MGT CH15-18
Which statement is true regarding the characteristics and results of motivation? - Persistence refers to the measure of intensity, drive, and vigor. - The energy element is a measure of intensity, direction, and persistence. - High levels of effort always lead to favorable job performance. - A motivated person both works hard and puts forth an effort when working towards a goal. - The quality of the effort exerted by employees is enough to achieve favorable job performance.
A motivated person both works hard and puts forth an effort when working towards a goal. Motivation refers to the process by which a person's efforts are energized, directed, and sustained toward attaining a goal. A motivated person puts forth effort and works hard.
In a service profit chain, the service sequence is from ________. - management to employees to customers - employees to management to profit - customers to employees to profit - stakeholders to management to employees - employees to customers to profit
A service profit chain is the service sequence from employees to customers to profit.
________ are evaluative statements concerning objects, people, or events that reflect how an individual feels about something. - Principles - Perceptions - Attitudes - Emotions - Norms
Attitudes Attitudes are evaluative statements, either favorable or unfavorable, concerning objects, people, or events. They reflect how an individual feels about something.
Mitch called Alonzo into his office and said, "The rules are, if you're late, you lose a half-day's pay. You were an hour late today, so I'm docking your pay this week." This is an example of ________. - benchmarking - management by walking around - disciplinary action - basic corrective action - feedforward control
Disciplinary actions are actions taken by a manager to enforce the organization's work standards and regulations.
Which statement about using disciplinary actions is correct? - Disciplinary actions are typically difficult for those involved in the process. - A manager should use disciplinary action before trying to give performance feedback. - Most managers can use the disciplinary action they prefer, without concern for the organization's policies on discipline. - Most employees will need formal correction by managers. - Only top-level managers need to know how to use discipline in the workplace.
Disciplinary actions are typically difficult for those involved in the process. Disciplinary actions are never easy or pleasant; however, discipline can be used to both control and correct employee performance, and managers must know how to discipline.
The degree to which a person feels connected to and enthusiastic about his or her job is known as ________. - job satisfaction - cognitive dissonance - perceived organizational support - employee engagement - organizational commitment
Employee engagement employee engagement is when employees are connected to, satisfied with, and enthusiastic about their jobs.
The element of motivation that is a measure of an individual's drive, intensity, and vigor to attain a goal is referred to as ________. - direction - energy - motivators - persistence - tenacity
Energy Motivation refers to the process by which a person's efforts are energized, directed, and sustained toward attaining a goal. The energy element is a measure of intensity, drive, and vigor
Which of the following would be a feedforward approach to controlling employee theft? - Using a private investigator to determine the source of theft - Strictly enforcing disciplinary procedures - Suspending an employee who is accused of theft pending further investigation - Establishing policies defining theft, fraud, and disciplinary procedures - Using corporate hotlines for reporting incidents of theft
Establishing policies defining theft, fraud, and disciplinary procedures
Whenever someone's computer goes down at Nicoh Enterprises, people call Gina. She is great at troubleshooting technical issues and always knows what to do to get their computers up and running again. Gina has ________ power. - reward - coercive - expert - legitimate - information
Expert power is based on expertise, special skills, or knowledge.
Which of the following would LEAST likely be used by managers to measure and report actual performance? - Feedforward control - Statistical report - Oral report - Written report - Personal observation
Feedforward control occurs before a work activity is done to prevent problems, so it would not measure actual performance. The four approaches used by managers to measure and report actual performance are personal observations, statistical reports, oral reports, and written reports.
Eugene wants to control the workplace by preventing problems before actual work activities take place. The kind of control he is looking for is ________. - concurrent control - feedforward control - a balanced scorecard - feedback control - benchmarks
Feedforward control prevents problems because it takes place before the actual activity.
Which motivational theory is considered universal for countries around the globe? - Three-needs theory - Equity theory - Theory X - Maslow's hierarchy of needs theory - Herzberg's two-factor theory
Herzberg's two-factor theory Most motivational theories were developed in the United States and have a North American bias. Some theories (Maslow's needs hierarchy, achievement need, and equity theory) don't work well for other cultures. However, the desire for interesting work seems important to all workers, and Herzberg's motivator (intrinsic) factors may be universal.
Which statement about leaderdash-member exchange theory (LMX) is correct? - LMX asserts that the follower does the choosing between the in-group and the out-group. - LMX includes evidence that shows in-group members have demographic and gender differences with the leader. - LMX asserts that individuals in the out-group will have higher performance ratings than individuals in the in-group. - LMX relationships stay together when followers exhibit an internal locus of control. - LMX suggests that early in a relationship a leader categorizes a follower as either "in" or "out."
LMX suggests that early in a relationship a leader categorizes a follower as either "in" or "out." LMX theory suggests that early on in the relationship between a leader and a given follower, a leader will implicitly categorize a follower as an "in" or an "out." That relationship tends to remain fairly stable over time.
Which of the following was NOT one of the four main leader behavior studies? - The managerial grid - University of Michigan study - Ohio State study - University of Iowa study - Leadership traits theory
Leadership traits theory Leadership trait theories are not leader behavior studies. The trait theories focused on isolating leader traits, not behaviors. The four main leader behavior studies were University of Iowa, Ohio State, University of Michigan, and the managerial grid.
Which of the following is true concerning financial controls? - Liquidity ratios measure a company's ability to meet its short-term debt obligations; they do not determine whether assets are being used efficiently. - Financial controls are generally used to ensure that sufficient cash is available to pay ongoing expenses, but rarely deal with asset usage. - Leverage ratios examine how efficiently and effectively the company uses its assets to generate profits. - Financial ratios are rarely calculated using either the balance sheet or the income statement; they are generally calculated using profit/loss statements. - Profitability ratios measure the organization's use of debt to finance its assets and whether it's able to meet the interest payments on the debt.
Liquidity ratios measure a company's ability to meet its short-term debt obligations; they do not determine whether assets are being used efficiently. Financial controls that managers can use include financial ratios (liquidity, leverage, activity, and profitability) and budgets. Liquidity ratios measure an organization's ability to meet its current debt obligations. Activity ratios assess how efficiently a company uses its assets.
Which of the following is NOT one of the areas evaluated when using the balanced scorecard approach? - Customer - Management - Innovation - Internal processes - Financial
Management Although management is important to the success of an organization, it is not one of the four areas of a balanced scorecard. A balanced scorecard typically looks at the following four areas that contribute to a company's performance: financial, customer, internal processes, and people/innovation/growth assets.
Which of the following is part of the three current motivation issues managers must cope with today? - Creating effective customer rewards programs - Using only low-cost procedures to motivate workers - Motivating unique groups of workers - Motivating workers in only one culture - Motivating in difficult economic circumstances
Motivating unique groups of workers The contemporary theories of employee motivation are influenced by some significant workplace issueslong dash—managing cross-cultural challenges, motivating unique groups of workers, and designing appropriate rewards programs. Managers must cope with these issues to be effective.
Which of the following is the BEST description of productivity? - Outputs divided by ÷ inputs - Inputs divided by ÷ outputs - Revenue minus− cost of goods sold - Sales divided by ÷ inventory - Outputs divided by ÷ revenue
Outputs divided by ÷ inputs Productivity is the amount of goods or services produced (outputs) divided by the inputs needed to generate those outputs.
Which of the following statements about motivation is true? - Motivation is a process by which a person becomes connected to an informal group. - Few managers ever need to understand motivation because most workers are naturally motivated. - Motivation should be viewed as a personal trait. - Persistence in accomplishing a goal is a key component of motivation. - Successful managers can usually motivate employees with the same practices that motivate themselves.
Persistence in accomplishing a goal is a key component of motivation. Motivation refers to the process by which a person's efforts are energized, directed, and sustained toward attaining a goal.
One of the things that Alexis enjoys about her job is that no two days are the same. Every day, she encounters new situations that require her to utilize different abilities and talents. Which element of the job characteristics model does this illustrate? - Autonomy - Skill variety - Task significance - Feedback - Task identity
Skill variety is the degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents.
UPS measures routes for each of its drivers, including the number of miles driven, deliveries, and pickups. Which step in the control process does this represent? - Step 4 - Step 1 - Step 2 - Step 3 - Step 5
Step 1 In order to determine what actual performance is, a manager must first get information about it. Thus, the first step in control is measuring performance. UPS is measuring the number of miles driven, deliveries, and pickups.
Juan feels that in his job as an artist he is able to create a complete work on his own. This an example of the job characteristics model job dimension of ________. - Autonomy - Feedback - Skill significance - Skill variety - Task identity
Task identity refers to the degree to which a job requires completion of a whole and identifiable piece of work.
Which of the following is a hidden issue of an organization? - Technology - Procedures - Norms - Chain of command - Goals
The hidden organizational elements (attitudes, perceptions, norms, etc.) make understanding individual behavior challenging.
Johan wants to make friends and develop close working relationship at the sandwich shop he works at. This is an example of which of the needs from three-needs theory? - Need for power - esteem needs - Need for affiliation - Need for achievement - Hygiene.
The need for affiliation is the desire for friendly and close interpersonal relationships.
The process of directing and influencing a group to achieve its goals is referred to as ________. - organization - power - groupthink - leadership - micro-management
The process of directing a group and influencing it to achieve its goals is referred to as leadership.
Which of the following statements about taking managerial action is correct? - Immediate corrective action looks at how and why performance deviated before correcting the source of a deviation. - When performance variations occur because of unrealistic standards, then the standard should be corrected. - If performance consistently is unsatisfactory, the manager should always revise the standard first. - Managers have only two options: correcting the actual performance or changing the standard. - Managers should always use immediate corrective action to deal with performance issues.
When performance variations occur because of unrealistic standards, then the standard should be corrected. It's possible that the variance was a result of an unrealistic standardlong dash—too low or too high a goal. In that situation, the standard needs the corrective action, not the performance.
Thad has always been a hard-charger when it comes to his career. He's the first one in the office every morning and the last one to leave, and it's important to him to excel in everything he does. According to McClelland, Thad would appear to have a high need for ________. - affiliation - achievement - self-actualization - esteem - power
achievement The need for achievement (nAch) is the drive to succeed and excel in relation to a set of standards.
Stereotyping occurs when ________. - an individual forms opinions of others based on actual observed characteristics - an individual judges others based on his or her beliefs about a group the others are part of - individuals do not use shortcuts to judge others - people assume that others are like them - people form an impression about an individual based on a single trait
an individual judges others based on his or her beliefs about a group the others are part of When we judge someone on the basis of our perception of a group he or she is part of, we're using the shortcut called stereotyping.
All of the following are employee behaviors that organizational behavior is concerned with EXCEPT ________. - reducing counterproductive workplace behavior. - developing organizational citizenship behaviors - enhancing job satisfaction - decreasing absenteeism - building relationships outside of work
building relationships outside of work Six important employee behaviors have been identified: employee productivity, absenteeism, turnover, organizational citizenship behavior (OCB), job satisfaction, and counterproductive workplace behavior. Organizational behavior does not focus on who employees connect with outside of work.
Attempts to identify ________ that separated leaders from non-leaders were the foundation of leadership trait theories. - circumstances - situations - characteristics - expectations - behaviors
characteristics Leadership trait theories focused on isolating leader traits—characteristics—that differentiated leaders from non-leaders.
Sheila believes that people shouldn't talk on cell phones in restaurants. This represents the ________ component of her attitude. - emotional - behavioral - affective - cognitive - social
cognitive The cognitive component of an attitude refers to the beliefs, opinions, knowledge, or information held by a person.
The five dimensions that make up the concept of trust are integrity, consistency, loyalty, ________, and ________. - competence; restraint - competence; openness - openness; empathy - openness; concern - flexibility; loyalty
competence; openness Research has identified five dimensions that make up the concept of trust: integrity, consistency, loyalty, competence, and openness.
The control process involves all of the following, EXCEPT ________. - creating performance standards - comparing actual performance to a standard - correcting performance deviations - addressing inadequate standards - measuring actual performance
creating performance standards The control process is a three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or to address inadequate standards. It assumes that performance standards already exist, and they do. They're the specific goals created during the planning process.
The three key elements of motivation are ________. - energy, organization, and persistence - energy, direction, and persistence - intensity, drive, and vigor - energy, persistence, and management - quality, effort, and goals
energy, direction, and persistence Motivation refers to the process by which a person's efforts are energized, directed, and sustained toward attaining a goal. This definition has three key elements: energy, direction, and persistence. The energy element is a measure of intensity, drive, and vigor. Direction refers to the path an organization must take to benefit from any effort being made. Persistence is determination to put forth an effort in achieving goals.
According to Maslow's hierarchy of needs theory, lower-order needs are predominantly satisfied ________, whereas higher-order needs are satisfied ________. - externally; internally - independently; through interactions with others - through interaction with others; independently - internally; externally - autonomously; autocratically
externally; internally Physiological and safety needs are considered lower-order needs, and these are predominantly satisfied externally. Higher-order needs such as social, esteem, and self-actualization needs are satisfied internally.
The textbook defines a leader as someone who can influence others and who ________. - possesses expert power - creates and articulates an energizing vision of the future - has managerial authority - has authority by virtue of how he or she is perceived by his or her peers - stimulates and inspires followers to achieve extraordinary outcomes
has managerial authority Although informal leaders can emerge from groups, this textbook studies leadership from a managerial perspective, and thus defines a leader as someone who can influence others and has managerial authority.
Organizational effectiveness is a measure of ________. - how well job responsibilities are identified and how well they are being carried out - how appropriate organizational goals are and how well they are achieved - how motivated the employees are to carry out their jobs - how profitable the organization has been over a period of time - how effective management has been over a period of time
how appropriate organizational goals are and how well they are achieved Organizational effectiveness is a measure of how appropriate organizational goals are and how well those goals are met.
Leadership is best defined as the process of ________. - controlling others - planning and implementing an organization's goals - producing performance results - getting along well with other people in an organization - influencing a group to accomplish objectives
influencing a group to accomplish objectives Leadership is a process of leading a group and influencing that group to achieve its goals. It's what leaders do.
The textbook focuses on a(n) ________ perspective when studying leadership. - masculine - American - managerial - feminine - subordinate's
managerial Because leading is one of the four management functions all managers should be leaders. Thus, the study of leaders and leadership is focused on a managerial perspective.
Control is best described as the process of ________. - budgeting, planning, and marketing products - recruiting, training, and mentoring employees - directing sales information to the corporate finance department - communicating and implementing a strategic plan - monitoring, comparing, and correcting the performance of work activities
monitoring, comparing, and correcting the performance of work activities All managers should control even if their units are performing as planned because they can't really know that unless they've evaluated what activities have been done and compared actual performance against the desired standard. Effective controls ensure that activities are completed in ways that lead to the attainment of goals.
Based on answers to the MBTI, individuals are classified in four categories that include all of the following EXCEPT ________. - optimistic or pessimistic - thinking or feeling - judging or perceiving - extraversion or introversion - sensing or intuition
optimistic or pessimistic On the basis of their answers to the MBTI, individuals are classified as exhibiting a preference in four categories: extraversion or introversion (E or I), sensing or intuition (S or N), thinking or feeling (T or F), and judging or perceiving (J or P). This does not include optimism or pessimism.
All of the following contingencies always influence the goal-performance relationship, EXCEPT ________. - adequate self-efficacy - national culture - participation in setting goals - goal commitment - feedback
participation in setting goals Employees will not always try harder if they have the opportunity to participate in the setting of goals. Participation is probably preferable to assigning goals when employees might resist accepting difficult challenges. However, the four contingencies that influence the goal-performance relationship are feedback, goal commitment, adequate self-efficacy, and national culture.
All of the following are part of Abraham Maslow's hierarchy of needs theory, EXCEPT ________. - esteem needs - self-actualization needs - safety needs - psychological needs - social needs
psychological needs Although psychological needs are important in motivation and the success of an organization, they are not a main part of the five needs in Maslow's theory. Maslow was a psychologist who proposed that within every person is a hierarchy of five needs: physiological needs, safety needs, social needs, esteem needs, and self-actualization needs.
Jon easily passed the first test in his management class, which he attributed to his innate intelligence. When he failed the second test, he blamed it on a poorly written test. This is an example of ________. - the fundamental attribution error - the halo effect - the recency effect - assumed similarity - the self-serving bias
self-serving bias the self-serving bias involves attributing our successes to internal factors and blaming personal failure on external factors.
In the United States, job satisfaction ________. - was unaffected by the global recession - tends to increase as income increases - reflects only the factor of income from a job - has been steadily increasing since 1995 - hit its highest level in 2010
tends to increase as income increases Although job satisfaction tends to increase as income increases, only 58 percent of individuals earning more than $50,000 are satisfied with their jobs. For individuals earning less than $15,000, about 45 percent of workers say they are satisfied with their jobs. Even though it's possible that higher pay translates into higher job satisfaction, an alternative explanation for the difference in satisfaction levels is that higher pay reflects different types of jobs.
According to Hersey and Blanchard's situational leadership theory, when a follower is ________ then a leader should use the ________ style. - unable/willing; participative - able/unwilling; selling - unable/unwilling; delegating - able/willing; participative - unable/unwilling; telling
unable/unwilling; telling Hersey and Blanchard's situational leadership theory identified four stages of readiness: unable and unwilling (use telling style), unable but willing (use selling style), able but unwilling (use participative style), and able and willing (use delegating style).
Charismatic leadership is ________. - correlated with low performance among followers - always necessary to achieve high levels of employee performance - exhibited by enthusiastic and self-confident leadership - the same as visionary leadership - an ability to create and communicate a plausible and attractive vision of the future
A charismatic leader is an enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.
Samir called his line workers into the office and said, "I want to put the rules on the table so there's no misunderstanding. If you're late, you lose a half-day's pay. If you miss your production quota more than twice in one week, you're fired." How would Samir's leadership style be characterized using the path-goal theory? - Achievement-oriented leader - Supportive leader - Laissez-faire leader - Participative leader - Directive leader
A directive leader lets subordinates know what's expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks.
Which statement about effective managers as leaders is correct? - A manager should not be concerned with being a leader. - A manager should be consistent. - Managers should keep their distance from those they are leading. - A manager should not be concerned with building trust with the group. - Managers must follow one leadership approach in every situation they encounter.
A manager should be consistent. A manager should set clear priorities and follow them consistently in order to build confidence in his or her ability to lead others.
Wade is the kind of manager who has always been concerned not only with numbers, but also with people. He feels that a happy work crew is a productive work crew. According to the Ohio State studies, Wade would be high in ________. - laissez-faire leadership - production-oriented behavior - employee-oriented behavior - initiating structure - consideration behavior
According to the Ohio State studies, consideration behavior is the extent to which a leader has work relationships characterized by mutual trust and respect for group members' ideas and feelings.
A manager at UPS determines that a driver is not driving as many miles and not making as many deliveries and pickups as expected. Before he decides what to do, he examines the driver's route to see if it is rural, suburban, or urban and if this might play a role in the driver's performance. This would describe ________. - basic corrective action - benchmarking - immediate corrective action - management by walking around - disciplinary action
Basic corrective action looks at how and why performance deviated before correcting the source of deviation.
All of the following are characteristics of dysfunctional work environments that contribute to the problem of workplace violence, EXCEPT ________. - unresolved employee grievances - challenging job assignments - rapid, unpredictable change - repetitive, dull work - unsafe equipment
Challenging job assignments would be unlikely to create a dysfunctional work environment. In fact, the opposite is truelong dash—boring work can cause problems.
The leader who says, "Do this or you're fired" is exercising ________ power. - coercive - information - expert - referent - reward
Coercive power is the power a leader has to punish or control.
What are the three components that make up an attitude? - Job satisfaction, job involvement, and organizational commitment - Cognition, affect, and engagement - Beliefs, opinions, and knowledge - Happiness, sadness, and anger - Cognition, affect, and behavior
Cognition, affect, and behavior An attitude is made up of three components: cognition, affect, and behavior. The cognitive component of an attitude refers to the beliefs, opinions, knowledge, or information held by a person. The affective component of an attitude is the emotional or feeling part of an attitude. The behavioral component of an attitude refers to an intention to behave in a certain way toward someone or something. Next Question
Which of the following is NOT one of the four specified team leadership roles? - Coach - Communicator - Troubleshooter - Conflict manager - Liaison with external constituencies
Communicator Communication is important in any leadership role; however, communicator is not a specific leader role associated with team leadership. A team leader has two priorities: manage the team's external boundary and facilitate the team process. Four leader roles are involved: liaison with external constituencies, troubleshooter, conflict manager, and coach.
The second step of the control process primarily involves ________. - correcting the actual performance - retrieving information about actual performance - choosing the best course of managerial action depending on the problem - Comparing actual performance against the standard - comparing the variation between expected performance and the standard
Comparing actual performance against the standard the second step determines the variation between actual performance and the standard. Although some variation in performance can be expected in all activities, it's critical to determine an acceptable range of variation.
A company spot-checks every tenth product that comes off the assembly line to make sure that it meets standards. This is an example of ________. - feedforward control - disciplinary actions - basic corrective action - feedback control - concurrent control
Concurrent control takes place while a work activity is in progress.
Marco, a first-line manager at Carson Industries, frequently interacts with his subordinates on the manufacturing line to make sure work is being done appropriately and to correct problems quickly. Which type of control does Marco most likely use? - Feedback control - Feedforward control - Information control - Financial control - Concurrent control
Concurrent control takes place while a work activity is in progress. The best-known form of concurrent control is direct supervision. Another term for it is management by walking around, which is when a manager is in the work area interacting directly with employees.
People in the office know that if you need something done, you can count on Shanna. She is detail-oriented, thorough, and her work is always completed on time. Which of the personality traits in the Big Five Model would this best illustrate? - Emotional stability - Openness to experience - Agreeableness - Conscientiousness - Extraversion
Conscientiousness Conscientiousness is the degree to which someone is reliable, responsible, dependable, persistent, and achievement-oriented.
Which of the following statements about the Big Five Model is correct? - Extraversion is the degree to which someone is imaginative and intellectual. - Openness to experience is the degree to which someone is comfortable in relationships with others. - Emotional stability is the degree to which someone is cooperative and trusting. - Agreeableness is the degree to which someone is calm, enthusiastic, and secure. - Conscientiousness is the degree to which someone is reliable, responsible, and achievement oriented.
Conscientiousness is the degree to which someone is reliable, responsible, dependable, persistent, and achievement oriented.
When trying to decide if a person's actions are due to internal or external factors, we try to determine how often the person has acted in this particular manner. This describes the ________ factor of attribution. - consent - distinctiveness - consensus - consistency - continuity
Consistency Consistency is one of the factors of the attribution theory, which suggests that when we observe an individual's behavior or actions, we attempt to determine whether it was internally or externally caused. Consistency refers to our perception of how often the person engages in the behavior. The more consistent the behavior, the more likely we attribute it to internal causes.
Which statement about control is most likely FALSE? - Control can be used to get planning accomplished. - Control helps managers determine whether goals are being reached. - Control helps motivate employees through effective leadership. - Control provides managers with assurance that activities will proceed as planned. - Control provides managers with feedback on worker performance.
Control provides managers with assurance that activities will proceed as planned. Planning can be done, an organizational structure created to facilitate efficient achievement of goals, and employees motivated through effective leadership. But there's no assurance that activities are going to proceed as planned and that the goals employees and managers are working toward are, in fact, being attained.
Which of the following statements concerning control systems is correct? - Control systems in general have little impact on an organization's response to external disruptions. - Control systems are less important recently, because the environment throughout the business world is increasingly stable. - Control systems are especially important in today's environment because they help protect the organization during disasters, scandals, and other disruptions. - Managers are rarely called on to protect the organization in times of disaster because that is almost exclusively the job of the CEO. - Managers are rarely called on to deal with events such as financial scandals, so backup plans are a waste of time.
Control systems are especially important in today's environment because they help protect the organization during disasters, scandals, and other disruptions. Today's environment brings heightened threats from natural disasters, financial scandals, workplace violence, global supply chain disruptions, security breaches, and even possible terrorist attacks. Managers must protect organizational assets in the event that any of these things should happen. Comprehensive controls and back-up plans will help assure minimal work disruptions.
The process of monitoring, comparing, and correcting work performance is the management function known as ________. - organizing - planning - influencing - controlling - leading
Controlling is the process of monitoring, comparing, and correcting work performance.
Which statement about corporate governance is FALSE? - The Sarbanes-Oxley Act of 2012 requires more disclosure of corporate financial information. - Corporate governance issues and reforms are limited to U.S. corporations. - Corporate governance is intended to protect the interests of corporate owners. - The Sarbanes-Oxley Act of 2012 expanded the role of the board of directors. - The original purpose of a board of directors was to have a group, independent from management, looking out for the interests of shareholders.
Corporate governance issues and reforms are limited to U.S. corporations. Corporate governance reforms aren't limited to U.S. corporations; corporate governance problems are global.
Workplace misbehavior can be categorized in which of the following four ways? - Absenteeism, aggression, defiance, and turnover - Citizenship behavior, turnover, deviance, and violence - Deviance, aggression, antisocial behavior, and violence - Aggression, misdemeanors, felonies, and violence - Turnover, absenteeism, aggression, and violence
Deviance, aggression, antisocial behavior, and violence Workplace misbehavior is any intentional employee behavior that is potentially harmful to the organization or individuals within the organization and shows up in organizations in four ways: deviance, aggression, antisocial behavior, and violence.
What are the four leadership behaviors identified by the path-goal model? - Telling, selling, participating, and delegating - Directive, supportive, participative, and relationship-oriented - Directive, supportive, participative, and achievement-oriented - Directive, supportive, participative, and task oriented - Unable and unwilling, unable but willing, able but willing, and able and willing
Directive, supportive, participative, and achievement-oriented The path-goal model developed by Robert House identified four leadership behaviors: directive, supportive, participative, and achievement-oriented.
Which statement is true about leading across cultures? - National culture has little to no impact on leadership style. - A leadership style used in China will most likely be effective in France or Canada. - Research suggests that there are no universal aspects of effective leaders across cultures. - Most leadership theories were developed with a global mindset to avoid any bias to one culture. - Effective leaders adjust their leadership style to the situation.
Effective leaders adjust their leadership style to the situation. One general conclusion that surfaces from leadership research is that effective leaders do not use a single style. They adjust their style to the situation.
Which statement about learning is most likely FALSE? - Employees rarely model their workplace behaviors after managers. - Managers should assume that they are setting examples for workplace behavior. - Employees rewarded for a certain behavior will eventually learn to engage in this behavior, whether it is desired or not. - Productive employees may change their behavior if they see few performance rewards. - Managers need to decide if they are going to manage employees' learning through rewards and examples, or allow it to occur unsystematically.
Employees rarely model their workplace behaviors after managers. Employees are going to learn on the job. Managers should expect that employees will look to them as models. Managers who are consistently late to work, or take two hours for lunch, or help themselves to company office supplies for personal use should expect employees to read the message they are sending and model their behavior accordingly.
Which statement about equity theory is true? - Equity theory proposes that employees compare their outcomes to their inputs, and then compare their inputs-outcomes ratio with that of relevant others. - Equity theory research has shown that distributive justice has less influence on employee satisfaction than procedural justice - Equity theory was originally focused on procedural justice, but more recently, research has been focused on distributive justice. - Equity theory asserts that if an employee perceives his or her ratio to be equitable in comparison to those of relevant others, he or she feels underrewarded. - Equity theory involves three referent categories: management, system, and self.
Equity theory proposes that employees compare their outcomes to their inputs, and then compare their inputs-outcomes ratio with that of relevant others. Equity theory, developed by J. Stacey Adams, proposes that employees compare what they get from a job (outcomes) in relation to what they put into it (inputs), and then they compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others. If an employee perceives his or her ratio to be equitable in comparison to those of relevant others, there's no problem. However, if the ratio is inequitable, she or he views her- or himself as underrewarded or overrewarded.
Eric has put a lot of effort into his job performance because he is up for promotion this year. However, his coworker Jacob has put in what he would consider to be a very minimal effort this past year. Nonetheless, Jacob gets the promotion, leaving Eric feeling disappointed and unrewarded for his hard work. What motivation theory is best representative of this situation? - Equity theory - Two-factor theory - Three-needs theory - Expectancy theory - Hierarchy of needs theory
Equity theory proposes that employees compare what they get from a job (outcomes) in relation to what they put into it (inputs), and then they compare their inputs-outcomes ratio with the inputs-outcomes ratio of relevant others. That is exactly what happened with Eric and Jacob.
Which of the following contingency theories of leadership is described correctly? - Fiedler's model identified four leadership behaviors: directive, supportive, participative, and achievement-oriented. - Fiedler's model attempted to define the best style to use in particular situations. - Robert House's situational leadership theory focused on followers' readiness. - Hersey and Blanchard's model focused on the idea that it is the leader's job to assist followers in attaining their goals - Robert House's model attempted to define the best leader personality traits across situations.
Fiedler's model attempted to define the best style to use in particular situations. Fiedler's model attempted to define the best style to use in particular situations. He measured leader stylelong dash—relationship oriented or task orientedlong dash—using the least-preferred coworker questionnaire. Fiedler also assumed a leader's style was fixed. He measured three contingency dimensions: leader-member relations, task structure, and position power.
Which of the following is LEAST likely an issue facing leaders today? - Focusing on the use of one leadership style - Establishing credibility and trust with employees - Striving to become an effective leader - Managing different forms of power - Empowering organization members
Focusing on the use of one leadership style Today's leaders face the issues of managing power, developing trust, empowering employees, leading across cultures, and becoming an effective leader. A leader must be able to lead across many cultures as globalization continues to bring cultures together, which requires adjusting leadership styles to each situation and not using one single style.
Which of the following is an example of organizational citizenship behavior? - Helping another member of your work team - Attending mandatory work meetings - Performing the tasks that your boss assigns - Working the hours required for the job - Finishing training that is necessary for the job
Helping another member of your work team Organizational citizenship behavior (OCB) is discretionary behavior that's not part of an employee's formal job requirements but promotes the effective functioning of the organization. This example involves an employee performing a task that is not formally required for the job.
Which statement is true about Herzberg's two-factor theory? - Herzberg's theory proposes that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction. - Herzberg believed that the opposite of satisfaction was dissatisfaction. - Herzberg found that people's responses when they felt good about their jobs were the same as their responses when they felt bad about their jobs. - The extrinsic factors in Herzberg's theory are called motivators. - Herzberg's theory proposes that extrinsic factors are related to job satisfaction, while intrinsic factors are associated with job dissatisfaction.
Herzberg's theory proposes that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction. Frederick Herzberg's two-factor theory (also called motivation-hygiene theory) proposes that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction.
Nicoh Corporation is in the early stages of developing a pay-for-performance program. On which of the following factors should the firm base rewards in order for employees to achieve maximum motivation? - Job title - Seniority - Individual productivity - Length of the employee's tenure with the company - Cost of living increases
Individual productivity Individuals should perceive a strong relationship between their performance and the rewards they receive for motivation to be maximized. Thus, basing rewards on individual productivity is appropriate.
Which of the following is one aspect of the balanced scorecard? - Internal processes - Teamwork - External processes - Sustainability - Corporate governance
Internal processes A balanced scorecard typically looks at four areas that contribute to a company's performance: financial, customer, internal processes, and people/innovation/growth.
Which of the following statements is correct concerning how managers deal with unique groups of workers? - Sincere appreciation for a job well done is usually the primary motivation for contingent workers. - The opportunity to develop marketable skills would not be considered a sufficient motivation for contingent workers. - Flexible work arrangements unfailingly motivate all employees. - Job challenges tend to be good motivating factors for professionals because they are probably already highly paid. - An employee recognition program would probably be unsuitable motivation for a minimum-wage worker.
Job challenges tend to be good motivating factors for professionals because they are probably already highly paid. What motivates professionals? Money and promotions typically are low on their priority list. Why? They tend to be well paid and enjoy what they do. In contrast, job challenge tends to be ranked high. They like to tackle problems and find solutions. Their chief reward is the work itself.
In regard to reward programs, which of the following statements is true? - Open-book management involves sharing financial information with workers to help them see how their efforts affect profits. - Open-book management uses a performance measure on which to base employee compensation plans. - Employees do not find recognition programs to be effective motivation at work. - Employee recognition programs use financial statements to involve employees in decisions for the business. - Pay-for-performance programs consist of personal attention and expressing interest, approval, and appreciation for a job well done.
Open-book management involves sharing financial information with workers to help them see how their efforts affect profits. Open-book management is when financial statements (the books) are shared with employees who have been taught what they mean. The goal of open-book management is to get employees to think like an owner by seeing the impact their decisions have on financial results.
Every month, senior managers at Acme Bicycle hold an informational meeting with employees at all levels within the organization. They share copies of financial statements with the employees and encourage them to share the data with other employees and use it in their daily work. To help employees better understand the data, the accounting manager holds an informal brown-bag lunch training session every week in which a few items from the financial statements are explained in-depth. This illustrates the motivational approach known as ________. - the job characteristics model - open-book management - expectancy theory - goal-setting theory - reinforcement theory
Open-book management is a motivational approach in which an organization's financial statements are shared with all employees.
Operant conditioning argues that behavior is a function of ________. - consequences - perception - personality - attitude - emotions
Operant conditioning argues that behavior is a function of its consequences. People learn to behave to get something they want or to avoid something they don't want.
Which statement about organizational behavior is FALSE? - Organizational behavior considers individual and group behavior. - Organizational behavior attempts to predict employee behavior. - Organizational behavior focuses on the actions of people at work. - Organizational behavior is the study of the general behavior of a population. - Organizational behavior deals with issues that are hidden or less obvious.
Organizational behavior is the study of the general behavior of a population. Although it's concerned with the subject of behaviorlong dash—that is, the actions of peoplelong dash—organizational behavior is the study of the actions of people at work, not the general behavior of a population.
Which of the following statements is true regarding attribution theory? - Self-serving bias is the tendency to attribute our own successes to external factors, such as luck. - People tend to underestimate the influence of external factors, which is part of the fundamental attribution error. - Self-serving bias is the tendency to put the blame for personal failure on internal factors, such as ability or effort. - People tend to overestimate the influence of external factors, which is part of the fundamental attribution error. - The self-serving bias suggests that feedback provided to employees in performance reviews will not be distorted, regardless of whether it is positive or negative.
People tend to underestimate the influence of external factors, which is part of the fundamental attribution error. Substantial evidence supports the fact that when we make judgments about the behavior of other people, we have a tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors. This tendency is called the fundamental attribution error.
Which statement regarding performance feedback is FALSE? - The majority of managers feel that they deliver difficult performance feedback well. - Performance feedback helps reinforce company values and strengthen workplace culture. - Performance feedback is not always successful. - Performance feedback is most effective when the one party dominates the conversation. - Feedback helps employees know where they stand in terms of performance.
Performance feedback is most effective when the one party dominates the conversation. When giving performance feedback, both parties need to feel heard, understood, and respected. And if done that way, positive outcomes can result.
Which term refers to the amount of products generated divided by the inputs necessary to create that output? - Performance - Industry ranking - Organizational effectiveness - Organizational performance - Productivity
Productivity is the amount of goods or services produced divided by the inputs needed to generate that output.
Manufacturing manager Anand has noticed a significant discrepancy between the stated inventory and actual inventory of valuable raw materials used in the company's electroplating process. As a result, he has locked up the raw materials and established a written procedure through which employees must sign out quantities as they remove them. Which function of controlling does this BEST describe? - Searching for best practices among competitors - Determining whether organizational goals are being met - Providing information and feedback on employee performance - Establishing standards against which to measure performance - Protecting the organization and its assets
Protecting the organization and its assets Managers utilize control to protect the organization and its assets from security breaches, theft, global supply chain disruptions, and the like.
Which of the following illustrates the use of concurrent control to address workplace violence? - Training employees about how to deal with a workplace violence situation - Providing "blue light" emergency phones throughout the company's facilities - Revising company policy after an incident of workplace violence - Conducting criminal background checks on job applicants - Suspending an employee who has been accused of workplace violence
Providing "blue light" emergency phones throughout the company's facilities Such phones have an emergency button that, when pressed, automatically dials security and activates a priority response. This is a use of concurrent control because it would be activated when the violence is occurring.
Which of the following statements is correct regarding the University of Iowa studies and the leadership styles they identified? - The autocratic style leader involved employees in decision making, delegated authority, and used feedback as an opportunity for coaching employees. - Results showed that group members were more satisfied under a democratic leader than under an autocratic one. - The laissez-faire style leader dictated work methods, made unilateral decisions, and limited employee participation. - The studies explored two leadership styles to find which was the most effective. - The democratic style leader let the group make decisions and complete the work in whatever way it saw fit.
Results showed that group members were more satisfied under a democratic leader than under an autocratic one. In the University of Iowa study, research of the autocratic and democratic styles showed mixed results. However, more consistent results were found when a measure of employee satisfaction was used. Group members were more satisfied under a democratic leader than under an autocratic one.
Learning through a combination of observation and direct experience is best known as ________. - social learning theory - shaping behavior - self-monitoring - operant conditioning - Machiavellianism
Social learning theory suggests that people can learn through observation, including direct instruction, modeling, and imitation, as well as through experience.
Which dimension of emotional intelligence refers to a person's ability to handle the emotions of others? - Self-awareness - Social skills - Self-motivation - Self-management - Empathy
Social skills Social skills are the ability to handle the emotions of others.
The least-preferred coworker (LPC) questionnaire to gauge leadership style forms a fundamental part of which theory of leadership? - The path-goal model - The Fiedler model - The Ohio State studies - Leader-member exchange (LMX) theory - Situational leadership theory
The Fiedler contingency model proposed that effective group performance depended on matching the leader's style and the amount of control and influence in the situation. The least-preferred coworker (LPC) questionnaire is used to determine whether the leader is primarily relationship-oriented or task-oriented.
Which of the following statements concerning personality traits is FALSE? - The decision accuracy of managers is higher for low-risk takers than for high-risk takers. - Someone who is high in Machiavellianism most likely has effective bargaining skills. - People with high self-esteem tend to be more satisfied with their jobs than those with low self-esteem. - Employees with an external locus of control are less satisfied with their jobs. - High self-monitors can keep a distinction between their public personalities and private lives.
The decision accuracy of managers is higher for low-risk takers than for high-risk takers. As evidenced by a study of managers making hiring decisions, high risk-taking managers took less time to make decisions and used less information in making their choices than low-risk taking managers. Interestingly, the decision accuracy was the same for the two groups.
Which statement is FALSE about social learning theory? - Reinforcement processes involve positive incentives or rewards. - Motor reproduction processes demonstrate that the individual can do activities after observing a model performing them. - Social learning theory is the view that people can learn through both observation and direct experience. - The influence of the individual's own opinions is central to the social learning viewpoint. - When it comes to attentional processes, people are most influenced by models who are attractive.
The influence of the individual's own opinions is central to the social learning viewpoint. Much of what we have learned comes from watching others (models)—parents, teachers, peers, television and movie actors, managers, and so forth. This view that we can learn both through observation and direct experience is called social learning theory. The influence of others is central to the social learning viewpoint.
Which of the following studies is correctly paired with its research focus? - The University of Michigan studies explored three leadership styles. - The University of Michigan studies looked at employee-oriented leaders and managerial-oriented leaders. - The managerial grid focused on leaders' concern for production and concern for people. - The Ohio State studies identified two dimensions of leader behavior—initiating structure and emotion. - The University of Iowa studies identified two dimensions of leader behavior—initiating structure and consideration.
The managerial grid focused on leaders' concern for production and concern for people. The managerial grid looked at leaders' concern for production and concern for people and identified five leader styles. Although it suggested that a leader who was high in concern for production and high in concern for people was the best, there was no substantive evidence for that conclusion.
Which of the following was NOT a finding of a Gallup poll about employee motivation? - Some 68 percent of U.S. employees are not excited about their work. - Most U.S. employees are not excited with their current work. - Globally, some 87 percent of employees are not excited about their work. - The percentage of employees globally that are not excited about work is greater than the percentage of employees in the U.S. alone. - The percentage of employees globally that are not excited about work is less than the percentage of employees in the U.S. alone.
The percentage of employees globally that are not excited about work is less than the percentage of employees in the U.S. alone. A Gallup poll found that a large majority of U.S. employees—some 68 percentlong dash—are not excited about their work. The number globally is even more disturbing—some 87 percent are not excited about their work.
Which of the following is the BEST definition of motivation? - A permanent change in behavior that occurs as a result of experience - The process by which a person's efforts are energized, directed, and sustained through attaining a goal - The process of guiding learning in graduated steps using reinforcement or the lack thereof - The process through which we judge others' behavior depending on the meaning we attribute to that behavior - The process by which we give meaning to our environment by organizing and interpreting sensory impressions
The process by which a person's efforts are energized, directed, and sustained through attaining a goal Motivation refers to the process by which a person's efforts are energized, directed, and sustained toward attaining a goal.
Which definition best defines a leader? - Someone with managerial authority who has the ability to influence others - Someone who can efficiently organize and plan work activities - Someone who provides assistance to co-workers and subordinates - Someone who has received management training - Someone who can create and monitor a work group
The textbook definition of a leader is someone who can influence others and who has managerial authority.
Which statement about controls in terms of global management is correct? - In global firms, managers of foreign operations typically experience a high degree of control from the home office. - The variation of technology available in different countries affects what control methods a manager uses. - In more technologically advanced countries, managers tend to use direct supervision for control. - The corrective actions available to managers are typically the same in every country. - When there is significant distance between foreign operations and the home office, there is a tendency to use less formal controls.
The variation of technology available in different countries affects what control methods a manager uses. Technology's impact on control is seen when comparing technologically advanced nations with less technologically advanced countries. In less technologically advanced countries, managers tend to use more direct supervision and highly centralized decision making for control. In more technologically advanced countries, computer-generated reports are effective.
Tayler believes that you should solve problems and make decisions based on facts and logic, not on emotions or other subjective factors. According to the MBTI, Tayler would likely have a(n) ________ orientation. - introversion - feeling - perceiving - intuition - thinking
Thinking Thinking types use reason and logic to handle problems. They are unemotional and uninterested in people's feelings, and like analysis and putting things into logical order.
Which of the following statements about transformational-transactional leadership is true? - Most evidence supports the superiority of transactional leadership over transformational leadership. - Transformational leadership is correlated with higher turnover rates and lower levels of productivity. - Transformational leaders primarily use social exchanges to lead. - Transactional leaders stimulate and inspire followers to achieve extraordinary outcomes. - Transactional and transformational leadership are not necessarily mutually exclusive approaches to leadership.
Transactional and transformational leadership are not necessarily mutually exclusive approaches to leadership. Transactional and transformational leadership shouldn't be viewed as opposing approaches to getting things done. Transformational leadership develops from transactional leadership. Transformational leadership produces levels of employee effort and performance that go beyond what would occur with a transactional approach alone.
________ leadership uses a quid pro quo ("this for that") approach and exchanges rewards for effort. If you do something well, you can expect to be rewarded; however, if you do something poorly, you can expect to be punished. - Situational - Charismatic - Transformational - Transactional - Visionary
Transactional leaders lead primarily by using social exchanges or transactions; they guide or motivate followers to work toward established goals by exchanging rewards for their productivity.
Which statement about the three variables of expectancy theory is correct? - Valence considers both the needs and the goals of an individual. - Effort-performance linkage is the degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome. - Attractiveness of reward is the probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance. - Instrumentality is also referred to as effort-performance linkage. - Performance-reward linkage is the importance an individual places on the potential outcome or reward that can be achieved on the job.
Valence considers both the needs and the goals of an individual. Valence or attractiveness of reward is the importance an individual places on the potential outcome or reward that can be achieved on the job. Valence considers both the goals and needs of the individual.
John Scully, former CEO of Apple, has said, "The future belongs to those who see possibilities before they become obvious." This quote would BEST describe ________ leadership. - transactional - laissez faire - achievement-oriented - visionary - autocratic
Visionary leadership is the ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation.
Which of the following statements is true about perception? - We behave according to our perceptions. - Perception is a process by which we are told the meaning of our environment. - Individuals will always look at the same thing and perceive it the same way. - All individuals see reality. - We interpret what we are told and call it reality.
We behave according to our perceptions. Perception is a process by which we give meaning to our environment by organizing and interpreting sensory impressions. We interpret what we see and call it reality. We behave according to our perceptions.
According to McGregor's Theory X and Theory Y, ________. - a Theory Y manager assumes people like to work and seek out responsibility - Theory X assumptions should guide management practice - a Theory Y manager has a negative view of people that assumes workers have little ambition and dislike work - a Theory X manager believes that people will exercise self-motivation and self-direction - a Theory Y manager should closely control employees in order to ensure they work effectively
a Theory Y manager assumes people like to work and seek out responsibility Douglas McGregor is best known for proposing two assumptions about human nature: Theory X and Theory Y. Theory Y is a positive view that assumes employees enjoy work, seek out and accept responsibility, and exercise self-direction. McGregor believed that Theory Y assumptions should guide management practice and proposed that participation in decision making, responsible and challenging jobs, and good group relations would maximize employee motivation.
Job satisfaction is best defined as ________. - the link between an employee's job performance and his or her self-worth - an employee's overall attitude toward his or her job - the degree to which an employee identifies with a particular organization - the degree that an employee is connected to his or her job - an employee's discretionary behavior at work
an employee's overall attitude toward his or her job Job satisfaction refers to a person's general attitude toward his or her job.
Fiedler's model ________. - asserts that task-oriented leaders perform best in very unfavorable situations - measured leader style using the most-preferred coworker questionnaire - implies that relationship-oriented leaders perform best in very favorable situations - assumed a leader's style was flexible - measured two contingency dimensions
asserts that task-oriented leaders perform best in very unfavorable situations Fiedler's model attempted to define the best style to use in particular situations. The model suggests that task-oriented leaders performed best in very favorable and very unfavorable situations, and relationship-oriented leaders performed best in moderately favorable situations.
All of the following are examples of operant conditioning, EXCEPT ________. - continuing to avoid studying or attending class despite receiving low grades in a course - studying for a test in order to receive a high grade in a course - working overtime in order to receive compensation either in pay or the next performance appraisal - refusing to work overtime when compensation for this work will not be received - working to generate high sales in a territory because, as a salesperson, you are working on commission
continuing to avoid studying or attending class despite receiving low grades in a course Operant conditioning argues that behavior is a function of its consequences. People learn to behave to get something they want or to avoid something they don't want. You see examples of operant conditioning everywhere. For example, your instructor says that if you want a high grade in this course, you must perform well on tests by giving correct answers. By avoiding studying, an individual is not changing behavior based on its consequences.
The three factors attribution theory depends on are ________. - distinctiveness, consensus, and consistency - distinctiveness, consensus, and thoughtfulness - likeness, consensus, and consistency - perceiver, target, and situation - distinctiveness, variance, and consistency
distinctiveness, consensus, and consistency Attribution theory was developed to explain how we judge people differently depending on what meaning we attribute to a given behavior. The theory suggests that when we observe an individual's behavior, we attempt to determine whether it was internally or externally caused. That determination, however, depends on three factors: distinctiveness, consensus, and consistency.
Shaping behavior ________. - only needs to occur when the individual has shown a desirable response - works by increasing the probability that the desired behavior will be repeated, not by weakening an undesired behavior - only involves reinforcing the final step an individual must take to achieve a desired behavior - can take place in three ways - involves managers molding employees by gradually guiding their learning
involves managers molding employees by gradually guiding their learning Because learning takes place on the job as well as prior to it, managers are concerned with how they can teach employees to behave in ways that most benefit the organization. Thus, managers will often attempt to "mold" individuals by guiding their learning in graduated steps, through a method called shaping behavior. Next Question
Leadership trait theories ________. - focused on how the leader interacted with his or her group members - eventually recognized that traits alone were sufficient for identifying effective leaders - continued to be used into the mid-1960s - led researchers to determine that having certain traits only made it more likely that a person would be an effective leader - attempted to identify certain traits that all nonleaders have
led researchers to determine that having certain traits only made it more likely that a person would be an effective leader Researchers eventually recognized that traits alone were not sufficient for identifying effective leaders because explanations based solely on traits ignored the interactions of leaders and their group members as well as situational factors. Possessing the appropriate traits only made it more likely that an individual would be an effective leader.
The field of study devoted to understanding, predicting, and influencing the behavior of groups and individuals within organizations is known as ________. - organizational citizenship behavior - organizational behavior - emotional intelligence - human resources management - industrial psychology
organizational behavior Organizational behavior is the study of the actions of people at work.
An effective control system serves as an essential link back to ________. - customers - planning - management - workplace safety - profits
planning Controlling provides a critical link back to planning. If managers didn't control, they'd have no way of knowing whether their goals and plans were being achieved and what future actions to take.
Coercive power is best described as power based on ________. - personal characteristics - positive rewards - punishment capabilities - position in an organization - unique knowledge
punishment capabilities Coercive power is the power a leader has to punish or control. Followers react to this power out of fear of the negative results that might occur if they don't comply. Managers typically have some coercive power, such as being able to suspend or demote employees or to assign them work they find unpleasant or undesirable.
