CHAPTER 6:

Answers to Review and Discussion Questions

1. Why is decision making often described as the essence of a manager’s job?

Decision making is described as the essence of a manager’s 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 organization’s culture influence the way managers make decisions?

An organization’s 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 that’s 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, it’s important to be able to adapt to the situation you are
confronted with.
5. “As managers use computers and software tools more often, they’ll 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 I’m 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 want’s for breakfast and after his response Rosie, the robot housekeeper, pulls out a
square object and puts it in his mouth. (The Jetson’s, 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 today’s 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. “They’re 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 don’t, 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, they’ll 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 today’s world with the
rationality and bounded rationality models of decision making, or can they? Explain.
A balance is required. Under today’s business conditions (such as intense time pressure and higher
degrees of risk and uncertainty), managers must practice sound decision-making approaches. Knowing
when it’s 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 today’s 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 don’t 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 manager’s 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 today’s 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-for-
profit 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

organization’s 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 pro­green 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 manager’s ability to make sound strategic management
decisions as he/she faces continuously changing environmental conditions.

Chapter 9

1. Can an organization’s structure be changed quickly? Why or

why not?

The speed with which structural changes can be implemented depends partly
upon an organization’s 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 organization’s work to be done anywhere at any time, is
organizing still an important managerial function? Why or why not?

Although an organization’s 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 devil’s advocate, attempting to change the group’s 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 manager’s 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. What’s 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 people’s 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 manager’s 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 self-monitoring
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 isn’t 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 receiver’s 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 DON’T 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 sender’s 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 manager’s 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 leader’s 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 theory—the leader’s 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 leader’s 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 employee—environmental 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 individual’s 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, self-assured, 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 student’s 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 individual’s 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.