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Chapter 9—Top Performance through Empowerment, Teamwork, and
Communication
MATCHING
Complete the following using the terms listed.

a. low-context culture
b. Affective conflict
c. performing stage
d. cross-functional team
e. Noise
f. team norms
g. Encoding
h. self-managed team
i. grapevine
j. norming stage
k. Team diversity
l. Virtual teams
m. Cognitive conflict
n. External communication
o. listening
p. communication
q. Team cohesiveness
1. _____ refers to the emotional reactions that can occur when disagreements become personal
rather than professional.
2. A group of workers who are empowered with the authority to decide how its members complete
their daily tasks is called a(n) _____.
3. During the _____, team members resolve differences, accept each other, and reach broad
agreement about the roles of team leader and other participants.
4. _____ is some type of interference during the communication process that influences the
transmission of messages and feedback.
5. Standards of conduct shared by team members that guide their behavior are called _____.
6. A(n) _____ is a combination of workers from different functional areas; such as production,
marketing, and finance.
7. The _____ is an internal channel that informally passes information from unofficial sources.
8. _____ are groups of geographically or organizationally dispersed co-workers who use a
combination of telecommunications and information technologies to accomplish an organization-
al task.
9. During the _____, team members focus on solving problems and accomplishing tasks.
10. In a(n) ____, communication relies on explicit written and verbal messages.
11. _____ represents the variances in ability, experience, personality, or any other factor on a team.
12. The meaningful exchange of information through messages is called _____.
13. _____ a message means that the sender translates its meaning into understandable terms.
Copyright ©2015 John Wiley & Sons, Inc.

14. _____ focuses on problem-related differences of opinion, and reconciling those differences to
improve team performance.
15. _____ is the extent to which team members are attracted to the team and motivated to remain part
of it.
16. _____ is a meaningful exchange of information through messages transmitted between an
organization and its major audiences.
17. The skill of receiving a message and interpreting its genuine meaning is _____.
1. ANS: b DIF: EASY LO: 9.5 Section: Describe team

conflict AACSB Analytical thinking BT: K
2. ANS: h DIF: EASY LO: 9.2 Section: Distinguish the
five types of teams AACSB Analytical thinking BT: K
3. ANS: j DIF: EASY LO: 9.3 Section: Identify team
characteristics AACSB Analytical thinking BT: K
4. ANS: e DIF: EASY LO: 9.6 Section: Explain the
importance of effective communication AACSB Analytical thinking BT:
K
5. ANS: f DIF: EASY LO: 9.4 Section: Evaluate team
cohesiveness and norms AACSB Analytical thinking BT: K
6. ANS: d DIF: EASY LO: 9.2 Section: Distinguish the
7. ANS: i DIF: EASY LO: 9.7 Section: Compare the
basic forms of communication AACSB Written and oral communica-
tion BT: K
8. ANS: l DIF: EASY LO: 9.2 Section: Distinguish the
9. ANS: c DIF: EASY LO: 9.3 Section: Identify team

10. ANS: a DIF: EASY LO: 9.6 Section: Explain the
importance of effective communication AACSB Written and oral communica-
tion BT: K
11. ANS: k DIF: EASY LO: 9.3 Section: Identify team

12. ANS: p DIF: EASY LO: 9.6 Section: Explain the
K
13. ANS: g DIF: EASY LO: 9.6 Section: Explain the
K
14. ANS: m DIF: EASY LO: 9.3 Section: Describe team
15. ANS: q DIF: EASY LO: 9.4 Section: Evaluate team
16. ANS: n DIF: EASY LO: 9.8 Section: Compare the

basic forms of communication. AACSB Written and oral communica-
tion BT: K

17. ANS: o DIF: EASY LO: 9.7 Section: Compare the
tion BT: K
ESSAY
18. Describe how extending decision making and activities generally handled by managers to
employees can lead to employee empowerment. Provide a brief example.
ANS:
Even among non-management staff, empowerment extends to decisions and activities traditional-
ly handled by managers. Employees might be responsible for such tasks as purchasing supplies,
making hiring decisions, scheduling production or work hours, overseeing the safety program,
and granting pay increases. This can be an especially powerful tool in many health care environ-
ments. At Lebanon Valley Brethren Home, a long-term care facility in Pennsylvania, workers at
all levels are empowered to do whatever it takes to improve the quality of their elderly residents’
lives. Caregivers are responsible for the overall management of their households, including meals
and housekeeping. They make decisions for individual residents ranging from sleep schedules to
room lighting.
DIF: MEDIUM LO: 9.1 Section: Discuss empowering employ-

ees AACSB Analytical thinking BT: C
19. Explain the key differences between employee stock ownership plans and employee stock option
plans.
ANS:
Both employee stock ownership plans (ESOPs) and stock options are ways of linking rewards to
company performance. Both methods give employees a stake in the continuing prosperity of their
companies through ownership. In an ESOP, the company buys shares of stock on behalf of
employees as a retirement benefit. The accounts continue to grow in value tax-free, and when
employees leave the company, they cash in their stock shares. Stock options give employees the
right to buy shares of the company's stock at a specified price for a specified period of time.
Unlike an ESOP, employees directly own the stock if they exercise their options.
DIF: MEDIUM LO: 9.1 Section: Discuss empowering employ-

ees AACSB Analytical thinking BT: C
20. Define cross-functional teams and explain the emphasis on communication.
ANS:
A team made up of members from different functions, such as production, marketing, and
finance, is called a cross-functional team. Most often, cross-functional teams work on specific
problems or projects, but they can also serve as permanent work team arrangements. The value of
cross-functional teams comes from their ability to bring different perspectives—as well as
different types of expertise—to a work effort. Communication is key to the success of cross-
functional teams. Chatter is a networking tool developed by Salesforce.com that allows internal
information sharing across different business units and divisions of companies. Chatter “is an
integrated view into your entire business,” says Marc Benioff, Salesforce.com’s co-founder.

DIF: MEDIUM LO: 9.2 Section: Distinguish the five types of
teams AACSB Analytical thinking BT: C
21. What are the advantages and drawbacks of virtual teams?
ANS:
The principal advantage of virtual teams is that they are very flexible. Employees can work with
each other regardless of physical location, time zone, or organizational affiliation. Because of
their very nature, virtual teams that are scattered across the globe can be difficult to manage.
DIF: MEDIUM LO: 9.2 Section: Distinguish the five types of

teams AACSB Analytical thinking BT: K
22. What is the ideal size for a team? What challenges do smaller or larger groups pose for team
leaders?
ANS:
According to research, the ideal size for a team is about seven. A group of this size is big enough
to benefit from a variety of diverse skills, yet small enough to allow members to communicate
easily and feel part of a close-knit group. Groups that are smaller or larger pose different
challenges for team leaders. Small groups often show a desire to get along with one another and
tend to favor informal interactions marked by discussions of personal topics. Small groups may
place few demands on team leaders. Leaders of large teams face a different set of challenges.
Members of a large team may feel limited commitments to team goals. Disagreements, absentee-
ism, and membership turnover are more common in large teams than in small ones.
DIF: MEDIUM LO: 9.3 Section: Identify team characteristics

AACSB Analytical thinking BT: C
24. List the five stages of team development in the order in which they typically occur. What is the
role of the team leader in each stage?
ANS:
The five stages are: forming stage, storming stage, norming stage, performing stage, and
adjourning stage. The role of the team leader in the forming stage is to facilitate social inter-
changes; in the storming stage, it is to encourage participation by all team members; in the
norming stage, it is to help clarify team roles, norms, and values; in the performing stage, the
team leader facilitates task accomplishment; and in the adjourning stage, the leader brings closure
and signifies completion.

AACSB Analytical thinking BT: K
25. Explain the importance of the storming stage of team development.
ANS:
During the storming stage, the personalities of team members begin to emerge as members clarify
their roles and expectations. Conflicts may arise, as people disagree over the team's mission and
attempt to gain control of the group. Subgroups may form based on common interests or

concerns. Unless team members can resolve differences among them, accept each other, and
reach consensus about the team's role, they cannot achieve productivity.

26. Define team norm and provide an example.
ANS:
A team norm is a standard of conduct shared by team members that guides their behavior. Norms
are not formal written guidelines; they are informal standards that identify key values and clarify
team members’ expectations. In highly productive teams, norms contribute to constructive work
and the accomplishment of team goals. At Texas–based retailer The Container Store, employees
come first. CEO Kip Tindell believes strongly that if his employees are paid better and given
excellent training, they will take care of their customers. Each new employee receives one week
of intensive training and more than 263 hours of formal training during his or her first year with
the company. Team norms include supportive and spontaneous ways in which employees take
time to recognize and support the efforts of co-workers.
DIF: MEDIUM LO: 9.4 Section: Evaluate team cohesiveness

and norms AACSB Analytical thinking BT: K
27. Distinguish between cognitive and affective conflict.
ANS:
Cognitive conflict focuses on problem-related differences of opinion and, when reconciled,
strongly improves team performance. By contrast, affective conflict refers to the emotional
reactions that can occur when disagreements become personal rather than professional. These
differences strongly decrease team performance.
DIF: MEDIUM LO: 9.5 Section: Describe team conflict

28. Describe the communication process. How does noise interfere with the communication process?
ANS:
Every communication follows a step-by-step process that involves interactions among six
elements. They are the sender, message, channel (the communication carrier), audience (the
person or persons who receive the message), feedback, and context. Noise interferes with the
transmission of messages and feedback. Noise can result from physical factors such as poor
reception of a cell phone message or from differences in people’s attitudes and perceptions.
DIF: MEDIUM LO: 9.6 Section: Explain the importance of

effective communication AACSB Written and oral communication BT: C
29. What does high-context culture mean? Provide an example of how an American business person
should conduct business in a high-context culture.
ANS:
Communication in high-context cultures depends not only on the message itself but also on the
conditions that surround it, including nonverbal cues, past and present experiences, and personal

relationships among the parties. For example, a business person going to Mexico, which is a high-
context culture, for a business trip, could invite the Mexican business partners to a nice, relaxed
dinner that excludes any business discussion, before having the actual business meeting.
DIF: MEDIUM LO: 9.6 Section: Explain the importance of

effective communication AACSB Written and oral communication BT: AP
30. What are some of the challenges associated with e-mail?
ANS:
Many workers find their valuable time being consumed with e-mail. Other e-mail issues are
security and retention.
DIF: MEDIUM LO: 9.7 Section: Compare the basic forms of

communication AACSB Written and oral communication BT: K
31. Explain the four types of listening behaviors.
ANS:
Cynical listening is a defensive type of listening and occurs when the receiver of a message feels
that the sender is trying to gain some advantage from the communication. Offensive listening
occurs when the receiver tries to catch the speaker in a mistake or contradiction. With polite
listening, the receiver is usually inattentive and spends his or her time rehearsing a reply. Active
listening requires involvement with the information and empathy with the speaker's situation.
DIF: MEDIUM LO: 9.7 Section: Compare the basic forms of

communication AACSB Written and oral communication BT: C
32. Describe two tips for enhancing listening skills.
ANS:
• Keeping an open mind: Hear the other person all the way through, even if one is certain
one will disagree. This not only shows respect for the speaker but also will result in one’s
own informed reply.
• Being empathetic. Laugh or be consoling where appropriate. One need not agree with the
speaker, but even in the heat of disagreement, one can show empathy.
• DIF: MEDIUM LO: 9.7 Section: Compare the

tion BT: C
33. List the basic steps in managing a public relations crisis.
ANS:
To manage a public relations crisis businesses should do the following: (1) respond quickly with
a prepared statement; (2) immediately put top management in front of the press; (3) answer
reporters’ questions with facts; (4) offer to obtain answers not readily available; (5) avoid saying
“no comment”; (6) identify and speak to the audience using visual or word: (7) acknowledge
problems and explain solutions.

DIF: MEDIUM LO: 9.8 Section: Explain external communica-
tion and crisis management AACSB Written and oral communication BT: K
MULTIPLE CHOICE
34. Giving employees responsibility and authority to make decisions about their work is called
_____.
a. due diligence
b. teamwork
c. empowerment
d. insider trading
ANS: c DIF: EASY LO: 9.1 Section: Discuss
empowering employees AACSB Analytical thinking BT: K
35. Vikram’s company uses open book management, where employees can visit the company intranet
and look up financial performance, design standards, and profiles of co-workers. This sharing of
information will most likely _____ in employee empowerment and will have _____ on product
quality.
a. result; no impact
b. result; a positive impact
c. not result; no impact
d. not result; a positive impact
ANS: b DIF: MEDIUM LO: 9.1 Section: Discuss
empowering employees AACSB Analytical thinking BT: AP
36. Which of the following is least likely to empower employees?

a. Giving them decision-making authority about company relocation
b. Rewarding them based on company performance
c. Giving them decision-making authority about hiring decisions
d. Sharing company information
ANS: a DIF: EASY LO: 9.1 Section: Discuss
empowering employees AACSB Analytical thinking BT: C
37. In which of the following cases does shared-decision making authority NOT extend to
employees?
a. Purchasing of supplies
b. Determining the individual working hours
c. Overseeing the safety program
d. Selecting members of the board of directors
ANS: d DIF: MEDIUM LO: 9.1 Section: Discuss
38. Which of the following statements is correct regarding stock option plans?
a. They are offered only to top-level executives and members of the board of directors.
b. Employees are likely to exercise their option to purchase the stock, if the stock price
increases.

c. The company holds the stock for the benefit of the employees.
d. Stock options are provided as a retirement benefit.
ANS: b DIF: EASY LO: 9.1 Section: Discuss
empowering employees AACSB Analytical thinking BT: C
39. With _______, employees receive stock shares or the value of the stock upon retiring or leaving
the company.
a. treasury bills
b. stock certificates
c. ESOPs (employee stock ownership plans)
d. stock options
ANS: d DIF: EASY LO: 9.1 Section: Discuss
40. A team consists of a group of people with _____ skills and _____ are responsible and accountable
for accomplishing team objectives.
a. complementary; all team members
b. complementary; team leaders
c. differing; all team members
d. differing; team leaders
ANS: a DIF: EASY LO: 9.1 Section: Discuss
41. When Granitia Inc. was faced with serious quality problems and was forced to recall thousands of
vehicles, the company quickly formed a temporary group of employees to brainstorm the
problem. The team thus formed is an example of a(n) _______ team.
a. virtual
b. self-managed
c. problem-solving
d. cross-functional
ANS: c DIF: MEDIUM LO: 9.2 Section: Distinguish the
five types of teams AACSB Application of knowledge BT: AP
42. Deunoro is a member of a semi-permanent team that performs the day-to-day functions of the
organization. Deunoro is most likely to be a member of a(n) _____ team.
a. self-managed
b. work
c. advisory
d. cross-functional
ANS: b DIF: MEDIUM LO: 9.2 Section: Distinguish the
five types of teams AACSB Analytical thinking BT: C
43. Edita is part of a team that conducts meetings and conferences with the aid of information
technology. This is so because the other team members are dispersed across the country. Edita is
most likely to belong to a _____ team.
a. problem-solving

b. self-managed
c. cross-functional
d. virtual
ANS: d DIF: MEDIUM LO: 9.2 Section: Distinguish the
44. Manelin works for a home electronics store and is a member of a team created to increase
communication among various departments. Manelin has networked with new people and now
has strong contacts for each department when he needs them. Manelin is most likely to be a
member of a _____ team.
a. work
b. problem-solving
c. cross-functional
d. virtual
ANS: c DIF: MEDIUM LO: 9.2 Section: Distinguish the
45. The website of Choalander Inc., a stock broking firm, is under serious threat as numerous
cyberattacks have infiltrated its system. The senior management at the firm immediately forms a
team of eight members to deal with the cyber-attack. The team was able to resolve the issue in
under two weeks and the team was later dissolved. This team is more likely to be an example of a
_____ team.
a. work
b. problem-solving
c. virtual
d. cross-functional
ANS: b DIF: MEDIUM LO: 9.2 Section: Distinguish the five

types of teams AACSB Application of knowledge BT: AP
46. Narges works in a bakery. As part of a _____ team, she shares in the responsibility with other
team members of managing her department’s work schedule and ordering baking supplies. Along
with other team members, she is empowered to complete her tasks at her discretion.
a. self-managed
b. problem-solving
c. virtual
d. cross-functional
ANS: a DIF: MEDIUM LO: 9.2 Section: Distinguish the
47. Which of the following statements is NOT true regarding team size?
a. Small teams make the most demands on team leaders.
b. Large teams often suffer from disagreements, absenteeism, and membership turnover.
c. Small teams may lack sufficient diversity.
d. Large teams tend to work slower than small teams.

ANS: a DIF: MEDIUM LO: 9.3 Section: Identify team
48. According to a research on team effectiveness, to achieve best results the ideal team size is
usually _____ members.
a. fewer than five
b. between five and ten
c. between ten and twenty
d. more than twenty
ANS: b DIF: MEDIUM LO: 9.3 Section: Identify team
49. Teams at Systek Corp. come from many different countries, with skills ranging from creativity to
communication to search engine optimization. This is an example of team _________.
a. development
b. cohesiveness
c. diversity
d. level
ANS: c DIF: MEDIUM LO: 9.3 Section: Identify team
characteristics AACSB Diverse and multicultural work environments
BT: K
50. What is the role of the team leader during the forming stage?
a. Providing time for members to become acquainted
b. Encouraging participation
c. Clarifying team roles
d. Facilitating task accomplishment
51. Carsten is the team leader of his sales department. He acknowledges the concerted effort of his
team members and rewards them with bonuses and certificates on achieving the sales target for
the quarter. Carsten’s team is most likely at the _____ stage of team development.
a. adjourning
b. storming
c. norming
d. forming

characteristics AACSB Application of knowledge BT: AP
52. Which stage of team development is marked by conflicts over the team's mission and the roles of
team members?
a. Norming stage
b. Forming stage
c. Performing stage

d. Storming stage
ANS: d DIF: MEDIUM LO: 9.3 Section: Identify team
53. During which stage of team development does agreement about the role of the team leader and
other participants occur?
a. Forming stage
b. Norming stage
c. Storming stage
d. Performing stage
54. During the performing stage, team members _____.

a. focus on solving problems
b. get to know one another
c. clarify their roles and expectations
d. resolve differences among them
55. Akito’s team has reached agreement about the role each member is expected to play. Akito's team
has most likely reached the _____ stage.
a. forming
b. norming
c. storming
d. performing
56. Hikari is the leader of a problem-solving team. She is encouraging every member of the team to
openly express differences and work through conflicts. Hikari's team is most likely to be in the
_____ stage.
a. norming
b. performing
c. storming
d. forming
ANS: c DIF: MEDIUM LO: 9.3 Section: Identify team
57. Clyde’s team is engaged in problem solving and appears focused on accomplishing tasks. Clyde's
team is likely to be in which stage?
a. Forming stage
b. Norming stage
c. Storming stage

d. Performing stage
ANS: d DIF: MEDIUM LO: 9.3 Section: Identify team
58. At a celebratory gathering in a restaurant, Anjana presents her team members with personal
thank-you notes in appreciation for their hard work on a project. Anjana and her team are in the
_____ stage of team development.
a. adjourning
b. performing
c. norming
d. storming

59. Ceilidh’s team members feel attracted to the team and motivated to remain part of it. Ceilidh’s
team can be characterized as ____.
a. informal
b. formal
c. verbal
d. cohesive
ANS: d DIF: MEDIUM LO: 9.4 Section: Evaluate team
cohesiveness and norms AACSB Application of knowledge BT: AP
60. Begum wants to encourage interaction among her team members and is planning to move to an
open office space without cubicle walls. Begum is trying to promote _____.
a. empowerment
b. team norm
c. team cohesiveness
d. external communication
ANS: c DIF: MEDIUM LO: 9.4 Section: Evaluate team
61. Kumar is trying to promote the cohesiveness of his team. Which of the following would LEAST
likely improve his team's cohesiveness?
a. Encouraging his team members to work from home
b. Redesigning their work space
c. Increasing the interaction between team members
d. Encouraging team members to socialize during and after working hours
ANS: a DIF: MEDIUM LO: 9.4 Section: Evaluate team
cohesiveness and norms AACSB Analytical thinking BT: C
62. Damond’s company has an unwritten rule that implies all managers must attend team meetings,
no matter what projects they’re working on. This informal standard of conduct is an example of
team _____.
a. roles

b. norm
c. cohesiveness
d. conflict
ANS: b DIF: MEDIUM LO: 9.4 Section: Evaluate team
63. Greg is one of the few operating room nurses at a hospital. She learns that other members of the
team are less cooperating with other members of her team when they work in different shifts.
This is also subsequently affecting the patients at the hopsitals. Which of the following is the
team lacking at the hospital?
a. Team norm
b. Team belief
c. Team cohesiveness
d. Team standard
ANS: c DIF: MEDIUM LO: 9.4 Section: Evaluate team
64. Team norms are usually _____ and _____ standards of behavior.
a. formal; written
b. informal; written
c. formal; unwritten
d. informal; unwritten
ANS: d DIF: EASY LO: 9.4 Section: Evaluate team
65. Which of the following statements is correct regarding team conflict?

a. It should be avoided at all costs.
b. It often improves team performance.
c. It will be reduced if the team is diverse.
d. It rarely occurs in most teams.
ANS: b DIF: MEDIUM LO: 9.5 Section: Describe team
66. Cosette’s marketing team disagrees on the way to advertise a product based on their past
experiences. However, all members are attempting to reconcile their differences to produce an
effective marketing strategy. Cosette’s team is experiencing _____ conflict.
a. cognitive
b. mutual
c. external
d. affective
ANS: a DIF: MEDIUM LO: 9.5 Section: Describe team
conflict AACSB Application of knowledge BT: AP
67. Mihaly and Aneska are city council members who vehemently disagree over a new zoning
ordinance. Their arguments have become personal, and other council members are irritated and
avoiding meetings. Mihaly and Aneska need to resolve their _____ conflict.

a. cognitive
b. mutual
c. affective
d. alternate
ANS: c DIF: MEDIUM LO: 9.5 Section: Describe team
conflict AACSB Application of knowledge BT: AP
68. Donato and Emiliano disagree on the new promotional strategy for their new product. Donato’s
opinions are neglected by Emiliano as he believes that Donato’s inexperience in promotion and
advertising will lead to product failure, whereas Donato does not concur with Emiliano’s strategy
on the basis that Emiliano has little knowledge of the financial situation at the firm. Which of the
following types of conflict is being experienced by Donato and Emiliano?
a. physiological
b. emotional
c. cognitive
d. affective
ANS: c DIF: MEDIUM LO: 9.5 Section: Describe team conflict

AACSB Application of knowledge BT: AP
69. _____ percent of the typical manager's day is spent engaged in communications.
a. Less than 25
b. About 50
c. About 65
d. More than 75
ANS: d DIF: EASY LO: 9.6 Section: Explain the
tion BT: K
70. In the communication process, initially the _______ composes the message.
a. sender
b. receiver
c. channel
d. interpreter
ANS: a DIF: EASY LO: 9.6 Section: Explain the
tion BT: K
71. Zoltan announced to his accounting team that the company’s financial reports should be
completed “by next week.” Subsequently, members of his team had completely different ideas
about when the reports were due. At which stage of communication are the team members?
a. providing feedback
b. message encoding
c. understanding the context
d. message decoding

ANS: d DIF: MEDIUM LO: 9.6 Section: Explain the
tion BT: C
72. Amzie sends an e-mail to her assistant requesting information for an upcoming meeting. Since
her team is working on a variety of projects, Amzie is very specific about the materials she needs
in order to avoid confusion. As the sender, Amzie is _____.
a. providing a context for the message
b. encoding the message
c. decoding the message
d. eliminating the message's noise
ANS: b DIF: MEDIUM LO: 9.6 Section: Explain the
tion BT: AP
73. Fareeda works for an advertising agency and has presented her client with ideas for new
commercials. After the presentation, Fareeda asks for _____ to determine if the clients correctly
understood her message.
a. a decoded message
b. a channel
c. feedback
d. intervention
ANS: c DIF: MEDIUM LO: 9.6 Section: Explain the
tion BT: AP
74. In the context of communication, feedback _____.

a. helps determine whether a message was correctly interpreted
b. is only verbal in nature
c. is usually ambiguous
d. helps lower the noise level
ANS: a DIF: MEDIUM LO: 9.6 Section: Explain the
tion BT: K
75. Countries like the United States that tend to rely on explicit written and verbal messages are
considered _____ cultures.
a. external
b. diverse
c. high-context
d. low-context
ANS: d DIF: EASY LO: 9.6 Section: Explain the
tion BT: K
76. Sesika is a new customer service agent at a leading computer service center. She usually spends a
lot of time on her calls, trying to resolve the issues of every customer. During the course of a call

with a customer, a technical snag caused disturbances in her audio device; thus, making it
difficult for the customer to respond to her queries. The issue however remained unresolved.
Which of the following is a primary reason for the non-resolution in this case?
a. The length of the call

b. The noise during the call
c. The inexperience of the customer service agent
d. The customer at the call
ANS: b DIF: EASY LO: 9.6 Section: Explain the importance of

effective communication AACSB Written and oral communication BT:
AP
77. Japan is considered to be a _____ context country and therefore, Japanese businesspeople place
importance on _____ communications.
a. high; both verbal and nonverbal
b. low; both verbal and nonverbal
c. high; explicit verbal
d. low; explicit verbal
ANS: a DIF: EASY LO: 9.6 Section: Explain the
tion BT: K
78. Calder is listening to a voice message left by his manager, but he cannot understand most of it
due to his manager’s cell phone breaking up. Calder calls back his manager for the complete
message since he cannot effectively communicate with this type of _____.
a. grapevine
b. noise
c. nonverbal communication
d. conflict
ANS: b DIF: EASY LO: 9.6 Section: Explain the
tion BT: AP
79. Duncan is listening to Catriona at a meeting. She is one of his fellow team members, and he
believes she is just trying to get the team leader to adopt her idea. Duncan is being a(n) _____
listener.
a. offensive
b. cynical
c. polite
d. proactive
ANS: b DIF: MEDIUM LO: 9.7 Section: Compare the
tion BT: C
80. Marcos uses lots of gestures and facial expressions when communicating. These are examples of
__________ communication.

a. informal
b. oral
c. formal
d. nonverbal
ANS: d DIF: MEDIUM LO: 9.7 Section: Compare the
tion BT: AP
81. Ekisa and Ingrid like to send e-mail back and forth discussing their families and work-related
issues. They are engaging in _____ and _____ communication.
a. informal; written
b. informal; oral
c. formal; written
d. formal; oral
ANS: a DIF: EASY LO: 9.7 Section: Compare the
tion BT: AP
82. Fina is listening to her superior talk about the process of performance appraisal at the firm. Fina is
always attempting to point out any mistake or errors made by her superior during the talk, even
before her superior is able to complete her points. What type of listening is Fina demonstrating in
this case?
a. Active
b. Polite
c. Cynical
d. Offensive
ANS: d DIF: MEDIUM LO: 9.7 Section: Compare the basic

forms of communication AACSB Written and oral communication BT: AP
83. _____ listening is the basis for effective communication.

a. Active
b. Cynical
c. Polite
d. Nonverbal
tion BT: K
84. Office e-mails are a form of _____ communication.

a. informal
b. written
c. verbal
d. nonverbal

ANS: b DIF: EASY LO: 9.7 Section: Compare the
tion BT: K
85. Which of the following is considered to be the biggest problem with e-mail as a form of business
communication?
a. Company employees use e-mail only to send personal messages.
b. E-mails are too informal for companies to convey a professional image.
c. E-mail technology is still limited.
d. There is just too much e-mail, and hence there are security and retention issues.
tion BT: K
86. Which of the following is NOT an example of formal communication?

a.
The employee benefits handbook
b. A telephone call with a customer
c. The grapevine method of communication
d. A letter to a supplier
ANS: c DIF: EASY LO: 9.7 Section: Compare the
tion BT: K
87. Sandhya is a manager who regularly communicates company news with her employees via e-
mail. This is an example of a(n) _____ communication channel.
a. formal
b. informal
c. nonverbal
d. oral
basic forms of communication AACSB Written and oral communication BT:
AP
88. Which of the following statement is NOT true regarding grapevine?

a. The grapevine is a frequent source of information for employees.
b. Grapevines convey information rapidly.
c. The grapevine is an informal communication channel.
d. Information on the grapevine is wrong most of the time.
tion BT: C
89. Which of the following is NOT an example of nonverbal form of communication?

a. Informal speech
b. Eye contact

c. Clothing choices
d. Tone of voice
tion BT: C
90. Which of the following is an example of an upward communication channel?

a. Completing an employee survey
b. Giving employees policy manuals
c. Posting notices on bulletin boards
d. Reporting news in company newsletters
ANS: a DIF: MEDIUM LO: 9.7 Section: Compare the
tion BT: K
91. Two people are having a conversation and are standing about six feet apart. They are most likely
to be in the _____ zone.
a. public
b. social
c. personal
d. intimate
ANS: b DIF: EASY LO: 9.7 Section: Compare the
tion BT: K
92. In the United States, most business conversations occur within which zone?
a. Intimate zone
b. Personal zone
c. Public zone
d. Social zone
tion BT: K
93. Which of the following is NOT an example of external communication?

a. Annual reports to stockholders
b. e-mails sent to sales representatives
c. sales presentations
d. information presented on a company's Web site
ANS: b DIF: MEDIUM LO: 9.8 Section: Explain
external communication and crisis management AACSB Written and oral communica-
tion BT: K
94. What is the last step a company should take when responding to a crisis?
a. The executive at a press conference should speak briefly and provide positive visual

images.
b. The top management should appear in public immediately.
c. The management must stick to the facts while responding in an interview.
d. The executives should respond quickly with a prepared statement.
ANS: a DIF: EASY LO: 9.8 Section: Explain
tion BT: K
95. What is the first step a company should take when responding to a crisis?
a. Call or e-mail members of the press to deny the story
b. Issue a “no comment”
c. Respond quickly with a prepared statement
d. Arrange a press conference with the company’s PR representative
ANS: c DIF: EASY LO: 9.8 Section: Explain
tion BT: K
TRUE/FALSE
96. An effective way of empowering employees is to share information about the organization’s
performance with them.
ANS: T DIF: EASY LO: 9.1 Section: Discuss

97. Advances in information technology have had little impact on employee empowerment.
ANS: F DIF: MEDIUM LO: 9.1 Section: Discuss

98. One technique for increasing employee empowerment is the opportunity for shared decision
making authority.
ANS: T DIF: EASY LO: 9.1 Section: Discuss

99. Employee empowerment often extends to non-management employees who are given the
authority to make decisions ranging from ordering office supplies to granting pay increases.
ANS: T DIF: MEDIUM LO: 9.1 Section: Discuss

100. Compared to other techniques for empowering employees, information technology has minimal
risks.


101. Under a stock options plan, companies give employees the option to purchase a specified amount
of company stock at a given price within a given time period.

102. Employee stock ownership programs are retirement plans set up for top-level executives.

103. Employee stock ownership plans (ESOPs) are more common in smaller firms than in larger ones.
ANS: F DIF: EASY LO: 9.1 Section: Sec-

tion: Discuss empowering employees AACSB Analytical thinking BT:
K
104. Federal labor laws allow stock options to be granted to hourly and salaried employees.

105. All team members should hold themselves mutually responsible and accountable for
accomplishing their objectives.
ANS: T DIF: MEDIUM LO: 9.2 Section: Distinguish the

106. All teams should include people with similar skills who are committed to a common purpose.
ANS: F DIF: EASY LO: 9.2 Section: Distinguish the

107. A problem-solving team is a temporary combination of workers who gather to solve a specific
problem and then disband.

108. Jose is part of a temporary team that works together to solve a specific problem and then disband.
Jose is part of a cross-functional team.
ANS: F DIF: MEDIUM LO: 9.2 Section: Distinguish the

109. Flexibility is the primary advantage of virtual teams.

110. Communication is the key to the success of cross-functional teams..

111. Effective teams typically have two to four members.
ANS: F DIF: MEDIUM LO: 9.3 Section: Identify team

112. Team level represents the average level of the team whereas team diversity represents the
variance and abilities of the team members.
ANS: T DIF: MEDIUM LO: 9.3 Section: Identify team

113. Absenteeism is more likely to be found in smaller teams.

114. All teams naturally complete the five stages of development.

115. The primary role of the team leader in the forming stage is to encourage participation in the team
tasks by all members of the team.

116. Norming is generally the longest stage of development.
ANS: F DIF: MEDIUM LO: 9.3 Section: Identify team character-

istics AACSB Analytical thinking BT: K
117. During the norming stage, team members reach consensus about the roles of the team leader and
other participants.
ANS: T DIF: MEDIUM LO: 9.3 Section: Identify team

118. During the storming stage, team members focus on solving problems.

119. Team cohesiveness increases with frequent team member interaction.
ANS: T DIF: MEDIUM LO: 9.4 Section: Evaluate team


120. Team cohesiveness does not often affect morale.
ANS: F DIF: MEDIUM LO: 9.4 Section: Evaluate team

121. A good way to encourage team cohesiveness is to encourage workers to socialize, but only off the
job.
ANS: F DIF: MEDIUM LO: 9.4 Section: Evaluate team

122. Team norms are informal standards that highlight a team’s key values.

123. In highly productive teams, norms contribute to accomplishment of team goals.

124. Diversity among team members often decreases the chances of conflict.
ANS: F DIF: MEDIUM LO: 9.5 Section: Describe team

125. An example of affective conflict is when teams reconcile differences to produce the best possible
solution.
ANS: F DIF: MEDIUM LO: 9.5 Section: Describe team

126. Cognitive and affective conflicts can occur together in the same team.
ANS: T DIF: MEDIUM LO: 9.5 Section: Describe team

127. Employees spend a significantly higher amount of time communicating on a daily basis than
managers.
ANS: F DIF: EASY LO: 9.6 Section: Explain the

tion BT: K
128. Most company recruiters rank job performance more important than communication skills.
ANS: F DIF: MEDIUM LO: 9.6 Section: Explain the

tion BT: K

129. Mayuri’s supervisor sends her an e-mail requesting updated financial figures as soon as possible.
When Mayuri interprets the content and meaning of the e-mail, she is decoding the message.
ANS: T DIF: MEDIUM LO: 9.6 Section: Explain the

importance of effective communication AACSB Written and oral communication BT:
C
130. Feedback is crucial in determining whether a message was decoded properly.
ANS: T DIF: EASY LO: 9.6 Section: Explain the

tion BT: K
131. High-context cultures including the United States and Germany pay attention to the conditions
that surround the message, including nonverbal cues and personal relationships between the
parties.

tion BT: K
132. Noise is mainly caused by physical factors like poor cell phone reception.

tion BT: K
133. Senders should request feedback if it is not forthcoming.
ANS: T DIF: EASY LO: 9. 6 Section: Explain the

tion BT: K
134. Immediately after listening to a message, the average person can recall only half of it.
ANS: T DIF: EASY LO: 9. 7 Section: Compare the

tion BT: K
135. E-mail is considered one of the most secure forms of communication.
ANS: F DIF: MEDIUM LO: 9.7 Section: Compare the

tion BT: K
136. Polite listeners are attentive listeners.

tion BT: K

137. Casimir is conversing with her real estate agent, whom Casimir believes is trying to sell her an
expensive property in order to receive a greater commission. Casimir is engaged in cynical
listening.
ANS: T DIF: MEDIUM LO: 9.7 Section: Compare the

tion BT: K
138. Ilona likes to send out a weekly e-mail to all her employees discussing the results and challenges
for the week. This is an example of an informal communication.

tion BT: AP
139. An employee suggestion box is an example of an informal communication channel.

tion BT: K
140. When managed properly, the grapevine can be a reliable source of information.

tion BT: K
141. “Spinning” bad news to make it look better almost always backfires.

tion BT: K
142. When speaking during business conversations, Americans tend to stand closer together than Latin
Americans.

tion BT: K
143. When verbal and nonverbal cues conflict, receivers of the communication generally tend to
believe the verbal content.

tion BT: K
144. Customer orders are considered to be an internal communication.

ANS: F DIF: MEDIUM LO: 9.8 Section: Explain
tion BT: K
145. An annual report to shareholders is an example of external communication.
ANS: T DIF: MEDIUM LO: 9.8 Section: Explain

tion BT: K
146. When a firm is under fire for a public relations crisis, it is best for the firm to stay out of the
public eye.
ANS: F DIF: MEDIUM LO: 9.8 Section: Explain

tion BT: K
147. When responding during a crisis, it is best if the executive speaks briefly, clearly and provides
positive visual images.
ANS: T DIF: MEDIUM LO: 9.8 Section: Explain

tion BT: K

Another random document with
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In the same year the Cunard Line followed with the Carmania,
their first turbine liner, fitted with three turbines and three screws.
She was preceded a little by the Caronia, a sister ship in every way
except that the latter is propelled by two sets of quadruple-expansion
reciprocating engines, driving twin-screws. These ships have a
displacement of 30,000 tons, and a length over all of 675 feet. They
were built of a strength that was in excess of Board of Trade and
other requirements, and when we state that no fewer than 1,800,000
rivets were used in the construction of each, one begins to realise
something of the amount of work that was put into them. Their steel
plating varies in thickness from three-quarters of an inch to an inch
and an eighth in thickness, the length of each plate being 32 feet.
Fitted with a cellular bottom which is carried well up the sides of the
ship above the bilges, they can thus carry three and a half thousand
tons of water-ballast. The principles underlying the design and
construction of these ships were steadiness and strength, and in the
attainment of this they have been eminently successful. There are
eight decks, which may be detailed by reference to the photograph
of the Carmania facing page 188. Immediately below the bridge is
the boat deck. Then follow successively the upper promenade deck,
the promenade, the saloon, upper, and main decks. Below the water-
line come two other decks for stores and cargo, the depth from the
boat deck being eighty feet. Both of these ships are fitted with the
now well-known Stone-Lloyd system of safety water-tight doors,
which renders the vessel practically unsinkable. This enables the
doors to be closed by the captain from his bridge, after sufficient
notice has been given by the sounding of gongs, so that everyone
may move away from the neighbourhood of these doors. But should
it chance that, after they have been shut, any of the crew or
passengers have had their retreat cut off, it is only necessary to turn
a handle, when the door will at once open and afterwards
automatically shut again. The system is worked by hydraulics, and is
a vast improvement on the early methods employed to retain a ship’s
buoyancy after collision with an iceberg, vessel or other object. A
glance at the illustration will show that a very great amount of
consideration was paid to the subject of giving the Carmania a
comprehensive system of ventilation, a principle which has been
carried still further in the Mauretania and Lusitania.
In the event of war the Carmania and Caronia would be fitted
with twelve large quick-firing guns, for the hulls were built in
accordance with the Admiralty’s requirements for armed cruisers.
For this reason, also, the rudder is placed entirely under water, and
besides the ordinary set of steering gear, there is another placed
below the water-line.
A STUDY IN COMPARISONS: THE “MAGNETIC” AND “BALTIC.”

From a Photograph. By Permission of the London & North Western Railway.
On her trials the Carmania attained a speed of over 20 knots,

and the saving in weight by adopting turbine engines as compared
with the Caronia’s reciprocating engines was found to amount to 5
per cent. In actual size these fine ships are inferior to the Great
Eastern, but they were built with meticulous regard for strength, and
needed 2,000 tons more material than was used in the old Brunel
ship. The arrangements of the Carmania’s turbines are worthy of
note. There are three propellers and shafts. That in the centre is the
high-pressure turbine, whilst the “wing” (or two side) turbines placed
respectively to starboard and port are the low-pressure and astern
turbines. Steam is supplied by eight double-ended and five single-
ended boilers, which are fitted with Howden’s system of forced
draught. This latter enables the air to be heated before it enters the
furnace, and was patented in 1883. It is also in use on the
Mauretania.
The beautiful picture facing page 192 was taken in Holyhead
Harbour in June, 1909, and is a study in comparisons. At the left,
first come the two small steam craft, then the White Star passenger
tender, the Magnetic, a twin-screw steamer of 619 tons, and, finally,
the other White Star twin-screw mammoth Baltic, of 23,876 tons. The
Magnetic happens to be less than 100 tons smaller than the little
Sirius, which was the first steamer to cross the Atlantic entirely under
steam power in 1838. Therefore, if we but imagine in place of the
twin-screw tender the paddle Sirius, we can form some fairly
accurate idea of the extent to which the Atlantic steamship has
developed in less than seventy years, a development that neither
Fulton nor anyone else could have foretold in their wildest flights of
imagination. This Baltic, with her 24,000 tons, is one of the largest
vessels in the world—about 9,000 tons larger than Noah’s Ark, if we
take the Biblical cubit as equal to a foot and a half, which makes that
historic craft about 15,000 tons register. The Baltic has a length of
725¾ feet; the Ark measured 450 feet in length. The Baltic can carry
with the utmost ease and luxury 3,000 passengers, as well as 350
crew. Just how many animals she could put away in her holds as
well, if called upon, I do not know; but in any case it would be able to
put up a keen competition with the capacities of Noah’s craft.
Here, again, we find a White Star ship excelling not in speed, but
in size, for she was designed to do only 16½ knots at the outside.
She is propelled by quadruple-expansion engines. She made her
appearance in 1905, and is additionally interesting, as she exhibits a
slight divergence from the ten beams to the length principle, which
governed for so long a time the White Star ships; to come up to this
rule this vessel would have to be another 30 feet in length.
We have already explained the reason which underlies the
comparatively moderate speed of these ships, and mentioned that
the question of economical steaming was at the root of the matter.
As an example we might quote the case of the Majestic, belonging to
the same line, as an instance. This vessel consumes 316 tons of
coal per day to get a speed of 19 knots; the Baltic, a vessel nearly
twice and a half the size, requires only 260 tons of fuel a day for her
16½ knots.
And so we come to those two leviathans which form, without
exception, the most extraordinary, the most massive, the fastest, and
the most luxurious ships that ever crossed an ocean. Caligula’s
galleys, which were wondrously furnished with trees, marbles and
other luxuries which ought never to desecrate the sweet, dignified
character of the ship, were less sea-craft than floating villas exuding
decadence at every feature. There are some characteristics of the
Mauretania and Lusitania, with their lifts, their marbles, curtains,
ceilings, trees, and other expressions of twentieth century luxury,
which, while appreciated by the landsman and his wife, are
nauseating to the man who loves the sea and its ships for their own
sakes, and not for the chance of enjoying self-indulgence in some
new form. But all the same these two Cunarders are ships first, and
floating mansions only in a secondary sense. They are even more
than that: they are ocean-greyhounds of a new breed with a pace
that surpasses any other of the mercantile sea dogs.
These two historic craft are regarded in different ways by
different people. You may think of them as hotels, you may look at
them as representing the outcome of the greatest minds in naval
architecture, ship-construction and marine engineering. Or, again,
you may reckon up how much capital is tied up within their walls,
how much material they have eaten up, how many hundreds of men
they have given, and are giving, employment to. But whichever way
you regard them, from whatever standpoint you choose, there is
nothing comparable to them, there are no standards whatsoever by
which to judge them. We can only doff our hats to the organising and
originating geniuses who in one way or another brought these
marvels from out of the realm of impossibility to the actuality of the
broad Atlantic. Cover them with tier upon tier of decks, scatter over
them a forest of ventilators, roofs and chimneys, till they look like the
tops of a small town; fill them inside with handsome furniture, line
their walls with costly decorations; throw in a few electric cranes, a
coal mine, several restaurants, the population of a large-sized village
and a good many other things besides; give them each a length
equal to that of the Houses of Parliament, a height greater than the
buildings in Northumberland Avenue, disguise them in any way you
please, and for all that these are ships, which have to obey the laws
of Nature, of the Great Sea, just as the first sailing ship and the first
Atlantic steamship had to show their submission. I submit that to look
upon these two ships as mere speed-manufacturers engaged in the
record industry, as palatial abodes, or even as dividend-earners is an
insult to the brains that conceived them, to the honourable name of
“ship” which they bear.
The Mauretania and Lusitania are the outcome of an agreement
made between the British Government and the Cunard Steamship
Company, in which it was contracted to produce two steamships
“capable of maintaining a minimum average ocean speed of from 24
to 25 knots an hour in moderate weather.” In every way these ships
have exceeded the dimensions of the Great Eastern. There was no
precedent for them in dimensions, engine power, displacement or
aught else. It was not to be expected that such gigantic productions
as these could be the outcome of one mind; such a thing would be
impossible. It was only as a result of an exhaustive inquiry made on
behalf of the Cunard Company by some of the most experienced
ship-builders and marine engineers of this country, aided by the
constructive and engineering staff of the Admiralty, as well as by the
preliminary knowledge derived from models, that the best form for
obtaining this unprecedented speed was evolved. Whatever was
best in existing knowledge or materials was investigated. A special
committee, representing the Cunard Company, the Admiralty and
private industries went deeply into the question of engines; and with
right judgment, and, it must be said, with no little courage and
enterprising foresight, decided, after conferring with Mr. Parsons, to
choose turbines, applied to four shafts, each carrying a single screw.
THE “MAURETANIA,” WHEN COMPLETING AT WALLSEND-ON-TYNE.

From a Photograph. By Permission of the Cunard Steamship Co.
These two absolutely unique steamships differ entirely from the

previous fast liners that we have enumerated, as well as from those
large “intermediates” with moderate speed. The size of these
mammoths was decided upon, not with reference to their cargo-
carrying capacity—for they have practically no space for this—but in
order to be able to steam at an average speed of 25 knots in
moderate weather for 3,000 miles, to carry enough coal to last them
the voyage when consuming about a 1,000 tons per day, and to
carry an adequate number of passengers to allow the ships to pay
their way. It was impossible, therefore, to have given them any
smaller dimensions. I make this statement on the authority of no less
an expert than Sir William H. White, K.C.B., the illustrious naval
architect who was connected so closely with the birth of the
Mauretania. It was a happy coincidence that the turbine had already
shown itself capable of so much that to employ it in these ships
seemed a justifiable experiment. For otherwise, in order to obtain the
requisite speed the vessel could not have contained the large
amount of propelling apparatus. The working speeds of these two
ships exceeds by 1½ knots the highest speeds ever attained in the
Atlantic service. Had the reciprocating engine been employed
instead of the turbine there would have been serious risk of
troublesome vibration, the shafts would have had to have been of
very large dimensions; large-sized propellers would have been
necessary, and these latter, of course, would have been
unfavourable to high efficiency of propulsion, whilst with the more
rapidly revolving turbine the screws are still of moderate diameter.
But apart altogether from the questions of economy of space, liability
to accident and so on, there was a national consideration to be
reckoned. This country has now for many hundreds of years prided
itself on being the mistress of the seas, a title that was only won after
serious, hard struggles. Although that title has reference rather to
matters immediately connected with the Royal Navy, yet national
industry and a series of private enterprises had, as we have seen,
given us also an analogous position in regard to our mercantile
marine. This was until the German Kaiser Wilhelm der Grosse,
followed by the Kaiser Wilhelm II. and the Deutschland, took away—
in speed, at least—this title. It was, therefore, a matter affecting our
honour and our pride that we should put on to the water some ship
or ships that should be capable of winning back the “blue ribbon” of
the Atlantic, and restoring to us the supremacy of speed at sea.
There is, however, a more practical consideration. Without the
assistance of the Government it would have been financially
impracticable even for so wealthy a corporation as the Cunard
Company to cause such a couple of ships as these to be built. And
yet it was worth while that the nation should help the Company, for in
the event of war breaking out between us and another first-class
nation, it would not be long before we should be starved into
submission if by any chance our over-seas food supply were cut off.
It has been suggested with every appearance of probability, that in
such a condition the Mauretania and Lusitania might render the
highest service by making rapid passages across the Atlantic and,
being there loaded up with grain, might hurry back home again. Their
speed alone would save them from the enemy, except perhaps from
the latest and fastest types of fighting-ships. But if convoyed by the
Indomitable and Invincible battleship-cruisers, with their enormous
speed and equally enormous “smashing power,” the chances would
be in favour of the grain-ships reaching port. Thus when the British
Government advanced the sum of £2,000,000 sterling (which
amount represents about one-half of the total cost of the two
vessels) it was acting with a wisdom and a power for looking well
ahead that is not always possessed by political bodies. With their
very considerable capacities for passenger accommodation, these
two ships would also be invaluable if called upon to act as
transports.
The singularly impressive picture facing page 198 shows the
Mauretania whilst she was still lying on the Tyne at Wallsend before
being quite ready for service. It is by a happy coincidence that the
same picture shows a delightful contrast between this last word of
modern invention and the old-fashioned type of steam tug-boat in the
river, to the right. There is, in fact, so mighty a divergence in
character that it is not easy to catalogue both under the very elastic
and comprehensive title of steamship. Only by comparison with
existing ships can one gain any idea of the Mauretania’s colossal
qualities. The present writer was one of those who watched the
Mauretania docked for the first time at Liverpool immediately after
she had come round to the Mersey from the Tyne. By her was lying
another steamship, by no means out of date, whose appearance at
one time called forth some of the expressions of amazement and
wonder that these two Cunarders have brought about. For size and
speed this older “greyhound” was properly and legitimately famous,
but yet within the comparatively small dimensions of the dock-space
one was able to obtain a more accurate idea as to the exact
proportions of the Mauretania than when lying outside in the river,
where space brings with it deception; and it was amazing to remark
how utterly and unconditionally the new steamship overshadowed
the old. Even in such close proximity as one stood, everything else
looked small by comparison. The captain on the Mauretania’s bridge
resembled a small, black dot, the funnels looked like four great, red
caverns. A brand new thick rope warp was brought to the shore to
stop the Mauretania’s way. It was so heavy that a score of men were
needed to move it about. And yet although she seemed scarcely to
be moving the liner broke it in two just as a toy model breaks a piece
of cotton. Or, again, one may look at this same ship lying at her
mooring buoy on the Cheshire side of the Mersey and be lost in
wonder at her graceful curves. With such sweet lines you could not
doubt that she was also speedy. But it is not until one sees a good-
sized steam-tug go shooting by the buoy that one obtains any idea
as to measurements. The buoy is as big and bigger than the tug,
and, therefore, how many more times must the liner herself be
bigger than the tug? You see another steamer alongside this
mountain of steel and the steamer is nothing remarkable. But
presently as she comes down by the landing-stage, past a smaller
liner brought up to her anchor in the middle of the river, you find that
that little steamer is several sizes bigger than a moderate coaster. It
would have been so easy to make this finest ship in the world look
also the largest; it is a much finer achievement to have made her
look, what she is, the handsomest.
STERN OF THE “MAURETANIA.”
From a Photograph. By permission of the Cunard Steamship Co.
Passing then to some of the details of these leviathans, we find

that they measure 790 feet long, 88 feet broad, whilst the depth from
the topmost deck to the bottom is 80 feet. Choose out some high
building or cliff 150 feet high, and it will still be 5 feet less than the
height of these ships from the bottom to the top of their funnels.
Their displacement at load draught is 40,000 tons; they each
develop 68,000 horse-power, and draw, when fully loaded, 37½ feet
of water. When crew and passengers are on board each ship
represents a community of 3,200 persons. They are fitted with bilge
keels, double bottoms, water-tight doors, and there are eight decks
in all. To hold such massive weights as these ships exceptionally
powerful ground tackle is necessitated. The main cable alone weighs
about 100 tons, and there are about 2,000 feet of this, or 333
fathoms. The double bottom of the Mauretania averages in depth 5
to 6 feet, and she has five stokeholds containing twenty-three
double-ended and two single-ended boilers; the coal bunkers are
arranged along the ship’s sides in such a manner as to be handy
and as a protection to the hull in case of collision. Three hundred
and twenty-four firemen and trimmers are engaged in three watches
of four hours in the stokehold.
The striking illustration facing page 200 shows the stern of the
Mauretania out of water, the photograph having been taken whilst
the vessel was being built at Wallsend-on-Tyne by Messrs. Swan,
Hunter and Wigham Richardson. It will be noticed that there are two
propellers on either side of the rudder. The two outermost are driven
by the high-pressure and the inside two by the low-pressure
turbines. The two inner propellers are also used for going astern,
and since the turbine can only turn in one direction these two are
each fitted with a high-pressure turbine, and when the ship is
steaming ahead these astern-turbines are simply revolving idly.
When we examined the interior of a turbine on page 186, we noted
that the steam is allowed to expand in stages therein. The turbines of
the Mauretania are arranged with eight stages of steam expansion,
while the blades vary in length from 2½ to 12 inches.
THE “LUSITANIA.”
From a Photograph. By permission of the Cunard Steamship Co.
We would call attention once more to the modern custom

introduced by Harland and Wolff of cutting a hole, or “port,” in the
deadwood of the ship. On referring to the illustration facing page
200, it will be seen that the Mauretania possesses this feature in a
remarkable degree, so that the flow of water to the screws is very
free indeed. It will be noticed also that the rudder is of the balanced
type, so that part of it projects forward of its axis, whilst the whole of
it is some distance below the water-line. It will also be remarked that
the two “wing,” or outermost, propellers are placed a good deal
forward of the two inner screws, the object aimed at being to give
these forward screws plenty of clear water to work in without either
pair of propellers having to revolve in water disturbed by the other
pair. In examining this picture the reader will readily be able to obtain
the scale by remembering that the draught up to the water-line
shown is 37½ feet. The illustration facing this page shows the
appearance these sister ships possess at the bows. The present
photograph shows the Lusitania under way. The navigating bridge,
which will be discerned at a great height, has been necessarily
placed comparatively much nearer to the bows of the ship than is
customary in many liners. Here the binnacle, the engine-room
telegraph instruments, and other apparatus employed in the
controlling of the ship, are stationed, whilst immediately abaft of this
bridge, but in a connecting room, is the wheel-house. Into this small
space is concentrated the exceptionally serious responsibility of
ruling the ship, a responsibility which, though it now lasts but a short
time, thanks to the shorter passages of the steamship, is far heavier
than it was when steamships were less complicated and less huge. It
is a responsibility which covers not merely the ship herself, the crew,
the mails, and the passengers’ lives, but sometimes a very precious
cargo. Only whilst these pages are being written the Mauretania
steamed into Liverpool a veritable treasure ship, far surpassing in
this respect a whole fleet of some of those old Spanish treasure-
frigates. Stored in the strong-rooms of the Cunarder were precious
metals of the aggregate value of over a million pounds sterling,
consisting of 6½ tons of gold coin and 36 tons of bullion in the shape
of 1,100 bars of silver. Add all this to the value of the ship, her
furniture and her passengers’ belongings, and we get something
between three and four millions of money. The mere thought of it is
enough to make Sir Henry Morgan and other buccaneers and pirates
turn restlessly in their prison-graves.
Ever since they first came out the Mauretania and Lusitania have
been improving on their speeds. Their most recent remarkable
performances have been caused by important alterations to their
propellers. These were preceded by experiments made by the
Mauretania’s builders with their specially constructed electrically-
driven model launch. Since these two liners commenced running,
over twenty-four different sets of three-bladed, and seventeen sets of
four-bladed propellers have been tested, in addition to further
frequent experiments with models of the three-bladed propellers
originally supplied to the Mauretania. By modifying the bosses and
the blades, and adopting four blades instead of three, a very
extensive saving in horse-power was effected in experiments.
Finally, the Mauretania was fitted with four-bladed propellers on the
wing shafts, while three-bladed propellers were retained on the
inside shafts. The result has been a substantial raising of her
average speed, while the coal consumption has been about the
same or rather less, but this latter is thought to be due probably to
the improvements in stokehold organisation. Sir William H. White
has expressed himself as of the opinion that the recently much
increased speed of these two monsters is due much more to the
greater knowledge of the turbines, as well as the better stokehold
management, than to the propeller alterations. Up to May of the year
1908 the best average speed of the Mauretania on her westward trip
was 24·86 knots, but during the year 1909 it was raised to 26·6
knots. It was officially stated, on March 24th, 1910, that the Lusitania
made a new record on her westward trip by steaming at 26·69 knots
for a whole day, that is at the rate of 30·7 land miles. Leaving
Queenstown on the Sunday, she had up till noon of the following
Wednesday covered 2,022 knots, at an average of 25·97 sea miles.
A fortnight previous to this the Mauretania, for the last part of her
eastward voyage to Fishguard, steamed at an average speed of
27·47 knots per hour, or 31·59 land miles. The Lusitania is now fitted
with the Mauretania’s first propellers, and the chairman of the
Cunard Company has remarked that he has been informed that the
Mauretania would be glad to have them back again. The following
tables will give some idea of the comparative passages which these
ships have made. They are interesting as being reckoned not from
Queenstown, but from Liverpool landing-stage and the Cunard pier,
New York:—
Outward Voyages Days. h. m.

Lusitania Quickest passage 5 7 0
Mauretania Quickest passage 5 1 30
Lusitania Longest passage 6 18 0
Mauretania Longest passage 5 21 0
Lusitania Average passage 5 21 35
Mauretania Average passage 5 16 48
Homeward Voyages.
Lusitania Quickest passage 5 15 30
Mauretania Quickest passage 5 5 0
Lusitania Longest passage 5 22 0
Mauretania Longest passage 5 17 0
Lusitania Average passage 5 19 22
Mauretania Average passage 5 12 14
But in spite of their bold dimensions and their efforts to prove

their superior prowess in contending with the mighty ocean, both the
Mauretania and the Lusitania have shown that after all they are still
yet ships, and are subject to those same laws which govern the rusty
old tramp, the square-yarded sailing ship, and the massive modern
liner. We may take but two recent instances, one as happening to
each of these two great vessels during the winter of 1910. In the
month of January, the Lusitania made the slowest passage in her
history, having encountered adverse winds and mountainous waves
ever since leaving Daunt’s Rock. On Monday, the 10th of January,
she ran into what was thought to be a tidal wave. Immediately an
avalanche of water broke on the promenade deck. The officers on
duty at the time calculated the liquid weight that came aboard at
2,000 tons, and 100 feet high. At the time of the occurrence the
captain and the passengers were below at dinner, and it was
fortunate that no one was on deck. The wave wrecked the pilot
house, which is 84 feet above the water-line; four lifeboats were
smashed, as well as eleven windows in the wheel-house.
Companion ladders were carried away, while the captain’s, officers’
and their stewards’ quarters below the bridge were so badly
damaged that they could not be used. The chief officer was on the
bridge at the time, and he found himself in water up to his armpits.
The quartermaster was swept off his feet, and struck against the
chart-room bulkhead, with the fragments of the steering wheel in his
hands, and the chart-room was flooded everywhere with water. As if
that were not bad enough, the masthead lights and sidelights were
extinguished by the wave. Happily, the chief officer kept his head
above all this excitement, and finding that the engine-room telegraph
gear was undamaged, signalled down to the engineer to reverse the
turbines. The captain, who had only left the bridge a few minutes
earlier, rushed back, and in less than half an hour the big ship was
on her course again, heading for New York, where she arrived
twenty-six hours late.
It was during the following month that the Mauretania also
suffered her worst passage on record. The weather was so bad from
the first that she was unable to land her pilot at Queenstown, who
had to go all the way to New York. During the first day or two the sea
became worse and worse. On the night of Sunday, February 20th,
the Mauretania was in the thick of a heavy gale and meeting seas of
rare magnitude. Some idea may be gathered of the conditions, when
it is mentioned that the speed of this colossal liner had to be reduced
to seven knots, and kept at that for the next five hours. It may be
remembered that the Astronomer Royal reported that the wind-
pressure at Greenwich that night showed a velocity of 100 miles an
hour. When full steam was again resumed, the Mauretania received
some punishing blows, and the upper works were subjected to a
series of continuous batterings from heavy head seas. The glass of
the bridge-house was shattered, several of the lifeboats were shifted,
the water got below and flooded the forecastle, and finally an anchor,
weighing 10,000 lbs., and 50 fathoms of cable were swept into the
sea. Reading all this whilst having in mind the magnitude of these
two steamships, truly we can say that the sea is no respecter of
persons, nor even of the most marvellous products of naval
architecture.
THE “ADRIATIC.”
From a Photograph. By permission of Messrs. Ismay, Imrie & Co.
The four-masted steamship here illustrated is the White Star

Adriatic, which was built in 1906. This mighty vessel is of 25,000
tons, and though smaller than the two Cunarders with which we have
just dealt, is superior in size and speed to the White Star Baltic, and
until the advent of the Olympic and Titanic, was the biggest
production which the White Star Line has conceived. Like the Baltic,
the second Oceanic, and the Cedric, this Adriatic follows out the
modern White Star practice of giving mammoth size, moderate
speed, and considerable luxury. She steams at 17½ knots with an
indicated horse-power of 16,000. Unlike the more modern ships, the
Adriatic is propelled not by triple or even quadruple screws, but by
twin-screws, and is employed on the Southampton-Cherbourg-
Queenstown-New York route. Although not provided with turbines,
the Adriatic exhibits a minimum of vibration owing to the careful
regard which is now paid to ensure the balancing of the moving parts
of the reciprocating engine. She has two three-bladed screws, which
are made of manganese bronze, driven by twin engines, and her
dimensions are: length, 725·9 feet; beam, 77·6; depth, 54 feet. It will
be seen, therefore, that the old ten-beams to length rule is yet again
broken in the modern White Star leviathans.
In 1905, the German Hamburg-American Line became
possessed of the Amerika, which with the length of 670½ feet, beam
74·6, and a tonnage of 22,225, and a moderate speed, makes her
rather a rival of the White Star Baltic and Adriatic, than of the Cunard
ships or the Norddeutscher Lloyd Kaiser Wilhelm der Grosse and
Kaiser Wilhelm II., and the Hamburg Company’s own fast steamship,
the Deutschland. Although sailing under a foreign flag, she is to all
intents and purposes a British ship, for she was built at Harland and
Wolff’s famous Belfast yard, where the White Star ships have come
into being. Her speed is 18 knots, so that she is rather faster than
the latest White Star ships, although inferior to the fastest
contemporary liners. Carrying a total of 4,000 passengers and crew,
the Amerika is one of the finest vessels, not merely in the German
fleet, but in the whole world.
THE “GEORGE WASHINGTON.”

From a Photograph. By permission of the Norddeutscher Lloyd Co., Bremen.
THE “BERLIN.”
From a Photograph. By permission of the Norddeutscher Lloyd Co., Bremen.
The George Washington, which is seen steaming ahead in the

illustration herewith, was the first of the Norddeutscher Lloyd
steamers to make a considerable advance on the 20,000 tons
(registered) limit. In length, breadth and tonnage she was launched
as the biggest of all German ships, and some of her details are not
without interest. Her speed of 18½ knots is obtained by two engines
with an indicated horse-power of 20,000, and her gross register is
26,000 tons. She is propelled by twin-screws, and was built of steel
according to the highest German standards, with five steel decks
extending from end to end, a double bottom, which is divided up into
twenty-six water-tight compartments, while the ship herself is divided
by thirteen transverse bulkheads which reach up to the upper deck,
and sometimes to the upper saloon deck, and separate the vessel
into fourteen water-tight compartments. A special feature was made
in the bulkheads to render them of such a strength as to be able to
resist the pressure of the water in the event of collision. The three
upper decks seen in the photograph show the awning, the upper
promenade, and the promenade-decks; while, as in the Mauretania
and her sister, and in the Adriatic, electric lifts are installed for the
convenience of the passengers wishing to pass from one deck to the
other. The four pole-masts are of steel, and have between them no
fewer than twenty-nine derricks. The George Washington’s engines
are of the quadruple-expansion type, with two sets of four cylinders,
the propellers being two three-bladed, made of bronze. The difficulty
with large reciprocating engines has always been to cause them to
work without giving forth considerable vibration. But the careful
arrangement of the cranks of the engine so as to balance each other
tends to neutralise the vibration. It is easier to balance four cranks
than three, and in this German ship the four-crank principle is
followed. Steam is supplied by four single-ended and eight double-
ended boilers, the Howden draught system being employed.
The Berlin, the other latest modern liner of the Norddeutscher
Lloyd Line, will be seen in the next illustration. Unlike her sister, she
has been given only two masts, and in another illustration, in a later
chapter, we show this ship under construction. She was recently built
at Bremen for the Mediterranean to New York service, and carries
3,630 persons, inclusive of crew. Like other modern German liners,
this vessel is handsomely furnished, and the public rooms are all
united in a deckhouse lighted by a large number of cupola-shaped
sky-lights. She has a registered tonnage of 19,200 gross, and in the
Norddeutscher fleet ranks next after the Kaiser Wilhelm II. She
passed into the hands of her owners at the end of 1909.

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Contemporary Business 16th Edition

Boone Test Bank

Complete the following using the terms listed.

Copyright ©2015 John Wiley & Sons, Inc.

1. ANS: b DIF: EASY LO: 9.5 Section: Describe team

9. ANS: c DIF: EASY LO: 9.3 Section: Identify team

11. ANS: k DIF: EASY LO: 9.3 Section: Identify team

16. ANS: n DIF: EASY LO: 9.8 Section: Compare the

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DIF: MEDIUM LO: 9.1 Section: Discuss empowering employ-

DIF: MEDIUM LO: 9.1 Section: Discuss empowering employ-

20. Define cross-functional teams and explain the emphasis on communication.

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21. What are the advantages and drawbacks of virtual teams?

DIF: MEDIUM LO: 9.2 Section: Distinguish the five types of

DIF: MEDIUM LO: 9.3 Section: Identify team characteristics

DIF: MEDIUM LO: 9.3 Section: Identify team characteristics

25. Explain the importance of the storming stage of team development.

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DIF: MEDIUM LO: 9.3 Section: Identify team characteristics

26. Define team norm and provide an example.

DIF: MEDIUM LO: 9.4 Section: Evaluate team cohesiveness

27. Distinguish between cognitive and affective conflict.

DIF: MEDIUM LO: 9.5 Section: Describe team conflict

DIF: MEDIUM LO: 9.6 Section: Explain the importance of

Copyright ©2015 John Wiley & Sons, Inc.

DIF: MEDIUM LO: 9.6 Section: Explain the importance of

30. What are some of the challenges associated with e-mail?

DIF: MEDIUM LO: 9.7 Section: Compare the basic forms of

31. Explain the four types of listening behaviors.

DIF: MEDIUM LO: 9.7 Section: Compare the basic forms of

32. Describe two tips for enhancing listening skills.

• DIF: MEDIUM LO: 9.7 Section: Compare the

33. List the basic steps in managing a public relations crisis.

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36. Which of the following is least likely to empower employees?

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Copyright ©2015 John Wiley & Sons, Inc.

ANS: b DIF: MEDIUM LO: 9.2 Section: Distinguish the five

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ANS: a DIF: MEDIUM LO: 9.3 Section: Identify team

Copyright ©2015 John Wiley & Sons, Inc.

54. During the performing stage, team members _____.

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ANS: a DIF: MEDIUM LO: 9.3 Section: Identify team

Copyright ©2015 John Wiley & Sons, Inc.

65. Which of the following statements is correct regarding team conflict?

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ANS: c DIF: MEDIUM LO: 9.5 Section: Describe team conflict

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74. In the context of communication, feedback _____.

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a. The length of the call

ANS: b DIF: EASY LO: 9.6 Section: Explain the importance of

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ANS: d DIF: MEDIUM LO: 9.7 Section: Compare the basic

83. _____ listening is the basis for effective communication.

84. Office e-mails are a form of _____ communication.

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86. Which of the following is NOT an example of formal communication?

88. Which of the following statement is NOT true regarding grapevine?

89. Which of the following is NOT an example of nonverbal form of communication?