Which of the following modes of communication does not come under the purview of nonverbal ...

Answer to #1

B
Explanation: B) Nonverbal communication deals with body movements, the intonations or emphasis we give to words, facial expressions, and the physical distance between the sender and receiver.

Answer to #2

C
Explanation: C) Nonverbal communication deals with body movements, the intonations or emphasis we give to words, facial expressions, and the physical distance between the sender and receiver. Downward, upward, and lateral communication may or may not be nonverbal.

Answer to #3

C
Explanation: C) Written communication is often tangible and verifiable. When it's printed, both the sender and receiver have a record of the communication, and the message can be stored for an indefinite period. The marketing plan is likely to contain a number of tasks spread out over several months. By putting it in writing, those who have to initiate the plan can readily refer to it over its lifespan.

Answer to #4

D
Explanation: D) Written communication is often tangible and verifiable. Both the sender and receiver have a record of the communication, and the message can be stored for an indefinite period.

Answer to #5

E
Explanation: E) Training specialists conduct exercises that allow employees to experience the satisfaction teamwork can provide. Workshops help employees improve their problem-solving, communication, negotiation, conflict-management, and coaching skills.

Answer to #6

Individuals can engage in social loafing and coast on the group's effort because their particular contributions can't be identified. Effective teams undermine this tendency by making members individually and jointly accountable for the team's purpose, goals, and approach. Therefore, members should be clear on what they are individually responsible for and what they are jointly responsible for on the team.

Answer to #7

When teams are performing nonroutine activities, disagreements about task content can stimulate discussion, promote critical assessment of problems and options, and can lead to better team decisions. Such conflicts are defined as task conflicts. Research has shown that moderate levels of task conflict during the initial phases of team performance were positively related to team creativity, but both very low and very high levels of task conflict were negatively related to team performance.

Effective teams also show reflexivity, meaning they reflect on and adjust their master plan when necessary. A team has to have a good plan, but it also has to be willing and able to adapt when conditions call for it. Research evidence does suggest that teams high in reflexivity are better able to adapt to conflicting plans and goals among team members.

Both these concepts come under the process dimension of key variables of effective teams. Reflexivity may be understood as one way to solve task conflicts by adapting the predetermined plan to current changes.

Answer to #8

Effective teams share accurate mental modelsorganized representations of key elements within a team's environment that team members share. If team members have the wrong mental models, which is particularly likely in teams under acute stress, their performance suffers. The similarity of team members' mental models matters, too. If team members have different ideas about how to do things, the team will fight over methods rather than focus on what needs to be done.