Essentials of Business Communication 11th Edition by Mary Ellen Guffey Solution manual
Chapter 1
SOLUTIONS
Succeeding in the Social and Mobile Workplace
Critical Thinking Discussion Guide
Note: Solutions to Chapter Review questions 1-10 appear in the Annotated Instructor’s Edition.
11. What could be the career fallout for someone who is unwilling or unable to train to become a better communicator? Can workers today be successful if their writing is and remains poor? (L.O. 1)
Each of us probably knows at least one example of a highly successful dyslexic person or a poor writer who is admired and thrives in the world of work. However, such cases are the exception rather than the rule. Surveys of employers find over and over again that woefully unprepared young job applicants will fall behind in their careers and not be promoted if they are even hired in the first place.
12. Why do executives and managers spend more time listening than do workers? (L.O. 2)
Before they can make decisions, executives must listen to feedback from supervisors, specialists, and others. They must also listen to their bosses—boards of directors and owners—as well as to customers, especially when handling serious complaints. Minds are like parachutes; they work well only when open. All three levels of workers should have good listening skills; but because the decisions coming from executives may be more critical, their listening skills should perhaps be most highly developed.
13. What arguments could you give for or against the idea that body language is a science with principles that can be interpreted accurately by specialists? (L.O. 3)
Although few would argue that body language does send silent messages, no scientific principles have evolved explaining exactly what those messages mean. Most researchers agree that nonverbal cues contain much information, but specifically what those cues mean is unknown. In Nonverbal Communication, authors Hickson and Stacks wrote, “The nonverbal message by itself may be ambiguous; in almost every instance it needs the verbal message to complete the process of communication.” [Madison, WI: WCB Brown & Benchmark, 1993, p. 8.] Julius Fast, author of the precedent-setting Body Language, stated that “nonverbal language is partly instinctive, partly taught, and partly imitative.” [New York: Pocket Books, 1970, p. 14.] But it is not a science with principles that always hold true.
14. Imagine that businesspeople from a high-context culture (e.g., Japan or China) meet their counterparts from a low-context culture (the United States) for the first time to negotiate and sign a manufacturing contract. What could go wrong? How about conflicting perceptions of time? (L.O. 4)
Misunderstandings are almost assured if both sides are not aware of their diverging perceptions and willing to accommodate each other. A businessperson who prefers directness and relies mainly on precise written information (low context) will be impatient with a businessperson who avoids saying no, seemingly doesn’t get to the point, or communicates in what appear to be ambiguous messages (high context). Moreover, the person raised in a low-context culture will expect a quick decision and is “ready to do business,” whereas the member of a high-context culture will want to consult with other managers, and the group may say yes only after lengthy deliberations. In turn, because low-context communicators may be perceived as pushy and rude, their foreign counterparts may not want to do business with them. As for time orientation, Americans tend to live by the clock. Time is a commodity that can be spent or wasted. Punctuality is a generally accepted virtue. In other parts of the world, time is not such a high priority and is kept approximately at best. Smart negotiators can test Americans’ patience and throw them off balance simply by strategically dragging out negotiations.
15. It is quite natural to favor one’s own country over a foreign one. To what extent can ethnocentrism be considered a normal reaction, and when could it become destructive and unproductive? Provide examples to support your answer. (L.O. 5)
The love of country can express itself in healthy patriotic sentiment or in potentially hateful jingoism or nationalism. Ethnocentrism can be defined as putting one’s own culture first and making it central to one’s world. Most Americans would probably describe themselves as patriotic. This means recognizing the great accomplishments of one’s country of origin and being proud of them without, however, dismissing other countries contemptuously and viewing the rest of the world as inferior. Ethnocentrism turns into a negative trait once closed-mindedness or even hatred of other cultures sets in. The key is openness, tolerance, and empathy.
SOLUTIONS
Succeeding in the Social and Mobile Workplace
Critical Thinking Discussion Guide
Note: Solutions to Chapter Review questions 1-10 appear in the Annotated Instructor’s Edition.
11. What could be the career fallout for someone who is unwilling or unable to train to become a better communicator? Can workers today be successful if their writing is and remains poor? (L.O. 1)
Each of us probably knows at least one example of a highly successful dyslexic person or a poor writer who is admired and thrives in the world of work. However, such cases are the exception rather than the rule. Surveys of employers find over and over again that woefully unprepared young job applicants will fall behind in their careers and not be promoted if they are even hired in the first place.
12. Why do executives and managers spend more time listening than do workers? (L.O. 2)
Before they can make decisions, executives must listen to feedback from supervisors, specialists, and others. They must also listen to their bosses—boards of directors and owners—as well as to customers, especially when handling serious complaints. Minds are like parachutes; they work well only when open. All three levels of workers should have good listening skills; but because the decisions coming from executives may be more critical, their listening skills should perhaps be most highly developed.
13. What arguments could you give for or against the idea that body language is a science with principles that can be interpreted accurately by specialists? (L.O. 3)
Although few would argue that body language does send silent messages, no scientific principles have evolved explaining exactly what those messages mean. Most researchers agree that nonverbal cues contain much information, but specifically what those cues mean is unknown. In Nonverbal Communication, authors Hickson and Stacks wrote, “The nonverbal message by itself may be ambiguous; in almost every instance it needs the verbal message to complete the process of communication.” [Madison, WI: WCB Brown & Benchmark, 1993, p. 8.] Julius Fast, author of the precedent-setting Body Language, stated that “nonverbal language is partly instinctive, partly taught, and partly imitative.” [New York: Pocket Books, 1970, p. 14.] But it is not a science with principles that always hold true.
14. Imagine that businesspeople from a high-context culture (e.g., Japan or China) meet their counterparts from a low-context culture (the United States) for the first time to negotiate and sign a manufacturing contract. What could go wrong? How about conflicting perceptions of time? (L.O. 4)
Misunderstandings are almost assured if both sides are not aware of their diverging perceptions and willing to accommodate each other. A businessperson who prefers directness and relies mainly on precise written information (low context) will be impatient with a businessperson who avoids saying no, seemingly doesn’t get to the point, or communicates in what appear to be ambiguous messages (high context). Moreover, the person raised in a low-context culture will expect a quick decision and is “ready to do business,” whereas the member of a high-context culture will want to consult with other managers, and the group may say yes only after lengthy deliberations. In turn, because low-context communicators may be perceived as pushy and rude, their foreign counterparts may not want to do business with them. As for time orientation, Americans tend to live by the clock. Time is a commodity that can be spent or wasted. Punctuality is a generally accepted virtue. In other parts of the world, time is not such a high priority and is kept approximately at best. Smart negotiators can test Americans’ patience and throw them off balance simply by strategically dragging out negotiations.
15. It is quite natural to favor one’s own country over a foreign one. To what extent can ethnocentrism be considered a normal reaction, and when could it become destructive and unproductive? Provide examples to support your answer. (L.O. 5)
The love of country can express itself in healthy patriotic sentiment or in potentially hateful jingoism or nationalism. Ethnocentrism can be defined as putting one’s own culture first and making it central to one’s world. Most Americans would probably describe themselves as patriotic. This means recognizing the great accomplishments of one’s country of origin and being proud of them without, however, dismissing other countries contemptuously and viewing the rest of the world as inferior. Ethnocentrism turns into a negative trait once closed-mindedness or even hatred of other cultures sets in. The key is openness, tolerance, and empathy.