Chapter 7 Homework

Moral Identity

the extent to which an individual holds morality as part of his/her self-concept As a team leader, Ryan ensures that his actions are ethical and are in the best interest of his team.

self-determination; competent

A high-level form of _____ occurs when workers feel that they can choose the best method to solve a particular problem. Tyrell believes that he has the capability to meet performance requirements in a given situation. Tyrell is feeling _____.

Territorial Games

Also referred to as turf wars; political tactics that involve protecting and hoarding resources that give one power, such as information, relationships, and decision-making authority Clive, a computer programmer, always schedules meetings with his manager such that senior team members are unable to attend these meetings and crucial projects are awarded to Clive.

embrace or demolish

In an acquisition, a variation of _____ is to terminate manager from the acquired organization who oppose adapting to the culture of the new firm.

Positive Psychological Capital

an individual's positive psychological state of development, characterized by four psychological resources: self-efficacy, hope, optimism, and resilience Dennis is an optimistic person who enjoys challenging tasks and is a contender for the position of a team leader in his company.

Empowerment

passing decision-making authority and responsibility from managers to group members Sales assistants at Needs, a department store, are allowed to make decisions related to merchandise exchanges and customer complaints.

Personal Power

power derived from the person rather than from the organization Michael exerts a significant influence on his colleagues because of his excellent knowledge of statistics.

Dependence Perspective

the point of view that a person accrues power by other being dependent on him/her for things they value Robert, the finance manager of a company, exerts considerable power because he has a major role in deciding the allocation of funds for all the departments in the company.

a. managing critical problems.

During a major epidemic, the doctors and medical professionals in the region were asked to cater to the needs of the patients. They were also given the authority to frame public policies preventing such incidences in the future. In this scenario, the increased powers of the medical professionals stem from a. managing critical problems. b. being close to power. c. self-serving behavior. d. ownership.

a. had no objective way of differentiating effective people from less-effective ones.

Dylan, a restaurant manager, was asked to promote a waiter to supervisor, but was not given any criteria or preferences for promoting. Therefore, instead of reviewing potential candidates, Dylan simply promoted his nephew. In this case, Dylan resorted to favoritism because he a. had no objective way of differentiating effective people from less-effective ones. b. allowed his subordinates to determine the most efficient work technique. c. worked in a decentralized, rule-based system. d. operated in a stable and predictable work environment.

Ethical: c. Developing Power Contacts d. Controlling Vital Information f. Managing His Impression Unethical: a. Setting a Teammate Up for Failure b. Backstabbing e. Creating and Resolving a False Catastrophe

Jay, a newly employed market research analyst, realizes that his organization is quite political. In order to survive, he decides to play the game. Listed below are six strategies and tactics that Jay can employ. Classify each strategy as an ethical or unethical political behavior by matching them to the category in which they belong. a. Setting a Teammate Up for Failure b. Backstabbing c. Developing Power Contacts d. Controlling Vital Information e. Creating and Resolving a False Catastrophe f. Managing His Impression

c. Larry should have provided guidance to Ray.

Ray feels stressed after the conversation with Larry because he thinks Larry expects Ray to produce magical results without really providing inputs. Which of the following should Larry have done to ensure Ray did not feel this way? a. Larry should have encouraged Ray to use coercive tactics on his subordinates. b. Larry should have provided freedom to Ray to pursue innovative strategies. c. Larry should have provided guidance to Ray. d. Larry should have praised Ray for his smarts and charisma.

b. He should build a greater sense of confidence and competence by reflecting on his past successes.

Ray was unable to boost enrollment in the first five months. Which of the following strategies should Ray focus on in order to prevent himself from feeling defeated? a. He should complain about the manager of another club of the Modern Fitness chain to make himself look good. b. He should build a greater sense of confidence and competence by reflecting on his past successes. c. He should criticize Larry for his lack of support. d. He should discourage organizational citizenship behavior among his staff.

impact

The dimension of empowerment exercised when a worker feels his actions directly affect the future of the company is _____.

a. perceptions of politics.

The impact of political tactics and strategies by leaders on the behaviors of subordinates and colleagues depends to a large extent on employees' a. perceptions of politics. b. ability to adapt to changes. c. objective performance. d. level of participation in decision making.

d. ownership

Timothy, the founding partner of Golden Consultants Inc., holds 60% of the company's stock holdings, and is its largest single investor. In this scenario, Timothy's power within the company stems from: a. dependencies. b. being close to power. c. capitalizing on opportunity. d. ownership.

playing territorial games

When a manager tells his superior that his star team member is mediocre to prevent the team member's transfer, he is _____.

b. Ray feels that his team members do what they're told but never take initiatives.

Which of the following is most likely an outcome of dysfunctional politics? a. Lester has been with his employer for the past 15 years and believes in his company's goals. b. Ray feels that his team members do what they're told but never take initiatives. c. Thandi, a recently hired accountant, quits her job because her family is relocating to another state. d. Fiona loves her job and therefore does not feel stressed even when asked to meet tight deadlines.

b. Ray hires his cousin for the post of assistant manager which has remained unfilled for a week.

Which of the following would amount to Ray exceeding the boundaries of empowerment? a. Ray wants to expand the organization's social media presence. b. Ray hires his cousin for the post of assistant manager which has remained unfilled for a week. c. Ray decides to devote more of his advertising budget to newspaper advertisements. d. Ray encourages the club members to refer their friends and family for the recent discount offers.

c. Terminate the employees who protested.

Winchester Bank is in the process of acquiring the smaller Reed Bank. Many of Reed Bank's senior employees protested this acquisition. After the acquisition is complete, which of the following actions would the management of Winchester Bank make if using the embrace or demolish strategy? a. Place the employees who protested in competition for resources so that they fight among themselves. b. Misinform employees that the bank is going to be terminating several workers, and then later update them that you negotiated to keep everyone on board. c. Terminate the employees who protested. d. Assign the employees who protested to accounts which are collapsing.

Strategic Contingency Theory

an explanation of sources of power suggesting that units best able to cope with the firm's critical problems and uncertainties acquire relatively large amounts of power Whenever there is a critical problem with machinery, the maintenance team at Coral Industries Inc. acquires more power than other teams in sorting out the problem.

Organizational Politics

informal approaches to gaining power through means other than merit or luck Thomas, a senior professor guiding doctoral research projects, ensures that he gets the best candidates to work on his projects thereby exerting considerable influence in his department.

Leader Political Support

political acts and influence behaviors performed by leaders to provide followers with valuable resources to advance individual, group, or organizational objectives Joshua, the Vice President of research and development of a company, uses his influence to secure large funds for the ambitious projects of the various research teams.

Delegation

the assignment of formal authority and responsibility for accomplishing a specific task to another person Stuart, a senior surgeon, assigns responsibilities such as monitoring and reporting patients' conditions to junior doctors working with him.

Reward Power

the authority to give employees rewards for compliance Edgar, the director of a company, gives bonuses to employees who meet their targets consistently

Self-Leadership

the idea that all organization members are capable of leading themselves, at least to some extent Lawrence, an engineer, is able to decide to a certain extent the steps he can take to improve his productivity and efficiency.

Legitimate Power

the lawful right to make a decision and expect compliance As the chief executive officer of her company, Fiona has the right to make decisions and expect her employees to comply with them.

Power

the potential or ability to influence decisions and control resources Howard, the president of a bank, has the authority to influence decisions and control the allocation of resources.

Presige Power

the power stemming from one's status and reputation John, a senior manager, is very popular and influential in his company because of a large business deal secured by him.

Coercive Power

the power to punish for noncompliance; power based on fear Lewis, a team manager, threatens his team members with demotion fro failing to follow procedures.