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Question: marks career at the marketing firm omnicom is off to...

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   Mark’s career at the marketing firm Omnicom is off to a good start. After a year as a rookie account representative, he was promoted to his first management position, supervising a team of reps. His group is mostly terrific; they work hard, get along well, and help one another. This is especially good news for Mark, because his immediate compensation and his future at the firm depend on the team generating a significant number of billable
hours.

        Mark’s only serious problem is with Kate. She was hired in an entry-level position with great expectations for growth. But after a few months on the job, Kate’s performance has slipped dramatically. She missed two important deadlines, and now some of the account reps are starting to complain about having to pick up her slack. She comes in late to the office, and she makes what are obviously social phone calls during work. Yesterday, Mark saw her checking Facebook several times. Mark knows he cannot ignore the situation any more. He has to confront Kate and get her to improve her performance, or else. Fortunately, Kate’s upcoming performance review offers a good chance to discuss the problems.

        Kate sees the situation very differently. After taking the job with great enthusiasm, she has come to believe that her contributions do not count for anything. “I suggest ideas,” she says, “and they all get shot down.” She feels overqualified for the job. “I’m ready to do serious work, but all they want me to do is take notes at meetings, make coffee, and run errands.” Kate is also discouraged on the relational front. “I try to reach out to the rest of the team, but they’re all men, and I just don’t fit in. In fact, some of their little jokes about women make me feel really uncomfortable. If I wanted, I could probably file a sexual harassment complaint.” She has just about given up hope about things getting better. “If that’s the way they want it, fine. I’ll do my job, collect my pay, and look for a better place to work.”

Kate has lunch with a good friend who works in the same industry. She wants to complain about how she is treated
and how she dislikes her job, but her friend seems uninterested in Kate's job tasks and projects. Instead, her friend
wants to hear about whether or not Kate is depressed and how she is getting along with her coworkers. What kind
of listener does her friend seem to be?

Multiple Choice

  • analytical

  • critical

  • relational

  • task-oriented

Kate has made a list of questions to ask Mark during the performance review. Which of the following is an example
of a counterfeit question?

Multiple Choice

  • "What are your expectations of me?"

  • "What steps can I take to make myself indispensable to the team?"

  • "Have you considered paying more money to entry-level employees with my level of education?"

  • "Are there things I can do to take on more responsibility?"

Mark knows he needs to listen more effectively to Kate during the performance review. To accomplish this, he should do all of the following EXCEPT

Multiple Choice

  • talk more.

  • ask sincere questions.

  • pay attention to verbal and nonverbal cues.

  • withhold judgment.

No matter what she is told, Kate feels she is overqualified for the job and that she
is treated poorly by her coworkers. Which of the following barriers to effective listening is she
most likely experiencing?

Multiple Choice

  • environmental

  • physiological

  • egocentrism

  • preoccupation

Which barrier to effective listening impedes Kate’s work on days when she frequently checks Facebook?

Multiple Choice

  • egocentrism

  • fear of appearing ignorant

  • message overload

  • physiological noise

To address and attempt to remedy Kate’s performance problems, Mark should do all of the following EXCEPT

Multiple Choice

  • listen passively.

  • try to understand.

  • take responsibility for his listening.

  • listen actively.

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