There is no substitute for a well-spoken word in a difficult situation. However, what we say and how we say it are always situated in a grander conversation. Sometimes this is conversation takes on intercultural dimensions, other times it is organizational or system oriented. More often than not, the conversation has interpersonal and moral implications.

The language of conflict is about more than what we say. It’s about understanding the other person—about seeing things from their perspective. And while we may never agree, the point is that we see.

James W. Sire talks about this human capacity as our way of rationalizing and negotiating the world. We do this through our worldview. Thus, the language of conflict is best understood against the broader discussion of worldview because, as Sire suggests, some things are common not just to our immediate family, community, nation or century but to the whole of the human race throughout time and space.

As we consider conflict, we must consider the commitments that undergird our engagement structures and patterns. And while this is a much more expansive conversation, it’s helpful to establish a baseline understanding of common starting points for the language of conflict.

Question 1 (2 points)

 Research shows that about 93 percent of a message comes from nonverbal communication.

Question 1 options:

1) True

2) False

Question 2 (2 points)

One of the more serious problems associated with collaborative writing is dealing with conflicts that arise.

Question 2 options:

1) True

2) False

Question 3 (2 points)

Face-to-face communication is almost always the best way a manager should deliver a message.

Question 3 options:

1) True

2) False

Question 4 (2 points)

Four concepts that help to understand the use of mediated communication are: bandwidth, perceived personal closeness, feedback, and the symbolic interactionist perspective

Question 4 options:

1) True

2) False

Question 5 (2 points)

An attempt to use empathic listening is often enough to open communication.

Question 5 options:

1) True

2) False

Question 6 (2 points)

Active and passive are two types of listening.

Question 6 options:

1) True

2) False

Question 7 (2 points)

An appropriate strategy for negative situations is the indirect one.

Question 7 options:

1) True

2) False

Question 8 (2 points)

A report writer should gather data before developing solutions or action items.

Question 8 options:

1) True

2) False

Question 9 (2 points)

An organization’s culture can encourage or discourage information flow.

Question 9 options:

1) True

2) False

Question 10 (2 points)

Managerial communication behavior represents ritualistic responses to the need to appear competent, intelligent, legitimate, and rational.

Question 10 options:

1) True

2) False

Question 11 (2 points)

The way in which managers communicate messages is influenced by the type of authority they are perceived to have.

Question 11 options:

1) True

2) False

Question 12 (2 points)

The communication process consists of an exchange of messages that are comprised of words.

Question 12 options:

1) True

2) False

Question 13 (2 points)

Diversity issues are found in the areas of gender, culture, age, and education.

Question 13 options:

1) True

2) False

Question 14 (2 points)

The most likely audience question when reading written communication is “What is the purpose of this message?”

Question 14 options:

1) True

2) False

Question 15 (2 points)

Ethics in business is constantly evolving to match emerging norms and values and varies from country to country.

Question 15 options:

1) True

2) False

Question 16 (2 points)

The groundwork or preliminary effort a report writer makes before the report is written often takes more time than actually writing the report.

Question 16 options:

1) True

2) False

Question 17 (2 points)

When nonverbal signals contradict verbal ones, the verbal ones are usually the ones to trust.

Question 17 options:

1) True

2) False

Question 18 (2 points)

Attire is an important part of the first impression we form when meeting others, and is often the key to initial credibility.

Question 18 options:

1) True

2) False

Question 19 (2 points)

Managers should discourage their subordinates from listening to the grapevine because the information is usually false.

.

Question 19 options:

1) True

2) False

Question 20 (2 points)

The difference between positive and negative wording is more a matter of content than emphasis.

Question 20 options:

1) True

2) False

Question 21 (5 points)

Major factors affecting communication contingencies are ___________________

Question 21 options:

1) product quality, diversity, subordination, and competition

2) ethics, diversity, product quality, and competition

3) time, diversity, ethics, and competition

4) competition, creative analysis, product quality, and ethics

Question 22 (5 points)

Which movement has been shown to positively influence the flow of conversation?

Question 22 options:

1) mimicry

2) affect display

3) illustrating

4) striding

Question 23 (5 points)

Contemporary managerial communication stresses the importance of which of the following?

Question 23 options:

1) listening

2) keeping written records

3) giving orders

4) maintaining discipline

Question 24 (5 points)

Which of the following is not a strategy for emphasizing a main idea?

Question 24 options:

1) repeating it

2) highlighting it in boldface

3) using the “you” viewpoint

4) being indirect

Question 25 (5 points)

Which type of internal correspondence may be in either direct or indirect order?

Question 25 options:

1) form memos

2) requests for action

3) announcements

4) guideline memos

Question 26 (5 points)

The most frequently used medium of communication within an organization is the

Question 26 options:

1) letter

2) memo

3) brochure

4) bulletin board

Question 27 (5 points)

Managers must take the following into account when sending a message.

Question 27 options:

1) the receiver’s relationship and status differences with the manager

2) the receiver’s interest and emotional state

3) the receiver’s knowledge and communication skills

4) all of the above choices are correct

Question 28 (5 points)

Nonverbal behaviors used during conversations to signal to a partner to slow, stop and even “wait your turn” are known as _____________

Question 28 options:

1) regulating

2) contradicting

3) accenting

4) substituting

Question 29 (5 points)

 All of the following are common purposes for managerial communication except ________

Question 29 options:

1) to gain information

2) to share information

3) to achieve status

4) to persuade

Question 30 (5 points)

The information transmission capacity of the available sensory channels is known as ____________

Question 30 options:

1) capability

2) perspective

3) sensuality

4) Bandwidth

Question 31 (5 points)

 Organizational communication focuses on ___________________

Question 31 options:

1) internal behavior

2) two or more people exchanging perceptions

3) formal and informal meetings

4) how a group of tasks is linked to complete a job

Question 32 (5 points)

 Letter reports differ from memo reports according to

Question 32 options:

1) format, tone, and audience

2) introduction, body, and conclusion

3) direct, neutral, and indirect order

4) all of the choices are correct

Question 33 (5 points)

The contingency approach to management communication requires managers to _________

Question 33 options:

1) see the interdependence of various aspects of jobs, organizations, and communication

2) use the same communication approach at all times for consistency

3) use creative analysis only in times of emergency

4) not let the situation determine the method of communication

Question 34 (5 points)

A memo report

Question 34 options:

1) always uses direct order

2) employs headings

3) always includes bulleted lists

4) does not include visual aids

Question 35 (5 points)

 Strategic managerial listening requires paying attention to _____________________

Question 35 options:

1) the spoken words

2) the nonverbal cues

3) the total environment

4) all choices are correct

Question 36 (5 points)

The manager who wants to understand someone’s internal frame of reference should use which type of listening?

Question 36 options:

1) casual

2) factual

3) sympathetic

4) empathic

Question 37 (5 points)

 The type of listening most common in business meetings and conferences is

Question 37 options:

1) casual

2) factual

3) empathic

4) sympathetic

Question 38 (5 points)

 How short should most routine e-mail messages be?

Question 38 options:

1) One sentence

2) One screen

3) One paragraph

4) One word

Question 39 (5 points)

The team leader in a collaborative writing group is responsible for ________________

Question 39 options:

1) setting the guidelines for the group

2) coordinating the team’s collaborative efforts

3) resolving conflicts among individuals and functional departments

4) both coordinating the team’s collaborative efforts and resolving conflicts among individuals and functional departments

Question 40 (5 points)

Common problems with technology include ________________

Question 40 options:

1) sensory overload

2) narrow bandwidth

3) reduced opportunities for feedback

4) all of the above choices are correct

Question 41 (8 points)

Provide an example in which technology has changed a person’s job.

Question 42 (8 points)

How can a writer de-emphasize the negative in messages?

Question 43

What are some typical strategies for empowering employees?

Question 44

What are the four things a manager should do to become physically and psychologically prepared to listen? Discuss each of these.

Question 45

What are the most common benefits of enterprise social networks?

Question 46

According to the discussion presented in this chapter, what is the difference between interactive and active listening?

Question 47

What are two examples of internal noise and two examples of external noise that can damage a listener’s competency at work?

Question 48

You are trying to indicate interest in the other person while listening. What should you be doing with your eyes, head, trunk, and hands?

Question49

What purposes does the transmittal document serve?

Question 50

What are four strategic advantages of written managerial communication?

Strategic Audit: Toyota (as many pages required in the Hilton example use that as guide)

 **Please Please follow the attached examples step by step – this is highly important. you have to prepare the Strategic audit just like you see in the examples i have attached. the attached documents are for example purpose and guidelines.

The purpose of this exercise is to analyze a large corporation and its environments and apply strategic management concepts to find insightful strategic options for this firm. Based on an existing corporation, you will prepare a written strategic analysis applying strategic management concepts. The audit will be graded based upon timeliness, specificity, depth and breadth of analyses, and SUPPORT for your recommendations. 

You will be required to create a Power Point presentation from anything in Chapters 1-12.  Your presentation will be graded on creativity, the quality of the information presented (breadth of research and connection to communication) as well as the style of your presentation.

8 slides covering your topic of choice.

Assignment: Accessing Information About Evidence-Based Practices

The first steps toward narrowing the gap between research and practice are recognizing that one exists and educating oneself and others. Social workers must realize the benefits and eliminate the misconceptions surrounding evidence-based practice. In the Bradley episode featured in the resources, the social worker combines her assessment of Tiffani Bradley’s individual situation with her knowledge of research to evaluate her supervisor’s recommended intervention. Now that the social worker has recognized a gap, she/he/they need to access potentially relevant information for a specific case and critically analyze for its applicability to that case. This week’s Assignment allows you to practice these critical next steps in the Bradley family case.

To prepare for this Assignment, review Episode 4 of the Bradley family case study. Develop a list with 2–3 researchable questions that you could use to find evidence about the efficacy of 12-step programs or other treatments for substance abuse in adolescents. Then, using the resources provided, search for two evidence-based interventions that would be appropriate for Tiffani Bradley. Be sure to consider quality of research, readiness for dissemination, replications, and costs.

Submit a 600 – Word paper that includes the following:

• Summaries of the two      interventions and their respective research regarding effectiveness
• Recommendations for      Tiffani’s social worker that address the following:
  • Factors to consider when       choosing between the two interventions
  • The social work skills that       the staff would require to implement the intervention
  • The training required to       implement each intervention
• An evaluation of      evidenced-based practice based on your reaction to the experience, in      which you address the following questions:
  • Would you, as a beginning       researcher, have enough knowledge to benefit from researching       evidence-based practices? Why or why not?
  • How might the research that       you conducted increase your confidence in the intervention with Tiffani?
  • Is the information provided       enough to make a decision regarding interventions? Why or why not?
• Appropriate APA citations in      your writing

Must contain 3 references and citations form the following materials only.

Required Readings

Document: Thyer, B. (2010). Introductory principles of social work research. In B. Thyer (Ed.), The handbook of social work research methods (2nd ed., pp.1–8). Thousand Oaks, CA: SAGE. (PDF)

Copyright 2010 by Sage Publications, Inc.

Reprinted by permission of Sage Publications, Inc. via the Copyright Clearance Center.

Document: Cooney, S. M., Huser, C. M., Small, S., & O’Connor, C. (2007). Evidence-based programs: An overview. What Works, Wisconsin —Research to Practice Series, (6), 1–8. Retrieved from http://whatworks.uwex.edu/attachment/whatworks_06.pdf (PDF)

Madison, WI: University of Wisconsin Madison/Extension.

Document: O’Connor, C., Small, S. A., & Cooney, S. M. (2007). Program fidelity and adaptation: Meeting local needs without compromising program effectiveness. What Works, Wisconsin —Research to Practice Series, (4), 1–6. Retrieved from http://whatworks.uwex.edu/attachment/whatworks_04.pdf (PDF)

Madison, WI: University of Wisconsin Madison/Extension.

Document: Small, S. A., Cooney, S. M., Eastman G. & O’Connor, C. (2007). Guidelines for selecting an evidence-based program: Balancing community needs, program quality, and organizational resources. What Works, Wisconsin —Research to Practice Series, (3), 1–6. Retrieved from whatworks.uwex.edu/attachment/whatworks_03.pdf (PDF)

Madison, WI: University of Wisconsin Madison/Extension.

University of Wisconsin Extension. (2007). Research to practice report briefs. Retrieved from http://whatworks.uwex.edu/Pages/1researchbriefs.html

Document: Small, S. A., Reynolds, A. J., O’Connor, C., & Cooney, S. M. (2005). What works, Wisconsin: What science tells us about cost-effective programs for juvenile delinquency prevention. Retrieved from http://whatworks.uwex.edu/attachment/whatworkswisconsin.pdf (PDF)

Madison, WI: University of Wisconsin Madison/Extension.

Substance Abuse and Mental Health Services Administration. (2018). Evidence-based practices resource center. Retrieved from https://www.samhsa.gov/ebp-resource-center

The California Evidence-Based Clearinghouse for Child Welfare. (2018). Program registry. Retrieved from http://www.cebc4cw.org/home/

National Association of Social workers. (n.d.). Evidence-based practice. https://www.socialworkers.org/News/Research-Data/Social-Work-Policy-Research/Evidence-Based-Practice

Whittaker, J. (2009). Evidence-based intervention and services for high-risk youth: A North American perspective on the challenges of integration for policy, practice, and research. Child & Family Social Work, 14(2), 166–177.