satisfaction.b0. using technology to enhance employee

involvement in management decisions.

c0. organizing their wor"ers into teams in which eachemployee plays a part.

d0. offering more services to stoc"holders.

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Page: $ (0. The increase in wor"place incivility particularly

threatens which of the essentials of good interpersonal

relations)

a0. Teamwor" and group relations

b0. *ssembly productivity

c0. *ppropriate use of wor"place technologyd0. +elationships between supervisors and

subordinates

Page: $ $0. The need for competence in interpersonal relations has

been made increasingly important by the

a0. demand for managers with the ability to givedirections and orders to a diverse wor" force.

b0. increased use of wor" teams in companies.

c0. stabilization of the wor" environment after years ofturbulence due to mergers and buyouts.

d0. decreasing focus on service to customers andclients.

Page: 1.% 0. *merica&s best companies realize that all wor" is done

through

a0. providing incentives.b0. managing time effectively.

c0. competence.

d0. relationship building.

Page: 1.1% 0. The -ndustrial +evolution had a profound effect on

a0. management structure.b0. the role of the wor"er.

c0. benefit costs.d0. family dynamics.0

Page: 11 0. /rom an interpersonal relations perspective, the maorforces that influence wor" behavior include

a0. the general state of the economy.

b0. family.

c0. the eisting ob mar"et outside the company.d0. the technology to accomplish an organization&s

wor" processes.

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Page: 1.14 100. The Theory 2 style of management, which is based on

the belief that wor" involvement is the "ey to increased

productivity, was introduced by

a0. 3illiam uchi.

b0. /rederic" 5erzberg.

c0. 6lton 'ayo.d0. 7ames 5awthorne.

Page: 1.14 110. *ccording to Tom Peters and +obert 3aterman, one of

the eight attributes of ecellence found in *merica&s

best#run companies is

a0. productivity through people.b0. success through strategic thin"ing.

c0. s"illed management.

d0. achievement through motivation.

Page: 1.1! 1!0. *lthough identifying the ideal wor" environment for

today&s wor" force is difficult, better#educated wor"ersvalue

a0. high salaries.

b0. fulfilling relationships with cowor"ers.

c0. achievement.d0. increased number of vacation days.0

Page: 1( 1%0. /rederic" Taylor&s scientific management theory

basically argued that

a0. productivity could be improved by brea"ing obs

into isolated specialized tas"s and assigningwor"ers to each tas".

b0. the informal organization that wor"ers formedthrough their relationships was the "ey to

productivity.

c0. there were other ways besides human relations to

humanize the wor"place.d0. organizations needed to determine how to tap

wor"ers& desire to perform.

Page: 1( 140. Prior to the -ndustrial +evolution, most wor" was

a0. organized by communities.

b0. characterized by poor 8uality.c0. performed by individual craftwor"ers.

d0. loosely controlled by small, inefficient factories.



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c

Page: 1$

1(0. The 5awthorne studies contributed to the development

of interpersonal relations through the discovery

a0. of the characteristics of effective managers.b0. that brea"ing obs into isolated specialized tas"s

increased wor"er productivity.

c0. of the informal organization networ" that eistsamong wor"ers.

d0. that wor"ers need training to be effective in their

obs.

Page: 1$ 1$0. -nterpersonal relations research faded during the 9reat

epression due to the

a0. economic hardships of the time, which made it

impractical.

b0. emergence of other ways to humanize thewor"place.

c0. intervention of the federal government into theregulation of the wor" environment.

d0. implementation of wor" teams.

Page: 1 10. -n general, the means by which we come to anunderstanding of ourselves and others is

a0. self#disclosure.

b0. trust.

c0. self#acceptance.d0. communication.

Page: 1 10. The maor theme of interpersonal relations that deals

with an individual understanding of how his;her

behavior affects others is

a0. communication.

b0. self#awareness.

c0. motivation.

d0. trust.

Page: 1.1 10. f the forces influencing wor" behavior, whichinfluence establishes the organization&s image in the

eyes of the employees)

a0. 3or" group influence

b0. Personal characteristics of the wor"erc0. rganizational culture

d0.


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Page: 1 !00.


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*ns: T

Page: 1.1!

0!. T / 3or"er behavior on the ob is most fre8uently a

reflection of how well the wor" environment

accommodates each wor"er&s uni8uecharacteristics.

*ns: /Page: 14 %00. T / The family has little influence on individualbehavior at wor".

*ns: /Page: 1(

%10. T / The human relations movement developed inthe years after 3orld 3ar --.

*ns: T

Page: 1$

%!0. T /


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relationship problems in both our personal and wor"

lives.

Page: 1.!a 04!. The notion of lifetime employment has been replaced bya new @social contracts@@@@@@@@@@@@@@ emphasizing

personal responsibility for self#development.

Page: 1! 4%0. @ organizational culture@@@@@@@@@@@@@@ is influenced by

the deeply held values and behaviors of a small group ofindividuals within of a firm.

Page: 1% 440. The satisfaction of social needs, the provision of

emotional support, and assistance in problem solving arethe three main functions of @@@group

membership@@@@@@@@@@@@ .

Page: 1.4d 04(. @@ free agent motivation@@@@@@@@@@@@@ refers to the

phenomenon of the growth of self#employed wor"erswho are engaged in consulting and contract wor".

Page: 1( 4$0. *round the turn of the century, /rederic" Taylor and

other researchers tried to increase efficiency andproductivity by introducing @@@scientific

managment@@@@@@@@@@@@ .

Page: 1 40.


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00001Case 1.1

7ohn and 'abel&s company, 5igh#Tech


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Page: %0. +efer to Aase 1.1. 7ohn&s approach to hiring is an

eample of the concept of hiring

a0. the total person.b0. a diverse wor" force.

c0. an internationally oriented wor" force.

d0. through structured interviewing.

Page: 1% 40. +efer to Aase 1.1. 7oan&s satisfaction on the ob is li"elydue to which of the following)

a0.


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Page: !.$a !0. Coung people face a challenge communicating in the

wor"place if they choose to use -nternet argon such as

>-'5? or >T5.? Ayberlingo is an eample of whichfilter)

a0. 6motions

b0. *ttitudesc0. Aulture

d0. +ole epectation

Page: %0 %0. 3illiam, DP of perations, is tal"ing via telephone with7avier, 9' of the 'eico Aity plant, about an agreement

3illiam thought had been made several wee"s ago.

6nglish is 7avier&s second language. 3hat does thelanguage difference represent that can ma"e

communication more comple)

a0. /eedbac"

b0. /ilterc0. 'essage

d0. Ahannel

Page: %! 40. +osa and *ndrew are discussing a proect over the phone.+osa, as *ndrew&s boss, tells him she wants to >hit a

home run? with it. +osa means she wants a winnerE

*ndrew thin"s she means that she wants to drop theproect and get as far away from it as possible. This

misunderstanding is an eample of the communication

filter of

a0. emotions.

b0. role epectations.c0. semantics.

d0. attitudes.

Page: %4 (0. Peter believes strongly in gun control. 5e is listening to

the president of the Fational +ifle *ssociation tal" about

a plan for improving police departments. Peter is havingdifficulty hearing what the president has to say because of

this belief. Peter&s reaction to the speech is being filtered

by

a0. emotions.

b0. role epectations.c0. gender bias.

d0. attitudes.

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Page: !. $0. +ana has been promoted to irector. 'any of her

colleagues that wor"ed with her when she was an

assistant director may encounter challenges in wor"ingwith her due to which filter)

a0. 6motions

b0. +ole epectationsc0. Fonverbal messages

d0. =anguage and cultural barriers

Page: !.a 0. 'en perceive conversations as a form of

a0. competition.

b0. negotiation.

c0. confirmation.d0. activity.

Page: %$ 0. The most communicative element of nonverbal

communication is an individual&s

a0. facial epressions.b0. gestures.

c0. gender.

d0. eye contact.

Page: %( 0. 3hen verbal and nonverbal messages match,

a0. it is critical to maintain eye contact.

b0. it gives the impression that you can be trusted.c0. people can become suspicious of your intentions.

d0. the verbal message is dominant.

Page: % 100. Personal distance in *merican culture is

a0. 1 inches to 4 feet.b0. 4 inches to 1 inches.

c0. from 4 to 1! feet.

d0. any distance from which the spea"er and receivercan touch each other.

Page: !.1!c 110. /inding evidence to support information you&ve ust

received is an eample of

a0. active listening.

b0. critical listening.

c0. effective listening.

d0. empathic listening.

Page: % 1!0. *ctive listening involves a number of important s"ills,

including

a0. listening primarily for facts.b0. clarifying by as"ing 8uestions.

c0. using words carefully.

d0. using social distance.

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Page: 41 1%0. Barbara wants to be a more empathic listener. To do that,

she needs to

a0. practice patience and be nonudgmental whenlistening.

b0. ta"e notes and as" reflecting 8uestions.

c0. listen primarily for facts and avoid semanticconfusion.

d0. 8uestion what is said but demonstrate agreement

with it.

Page: !.1 140. *my informs her employees that they can offer any

constructive criticism regarding her leadership style by

placing anonymous notes in her mailbo. This is aneample of

a0. telecommuting.

b0. informal communication channel.

c0. formal communication channel.d0. upward communication.

Page: 4! 1(0. 7ohn GDP of financeH, 6vie Gmanager of accountingH, and+ebecca Ga staff accountantH are discussing an upcoming

audit. -n terms of organizational communication, this is

an eample of

a0. the grapevine.b0. horizontal communication.

c0. vertical communication.

d0. telecommuting.

Page: 4! 1$0. 5orizontal communication carries messages

a0. between departments.

b0. among employees on the same level.c0. between top eecutive levels and the lowest levels of

the organization.

d0. only in written form.

Page: 4% 10. Fancy heard from 'olly, a cowor"er, that *my was

going to become their new supervisor. 'olly heard the

news from 7ohn, a friend from another department. Thisis an eample of which form of organizational

communication)

a0. -mpersonal communication

b0. 5orizontal communicationc0. Fetwor" communication

d0. The grapevine

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Page: 44 10. ne of the most effective ways to improve organizational

communication is to

a0. promote the use of the grapevine.b0. create a nonthreatening climate to encourage upward

communication.

c0. foster horizontal communication between competingdepartments.

d0. train managers in effective impersonal and

electronic communication.

Page: 4$ 10. The use of e#mail has a number of advantages, such as

a0. greater privacy of the messages than normal written

correspondence.b0. the ability to communicate most of the tone and

nonverbal messages contained in the communication

process.

c0. the ability to send numerous hastily writtenmessages as ideas occur to you.

d0. speed and accuracy.

Page: !.!0a !00. 3hich component is most usually missing when a personleaves a voicemail message)

a0. * telephone number at which the caller may be

reached

b0. The best time for the caller to have their callreturned

c0. 3hat information or action is needed from the caller

d0. The caller&s name

TRUE/!LSE QUESTIONS

*ns: T

Page: !

!10. T / -mpersonal communication is the one#way

transmission of facts, instruction, feelings, andthe li"e.

*ns: T

Page: !

!!0. T / /or true communication to ta"e place, the

message must be understood by the person

receiving it in the same way the sender intendedit to be understood.

*ns: /

Page: %!

!%0. T / Terms li"e added valeor!ob satisfactionare

rarely misunderstood or subect to semantics.

*ns: /Page: !.%b

0!4. T / -mpersonal communication allows the personreceiving the information to clarify vague or

confusing information.



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*ns: /

Page: !.$b

0!(. T / Because 6nglish is the dominant language in

the global mar"etplace, employees do not need

to adust their communication style toaccommodate the needs of those whose first

language is not 6nglish.

*ns: TPage: !.a

0!$. T / Boys maintain their relationships primarilythrough their activities.

*ns: /

Page: %$

!0. T / 9estures are a transnational means of

communicating, in that they have the same or

universal meaning across cultures.

*ns: /

Page: %

!0. T / The public distance in nonverbal

communication for most cultures is 1! to 1(

feet.

*ns: /Page: %

!0. T / The sender is 100 percent responsible for clearand effective communication.

*ns: T

Page: %

%00. T / The use of repetition, careful selection of

words, and consideration of the timing of amessage are all effective ways to improve

personal communication.

*ns: T

Page: 1(b

0%1. T / 6#mail has changed formal communication

structure by allowing employees tocommunicate directly with higher level

individuals.

*ns: /Page: !.1(b

0%!. T / 3hen level of trust in an organization is low, itis best to communicate messages through the

grapevine.

*ns: T

Page: %

%%0. T / Benefits from good listening can be stronger

relationships, more and new information, andfewer mista"es.

*ns: T

Page: 4%

%40. T / ne of the best ways for management to cope

with the grapevine is to identify the

organization&s information leaders and to usethem to clarify information heard via the

grapevine.



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*ns: /

Page: 44

%(0. T / -n a typical organization, employees are eager

to share ideas and point out problems. 5ence, it

is relatively easy for managers to build aclimate that supports upward communication.

*ns: /Page: 4( %$0. T / *fter an initial surge, the use of telecommutinghas dropped significantly over the last fiveyears.

*ns: /

Page: !.1

0%. T / 3hen managers demonstrate the desire to listen

to their employees, employees still tend to "eep

ideas and complaints to themselves.

*ns: /

Page: 4$

%0. T / 6#mail is always the fastest form of

communication.

*ns: /

Page: !.!0I!1

0%. T / Position power? and @@@@@@@@@@@@@@@ can distortcommunication by causing people to discount what others

have to say.

Page: %$ 4(0. 6ye contact, facial epressions, gestures, and personal

space are all eamples of @@@@@@@@@@@@@@@.



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Page: !.1 04$. @@@@@@@@@@@@@@@ is the process of encouraging

employees to share their feelings and ideas with their

managers.

Page: % 40. uring a political speech, Aarlos practices

@@@@@@@@@@@@@@@ s"ills by focusing on the spea"er,ta"ing notes, and eventually as"ing 8uestions.

Page: 41 40. Tien is a middle#level manager. *n employee iscomplaining about a company policy. Tien is being

patient, accepting what the employee is saying without

being udgmental. Tien is using @@@@@@@@@@@@@@@.

Page: 4! 40. 7im, *nna, and 5ung are three first#line supervisors.

They are discussing a resource problem that affects all

three of their respective areas of responsibility. Theirconversation is an eample of @@@@@@@@@@ channels of

communication in their company.

00001Case 2.1

B./.6., -nc. is changing its employee benefits plan.


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Pages: !.1!c %0. +efer to Aase !.1. By listening to a representative of the

group, Aynthia is

a0. able to 8uic"ly handle the concerns because she doesnot need to meet with all the employees.

b0. using a formal vertical channel to communicate.

c0. not getting all the information because eachemployee has a uni8ue perspective on the problem.

d0. eliminating filters.

Page: 44 40. +efer to Aase !.1. The best way for B./.6. to encourage

feedbac" from the employees is to

a0. create a nonthreatening environment.b0. be patient and listen for facts.

c0. remember that women will be concerned with

people issues, men with events and things.

d0. ma"e the employees accept responsibility forunderstanding the communication.

Page: 4$ (0. +efer to Aase !.1. *s vice president of human resources,

Aynthia wants to communicate the changes in benefits tothe employees clearly with an opportunity for response.

5er best communication tool for this would be

a0. the grapevine.

b0. the horizontal communication channel.c0. a memo from her department.

d0. e#mail with a way for employees to as" 8uestions.

CHAPTER 3

Understandin% 'our Co##unication St(le



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0MULTIPLE-CHOICE QUESTIONS

Page: ( 10. ne of the fundamental concepts underlying

communication styles theory is that

a0. individual communication style differences are

stable throughout your life.

b0. communication styles are determined solely byheredity.

c0. people are different from day to day and therefore

their styles change day to day.

d0. communication styles are entirely learned behavior.

Page: ( !0. The four behavior styles Aarl 7ung believed people tend

to use when relating to their environment are

a0. intuitor, thin"er, feeler, sensor.b0. etrovert, introvert, aggressor, pacifier.

c0. etrovert, introvert, feeler, thin"er.

d0. artisan, guardian, idealist, rational.Page: %.( %0. 3hich maor theme of human relations helps an

individual cope with communication style bias)

a0. Aommunication

b0.


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Pages: $I$ 0. The director communication style is characterized by

a0. spontaneous, uninhibited behavior.

b0. fran"ness, assertiveness, and determination.c0. a natural persuasiveness.

d0. a preference for orderliness.

Pages: $I$ 0. *licia epresses strong opinions, proects a seriousattitude, and occasionally seems indifferent. *licia&s

communication style is probably

a0. emotive.b0. director.

c0. supportive.

d0. reflective.

Pages: %.I%.11 0. Ahris, who has a supportive style, must adapt his

behavior to his boss& director style during meetings. 3hat

should Ahris do)

a0. *rrive early for meetings with a few ideas of whatthey should discuss.

b0.


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Pages: !I% 1%0. 3hen individuals are in 2one !, they are most li$ely to

a0. display their predominant style with low intensity.

b0. display their style with so much intensity they are indanger of overload.

c0. show their style with moderate intensity and are

fairly easy to identify.d0. not be able to demonstrate fleibility or versatility in

style.

Page: %.1% 140. To determine someone&s communication style, it is bestto eamine their

a0. beliefs.

b0. bac"ground.c0. attitudes towards others.

d0. nonverbal communication.

Page: 4 1(0. * reflective communication style operating in the ecess

zone is characterized by thea0. constant see"ing of reassurance and attempting to

win approval by everyone.

b0. avoidance of decisions and achievement ofperfection.

c0. epression of highly emotional opinions and

seeming unwillingness to listen to others.

d0. determination to come out on top and the inability toadmit to being wrong.

Page: 4 1$0. *n emotive communication style operating in the ecess

zone is characterized by thea0. avoidance of decisions and display of emotion.

b0. epression of highly emotional opinions and

seeming unwillingness to listen to others.c0. determination to come out on top and inability to

admit to being wrong.

d0. constant see"ing of reassurance and attempting towin approval by agreeing with everyone.

Page: %.1% 10. By ending a speech with a scream, 5oward ean&s

presidential campaign was undone because he

a0. didn&t understand style fleing.b0. moved into the ecess zone.

c0. had a communication bias.

d0. didn&t understand his audience&s communicationstyle.

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Pages: (I$ 10. Dersatility in communication styles is

a0. relatively unstable throughout life and difficult to

change.b0. necessary to create and maintain effective

interpersonal relations with others.

c0. more easily achievable for someone who is low indominance and high in sociability.

d0. dependent upon the individual&s communication

style.

Page: 10. *lthea is trying to persuade her mother to let her go on a

trip with friends. *lthea&s mother has a reflective style.

To style fle, *lthea should

a0. be straightforward and present her information

accurately and systematically.

b0. patiently draw out her mother&s personal concerns

and present her trip information in a 8uiet andnonthreatening way.

c0. get to the point 8uic"ly and avoid too much detail.

d0. not place any emphasis on the details.

Page: !00. 3hen attempting style fleing to appeal to someone with

a reflective style, one should

a0. display interest in the person&s ideas, interests, and

eperiences.b0. maintain a pace that is fast and spontaneous.

c0. approach the person in a straightforward, direct

manner.

d0. present views in a 8uiet, nonthreatening manner.

TRUE/!LSE QUESTIONS

*ns: T

Page: (

!10. T / The impressions others have of us based on our

observable patterns of behavior is calledcommunication style.

*ns: /

Page: (

!!0. T / People ma"e udgments about us based on our

innermost thoughts and feelings and what we

say and do.

*ns: /Page: %.4

!% T / *ccording to Aarl 7ung, individuals choosetheir communication style.

*ns: T

Page: (

!40. T / To create the most productive wor"ing

relationships, it is necessary to get in sync withthe communication styles of the people with

whom you wor".

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*ns: /

Page: $1

!(0. T / 'anagers are more effective if they are higher

on the dominance continuum than on the

sociability continuum.

*ns: T

Page: $!

!$0. T / Persons who are high in dominance should

sometimes curb their desire to epress strongopinions in order to establish cooperativerelationships.

*ns: T

Page: %.4

!. T / Aommunication style refers to how someone

li"es to do something.

*ns: /Page: %.(

!. T / %ominancecan be defined as an ability tocontrol or epress feelings.

*ns: T

Pages: $I$

!0. T / =eslie proects a serious attitude, epresses

strong opinions, and sometimes proects an air

of indifference. =eslie most li"ely has a directorcommunication style.

*ns: /

Page: %.

%0. T /


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*ns: T

Page: (

%$0. T / -t is possible to strengthen one&s ability in a

particular communication style in order to get

along better with others.

*ns: T

Page: %.1%

%. T / *n emotive style is no more or less li"ely to be

versatile than a director style.

*ns: /

Page:

%0. T / 3hen fleing to a reflective style, one should

be specific, brief and to the point, and maintaina fast and decisive pace.

*ns: T

Page:

%. T / 3hen trying to improve relations with someone

who has a supportive communication style,show a sincere interest in the person.

*ns: T

Page:

400. T / 'anagers relying too much on the strengths of

their style can create problems in their

relationships with others.

COMPLETION QUESTIONS

Page: ( 410. The thoughts, feelings, and actions that characterize

someone are generally viewed as their @@@@@@@@.

Page: %.!a 4!. @@@@@@@@@@ describes a situation where one person

intentionally matches the body language of the individualthey are meeting with.

Page: $0 4%0. -f a person reacts negatively toward you because of theirdiscomfort with the way you communicate, that person is

ehibiting @@@@@@@@@@@@@@@ .

Pages: $0I$1 440. The tendency of a person to display a >ta"e#charge?

attitude can be depicted graphically by use of the

@@@@@@@@@.

Pages: $I$ 4(0. Bill proects a serious attitude about everything and

epresses his opinions strongly. Bill displays aGnH

@@@@@@@@ communication style.

Pages: $I0 4$0. 5ung is usually 8uiet, enoys spending time alone, anddoes not ma"e 8uic" decisions. 5e epresses opinions in

a formal and deliberate manner. 5ung&s behavior displays

aGnH @@@@@@@@ communication style.

Page: % 40. People should avoid communicating within the @@@@@@@@in order to maintain good relations with others.



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Page: %.1% 4. @@@@@@@@@@ can be defined as acting in ways that earn a

social endorsement.

Page: 40. -f a manager wants to fle to meet the needs of anindividual with aGnH @@@@@@@@ communication style,

he;she needs to ta"e time to build social relationships,display an interest in a person&s ideas and interests, andnot worry too much about details.

Page: %. (0. 9abriella is cautious, formal, and methodical, ma"ing her

low on the @@@@@@@@@@@@@@@.

00001Case 3.1

'iguel has a big sales presentation tomorrow. 5e&s planning how to adapt his presentation to meet

the needs of his customer. 'iguel would describe himself as highly competitive, outgoing,tal"ative, and also disciplined, serious, and formal. 5is customer, +egina, listens to himattentively, epresses herself thoughtfully and deliberately, and would describe herself as

easygoing, friendly, and casual.

Multiple-C"oice Questions

Pages: $I$ 10. +efer to Aase %.1. Based on the terms 'iguel uses to

describe himself, he is most li$ely to have aGnH @@@@@@@@communication style.

a0. emotive

b0. director

c0. supportived0. reflective

Pages: 0I1 !0. +efer to Aase %.1. +egina probably has aGnH @@@@@@@@

communication style.

a0. emotive

b0. director

c0. supportive

d0. reflective

Page: %0. +efer to Aase %.1. -f 'iguel wants to be effective with

+egina, he probably needs to

a0. be accurate, straightforward, and orderly.

b0. present at a fast pace with little detail.

c0. stic" to the communication style to which he

naturally gravitates.d0. style fle to appeal to her communication style.



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Page: 40. +efer to Aase %.1. -f +egina wanted to style fle to meet

'iguel&s communication needs, she would need to

a0. be accurate, straightforward, and orderly.b0. use time efficiently and provide specific answers to

8uestions.

c0. be specific, to the point, and not "eep trac" of thetime involved in the meeting.

d0. show a sincere interest in 'iguel&s presentation and

as" detailed 8uestions.


Documents

Lacc Mgt 31 Test 1 Study[1]