Chapter 9 1. There are many listening skill suggestions and precautions; Be attentive, Wait Before Responding, Get The Whole Message, Keep Interruptions to a Minimum, and Be Aware of Your Emotional Sore Spots. Which skill do you believe is the most important for a supervisor to master and why? 2. Concerning listening, in what ways is listening different from reading, writing, and speaking in interpersonal communication? Chapter 10 3. Why is the work of the professional often controlled by the person and not by the clock or by any particular system? 4. Why would it be reasonable to expect that a professional employee to be, on the average, generally more amenable to change? Chapter 11 5. Referring to the section "What Makes Them Perform?" explain why supervisors and workers could hold different views of what is important to the workers? 6. Considering both the supervisor and the employees of a department, how can it legitimately be said that supervisor and employees are more alike than different? Chapter 13 7. How does counseling differ from oral warning? 8. As set forth in this chapter, what are the differences between termination by dismissal and termination by discharge? Chapter 14 9. What makes an informal leader - an individual with no organizational authority - a true leader? 10. What might be the value of delegating certain one-time special assignments to a particular employee? And how do you choose the employee for this sort of delegation?
Chapter 9
1. There are many listening skill suggestions and precautions; Be attentive, Wait Before Responding, Get The Whole Message, Keep Interruptions to a Minimum, and Be Aware of Your Emotional Sore Spots. Which skill do you believe is the most important for a supervisor to master and why?
2. Concerning listening, in what ways is listening different from reading, writing, and speaking in interpersonal communication?
Chapter 10
3. Why is the work of the professional often controlled by the person and not by the clock or by any particular system?
4. Why would it be reasonable to expect that a professional employee to be, on the average, generally more amenable to change?
Chapter 11
5. Referring to the section "What Makes Them Perform?" explain why supervisors and workers could hold different views of what is important to the workers?
6. Considering both the supervisor and the employees of a department, how can it legitimately be said that supervisor and employees are more alike than different?
Chapter 13
7. How does counseling differ from oral warning?
8. As set forth in this chapter, what are the differences between termination by dismissal and termination by discharge?
Chapter 14
9. What makes an informal leader - an individual with no organizational authority - a true leader?
10. What might be the value of delegating certain one-time special assignments to a particular employee? And how do you choose the employee for this sort of delegation?
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