CHAPTER 6:

Answers to Review and Discussion Questions

1. Why is decision making often described as the essence of a managers
job?
Decision making is described as the essence of a managers job because it is
utilized in all four managerial functions of planning, organizing, leading and
controlling. (Robbins and Coulter, 2012, p.166). Decisions, both large and small, are
made every day by managers and they have the potential to affect others.
2. How might an organizations culture influence the way managers make
decisions?
An organizations culture can influence the way managers make decisions by
establishing the values and standards for conduct for that process. When it comes
to ethical behavior, a culture most likely to encourage high ethical standards is one
thats high in risk tolerance, control and conflict toleration (Robbins and Coulter,
2012, p116). A culture that does not value ethical behavior and encourages
success at any cost can focus decision making outcomes on the bottom line as
opposed to the right way of doing business. Northouse (2012) condenses this
thought by saying, We may all be familiar with the Machiavellian phrase the ends
justify the means, but an ethical leader keeps in mind a different version of this
and turns it into a question: Do the ends justify the means?(p233). Many of the
scandals of our time such as Enron show examples of poor ethics and unsavory
decisions that were ingrained into the culture.
3. All of us bring biases to the decisions we make. What would be the
drawbacks of having biases? Could there be any advantages to having
biases? Explain. What are the implications for managerial decision
making?
The major drawback of having biases is the oversimplification effect on the
situation. Heuristics provide an advantage that help to simplify complex
information but when they lead to biases there are no advantages. Managers
avoid the negative effects of these decision errors and biases by being aware of
them and then not using them! (Robbins and Coulter, 2012, p.176). The
implications for managerial decision making are ineffective outcomes and possibly a
loss of credibility for the manager.
4. Would you call yourself a linear or nonlinear thinker? What are the
implications for choosing the type of organization where you want to
work?

I lean more towards the linear style of thinking but believe I have a healthy balance
of the two. I tend to think very logically and rationally but will make a quick
decision if feeling and intuition are strong. Understanding this will aid in my choice
of employment because I would have a hard time in a research or fact-based
environment science or math orientated. Alternatively, I would also find it difficult
to work in a field such as news journalism where there is an excess of
sensationalism and twisting of information. As with any management style, its
important to be able to adapt to the situation you are confronted with.
5. As managers use computers and software tools more often, theyll be
able to make more rational decisions. Do you agree or disagree with
this statement? Why?
(This question deserves a book). A rational decision maker would be fully objective
and logical. The problem faced would be clear and unambiguous, and the decision
made would have a clear and specific goal and know all the possible alternatives
and consequences (Robbins and Coulter, 2012, p167). Will computers aid in this
process? Absolutely. But Im not so sure it will be a good thing. I like to refer to
The Jetsons when I think of computer decisions. In the video Waking up Like a
Jetson George is asked what he wants for breakfast and after his response Rosie,
the robot housekeeper, pulls out a square object and puts it in his mouth. (The
Jetsons, n.d.) His response shows that it tasted ok but it was devoid of any real
experience. Another analogy is the current use of GPS. People follow this device so
closely that they actually miss the journey and the scenery and at times, end up in
a lake. I feel that computers decisions will eventually rob us of any actual
experience, hence altering the decisions, goals, alternatives and consequences.
6.

How can managers blend the guidelines for making effective

decisions in todays world with the rationality and bounded
rationality models of decision making? Or can managers not do this?
Explain.

As stated in the previous question, computers can aid managers in effective

decision making with a combination of rationality and bounded-rationality models.
By blending these guidelines, a manger that is intelligent, informed and focused will
make better decisions than a manager that is less intelligent, under-informed and
un-focused. Theyre being rational within the limits (bounds) of their ability to
process information (Robbins and Coulter, 2012, p.167). Additional concerns would
be the time they have available to put towards the task, the ideas dictated by the
corporate culture in which they operate, and personal bias. Just because a
computer gives the most rational answer does not necessarily mean the manager
will choose that option.

7. Is there a difference between wrong decisions and bad decisions? Why do

good managers sometimes make wrong decisions? Bad decisions? How
can managers improve their decision making skills?
Yes, there is a difference between wrong and bad decisions. We are human and we
make mistakes that constitutes a wrong decision. A bad decision, on the other
hand, is one that is made from a weak ethical standpoint, ignorance, or
incompetence. Good managers make wrong decision because it is a simple fact of
life. Decisions that are made with good intentions and all available knowledge can
turn out to be wrong. But a good manager that has become corrupt, greedy,
discriminatory, biased, or inflexible can easily make a bad decision because they
have lost sight of the vision. Managers can improve the decision making skills by
first creating a vision and sticking to that vision. Managers need to be flexible,
embrace diversity, take ownership of their choices, stay true to a code of ethics and
use an effective decision-making process (Robbins and Coulter, 2012, p.177).
Mulhern (2010) suggest, that there are two fundamental bases to help you choose
to do the right thing: seeing the nightmare that could unfold if you dont, and
choosing the peace of mind that comes when you do

7. Would you call yourself a systematic or intuitive thinker? What are the
decision-making implications of these labels? What are the implications
for choosing an employer?
. A systematic thinker is one who is more logical and rational in searching for and
processing information. An intuitive thinker relies more on instincts and past
experiences in searching for and processing information. The decision-making
implication of this label is that it describes the way we think or process information
and in turn, influences how we tend to make decisions. Organizations need both
systematic and intuitive thinkers. Each of these styles provides a different
perspective.
8. As managers use computer and software tools more often, theyll be
able to make more rational decisions. Do you agree or disagree with that
statement? Why?
Although computer and software tools allow managers to gather information and
analyze it more efficiently, utilizing computers does not necessarily allow managers
to be more rational. Looking at the assumptions of rationality (see Exhibit 7.7), it is
apparent that adding computers to the decision-making process does not guarantee
perfectly rational decision making by managers.
9. How can managers blend the guidelines for making effective decisions
in todays world with the rationality and bounded rationality models of
decision making, or can they? Explain.
A balance is required. Under todays business conditions (such as intense time

pressure and higher degrees of risk and uncertainty), managers must practice
sound decision-making approaches. Knowing when its time to quit, for example, is
not inconsistent with rationality and bounded rationality.
10. Is there a difference between wrong decisions and bad decisions? Why
do good managers sometimes make wrong decisions? Bad decisions?
How can managers improve their decision-making skills?
Time pressures, incomplete information, and higher levels of uncertainty in todays
business environment may lead to ineffective decision making. Managers can
improve their decision-making skills by focusing on six characteristics of effective
decision-making, including focusing on important criteria, logic and consistency;
blending subjective and objective thinking with analysis; requiring the information
necessary to resolve a particular dilemma; gathering relevant and informed
opinions; and remaining flexible.

Chapter 7
1. Explain what studies have shown about the relationship between
planning and performance.
It should be noted that one cannot say that organizations that formally plan always
outperform those that dont plan. However, studies have indicated that formal
planning is often associated with positive financial results. Generally, performance
is also higher in those organizations where planning is present. And, when higher
performance is not the result of formal planning, often the reason is due to
something in the external environment. Finally, studies indicate that at least four
years of formal planning are necessary before performance is affected.
2. Discuss the contingency factors that affect planning.
The first contingency factor is a managers level in the organization. Typically,
lower-level managers are operational planners, while upper-level managers are
strategic planners. Second, with environmental uncertainty, plans should be
specific, but flexible. And third, the length of future commitments can greatly affect
planning.

3. Describe how managers can effectively plan in todays dynamic

environment.
Environmental uncertainty is a constant. Therefore, managers should develop plans
that are specific yet remain flexible. If managers recognize that planning is an
ongoing process, then when a dynamic environment is encountered, managers can
adapt readily. Another way to assist with planning is to craft an organizational
hierarchy that is relatively flat. Allowing lower level managers to set goals and
develop plans is an effective way to deal with a dynamic environment.
4. Will planning become more or less important to managers in the future?
Why?
Planning will become more important to managers in the future because of the
uncertainty in an increasingly dynamic environment. Changes constantly occur in
both the general and specific environments of organizations, and many of these
changes take place rapidly. Planning helps managers cope with the uncertainty by
forcing managers to look ahead, anticipate change, consider the impact of the
change, and develop appropriate responses.
5. If planning is so crucial, why do some managers choose not to do it?
What would you tell these managers?
Managers may choose not to devote time to planning because they do not know
how to plan or feel that they do not have the necessary time. Others may say that
planning is a waste of time, that the future is going to happen whether or not they
plan. However, these reasons do not discount the importance of planning. Every
manager should engage in planning.
6. Explain how planning involves decisions today that will have an impact
later.
As managers plan, they make decisions that influence how activities are organized,
how employees are managed, and what control mechanisms are implemented. As
managers look to the future by planning, the decisions they make as they plan will
have an impact on their other managerial activities.
7. How might planning in a not-for-profit organization such as the
American Cancer Society differ from planning in a for-profit organization
such as Coca-Cola?
The process of planning is similar, but the content of the plans will differ. The types
of objectives that are established and the plans that are formulated will be
influenced by the fact that a not-for-profit organization does not have profit as its
major objective. However, a not-for-profit organization must devote efforts and
resources to planning how to raise funds and to recruit volunteers to achieve its
mission.

Chapter8
3.

The concept of competitive advantage is as important for not-forprofit organizations as it is for for-profit organizations. Do you
agree or disagree with this statement? Explain, using examples to
make your case.
Although not-for-profit organizations do not attempt to make a profit, they
must be highly motivated to achieve their goals and to remain productive.
The appropriate strategy is as crucial to accomplishing the objectives and
mission of a not-for-profit organization as it is in a for-profit company. In fact,
not-for-profit organizations face major challenges as the number of worthy
causes and competitors increases.

4.

Should ethical considerations be included in the analyses of an

organizations internal and external environments? Why or why not?
Ethical considerations should permeate every activity of an organization. Yes,
ethical considersations should be included. These issues affect how an organisation can
operate. An environment that is pro-green environment for example, will frown upon
wastage & inconsiderate usage of earth's resources, thereby boycotting organisation's
products.
It is important that organisations do not under estimate the cultural & ethical issues of the
environment in which they operate in.

5.

How could the Internet be helpful to managers as they follow the

steps in the strategic management process?
The Internet provides voluminous information conveniently and quickly about
competitors, environmental factors, and customers. This information
improves the managers ability to make sound strategic management
decisions as he/she faces continuously changing environmental conditions.

Chapter 9

1.
Can an organizations structure be changed quickly? Why or
why not?
The speed with which structural changes can be implemented depends partly
upon an organizations size. A small organization is usually able to change its
structure more rapidly than a larger one because a smaller company has
fewer employees who are involved in the restructuring process. However, a
large organization can change its structure and often does in response to
changing environmental conditions and changing strategies.

2.

Would you rather work in a mechanistic or an organic organization?

Why?

3.

What types of skills would a manager need to effectively work in a

project structure? In a boundaryless organization? In a learning
organization?
In all of these types of organizations, flexibility and adaptability are critical. In
the project structure, conflict management skills are particularly useful. In a
boundaryless organization, the ability to interact effectively with people at all
levels and in all areas of the organization is crucial to success. In a learning
organization, a manager needs the ability to communicate both by listening
and by speaking because of the frequency and importance of sharing
information in this type of organization.

4.

The boundaryless organization has the potential to create a major

shift in our living and working patterns. Do you agree or disagree?
Explain.
Example Virtual university in Pakistan

5.

With the availability of advanced information technology that allows

an organizations work to be done anywhere at any time, is
organizing still an important managerial function? Why or why not?

Although an organizations work may be done anywhere at any time,

organizing remains a vital managerial function because the work that must
be accomplished still must be divided, grouped, and coordinated.

Chapter 11
2.
How do you think scientific management theorists would react to
the
increased reliance on teams in organizations? How would the
behavioral science theorists react?
Scientific management theorists would likely react negatively to the use of
teams in organizations. Scientific management focuses on the one best way for an
individual to do his/her job; searching for the one best way could inhibit creativity
and ideas for innovation that would likely come through the use of teams.
Behavioral scientists, on the other hand, would be favorable to the concept of
increased reliance on teams and groups. Because teams utilize input from the
diverse background of several individuals and place responsibility on each team
member, behavioralists would be in favor of this approach.
3.
How do you explain the popularity of work teams in the United
States, when its culture places such high value on individualism and
individual effort?
Work teams appear to be rapidly increasing in popularity because of the
impact they have on higher productivity, improved quality, and increased employee
motivation and satisfaction. Individuality is still valued in the team concept, since
every team member has unique contributions to make to the team effort.
4.
Why might a manager want to stimulate conflict in a group or team?
How could conflict be stimulated?
A manager might want to stimulate conflict in a group or team in order to
help that group or team generate more creative, innovative solutions to a problem
or challenge. Managers want to stimulate conflict to gain the full benefits of its
functional properties without allowing disagreement to become a disruptive force.
Conflict can be simulated by bringing new members to the group, restructuring the
group, appointing a devils advocate, attempting to change the groups culture, and
using open communication.

6.
To have a successful team, first find a great leader. What do you
think of this statement? Do you agree? Why or why not?
Answer: . Leaders can inspire followers through specific goals and a strong vision.

Chapter 12
4. Can a low-level employee be a change agent? Explain your
answer.
If the low-level employee is a low-level manager, it is possible that he or she
could act as a change analyst, just as any manager can be a change agent.
However, it is important to note that change should begin at the top and
work its way done. Change is most successful when it is supported by top
management. Also, it is important to remember that as organizations
empower employees, they may empower them as change agents, also.
Security guards on the gate.
10. Innovation requires allowing people to make mistakes. However,
being wrong too many times can be disastrous to your career. Do
you agree? Why or why not? What are the implications for nurturing
innovation?
If an organization punishes employees for failing, employees will cease to
take a chance on a new innovation, and innovative activity will decline.
5. "planning change is often thought to be best approach to take in
organization. can unplanned change be effective?
Planned change is change resulting from a deliberate decision to alter the
organization. Companies that wish to move from a traditional hierarchical structure
to one that facilitates self-managed teams must use a proactive, carefully
orchestrated approach. Not all change is planned, however. Unplanned change is
imposed on the organization and is often unforeseen. Changes in government
regulations and changes in the economy, for example, are often unplanned.
Responsiveness to unplanned change requires tremendous flexibility and
adaptability on the part of the organizations. Managers must be prepared to handle
both planned and unplanned forms of change in organizations.
8. Organizations typically have limits to how much change they can
absorb. As a manager, what signs would you look for that might suggest
that your organization has exceeded its capacity to change?

Signs that an organization may have exceeded its capacity to change include an
increasing level of resistance to change. If changes are negatively impacting
employee work performance and behavior, the manager may discern that the
organization has exceeded its capacity to change.

Chapter 13
1. Does the importance of knowledge of OB differ based on a managers
level in the organization? If so, how? If not, why not? Be specific.
Answer: Managers need an understanding of organizational behavior because a
large part of their job has to do with exactly that. Organizational behavior is the
study of how people behave while in groups and as individuals. Much of what a
manager does has to do with trying to get people to work as effectively as possible.
It can involve trying to motivate an individual worker or it can involve trying to
understand how to get workers who are part of a team to interact with one another
in such a way that they are able to work more efficiently and effectively.
Much of management has to do with understanding people and how they work.
Therefore, having an understanding of organizational behavior is vital to
managers.
The more senior the manager the more employees are impacted by his/her
decision-making, so people skills are critical for productive employees and
successful organizations as the right people are the most important assets of the
organization.
1 Instead of worrying about job satisfaction, companies should be trying
to create environments where performance is enabled. What do you
think this statement means? Explain. Whats your reaction to this
statement? Do you agree? Disagree? Why?
Answer Some suggestions would be that a caring culture and managers with good
interpersonal skills, will provide an environment in which employees will be satisfied
and normally productive. When the culture of an organization is a good match with
the personality of the employee, the employee is often satisfied. An environment
that is conducive and consistent with the employee's values will foster the
commensurate motivation and performance.

2.
A growing number of companies are now convinced that peoples
ability to understand and to manage their emotions improves their
performance, their collaboration with peers, and their interaction with
customers. What are the implications of this statement for managers?
If the managers company agrees with this statement, the manager must
consider emotional intelligence (EI) as a necessary factor in employee selection, as
well as in employee training and development issues.

3.
What behavioral predictions might you make if you knew that an
employee
had (a) an external locus of control? (b) a low Mach score? (c)
low self-esteem? (d) high self-monitoring tendencies?
Employees with an external locus of control might be less satisfied with their
jobs, more alienated from the work setting, and less involved in their work.
Employees with a low Mach score would be overly idealistic, emotional, and
concerned about fair and equitable treatment. Employees with low self-esteem
would be more susceptible to external influence. Employees with high selfmonitoring tendencies would tend to be more adaptable in adjusting their behavior
to the demands of different situations.

4.
Managers should never use discipline with a problem employee.
Do you agree or disagree? Discuss.
Discipline that is rooted in behavior theories can be quite positive and can be
used as a means to promote acceptable and desired behavior. When disciplining an
employee, however, managers should be governed by their knowledge of the
implications of attitudes, perceptions, learning, and personality.

5.
A Gallup Organization survey shows that most workers rate having a
caring boss even higher than they value money or fringe benefits. How
should managers interpret this information? What are the implications?
Managers should adjust their styles for the people they manage and the
organization. Caring managers are an important component since many employees
leave their jobs when there is a conflict with their immediate supervisor. A good
culture facilitated by the manager is often more valuable than external
compensation. The implication is that employees will be more satisfied and
presumably more productive when they know that their manager cares about them.
Turnover and absenteeism will also be reduced.

Chapter 14
1.

Why isnt effective communication synonymous with agreement?

A message can be clearly understood, but not agreed with. As long as the
message is clearly understood as was intended, effective communication has taken
place.

2.
Which do you think is more important for the manager: speaking
accurately or listening actively? Why?
. The sender is responsible for sending an accurate message and choosing
the most appropriate channel for the message, while considering the receivers
characteristics and environment. Active listening is critical so that the receiver can
interpret the message as intended and send valuable feedback to the sender. In
addition, the open communication that is vital between management and
employees in a learning organization depends upon an atmosphere of trust.
Employees must have confidence that their manager will listen actively to their
comments and concerns.

3.
Ineffective communication is the fault of the sender. Do you agree
or disagree with this statement? Discuss.
I DONT AGREE WITH THE STATEMENT.
BOTH THE SENDERS/ RECEIVERS COULD BE AT FAULT.
Noise and Barriers:While transmitting the information to the receiver, the sender faces lots of barriers.
These
noise and barriers are explained as under:
(i) On senders side:- Noise and barriers may take place during the process of
encoding.
Some of them may be caused by distraction, lack of concentration, typing mistake,
poor
language etc.
(ii)In the medium:- Some barriers are caused by medium such as poor transmission
on
T.V. and radio misprinting in newspapers etc.

4.

How might managers use the grapevine for their benefit?

Managers who are approachable and visible can be alert to issues traveling
through the grapevine. They can learn news that concerns employees; stop false
rumors by addressing them openly; and use the grapevine appropriately to
disseminate some types of information.

5.
Is information technology helping managers be more effective and
efficient? Explain your answer.
Yes, information technology is helping managers be more effective and
efficient. IT has significantly improved a managers ability to monitor individual or
team performance; it has allowed employees to have more complete information to
make faster decisions; and it has provided employees more opportunities to
collaborate and share information. IT has also made it possible for people in
organizations to be fully accessible at anytime, regardless of their physical location.

Chapter 15
1.
Most of us have to work for a living, and a job is a central part of our
lives. So why do managers have to worry so much about employee
motivation issues?
Even though most of us have to work for a living in order to support ourselves
and those who are dependent upon us, managers still have to worry about
employee motivation because some employees are not always willing to put forth
the effort to do their job to the best of their ability.
Even when employees are willing to put forth their best effort, managers must take
steps to ensure that their motivation will be sustained over time, in spite of personal
or professional setbacks and factors in the external environment over which they
and their employees may have no control. Managers must have knowledge of
motivational theories and understand the individual differences and perceptions of
their employees in order to choose rewards that will be effective in motivating them
to work together to reach organizational goals.

4.
Could managers use any of the motivation theories or approaches to
encourage and support workforce diversity efforts? Explain.
Managers could use goal-setting theory to encourage and support diversity efforts
by establishing goals for increasing and embracing diversity. Managers could use
JCM to design jobs to emphasize the skills and abilities of diverse employees and to
recognize the special needs of employees. These jobs could be designed to

accommodate such features as a compressed workweek, flexible work hours, and

job sharing. Job design as well.
6.
Too many managers today have forgotten that work should be
inspiring and fun and are too out of touch with what makes people
productive. How would you respond to this assertion?
This statement highlights the need for managers to engage in lifelong
learning and to be flexible in embracing change. Managers must be informed about
up-to-date findings of behavioral research for the workplace and practice MBWA
(management by walking around.) Methods used by executives who have
succeeded in motivating their employees to achieve high levels of customer
satisfaction productivity (for example, Herb Kelleher of Southwest Airlines) can
serve as benchmarks for other managers. Networking and participation in business
events such as Chamber of Commerce meetings can provide venues for learning
about ideas suggested by other leaders who have successfully motivated
employees.

Chapter 16
1. Do you think that most managers in real life use a contingency
approach to increase their leadership effectiveness? Discuss.
Answer: Yes, theories like Path Goal, which states that the leaders job is to assist
followers in attaining their goals and to provide direction or support needed to
ensure that their goals are compatible with the goals of the group or organization,
can be used by managers to increase their leadership effectiveness. Developed by
Robert House, Path Goal theory is a contingency model of leadership that extracts
key elements from the Ohio State leadership research and the expectancy theory of
motivation. The essence of the theorythe leaders job is to assist followers in
attaining their goals and to ensure that their goals are compatible with the overall
objectives of the group or organization. A leaders behavior is motivational to the
degree that it: 1) makes employee need-satisfaction contingent on effective
performance and 2) provides the coaching, guidance, rewards, etc., necessary for
effective performance. See Exhibit 11-6, path-goal theory proposes two classes of
contingency variables: 1) Those in the environment that are outside the control of
the employeeenvironmental factors determine leader behavior required as a
complement. (2) Those that are part of the personal characteristics of the employee
personal characteristics determine how the environment and leader behavior are
interpreted.
2. Do you think trust evolves out of an individuals personal
characteristics or out of specific situations? Explain.
Answer: Both, trust is in a person given certain circumstances. Some individuals
are always trusted regardless of circumstances; others can be trusted to respond in
predictable ways in different circumstances.
3. Do followers make a difference in whether a leader is effective?
Discuss.
Answer: Followers are an integral piece in the leadership puzzle. Followers must
believe in the leader's vision and help execute the strategies. They need to be
effective communicators and dedicated to the vision and mission of the organization
and its leadership.

4. How can organizations develop effective leaders?

Answer: From the early stages of recruiting to training and development,
organizations need to identify future leaders early in their talent pool and then
strategically integrate them in the succession plan. It is an imperative for
organizations to maximize their human capital and consistently develop leaders at
every level. Companies must cultivate leaders for successful organizations.
1.
What types of power are available to you? Which ones do you use
most? Why?
five types of power (legitimate, coercive, reward, expert, and referent) and
descriptions in their text as they consider ways they use power.

2.
Do you think that most managers in real life use a contingency
approach to increase their leadership effectiveness? Discuss.
As managers participate in mentoring, development training, networking, and
on-the-job experience, they should become more comfortable and adept in their use
of a contingency approach to increase their leadership effectiveness. Organizations
that offer leadership training often include contingency approaches.

3.
If you were to ask people why a given individual is a leader, they
tend to describe the persons in terms such as competent, consistent, selfassured, inspiring a shared vision, and enthusiastic. How do these
descriptions fit in with leadership concepts presented in the chapter?
In describing the characteristics and behaviors of a leader, many individuals
tend to use concepts included in charismatic, visionary, and team leadership
approaches. For example, inspiring a shared vision is a quality of charismatic and
visionary leadership.

4.
What kinds of campus activities could a full-time college student do
that
might lead to the perception that he or she is a charismatic
leader? In pursuing those activities, what might the student do to enhance
this perception of being charismatic?
A full-time college student that could contribute to the perception that he/she
is a charismatic leader would likely stem from the students involvement in campus
organizations or team activities, such as sports. To further enhance this perception,
the student might champion a cause in which he/she strongly believes. By choosing

and learning from a mentor who displays characteristics of a charismatic leader,

students can enhance their own charisma and leadership abilities.

5.
Do you think trust evolves out of an individuals personal
characteristics or out of specific situations? Explain.
Followers seek leaders who have a high degree of credibility. Trust in a leader
might be described as belief in the integrity, character, and ability of the individual
who influences others. Integrity and character are personal characteristics that can
be developed by an individual. Research has also identified five dimensions that
make up the concept of trust; these dimensions, as well, are personal
characteristics, reinforcing the truism that trust must begin with the personal
characteristics of an individual. However, how the individual leads in particular
situations will increase or diminish the trust that followers have initially placed in
the leader.

Chapter 17
Every individual employee in the organization plays a role in controlling
work activities. Do you agree or do you think that control is something
that only managers are responsible for? Explain.
Every individual employee plays a role in controlling the quality of goods and
services produced by their company, particularly in organizations where employees
have been empowered by management. Even in organizations where employees
have not been extensively empowered, employees play a role in measuring,
comparing, and correcting performance. In any case, managers remain responsible
for establishing and maintaining standards, approaches, and guidelines for
measuring, comparing, and correcting the work of the organization.