Deck 10: Communicating and Information Technology

Question 1

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
______ Which communication barrier will most impact people's speculation as to why Colby was asked to resign?

A) perception
B) information overload
C) channel selection
D) noise
E) trust and credibility
F) poor listening
G) emotions h. filtering

Answer 1

The answer is (g) i.e. emotions.
An emotion is the communication barrier which will impact the people's speculation most. This is because investors were attached with C so their emotions will interfere with the communication process which will make difficult for people to be objective and to listen.

Question 2

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
Which human resource management process relates to Colby being asked to resign?

Answer 2

Human resource management process involves human resource planning, recruitment, selection, directing, training and development, performance appraisal and the last is promoting or laying off employees.
Colby resignation relates to last part of the human resource management process. Since Braly specified that the policy Colby had violated did not involved any illegal conduct and was in no way related to the business of WellPoint therefore asking Colby to resign could have been due to personal issues etc.

Question 3

The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Which communication barrier do you think is the most common, and which barrier do you believe has the most negative effects on communication?

Answer 3

The communication barrier which is most common is poor listening. People often don't listen to the message or understand what is being sent or transmitted to them. This sometimes results in poor communication and distortion of information.
The barrier which has the most negative effects on communication is perception. Perception has to do more with encoding and decoding the messages. This is because as messages are transmitted, receivers or the decoders perceive them and translate them so that they make sense. However, if they are perceived in a wrong way then the whole communication process can be distorted.
For example, semantics and jargon can be communication barriers because the same word often means different things to different people. Like the phrase "wicked good" can be confusing to people not familiar with it, not realizing that means "extremely good".

Question 4

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
What type of power did Braly possess to help her get promoted to CEO? What conflict resolution skills will Braly need in dealing with the government?

Question 5

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
______ When asked why Colby was resigning, Braly and Glasscock did not give a direct answer. They simply stated that the violation wasn't illegal and did not affect the company's business or finances. This is an example of a(n) ____ response.

A) advising
B) diverting
C) probing
D) reassuring
E) reflecting

Question 6

The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Which message transmission channel do you use most often in your personal and professional life? What is your strongest and weakest channel? How can you improve on your weakness?

Question 7

______ Is information technology important to WellPoint? a. yes
B) No

Question 8

The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Select an organization with which you are familiar. How can the flow of communication be improved?

Question 9

The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
When sending messages, how effective are you at checking the receiver's understanding? Can you improve? If so, how?

Question 10

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
______ The case discusses which level of communication?

A) organizational
B) interpersonal
C) both

Question 11

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
______ WellPoint primarily uses which e-commerce method?

A) business-to-business (B2B)
B) business-to-customer (B2C)
C) customer-to-customer (C2C)

Question 12

Objectives
1. To develop your ability to send and receive messages (communication skills).
2. You will plan, give, and receive instructions for the completion of a drawing of three objects. No preparation is necessary except reading and understanding the chapter. The instructor will provide the original drawings.
Skills
The primary skills developed through this exercise are:
1. Management skill - interpersonal (giving directions is communicating)
2. AACSB competency - communication abilities
3. Management function - leading (influencing others through communicating instructions)
Procedure (15 minutes)
In this exercise, you will work with a partner. One person will play the role of manager, and the other person will play the role of employee. You will go through the exercise twice, switching roles before the second time so that each person has a chance to give instructions in the role of manager and receive them in the role of employee.
The task is for the person in the role of manager to describe for the person in the role of employee a drawing of three objects so that the employee can duplicate the drawing, based on what the manager describes. (Your instructor will provide the drawing to those playing the role of manager; a different drawing will be used in the second run-through, when people have switched roles and partners.) The objects must be drawn to scale, and the drawing must be a recognizable reproduction of the original. The exercise has four parts.
1. Planning. The manager plans how to instruct the employee in the task. The manager's plans may include written instructions to be shown to the employee but may not include any drawing.
2. Instruction. The manager gives the instructions he or she has developed. While giving instructions, the manager is not to show the original drawing to the employee. The instructions may be given orally or in writing, or both, but the manager should not use any hand gestures. The manager must give the instructions for all three objects before the employee begins drawing them.
3. Drawing. The employee makes a drawing. Once the employee begins drawing, the manager should watch but may no longer communicate in any way.
4. Evaluation. When the employee is finished drawing or when the time is up, the manager shows the employee the original drawing. Partners should discuss how each person did and should answer the questions in the Integration section.
Integration
Answer the following questions. You may select more than one answer. The manager and employee discuss each question, and the manager, not the employee, writes the answers.
1. The goal of communication was to ___________
.
a. influence
b. inform
c. express feelings
2. The communication was _________
a. vertical downward c. horizontal
b. vertical upward d. grapevine
3. The manager did an ______ job of encoding the message and the employee did an _____ job of decoding the message.
a. effective
b. ineffective
4. The manager transmitted the message through ______ communication channel(s).
a. oral
b. written
c. combined
5. The manager spent ______ time planning.
a. too much
b. too little
c. the right amount of
Questions relate to the steps in the message-sending process.
6. The manager developed rapport (step 1).
a. true
b. false
Questions relate to the steps in the message-sending process.
7. The manager stated the objective of the communication (step 2).
a. true
b. false
Questions relate to the steps in the message-sending process.
8. The manager transmitted the message ______ (step 3).
a. effectively
b. ineffectively
Questions relate to the steps in the message-sending process.
9. The manager checked understanding by using ______ (step 4).
a. direct questions
b. paraphrasing
c. both
d. neither
Questions relate to the steps in the message-sending process.
10. The manager checked understanding ____________.
a. too frequently
b. too infrequently
c. about the right number of times
Questions relate to the steps in the message-sending process.
11. The manager got a commitment and followed up (step 5).
a. true
b. false
12. The employee did an ______ job of listening, an _____ job of analyzing, and an ______ job of checking understanding through the message-receiving process.
a. effective
b. ineffective
13. The manager and/or employee got emotional.
a. true
b. false
14. Were the objects drawn to scale? If not, why not?
15. Did manager and employee both follow the rules? If not, why not?
16. In answering these questions, the manager was ______ and the employee was _______ to criticism that could help improve communication skills.
a. open
b. closed
17. If you could do this exercise over again, what would you do differently to improve communication?
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
Apply It
What did I learn from this experience? How will I use this knowledge in the future?
____________________________________________________________________
____________________________________________________________________

Question 13

The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
When receiving messages, how effective are you at listening? Can you improve? If so, how?

Question 14

The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Is the grapevine helpful or harmful to most organizations? Should managers try to stop grapevine communication? Why or why not?

Question 15

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
______ Keeping medical records of over 33 million members nationwide requires a

A) transaction processing system (TPS)
B) management information system (MIS)
C) decision support system (DSS)

Question 16

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
______ Communication skills were a primary reason for selecting Braly as the new CEO of WellPoint.

A) true
B) false

Question 17

The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Which response style do you use most often?

Question 18

Objective
To develop skills for using the most appropriate communication style based on the situation.
Skills
The primary skills developed through this exercise are:
1. Management skill - interpersonal (understanding communication styles)
2. AACSB competency - communication abilities
3. Management function - leading (influencing others through communicating)
Preparing for Skill Builder 2
When you work with people outside your department, you have no authority to give them direct orders. You must use other means to achieve your goal. Through this Skill Builder, you will learn about communicationstyles and how to select the most appropriate communication style in a given situation. Begin by determining your preferred communication style by completing the Self-Assessment.
Self-Assessment: Determining Your Preferred Communication Style
To determine your preferred communication style, select the alternative that most closely describes what you would do in each of the following 12 situations. Do not be concerned with trying to pick the "correct" answer; simply circle the letter of the choice that best describes what you would actually do.
1. Wendy, a knowledgeable person from another department, comes to you, the engineering supervisor, and requests that you design a product to her specifications. You would:
a. Control the conversation and tell Wendy what you will do for her.
b. Ask Wendy to describe the product. Once you understand it, you would present your ideas. Let her know that you are concerned and want to help with your ideas.
c. Respond to Wendy's request by conveying understanding and support. Help clarify what she wants you to do. Offer ideas, but do it her way.
d. Find out what you need to know. Let Wendy know you will do it her way.
2. Your department has designed a product that is to be fabricated by Saul's department. Saul has been with the company longer than you have; he knows his department. Saul comes to you to change the product design. You decide to:
a. Listen to Saul explain the change and why it would be beneficial. If you believe Saul's way is better, change it; if not, explain why the original design is superior. If necessary, insist that it be done your way.
b. Tell Saul to fabricate it any way he wants.
c. Tell Saul to do it your way. You don't have time to listen and argue with him.
d. Be supportive; make changes together as a team.
3. Upper managers call you to a meeting and tell you they need some information to solve a problem they describe to you. You:
a. Respond in a manner that conveys personal support and offer alternative ways to solve the problem.
b. Just answer their questions.
c. Explain how to solve the problem.
d. Show your concern by explaining how to solve the problem and why it is an effective solution.
4. You have a routine work order that you typically place verbally, for work that is to be completed in three days. Sue, the receiver, is very experienced and willing to be of service to you. You decide to:
a. Explain your needs, but let Sue make the order decision.
b. Tell Sue what you want and why you need it.
c. Decide together what to order.
d. Simply give Sue the order.
5. Work orders from the staff department normally take three days to fulfill; however, you have an emergency and need the job done today. Your colleague Jim, the department supervisor, is knowledgeable and somewhat cooperative. You decide to:
a. Tell Jim that you need the work done by three o'clock and will return at that time to pick it up.
b. Explain the situation and how the organization will benefit by expediting the order. Volunteer to help in any way you can.
c. Explain the situation and ask Jim when the order will be ready.
d. Explain the situation and together come to a solution to your problem.
6. Danielle, a peer with a record of high performance, has recently had a drop in productivity. You know Danielle has a family problem. Her problem is affecting your performance. You
:
a. Discuss the problem; help Danielle realize that the problem is affecting her work and yours. Supportively discuss ways to improve the situation.
b. Tell the boss about it and let him decide what to do.
c. Tell Danielle to get back on the job.
d. Discuss the problem and tell Danielle how to improve the work situation; be supportive.
7. You buy supplies from Peter regularly. He is an excellent salesperson and very knowledgeable about your situation. You are placing your weekly order. You decide to:
a. Explain what you want and why. Develop a supportive relationship.
b. Explain what you want and ask Peter to recommend products.
c. Give Peter the order.
d. Explain your situation and allow Peter to make the order.
8. Jean, a knowledgeable person from another department, has asked you to perform a routine staff function in a different way. You decide to:
a. Perform the task to her specifications without questioning her.
b. Tell her that you will do it the usual way.
c. Explain what you will do and why.
d. Show your willingness to help; offer alternative ways to do it.
9. Tom, a salesperson, wants to place an order with your department but the order has a short delivery date. As usual, Tom claims it is a take-it-or-leave-it offer. He wants your decision now, or within a few minutes, because he is in the customer's office. Your action is to:
a. Convince Tom to work together to come up with a later date.
b. Give Tom a yes or no answer.
c. Explain your situation and let Tom decide if you should take the order.
d. Offer an alternative delivery date. Work on your relationship; show your support.
10. As a time-and-motion expert, you have been called by an operator who has a complaint about the standard time it takes to perform a job. As you analyze the entire job, you realize that one element of the job should take longer, but other elements should take less time, leading to a shorter total standard time for the job. You decide to:
a. Tell the operator and foreman that the total time must be decreased and why.
b. Agree with the operator and increase the standard time.
c. Explain your findings. Deal with the operator and/or foreman's concerns, but ensure compliance with your new standard.
d. Together with the operator, develop a standard time
11. You approve budget allocations for projects. Marie, who is very competent in developing budgets, has come to you with a proposed budget. You:
a. Review the budget, make revisions, and explain them in a supportive way. Deal with concerns, but insist on your changes.
b. Review the proposal and suggest areas where changes may be needed. Make changes together, if needed.
c. Review the proposed budget, make revisions, and explain them.
d. Answer any questions or concerns Marie has and approve the budget as is.
12. You are a sales manager. A customer has offered you a contract for your product but needs to have it delivered soon. The offer is open for two days. The contract would be profitable for you and the organization. The cooperation of the production department is essential to meet the deadline. Tim, the production manager, has developed a grudge against you because of your repeated requests for quick delivery. Your action is to:
a. Contact Tim and try to work together to complete the contract.
b. Accept the contract and convince Tim in a supportive way to meet the obligation.
c. Contact Tim and explain the situation. Ask him if you and he should accept the contract, but let him decide.
d. Accept the contract. Contact Tim and tell him to meet the obligation. If he resists, tell him you will go to his boss.
To determine your preferred communication style, circle the letter you selected in each situation. The column headings indicate the style you selected.

Add up the number of circled items per column.
The four totals should sum to 12. The column with thehighest number represents your preferred communication style. The more evenly distributed the numbers areamong the four styles, the more flexible your communications. A total of 0 or 1 in any column may indicate a reluctance to use that style. You could have problems in situations calling for the use of that style.
Selecting a Communication Style
As you saw from the Self-Assessment, communication styles can also be autocratic, consultative, participative, or empowering.
With the autocratic communication style , the communication is generally controlled by the sender of the message; little, if any, response is expected from the receiver, and his or her input is not considered. The communication is structured and either directive or informative. With the consultative communication style , the sender of the message makes it clear that he or she desires a response and tries to elicit a response by asking questions, showing concern for the other person'spoint of view, and being open to the person's feelings. The participative communication style involves trying to elicit the other person's ideas and being helpful and supportive. A manager using the empowering communication style conveys that the other person is in charge of the communication; the communication is very open.
There is no single communication style that is best for all situations. In determining the appropriate style for a given situation, managers must take into consideration four different variables: time, information, acceptance, and capability.
Time. In certain situations, there may not be enough time to engage in two-way communication. In an emergency, for example, the other three variables are not as important as the time factor; in such cases, the autocratic style is appropriate. Also, time is relative: In one situation, a few minutes may be sufficient for effective communication; in another situation, a month may be too little time. Information. The amount of information the sender and the receiver each have helps determine which style of communication is appropriate in a given situation. For example, in a situation where an employee has little information, the manager might use an autocratic communication style; if the employee has much information, the manager would be better off using a participative style. Acceptance. The likelihood that the receiver of a message will accept it also influences communication style. If the receiver is likely to accept a message, the autocratic style may be appropriate. However, there are situations in which acceptance is critical to success, such as when a manager is trying to implement changes. If the receiver is reluctant to accept a message or is likely to reject it, the consultative, participative, or empowering styles may be appropriate. Capability. An employee's capability refers to his or her ability and motivation to participate in twoway communication. If an employee has low capability, the autocratic style may be best; if an employee has outstanding capability, the empowering communication style may be ideal. In addition, capability levels can change as situations change: The employee with whom a manager used an autocratic style might be better addressed using a participative style in a different situation. Successful managers rely on different communication styles, depending on the situation. In some situations, one of the variables discussed above may be more important than others. For example, a manager who is communicating with a highly capable employee might ordinarily use a consultative style. But if in a particular situation the manager already has the information she needs, the manager may use an autocratic style with that employee. Reread the 12 situations in the Self-Assessment. For each one, consider the four variables discussed above. Refer to the Situational Communication Model in Model 10-3. First, determine if there is sufficient time to engage in two-way communication. Second, assess the level of information you have and the other person's capability and likelihood of accepting a message. Then select the appropriate communication style for the situation, based on your analysis. Did the analysis cause you to change your earlier responses?
Apply It What did I learn from this experience? How will I use this knowledge in the future?
Model 10-3 • Situational Communication Model

Information. The amount of information the sender and the receiver each have helps determine which style of communication is appropriate in a given situation. For example, in a situation where an employee has little information, the manager might use an autocratic communication style; if the employee has much information, the manager would be better off using a participative style.
Acceptance. The likelihood that the receiver of a message will accept it also influences communication style. If the receiver is likely to accept a message, the autocratic style may be appropriate. However, there are situations in which acceptance is critical to success, such as when a manager is trying to implement changes. If the receiver is reluctant to accept a message or is likely to reject it, the consultative, participative, or empowering styles may be appropriate.
Capability. An employee's capability refers to his or her ability and motivation to participate in two way communication. If an employee has low capability, the autocratic style may be best; if an employee has outstanding capability, the empowering communication style may be ideal. In addition, capability levels can change as situations change: The employee with whom a manager used an autocratic style might be better addressed using a participative style in a different situation.
Successful managers rely on different communication styles, depending on the situation. In some situations, one of the variables discussed above may be more important than others. For example, a manager who is communicating with a highly capable employee might ordinarily use a consultative style. But if in a particular situation the manager already has the information she needs, the manager may use an autocratic style with that employee.
Reread the 12 situations in the Self-Assessment. For each one, consider the four variables discussed above. Refer to the Situational Communication Model in Model 10-3. First, determine if there is sufficient time to engage in two-way communication. Second, assess the level of information you have and the other person's capability and likelihood of accepting a message. Then select the appropriate communication style for the situation, based on your analysis. Did the analysis cause you to change your earlier responses?
Apply It
What did I learn from this experience? How will I use this knowledge in the future?
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Question 19

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
Was the grapevine important to Braly when she took over as CEO with Colby resigning? If yes, why, and how could she dealt with the grapevine rumors?

Question 20

The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Which e-commerce methods have you used? Which one do you use most often?

Question 21

The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
What is the relationship between information and the management functions?

Question 22

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
______ When Braly and Glasscock asked Colby to resign, this was a ____ flow of communication.

A) downward vertical
B) upward vertical
C) horizontal
D) grapevine

Question 23

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
Should WellPoint management have told everyone why Colby was asked to resign right away? Why or why not? Why do you think they kept it a secret?

Question 24

The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Wireless phones and handheld devices are blurring work and home life. Is this positive or negative? Should people stay connected and work while on vacation?

Question 25

The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
What is the difference between a computer network and an information network?

Question 26

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
______ David Colby was the ____ of communication in this case.

A) encoder
B) decoder

Question 27

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
Do some research and find out why Colby was asked to resign.

Question 28

The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
What does perception have to do with encoding and decoding?

Question 29

WellPoint, Inc. (formerly Anthem, Inc.) was formed when WellPoint Health Networks, Inc. and Anthem, Inc. merged in 2004 to become the nation's leading health benefits company. It is the largest health benefits company in terms of commercial membership in the United States, serving over 33 million medical members. Through its nationwide networks, the company delivers a number of leading health benefit solutions through a broad portfolio of integrated health care plans and related services, along with a wide range of specialty products. Angela Braly has been president and chief executive officer for WellPoint, Inc. since 2007. Since that time, she has experienced great success and received numerous accolades, including being named by both Forbes and Fortune magazines as one of the most powerful women in business each year from 2007 to 2010. However, Braly's success didn't come overnight. Braly started her career as a partner in a St. Louis law firm. In January 1999, Braly became general counsel for RightCHOICE Managed Care Inc., which was the parent company of Blue Cross and Blue Shield in Missouri. From there, Braly would go on to serve as president and CEO of Blue Cross Blue Shield of Missouri until 2005, when she became executive vice president, general counsel, and chief public affairs officer for WellPoint. In that role, she was responsible for public policy development, government relations, legal affairs, corporate communications, marketing, and social responsibility initiatives. She also had operational responsibility for the nation's largest Medicare claims processing business and the federal employee health benefits business. Braly was also a key strategist during WellPoint's acquisition of New York-based WellChoice in 2005.
In February 2007, 45-year-old Braly was selected to be promoted to president and take over the CEO role. This came as a surprise, as Braly beat out several executives with more experience, including the Chief Financial Officer (CFO), David Colby, who was expected to get the job. WellPoint's board of directors stated that it selected Braly based on her experience as a lawyer and dealing with the government-the nation's largest insurance payer. As the debate rages in Congress and the states over the government's role in financing and regulating health care, Well- Point knew Braly's public-policy expertise would be very advantageous down the road. Colby was named vice chairman and was granted a one-time award of 20,000 shares of restricted stock, worth about $1.62 million, according to a regulatory filing, and 40,000 stock options.
However, just two days before taking over her new role as CEO, Braly and departing CEO Larry Glasscock asked Colby to resign, citing an undisclosed violation of the company's code of conduct. WellPoint's 25-page code of conduct covers policies ranging from sexual harassment to alcohol and drug use to writing comments on Internet blogs and chat rooms. Colby's resignation was seen as all the more puzzling because the company had worked hard in recent months to assure investors that Colby would stay on as part of the management team, despite being passed over for CEO. Braly wouldn't specify what policy Colby had violated, only that it didn't involve illegal conduct, was "in no way related to the business of WellPoint," and that it was "absolutely the right thing to do based on where the facts led us."
What types of internal and external environment changes is WellPoint facing in the health care industry? (Chapters 2 and 6)