Barriers: Fear of retaliation, lack of psychological safety, managers’ defensive listening. b) Structural: Anonymous feedback system or monthly skip-level meetings. Process: Train managers in active listening & close the loop (respond to every submission).
The “Hawthorne Effect” describes: a) Workers slowing down when watched b) Productivity changes due to observation/attention c) Managerial resistance to change d) Groupthink in committees
A researcher uses both surveys and in-depth interviews. This is an example of: a) Longitudinal design b) Triangulation c) Cross-sectional study d) Experimental control msoc sample questions set 1
Formal : prescribed by hierarchy (e.g., manager’s email to team). Informal : grapevine, social chats (e.g., lunch conversation about a new policy).
– Highly centralized functional structures often create silos because each department communicates upward but not laterally. Barriers: Fear of retaliation, lack of psychological safety,
Your team is experiencing social loafing on a group project. Propose two specific communication-based interventions to reduce it.
– Hawthorne effect: People modify behavior when they know they are being observed (original studies: Western Electric plant). In organizational culture
What is confirmation bias , and how can it negatively affect decision-making in a management team? Section C: Mini Case Study 9. Case : A non-profit organization has high turnover among junior staff. Exit interviews show people feel “unheard” and that upward communication is blocked. Managers say they have an open-door policy.
In organizational culture, “artifacts” include: a) Core values b) Unconscious assumptions c) Office layout and dress code d) Mission statement text Section B: Short Answer (Application) 6. Explain the difference between formal and informal communication channels. Give one example of each in a workplace.
