CMST 1061 EVALUATION EXAM UPDATED QUESTIONS
AND ANSWERS GRADED A+
✔✔Communication in Human Relationships: - ✔✔all relationships based on how we
interact; introduces theories on understanding and enabling effective relationships
(interpersonal, gender, family, nonverbal communication)
✔✔visual and mediated communication - ✔✔increasing communication via image
technology (visual culture, film and mediated arts)
✔✔Art & culture - ✔✔we communicate culture through everyday behaviors (from
repetitive acts to extraordinary events)
✔✔positive aspects of group work: - ✔✔• Allows for more creativity and problem solving
• Better brainstorming
• More skills, talents and ideas
• Cooperation, collaboration, critical thinking
• Better cultural understanding
• Increased social networks & communication styles
✔✔small group communication - ✔✔the interaction of 3-12 interdependent people
working together to achieve a common goal.
✔✔interaction - ✔✔individuals share ideas and opinions, make decisions, and solve
problems together
✔✔interdependent - ✔✔each member of the group is influenced and directly affected by
the actions and behaviors of others.
✔✔working - ✔✔being productive toward completing the common goal
✔✔common goal - ✔✔task/objective assigned to the group
✔✔3 basic roles of group tasks - ✔✔1. task role
2. relationship role
3. individual role
✔✔task role - ✔✔relates to getting things done; any position in a group occupied by a
member who performs behaviors that promote completion of tasks and activities.
✔✔relationship role - ✔✔(social-emotional role) relates to group climate and working
relationships among members. Behaviors that improve the nature and quality of
interpersonal relations among members.
-Both of these roles are often developed by groups
, ✔✔individual role - ✔✔refers to idiosyncratic behavior of each member. It is an
expressed behavior of an internal or psychological trait
✔✔managerial leadership grid - ✔✔-A simple framework that identifies and defines 7
basic leadership styles that characterize workplace behavior and the resulting
relationships.
-Based on how 2 fundamental concerns (for people and for results) appear at varying
levels when people interact.
-Each style is put on a grid and rated 1 (least) to 9 (most) for the 2 concerns
✔✔9,9. Team Management (Contribute and Commit): - ✔✔Superior decision making
style; strong goal orientation; leader initiates best solutions and shows high degree of
concern for people and tasks.
✔✔9,1. Controlling (direct and dominant) - ✔✔also referred to as authority-obedience;
leader expects results and enforces rules; can result in members feeling deprived of
privileges; leader concerned with completing tasks but with little interest in relationships.
Prevents creative decision making from group synergy.
✔✔5,5. Status Quo (Balance and Compromise): - ✔✔the middle of the road; the leader
endorses popular results but does not like unnecessary risks. Shows moderate concern
for people and tasks. Outcome is not always optimal but may satisfy everyone to a
degree.
✔✔1,9. Accommodating (Yield and Comply): - ✔✔country club management; leader
supports results that maintain harmony. Generates enthusiasm by focusing on positive
aspects of work. Comfortable and friendly organization environment. Can be somewhat
inefficient for finding solutions to problems.
✔✔1,1. Indifferent (Evade and Elude): - ✔✔impoverished management; leader
distances themselves from taking responsibility to avoid getting entangled in problems.
Low concern for people and task, and exerts minimum effort to get required work
accomplished.
✔✔9,9. Paternalistic (Prescribe and Guide): - ✔✔leader offers praise and appreciation
for support; similar to team management style (1). Leader urges group to complete
tasks, and rewards members in available ways. A downfall to this style is members
might only work for a price and never develop loyalty to workplace.
✔✔opportunism - ✔✔leader persuades others to support results that offer leader private
benefit, relying on whatever approach to secure advantage and uses people and
authority as he or she sees fit. Uses 5,5 style toward members seen as equal, 9,1 to
those of less importance, and 1,9 to authoritative figures.
AND ANSWERS GRADED A+
✔✔Communication in Human Relationships: - ✔✔all relationships based on how we
interact; introduces theories on understanding and enabling effective relationships
(interpersonal, gender, family, nonverbal communication)
✔✔visual and mediated communication - ✔✔increasing communication via image
technology (visual culture, film and mediated arts)
✔✔Art & culture - ✔✔we communicate culture through everyday behaviors (from
repetitive acts to extraordinary events)
✔✔positive aspects of group work: - ✔✔• Allows for more creativity and problem solving
• Better brainstorming
• More skills, talents and ideas
• Cooperation, collaboration, critical thinking
• Better cultural understanding
• Increased social networks & communication styles
✔✔small group communication - ✔✔the interaction of 3-12 interdependent people
working together to achieve a common goal.
✔✔interaction - ✔✔individuals share ideas and opinions, make decisions, and solve
problems together
✔✔interdependent - ✔✔each member of the group is influenced and directly affected by
the actions and behaviors of others.
✔✔working - ✔✔being productive toward completing the common goal
✔✔common goal - ✔✔task/objective assigned to the group
✔✔3 basic roles of group tasks - ✔✔1. task role
2. relationship role
3. individual role
✔✔task role - ✔✔relates to getting things done; any position in a group occupied by a
member who performs behaviors that promote completion of tasks and activities.
✔✔relationship role - ✔✔(social-emotional role) relates to group climate and working
relationships among members. Behaviors that improve the nature and quality of
interpersonal relations among members.
-Both of these roles are often developed by groups
, ✔✔individual role - ✔✔refers to idiosyncratic behavior of each member. It is an
expressed behavior of an internal or psychological trait
✔✔managerial leadership grid - ✔✔-A simple framework that identifies and defines 7
basic leadership styles that characterize workplace behavior and the resulting
relationships.
-Based on how 2 fundamental concerns (for people and for results) appear at varying
levels when people interact.
-Each style is put on a grid and rated 1 (least) to 9 (most) for the 2 concerns
✔✔9,9. Team Management (Contribute and Commit): - ✔✔Superior decision making
style; strong goal orientation; leader initiates best solutions and shows high degree of
concern for people and tasks.
✔✔9,1. Controlling (direct and dominant) - ✔✔also referred to as authority-obedience;
leader expects results and enforces rules; can result in members feeling deprived of
privileges; leader concerned with completing tasks but with little interest in relationships.
Prevents creative decision making from group synergy.
✔✔5,5. Status Quo (Balance and Compromise): - ✔✔the middle of the road; the leader
endorses popular results but does not like unnecessary risks. Shows moderate concern
for people and tasks. Outcome is not always optimal but may satisfy everyone to a
degree.
✔✔1,9. Accommodating (Yield and Comply): - ✔✔country club management; leader
supports results that maintain harmony. Generates enthusiasm by focusing on positive
aspects of work. Comfortable and friendly organization environment. Can be somewhat
inefficient for finding solutions to problems.
✔✔1,1. Indifferent (Evade and Elude): - ✔✔impoverished management; leader
distances themselves from taking responsibility to avoid getting entangled in problems.
Low concern for people and task, and exerts minimum effort to get required work
accomplished.
✔✔9,9. Paternalistic (Prescribe and Guide): - ✔✔leader offers praise and appreciation
for support; similar to team management style (1). Leader urges group to complete
tasks, and rewards members in available ways. A downfall to this style is members
might only work for a price and never develop loyalty to workplace.
✔✔opportunism - ✔✔leader persuades others to support results that offer leader private
benefit, relying on whatever approach to secure advantage and uses people and
authority as he or she sees fit. Uses 5,5 style toward members seen as equal, 9,1 to
those of less importance, and 1,9 to authoritative figures.
