Professional Skills for International Business Quiz Answers

Get All Weeks Professional Skills for International Business Quiz Answers

This course provides insight into the key professional skills needed by managers at all levels of an organization. You’ll learn key skills such as how to make a positive first impression; how to become a role model at work; effective time and resource management; and networking.

This course forms part of a specialization from the University of London designed to help you develop and build the essential business, academic, and cultural skills necessary to succeed in international business, or in further study. If completed successfully, your certificate from this specialization can also be used as part of the application process for the University of London Global MBA program, particularly for early career applicants.

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Professional Skills for International Business Quiz Answers

Week 1 Quiz Answers

Quiz 1

Q1. When we mention “noise” in terms of a communication process, we mean…

  • how a message may be disrupted and distorted en route to the receiver
  • the time taken to send the message
  • the receiver of the message
  • action taken subsequent to receipt of the message

Q2. Which one of the following is not usually considered to be one of the 7 Cs of communication?

  • Complete
  • Concise
  • Correct
  • Clever

Q3. From the choice below, which is most likely to be the decisive factor in selecting the most appropriate communications channel?

  • Previous experience
  • Urgency
  • Cost
  • Day of the week

Q4. Cialdini(1984) described 6 key influencing skills. What did he mean by ‘Liking’?

  • Enjoying the work that we do
  • The need for personal alignment
  • The need to obey those in authority
  • The expectations of friendship

Q5. Gary Yukl (2002) offered a framework which offered 9 influencing skills that were essential for leaders and managers. What did he mean by ‘Rational Persuasion’?

  • Giving positive feedback
  • Offering an incentive
  • Stimulating emotions
  • The use of logic and facts

Q6. Which of the following best describes non-verbal communication?

  • A replacement for the spoken word
  • A guaranteed connection with someone else
  • Wordless signals
  • Strong and positive messages

Q7. Non-verbal communication works to best effect when…

  • You look to reprimand a colleague
  • You seek to make a good first impression
  • It contradicts the spoken word
  • It aligns with the spoken word

Q8. Why is it important to create a positive first impression?

  • Because it reflects your personal brand
  • Because it will always be the same
  • Because you may not get another opportunity
  • Because you will always be popular as a result

Q9. Using Gary Yukl’s Framework, which of the following would not normally be used to help build expert power?

  • Recognizing the concerns of others
  • Maintaining credibility
  • Being indecisive in a crisis
  • Keeping others informed

Q10. Which of the following is the best definition of a stakeholder?

  • An individual with an interest in an organisation
  • A group with an interest in an organisation
  • Investors in an organisation
  • An individual or group with a vested interest in an organisation

Q11. When looking to make a positive first impression, which of the following do you need to remember?

  • To adopt the same approach on each occasion
  • To keep your contact waiting
  • There is no correlation with your personal brand
  • They are impossible to re-do

Q12. According to the work by Dr. Albert Mehrabian, which of the following statements is true?

  • Verbal and non-verbal communication need to be clearly aligned
  • Tone of voice is of no consequence
  • Verbal and non-verbal communication are of equal importance
  • The most important component of any communication is verbal

Q13. When choosing an appropriate communication channel, which of the following would be an example of a Manager’s dialogue?

  • Using Twitter
  • Using YouTube
  • Releasing a press release
  • Holding a group discussion

Q14. Cialdini proposed that there were 6 principles of influence. When he referred to commitment he believed that…

  • We have an intrinsic desire to be consistent
  • Things are more attractive when their availability is limited
  • We feel a sense of duty to those in authority
  • We generally look to return favours

Q15. According to Mendelow’s Stakeholder Matrix, the relative importance of a stakeholder at a given moment in time is measure by which of the following?

  • The amount of their investment
  • The length of the stakeholder relationship
  • Relative levels of interest and importance
  • Their influence with the media

Q16. When selecting the most appropriate communication channel, you should expect to…

  • Use the cheapest option available
  • Always use more than one communication channel
  • Attempt to influence the mass market
  • Evaluate a channel’s effectiveness prior to use

Week 3

Quiz 1

Q1. Delegation means;

  • adopting an autocratic approach
  • ultimate responsibility always remains with the delegator
  • empowerment
  • ultimate responsibility passes to the delegatee

Q2. Effective delegation is dependent upon;

  • achieving optimum results
  • financial incentives
  • trust between the delegator and delegatee
  • having spare capacity

Q3. Managing time effectively is important because;

  • there is no overtime available
  • your organisation offers flexible working
  • looking to achieve a work/life balance
  • all organisations have spare capacity

Q4. Which of the following will usually aid your ability to prioritize;

  • answering all emails on a daily basis
  • assuming that all tasks are equally urgent
  • a to do list
  • working late until the job is done

Q5. Empowerment usually means;

  • delegation
  • keeping subordinates fully occupied
  • work underload
  • applying the concept of Job Enlargement

Q6. To manage your time effectively you need to;

  • start work earlier and finish when the job is done
  • be very organised
  • assume everything is urgent
  • procrastinate

Q7. A primary skill of an effective delegator is to;

  • assume the delegatee won’t do the job as well as you
  • have a directive managerial style
  • assume your subordinate has the required level of capability
  • ensure the delegate has capacity to accommodate additional tasks

Q8. Which is usually the first stage in the delegation process;

  • give performance feedback to the delegatee
  • define the task
  • explain the rationale for delegation
  • agree deadlines with the delegatee

Q9. Referring to Cialdini’s framework, ‘Social Proof’ means…

  • that things are more attractive when their supply is plentiful
  • that there is a preference for a flat organisational structure
  • trying to like all of your colleagues
  • that people prefer safety in numbers

Q10. Boddy and Buchanan (1998) referred to the need for ‘Managing in Four Directions’. What did they mean by “managing across”?

  • Managing external stakeholders
  • Managing line management
  • Managing your team and line manager
  • Managing internal and external stakeholders

Q11. Which of the following pairs of stakeholders could both potentially be seen as both internal and external?

  • Employees and media
  • Investors and unions
  • Management and employees
  • Regulators and investors

Q12. What is the primary focus of Boddy and Buchanan’s 1998 framework?

  • Internal stakeholder management
  • External stakeholder management
  • Meeting objectives
  • Building collaborative stakeholder relationships

Q13. A key competency for a managerial role model is to habitually self reflect. What does self reflection mean?

  • Looking to learn from experience
  • Looking to gain confirmation you did the right thing
  • Relying on your own opinion
  • Accepting the inevitable
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This course is intended for audiences of all experiences who are interested in learning about new skills in a business context; there are no prerequisite courses.

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