1) Power can be viewed as a sign of personal efficacy, the ability to mobilize r
ID: 369174 • Letter: 1
Question
1) Power can be viewed as a sign of personal efficacy, the ability to mobilize resources to accomplish productive work. True/False
2) Using power for personal reasons means that a manager will definitely achieve his or her career aspirations. True/False
3) Empowerment uses sufficient amounts of personal power to achieve high levels of effectiveness. True/False
4) The text advocates a shift in the definition of power from "having authority over others" to "being able to get things done." True/False
5) Interpersonal attraction, as a source of personal power, involves charisma, agreeable behaviors, and physical characteristics. True/False
6) Recently your boss remarked to you, "I don't know where you are coming from." Other people have expressed frustration with you over your lack of team play. You should conclude that you may be losing your expert power. True/False
7) Going to lunch with other departments can increase your centrality power.
8) To gain more power in your organization, you should focus on building strong relationships with other people, but you shouldn’t waste your time observing who other people maintain close networks with. True/False
9) Building networks that are rich in structural holes comes easy for most people because we have a natural tendency to seek connections that give us unique information. True/False
10) Getting rid of routine activities, expanding task variety, and initiating new ideas may allow one to gain position power in an organization because flexibility has been increased. True/False
11) The ability to transform power into influence hinges on securing the consent of others in ways that engender support and commitment instead of resistance and resentment. True/False
12) Influence strategies used by managers to obtain compliance fall into three categories: retaliation, reciprocity, and reason. True/False
13) A negative view of "personal power" is held by cultures that place a high value on which of the following:
A) Ascription
B) Individualism
C) Achievement
D) Isolationism
14) What should subordinates perceive about their boss in order to feel a higher status in the organization and to feel higher morale?
A) He is on their side.
B) He has considerable downward influence.
C) He has considerable "clout."
D) He is equal to them.
15) Which is a characteristic of a powerful manager?
A) Is rule-minded
B) Accomplishes more personally
C) Does more with less resources available
D) Limits information that others get
16) You have been told that in order to advance your career you must be overly ambitious and be indifferent to problems others face. Is this good or bad advice?
A) This is good advice.
B) This is bad advice.
C) There is not enough information to decide.
17) Members of a work team are in a meeting where the director of the department is present. At the end of the meeting, the presenter asks, "What are your reactions to my presentation?" The members of the work team look at the director and wait for his response. Which factors most likely determine a person's power in this organization?
A) Personal attributes
B) Being intimidating
C) Position characteristics
18) What are the two basic factors that influence a person's power in an organization?
A) Personal goals and position characteristics
B) Position characteristics and personal aspirations
C) Personal attributes and position manipulation
D) Personal attributes and position characteristics
19) Which of the following characteristics are important sources of personal power?
A) Flexibility
B) Criticality
C) Relevance
D) Knowledge
20) Which of the following characteristics are important sources of personal power?
A) Flexibility
B) Criticality
C) Relevance
D) Knowledge
CHAPTER 6
21) Ability equals aptitude multiplied by training and commitment. True/False
22) The first diagnostic question that must be asked by a supervisor of a poor performer is whether the person's performance deficiencies stem from lack of commitment or lack of motivation. True/False
23) In her job as customer service representative, Angela is tenacious in her efforts, but her overall performance lacks creativity. Thus, Angela is committed to her job but exhibits low desire. True/False
24) To change a person's ability, the manager should make sure resources are available for the job. True/False
25) The principal tools available for overcoming poor performance problems due to lack of ability are resupply, retrain, refit, reassign, and release. Tue/False
26) When a supervisor analyzes the components of his or her subordinate's job and creates different combinations of tasks, the manager has used the refitting option. True/False
27) Your boss believes in close supervision and that people really don't want to work hard. He has a Theory Z view. True/False
28) There appears to be more violence in the workplace than ever before. Even some of the equipment has been sabotaged. The imposing style of management could contribute to this situation. True/False
29. The level of involvement a manager utilizes should depend on the nature of the work and the ability and experience of the employee.
30) Effective goal programs are specific, consistent, and provide feedback. True/False
31) An example of a well-stated goal is "to reduce the average shipment period from five days to two days by the end of the year." True/False
32) After interviewing a candidate for a job, the interviewing manager decides that he likes the candidate. He finds his personality exceptional. When the manager refers to the candidate's personality, to what is he referring?
A) Aptitude
B) Desire
C) Commitment
D) Motivation
E) Training
33) Aptitude is (1) the native skills and abilities a person brings to the job, (2) the physical and mental capabilities of a person, and (3) the personality characteristics a person has for people-oriented jobs. Which statements are correct?
A) All three statements are correct.
B) Only statements 1 and 2 are correct.
C) Only statements 1 and 3 are correct.
D) Only statements 2 and 3 are correct.
E) Only statement 3 is correct.
34) You have observed Sally's performance for a few months. There is no doubt about her effort; it is evident she tries very hard. However, there doesn't appear to be any improvement in her performance since you have been watching. What should you conclude?
A) This is a desire issue.
B) This is an ability issue.
C) This is a commitment issue.
D) She is a terrible employee and should be let go as soon as possible.
evaluate these two potential areas prior to drawing any ultimate conclusions about Sally's potential as an employee.
35) If you saw your manager retreat to his technical specialty and continually focus on how things were done in the past, what would this signal?
A) The manager's desire has deteriorated.
B) The manager's ability has deteriorated.
C) The manager lacks the necessary resources and support to do his job.
D) The manager's talent has deteriorated.
36) Having determined that June's poor work performance is related to a lack of ability, what is the first question you should ask?
A) Why does June have a poor attitude?
B) Does June lack commitment?
C) Does June have the resources to do the job?
D) Why doesn't June try harder?
37) Once a manager has determined that the reason for the poor performance is due to a lack of ability, in what order should the manager explore options?
A) (1) Redesign the job, (2) retrain the individual, and (3) move the individual to another position.
B) (1) Retrain the individual, (2) redesign the job, and (3) determine if the resources are adequate.
C) (1) Determine if the resources are adequate, (2) retrain the individual, and (3) redesign the job.
D) (1) Determine if the resources are adequate, (2) redesign the job, and (3) retrain the individual.
38) When poor performance is due to an employee's lack of ability, what is the least threatening option?
A) Release
B) Retrain
C) Resupply
D) Refit
E) Reassign
39) Assume George is a poor performer. You have already provided the necessary resources and training he needs to do the job, yet his performance continues to decline. What is the next step?
A) Release GeorgeHow many chances does a person get?
B) Redesign the job
C) Reassign George to another position
D) Place George in a place where his performance will not hurt the company
40. What should effective motivational programs do in terms of offering rewards?
A) Make a distinction between workers based on seniority
B) Not make a distinction between workers
C) Make a distinction between workers based on effort
D) Make a distinction between workers based on performance regardless of effort
CHAPTER 7
41) With regard to conflict, the task of an effective manager is to encourage conflict as a means to get a high level of performance from subordinates. True/False
42) In managing conflict, a manager must be able to understand how cultural differences and other diversity issues may affect the situation. True/False
43) A recent trend is an increasing acceptance of the intellectual value of conflict accompanied by a tendency to embrace it as a means to achieve organizational goals. True/False
44) Research indicates that people-focused conflicts threaten relationships, whereas issue-based conflicts enhance relationships. True/False
45) Issue-focused conflicts are similar to rational negotiations, which can be viewed as an interpersonal decision-making process by which two or more people agree how to allocate scarce resources. True/False
46) The four sources of conflict are (1) personality-defect, (2) informational deficiency, (3) role incompatibility, and (4) environmental stress. Which sources are correct?
A) All the sources indicated are correct.
B) All are correct except source 1.
C) All are correct except source 4.
D) Only sources 2 and 3 are correct.
47) Which source of conflict is one of the more difficult to resolve?
A) Personal differences
B) Informational deficiency
C) Role incompatibility
D) Environmental stress
48) You recently hired individuals from China, Japan, and Korea to your office. What type of interpersonal conflict would be most likely?
A) Personal differences
B) Informational deficiency
C) Role incompatibility
D) Environmental stress
E) There would be no conflict, as all the new hires are Asian.
49) You manage individuals from many different countries and cultures. A manager remarks, "Well, they may be from different cultures but within the organization there is only one culture you need to worry about, the organization's culture." How should you respond to this statement?
A) You should agree with the statement made by the manager.
B) You should disagree with the statement made by the manager.
C) There is not enough information to decide.
50) In trying to determine a course of action, it becomes apparent that part of the team had used data supplied by the VP of Finance whereas others on the team had their data supplied from the VP of Marketing. What was a likely source for this conflict?
A) Personal differences
B) Informational deficiency
C) Role incompatibility
D) Environmental stress
Explanation / Answer
1.the statement is true, here power is refer to personal capacity or responsibility to lead and generate work.
2. The statement is false. Power can not be use for personal reason. If it is used also the manager can not achieve his or her career aspiration.
3. Statement is false, empowerment is not a personal power, it is upheld of a person or society based on the training or grooming.
4. Yes it is true. Here, power is refer to having authority as a supervisor to get things done.
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