Q&A Hero

Q: Which of the following is a habit of unsuccessful managers? a. They know they dont have all the answers. b. They estimate obstacles correctly. c. They see themselves and their companies as dominating the environment. d. There is a clear boundary between their personal interests and the corporations interests.

Q: Two of the most significant ways of empowering and developing people are coaching and: a. teaching. b. analyzing. c. controlling. d. appraising.

Q: is defined as examining a situation from multiple vantage points to develop a holistic picture. a. Deflecting b. Reframing c. Stagnating d. Recasting

Q: A reason for employees not welcoming delegation is: a. because they will not have the power to make decisions. b. because it will lead to increased centralization in the organization. c. because the duties given to them are often ambiguous or unclear. d. because they have to do less work for lesser amount.

Q: Which of the following is true of delegation? a. Managers usually delegate more to employees who they perceive to be incompetent. b. Some leaders do not delegate because of a lack of trust in other workers. c. Some leaders do not delegate because employees are held accountable for results. d. Managers do not delegate because delegation is ineffective in building skills.

Q: The driving idea of empowerment is to: a. get more work done by employees for the same amount of money. b. decrease the workload of operative employees and increase the workload of supervisors. c. increase the workload of the top level management. d. provide employees closest to the work and to customers the opportunity to make decisions.

Q: develops from internalized values that dictate that a leader has an inherent right to influence subordinates. a. Reward power b. Coercive power c. Legitimate power d. Control-of-information power

Q: Jane is a manager and is highly knowledgeable and experienced in her area of specialization. Which of the following types of power is Jane most likely to possess owing to her knowledge? a. Expert power b. Referent power c. Coercive power d. Reward power

Q: Tom is a very charming, hard-working, and dedicated leader. Which of the following types of power is Tom most likely to possess because of these qualities? a. Coercive power b. Reward power c. Intuitive power d. Referent power

Q: results from peoples perceived expectation that punishment will follow if they do not comply with the orders of a leader. a. Reward power b. Coercive power c. Referent power d. Expert power

Q: Which of the following is an informal reward? a. Pay b. Promotion c. Verbal praise d. Employees' bonuses

Q: Which of the following is true of power? a. A high need for power is an important characteristic of successful managers. b. Power is not related to leadership. c. Staff personnel have little power but much authority to influence line managers. d. A leaders possession of authority is sufficient to assure that subordinates respond as the leaders desires.

Q: is the the ability to influence individuals, groups, events, and decisions. a. Power b. Accountability c. Responsibility d. Parity

Q: According to the acceptance theory of authority: a. a manager has authority if the manager accepts that authority. b. a manager has authority when it has been accepted by the managers subordinates. c. a manager has authority when the authority is conferred upon him or her by higher management. d. a manager has authority if he has formerly performed a managerial role in a different company.

Q: According to the formal theory of authority, authority is: a. conferred. b. taken. c. accepted. d. abdicated.

Q: The CEO of an organization fires a department head. The CEO is most likely to have got his authority from: a. the middle management. b. the supervisory management. c. the operative employees. d. the board of directors.

Q: is best defined as the obligation that is created when an employee accepts a leaders delegation of authority. a. Accountability b. Responsibility c. Control d. Dominance

Q: Accountability flows: a. downward. b. laterally. c. horizontally. d. upward.

Q: Authority flows: a. downward. b. horizontally. c. upward. d. laterally.

Q: The right to do something, is known as: a. accountability. b. authority. c. responsibility. d. liability.

Q: Granting authority, assigning responsibility, and requiring accountability are part of the: a. delegation process. b. regulation process. c. consolidation process. d. deregulation process.

Q: In mid- to large-size organizations, the provides information to employees about the important job-related tasks. a. job specialization b. job rotation c. job description d. job simplification

Q: is a key aspect of delegation. a. Contingency planning b. Requiring accountability c. Financing d. Brainstorming

Q: is best defined as the process by which leaders distribute and entrust activities and related authority to other people in an organization. a. Delegation b. Controlling c. Motivation d. Centralization

Q: Unsuccessful executives underestimate obstacles. a. True b. False

Q: Successful executives see themselves and their companies as dominating the environment. a. True b. False

Q: One of the benefits of delegation is that employees will have enhanced power. a. True b. False

Q: Two of the least effective ways of empowering and developing people are coaching and teaching. a. True b. False

Q: Delegation leads to employee development. a. True b. False

Q: Experiential learning refers to using an integrated process of experiencing, identifying, analyzing, and generalizing to gain insights in learning. a. True b. False

Q: Reframing and training helps organizations to face adaptive challenges through changing values and behaviors and by helping to identify new approaches and strategies. a. True b. False

Q: Managers must assess an employees job maturity level and need for growth when selecting an employee for delegation. a. True b. False

Q: Increased delegation may cause stress to employees. a. True b. False

Q: One reason for employees not welcoming delegation is the fear of failure. a. True b. False

Q: The strength of the managersubordinate relationship is a key determinant of managerial delegation. a. True b. False

Q: In terms of delegation, managers never feel that their employees are capable of doing tasks better than they can. a. True b. False

Q: Some leaders do not like to delegate tasks due to the desire for control. a. True b. False

Q: Companies that focus on employee empowerment place a high priority on recruiting and selecting the right people. a. True b. False

Q: Empowerment is the granting of authority to employees to make key decisions within their enlarged areas of responsibility. a. True b. False

Q: A manager's power is diminished when he or she shares it with others. a. True b. False

Q: Referent power is based on peoples identification with a leader and what that leader symbolizes. a. True b. False

Q: The only way that power can be obtained is by experience. a. True b. False

Q: A high need for power is an important characteristic of successful managers. a. True b. False

Q: Power is not related to leadership. a. True b. False

Q: The acceptance view of authority states that a supervisors authority originates only when that supervisor has accepted his/her own authority. a. True b. False

Q: There are two views of authority: the acceptance view of authority, and the informal view of authority. a. True b. False

Q: According to the formal view of authority, authority exists because someone was granted it. a. True b. False

Q: Authority comes with position and results from delegation by a higher-level manager. a. True b. False

Q: Organizations can function properly without a system of authority. a. True b. False

Q: According to the formal authority view, authority flows upward. a. True b. False

Q: Decentralization refers to the extent to which authority is delegated from one unit of the organization to another. a. True b. False

Q: Accountability flows downward. a. True b. False

Q: The three key aspects of delegation are granting authority, assigning responsibility, and requiring accountability. a. True b. False

Q: The process by which leaders distribute and entrust activities and related authority to other people in the organization is known as accountability. a. True b. False

Q: Accountability is the right to tell others how to act to reach organizational objectives. a. True b. False

Q: Granting authority is one of the key aspects of delegation. a. True b. False

Q: Mastering the art of delegation and empowerment is essential to a leaders growth, development, and effectiveness. a. True b. False

Q: In the wagon wheel organizational structure, customers are on the outer rim and top management is at the center, the hub. a. True b. False

Q: The inverted pyramid structure is a very flat organization with few management levels. a. True b. False

Q: Reengineering is very expensive and should be used only for big challenges that really matter. a. True b. False

Q: Reengineering is a shift back toward more traditional organizational design. a. True b. False

Q: Downsizing has had a positive effect on corporate profit in over 90 percent of the firms attempting it. a. True b. False

Q: Perhaps the greatest cost of downsizing are the social costs. a. True b. False

Q: One benefit of downsizing is immediate, tremendous cost reductions. a. True b. False

Q: If the top managers of an organization need to keep tight control, they will probably create a decentralized organization. a. True b. False

Q: There is a trend in the United States toward increasing the number of levels of management and shifting toward more centralization. a. True b. False

Q: There is a tendency toward more decentralization during poor economic times. a. True b. False

Q: Organizations that have grown by merging with other companies tend to be decentralized a. True b. False

Q: In a decentralized organization, the upper management makes most of the important decisions that concern all levels or units within the organization. a. True b. False

Q: Geographically dispersed organizations tend to be centralized. a. True b. False

Q: The concept of decentralization is closely related to the concept of delegation. a. True b. False

Q: Advisory authority is also called the authority of ideas. a. True b. False

Q: Functional authority violates the unity of command principle. a. True b. False

Q: The right of staff personnel to advise, recommend, serve, and assist line departments is called line authority. a. True b. False

Q: A major way to avoid conflict between line and staff people is to ensure that people clearly understand the authority/responsibility relationships between individuals and departments. a. True b. False

Q: The staff personnel are always more important than the line personnel in an organization. a. True b. False

Q: Staff personnel carry out the primary activities of the business, such as production and sales. a. True b. False

Q: Wide spans of management save the company money. a. True b. False

Q: In many situations, general supervision is more effective than close supervision. a. True b. False

Q: Companies following a policy of a narrow span of control are often hampered in achieving effective results. a. True b. False