Supervisory Management 9th Edition by Donald C. Mosley – Test Bank

Complete Test Bank With Answers

 

 

Sample Questions Posted Below

 

1. Mastering the art of delegation and empowerment is essential to a leader’s growth, development, and effectiveness.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.01

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

2. Granting authority is one of the key aspects of delegation.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.01

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

3. Accountability is the right to tell others how to act to reach organizational objectives.

a. True

b. False

ANSWER: False

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.02

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

4. 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

ANSWER: False

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.02

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge5. The three key aspects of delegation are granting authority, assigning responsibility, and requiring accountability.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.02

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

6. Accountability flows downward.

a. True

b. False

ANSWER: False

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.02

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

7. Decentralization refers to the extent to which authority is delegated from one unit of the organization to another.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.02

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

8. According to the formal authority view, authority flows upward.

a. True

b. False

ANSWER: False

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.03

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension9. Organizations can function properly without a system of authority.

a. True

b. False

ANSWER: False

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.03

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

10. Authority comes with position and results from delegation by a higher-level manager.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.03

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

11. According to the formal view of authority, authority exists because someone was granted it.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.03

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

12. There are two views of authority: the acceptance view of authority, and the informal view of authority.

a. True

b. False

ANSWER: False

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.03

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge13. The acceptance view of authority states that a supervisor’s authority originates only when that supervisor has

accepted his/her own authority.

a. True

b. False

ANSWER: False

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.03

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

14. Power is not related to leadership.

a. True

b. False

ANSWER: False

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

15. A high need for power is an important characteristic of successful managers.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

16. The only way that power can be obtained is by experience.

a. True

b. False

ANSWER: False

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge17. Referent power is based on people’s identification with a leader and what that leader symbolizes.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

18. A manager’s power is diminished when he or she shares it with others.

a. True

b. False

ANSWER: False

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

19. Empowerment is the granting of authority to employees to make key decisions within their enlarged areas of

responsibility.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.05

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

20. Companies that focus on employee empowerment place a high priority on recruiting and selecting the right people.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.05

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge21. Some leaders do not like to delegate tasks due to the desire for control.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.05

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

22. In terms of delegation, managers never feel that their employees are capable of doing tasks better than they can.

a. True

b. False

ANSWER: False

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.05

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

23. The strength of the manager–subordinate relationship is a key determinant of managerial delegation.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.05

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

24. One reason for employees not welcoming delegation is the fear of failure.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.05

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge25. Increased delegation may cause stress to employees.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.05

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

26. Managers must assess an employee’s job maturity level and need for growth when selecting an employee for

delegation.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.05

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

27. 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

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.06

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

28. Experiential learning refers to using an integrated process of experiencing, identifying, analyzing, and generalizing

to gain insights in learning.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.07

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge29. Delegation leads to employee development.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.08

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

30. Two of the least effective ways of empowering and developing people are coaching and teaching.

a. True

b. False

ANSWER: False

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.07

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

31. One of the benefits of delegation is that employees will have enhanced power.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.08

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

32. Successful executives see themselves and their companies as dominating the environment.

a. True

b. False

ANSWER: False

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.08

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension33. Unsuccessful executives underestimate obstacles.

a. True

b. False

ANSWER: True

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.08

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

34. 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

ANSWER: a

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.01

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

35. is a key aspect of delegation.

a. Contingency planning

b. Requiring accountability

c. Financing

d. Brainstorming

ANSWER: b

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.02

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge36. In mid- to large-size organizations, the tasks.

a. job specialization

b. job rotation

c. job description

d. job simplification

provides information to employees about the important job-related

ANSWER: c

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.02

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

37. Granting authority, assigning responsibility, and requiring accountability are part of the:

a. delegation process.

b. regulation process.

c. consolidation process.

d. deregulation process.

ANSWER: a

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.02

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

38. The right to do something, is known as:

a. accountability.

b. authority.

c. responsibility.

d. liability.

ANSWER: b

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.02

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge39. Authority flows:

a. downward.

b. horizontally.

c. upward.

d. laterally.

ANSWER: a

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.02

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

40. Accountability flows:

a. downward.

b. laterally.

c. horizontally.

d. upward.

ANSWER: d

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.02

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

41. is best defined as the obligation that is created when an employee accepts a leader’s delegation of authority.

a. Accountability

b. Responsibility

c. Control

d. Dominance

ANSWER: a

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.02

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge42. 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.

ANSWER: d

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.03

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Application

43. According to the formal theory of authority, authority is:

a. conferred.

b. taken.

c. accepted.

d. abdicated.

ANSWER: a

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.03

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

44. 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 manager’s 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.

ANSWER: b

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.03

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension45. is the the ability to influence individuals, groups, events, and decisions.

a. Power

b. Accountability

c. Responsibility

d. Parity

ANSWER: a

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

46. 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 leader’s possession of authority is sufficient to assure that subordinates respond as the leader’s desires.

ANSWER: a

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension

47. Which of the following is an informal reward?

a. Pay

b. Promotion

c. Verbal praise

d. Employees’ bonuses

ANSWER: c

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension48. results from people’s 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

ANSWER: b

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

49. 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

ANSWER: d

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Application

50. 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

ANSWER: a

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Application51. 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

ANSWER: c

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

52. 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.

ANSWER: d

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.05

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension

53. 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.

ANSWER: b

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.05

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension54. 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.

ANSWER: c

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.05

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension

55. is defined as examining a situation from multiple vantage points to develop a holistic picture.

a. Deflecting

b. Reframing

c. Stagnating

d. Recasting

ANSWER: b

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.06

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: BUSPROG: Analytic

56. Two of the most significant ways of empowering and developing people are coaching and:

a. teaching.

b. analyzing.

c. controlling.

d. appraising.

ANSWER: a

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.07

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge57. Which of the following is a habit of unsuccessful managers?

a. They know they don’t 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 corporation’s interests.

ANSWER: c

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.08

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension

58. Describe the three key aspects involved in the delegation process.

ANSWER: 1. 2. 3. Granting authority – giving the individual or team the right to do something.

Assigning duties and responsibilities – when key tasks associated with a particular task

are specified.

Requiring accountability – creating an obligation on the part of the employee who has

been delegated specified tasks, to be responsible to the next higher level of

management to effectively carry out the assigned duties and responsibilities.

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.02

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

59. What are the two contradictory views regarding a manger’s source of authority?

ANSWER: The two contradictory views of authority are as follows:

1.

2.

The formal authority view – According to the formal theory of authority, authority is

conferred; authority exists because someone was granted it.

The acceptance of authority view disputes the idea that authority can be conferred.

Those who believe in the acceptance view believe that a manager’s authority

originates only when it has been accepted the group or individual over whom it is

being exercised.

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.03

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge60. Describe the six different ways by which a manager can obtain/possess power.

ANSWER: Managers can possess reward power, which arises from the number of rewards that

the manager is perceived as controlling. Managers can possess coercive power, which

is the perceived expectation by the individuals over whom the manager has control,

that punishment will follow from the manager if his/her orders are not complied with.

The manager can possess legitimate power, which is power based on the manager’s

designated role as a boss or leader. The manager can possess control-of-information

power, which is power based on the possession of knowledge that others do not have,

and the withholding or giving of this information. Managers can have referent power,

which is power based on charisma, courage, and other traits that are conducive to the

obtainment of referent power; and managers can possess expert power, which is

power based on a leader’s expertise or knowledge in a particular area.

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension

61. Define power. Explain how power can be used.

ANSWER: Power is the ability to influence individuals, groups, events, and decisions. The best

way to expand power is to share it, for power can grow, in part, by being shared.

Sharing power is different from giving it or throwing it away—delegation does not

mean abdication. Effective leaders have a high need for power, but that need is

directed toward the benefit of the organization as a whole. In addition, the need for

power is stronger than the need to be liked by others. Thus, as a leader you must be

willing to play the influence game in a controlled way. It appears that power-

motivated leaders make their subordinates feel stronger rather than weaker.

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.04

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension

62. What is “empowerment,”and what is the driving idea behind empowerment?

ANSWER: Empowerment is the granting of authority to employees to make key decisions within

their enlarged areas of responsibility. The driving idea behind empowerment is that

individuals closest to the work and to customers should make the decisions.

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.05

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge63. It is important for successful managers to be able to delegate effectively, yet many managers are reluctant to do so.

Describe the reasons why leaders fail to delegate.

ANSWER: Leaders sometimes fail to delegate because they feel that some of their power and

authority will diminish, as well as their control over situations. Some leaders do not

delegate because they do not trust others. Some leaders feel that employees will make

mistakes for which they will be ultimately held accountable. Other leaders due to their

insecurities, feel that their employees will do a better job at delegated tasks than they

do, and therefore will be promoted and recognized ahead of them. Finally, one

legitimate reason that leaders fail to delegate is that they have correctly assessed that

their employees require additional training, coaching and experience in certain areas

before being given some delegated tasks.

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.05

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension

64. What are the reasons that employees may not welcome delegation?

ANSWER: Some employees have a fear of failure, while others may experience increased stress

and feel that they are being overloaded with work. In addition, managers must clearly

communicate with employees when delegating duties and responsibilities to them,

otherwise employees might not appropriately complete the delegated tasks due to

ambiguous and unclear duties and responsibilities which may lead to negative

outcomes.

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.07

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension

65. What are the adaptive challenges that organizations face today?

ANSWER: Adaptive challenges are changes in societies, markets, customers, competitive, and

technology around the globe.

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.06

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge66. What are the two most significant ways of empowering and developing people?

ANSWER: The two most significant ways of empowering and developing people are through

coaching and training.

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.07

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge

67. Describe the benefits of delegation.

ANSWER: Through delegation, employee development occurs, where employees learn from their

experiences. Managers can assist individuals to analyze the reasons for success or

failure on a task, so those individuals can grow from their experiences. Through

delegation, managers can have improved control, whereby results, not specific

actions, are emphasized. Managers who effectively delegate experience improved

time management, and have more time to spend on trouble-shooting and planning.

Finally, employees feel enhanced power, due to working in an environment where

more people are knowledgeable and concerned about their organization’s objectives.

POINTS: 1

DIFFICULTY: Difficulty: Moderate

LEARNING OBJECTIVES: SPMT.MOSL.15.05.08

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Comprehension

68. What are the seven habits of unsuccessful executives?

ANSWER: The seven habits of unsuccessful executives are as follows:

1. 2. They see themselves and companies as dominating their environment.

They identify so completely with the company that there is no clear boundary between

their personal interests and the corporation’s interests.

3. 4. 5. 7. They think they have all the answers.

They ruthlessly eliminate anyone who isn’t 100 percent behind them.

They are consummate spokespersons obsessed with the company image.

6. They underestimate obstacles.

They stubbornly rely on what worked for them in the past.

POINTS: 1

DIFFICULTY: Difficulty: Easy

LEARNING OBJECTIVES: SPMT.MOSL.15.05.08

NATIONAL STANDARDS: United States – BUSPROG: Reflective Thinking

KEYWORDS: Bloom’s: Knowledge