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Developing Management Skills, 8e (Whetten/Cameron) Chapter 8 Empowering and Delegating

1) Empowerment is viewed as a "pull" strategy, which involves managers designing a work situation so that it energizes and provides intrinsic encouragement to employees.Answer: TRUEExplanation: This is in contrast to the push strategy, in which managers induce employees to respond in desirable ways through incentives and influence techniques. Diff: 2 Page Ref: 443Topic: Empowering and DelegatingSkill: Recall

2) Empowering others is neither easy nor natural for managers and does not require a great amount of self-sacrifice. Indeed, managers can actually multiply their own effectiveness through empowerment.Answer: TRUEExplanation: We aren't born knowing how to empower peopleit is an entirely learned skill. Though empowerment requires that managers relinquish some degree of control and personal power, it can result in greater returns both for the individual manager and the organization.Diff: 1 Page Ref: 443Topic: Empowering and DelegatingSkill: Recall

3) You see changes on the horizon for your company. You're the type of person who is flexible, autonomous, and forward thinking. Most of your co-workers will react to the upcoming change by becoming flexible in their work and demanding more autonomy.Answer: FALSEExplanation: Instead of becoming adaptable, flexible, autonomous, and self-managing, individuals in rapidly changing, complex environments tend to behave in opposite ways than they should in order to succeed. Both managers and employees tend to become less flexible, less adaptable, less autonomous, less self-managing, more stable, more rigid, and more defensive when they face turbulence and change.Diff: 2 Page Ref: 444Topic: Management Dilemma Involving EmpowermentSkill: Understanding

4) Your work environment is changing rapidly. These are exciting times. Chances are your co-workers discuss what worked best in the past and wait for the boss to make the decisions.Answer: TRUEExplanation: This is due to the threat-rigidity response. People rely on previous successes and become less self-managing. Diff: 2 Page Ref: 444Topic: Management Dilemma Involving EmpowermentSkill: Recall

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5) As a manager, Bill understands the concept of empowerment. He recognizes he can empower his employees by creating circumstances in which his employees feel empowered.Answer: TRUEExplanation: Bill cannot actually empower his employeesin contrast to power, which is external in origin, empowerment originates internally. Bill has understood this conceptthat to create empowerment he can only change the circumstances and let his employees do the rest. Diff: 3 Page Ref: 445Topic: The Meaning of EmpowermentSkill: Recall

6) Empower involves trade-offsif some people feel empowered, others will not experience it.Answer: FALSEExplanation: Power involves trade-offs, not empowerment. If someone increases in power, someone else will decrease in power. An increase in one's empowerment will not decrease the empowerment potential of others.Diff: 1 Page Ref: 445-446Topic: The Meaning of EmpowermentSkill: Recall

7) The concept of empowerment has been around for decades as evidenced by the Civil Rights movement of the 1960s.Answer: TRUEExplanation: The word empowerment only came about in the 1980s. However, this management concept has its roots in psychology and sociology, a connection that goes back over 100 years. Sociologists tend to believe that notions of empowerment have been fundamental to most rights movements, including civil rights, women's rights, and gay rights. Diff: 1 Page Ref: 446Topic: Historical Roots of EmpowermentSkill: Recall

8) The concept of empowerment is relatively new. It is associated with the events of the 1980s and 1990sthe emergence of an emphasis on employee participation and the use of teams in the workplace.Answer: FALSEExplanation: The concept of empowerment is not new. The emergence of an emphasis on employee participation and the use of teams in the workplace are merely a continuation of earlier themes found in psychology, sociology, and theology.Diff: 2 Page Ref: 446Topic: Historical Roots of EmpowermentSkill: Recall


9) The dimension of empowerment that would help a person overcome a smoking addiction is self-determination.Answer: FALSEExplanation: The dimension of empowerment that would help a person overcome a smoking addiction is self-efficacy, or a sense of personal competence. Self-determination refers to a sense of personal choice. Diff: 2 Page Ref: 447-448Topic: Dimensions of EmpowermentSkill: Recall

10) People that take the initiative and like to try out new ideas would probably score high on the self-determination dimension of empowerment.Answer: TRUEExplanation: People feel self-determined when they can voluntarily and intentionally involve themselves in tasks. This brings about a sense of freedom and responsibility for their activities. Diff: 1 Page Ref: 448Topic: Dimensions of EmpowermentSkill: Recall

11) Kenneth derives a great deal of satisfaction from work and has decided to open his own motorcycle store. He would probably score high on the self-determination dimension of empowerment.Answer: TRUEExplanation: Self-determined individuals experience a sense of choice in initiating and regulating their actions. They see themselves as proactive self-starters. Diff: 3 Page Ref: 448Topic: Dimensions of EmpowermentSkill: Understanding

12) Your department is average in its performance. You believe if you were in charge, the department would perform above average. You would probably score highest on the self-efficacy dimension of empowerment.Answer: FALSEExplanation: You would probably score highest on the personal control or personal consequence dimension of empowerment. Personal consequence is an individual's belief in his or her ability to effect change in a desired direction.Diff: 3 Page Ref: 449Topic: Dimensions of EmpowermentSkill: Understanding


13) Alane is very passionate about her work for the American Cancer Society, experiencing a strong sense of self-worth from her job. Alane would probably score highest on the meaningful dimension of empowerment.Answer: TRUEExplanation: Meaningfulness refers to the extent to which the individual values the purpose or goals of the activity in which he or she is engaged. This creates a sense of purpose, passion, or mission. Diff: 2 Page Ref: 449-450Topic: Dimensions of EmpowermentSkill: Understanding

14) People who score high on the trust dimension of empowerment are more direct, open, honest, self-assured, and willing to cooperate with others.Answer: TRUEExplanation: People who have a sense of trust are confident that they will be treated fairly and equitably. It is a personal sense of security, despite the circumstances. Diff: 1 Page Ref: 450Topic: Dimensions of EmpowermentSkill: Recall

15) If you create a picture of the desired future through word pictures and moving language, you have satisfied the emotional arousal prescription for empowerment.Answer: FALSEExplanation: If you create a picture of the desired future through word pictures and moving language, you have satisfied the articulating clear vision and goals prescription for empowerment.Diff: 2 Page Ref: 452Topic: How to Develop EmpowermentSkill: Recall

16) Fostering personal mastery experiences is related to the self-efficacy dimension of empowerment.Answer: TRUEExplanation: More commonly known as a small-wins strategy, in which managers divide a larger task up into a series of smaller projects that can then be attacked individually. The smaller accomplishments generate a sense of movement, progress, and success. Diff: 2 Page Ref: 453Topic: How to Develop EmpowermentSkill: Understanding


17) You have recently been promoted to a managerial position and have been assigned a mentor who will provide you with guidance. The assignment of a mentor is related to the providing of information guideline of empowerment.Answer: FALSEExplanation: This is most closely related to the providing support guideline of empowerment.Diff: 3 Page Ref: 454Topic: How to Develop EmpowermentSkill: Recall

18) You write notes of praise to employees, as well as to their family members and co-workers, in recognition of noteworthy accomplishments. This most closely relates to providing support to encourage empowerment.Answer: TRUEExplanation: Providing support encompasses social and emotional support. If people are to feel empowered, managers should praise them, encourage them, express approval of them, and reassure them. Diff: 2 Page Ref: 464Topic: How to Develop EmpowermentSkill: Recall

19) You recently attended a Mary Kay Cosmetics regional meeting where you received a pink Cadillac for your achievements. This is most closely linked to modeling effective praise to foster empowerment.Answer: FALSEExplanation: This is most closely linked to providing emotional arousal to foster empowerment. It is also related to providing support.Diff: 3 Page Ref: 455Topic: How to Develop EmpowermentSkill: Understanding

20) You have decided to provide information to enhance empowerment among your employees. The information should be relevant to the employees' tasks and department.Answer: TRUEExplanation: Without the information necessary to carry out a task, employees will tend to feel discouraged and out of control. Giving them too much information is theoretically possible, but it is the exception rather than the norm.Diff: 1 Page Ref: 456Topic: How to Develop EmpowermentSkill: Recall


21) Joe implemented the following policy effective immediately: All employees have discretion to resolve customer complaints on the spot. This is most closely linked with creating confidence to foster empowerment.Answer: FALSEExplanation: This is most closely linked with connecting to outcomes to foster empowerment.Diff: 3 Page Ref: 457-458Topic: How to Develop EmpowermentSkill: Understanding

22) Many managers and employees are reluctant to accept empowerment, but they are even more reluctant to offer empowerment. If a rationale offered by management is "I'm willing to empower people, but when I do, they either mess things up or try to grab all the glory," the issue is a need for control.Answer: FALSEExplanation: In this case, the issue is personal insecurities, not a need for control.Diff: 2 Page Ref: 462Topic: Inhibitors to EmpowermentSkill: Recall

23) Julie is reluctant to embrace empowerment as her employees have not had the necessary training to accomplish the work assigned to her purchasing department. Her belief is likely based on her attitudes about her employees.Answer: TRUEExplanation: This impediment to empowerment arises out of a belief that the subordinates are not competent to accomplish the work, aren't interested in additional responsibility, or are already overloaded. Diff: 3 Page Ref: 462Topic: Inhibitors to EmpowermentSkill: Understanding

24) After you have arrived at work, your boss e-mails some tasks she would like for you to do by the end of the day. Your boss practices the wait to be told initiative.Answer: TRUEExplanation: "Wait to be told" means that the subordinate is supposed to take action only after specific directions are given. This is the least empowering form of delegation because it permits no initiative on the part of the subordinate. Diff: 3 Page Ref: 467Topic: Delegating WorkSkill: Understanding

25) You are excited. You have a course of action for the problem. You are just waiting for your boss to give the okay. Your boss practices the ask what to do initiative.Answer: FALSEExplanation: Your boss practices the recommend and then take action initiative.Diff: 2 Page Ref: 467Topic: Delegating WorkSkill: Understanding


26) The rule of thumb in delegation is to match the amount of responsibility given with the amount of authority provided. Though you retain ultimate accountability, you delegate prime accountability.Answer: TRUEExplanation: If subordinates are to be successful, they must have as much authority as they need to accomplish the tasks assigned to them. On the other hand, managers must also take care not to delegate more authority than responsibility. Such a mismatch leads to lack of accountability, potential abuses of power, and confusion on the part of the subordinates. Ultimate accountability is final responsibility for accomplishing a task. This cannot be delegated. However, when you delegate appropriate authority, you give the employee responsibility for producing the desired short-term results. Diff: 1 Page Ref: 468Topic: Delegating WorkSkill: Recall

27) Delegation works best when the manager uses it as a tool to relieve his or her stress and workload.Answer: FALSEExplanation: Delegation works best when managers delegate before they have to, not when they are under pressure or stress.Diff: 1 Page Ref: 469Topic: Delegating WorkSkill: Recall

28) A team has just outlined its approach to a problem. Part of its plan is to have the team members' manager closely monitor the daily tasks. The manager should discourage this approach and remind the team the project is its responsibility, but he is available for assistance.Answer: TRUEExplanation: Excessive supervision (even if desired by employees) ultimately destroys the five dimensions of empowerment. The primary goal of delegation is accomplishment of the task, not use of the manager's preferred procedures. Diff: 3 Page Ref: 469Topic: Delegating WorkSkill: Application

29) In deciding how to delegate, you should begin with the end in mind and focus accountability on the process.Answer: FALSEExplanation: In deciding how to delegate, you should begin with the end in mind and focus accountability on the results.Diff: 2 Page Ref: 465-469Topic: Delegating WorkSkill: Recall


30) The principles of empowerment and empowered delegation are applicable across most, if not all, cultures.Answer: TRUEExplanation: This is true because the five principles of empowerment are connected to fundamental human needs that transcend national or ethnic cultures. Diff: 1 Page Ref: 472Topic: International CaveatsSkill: Recall

31) A manager remarks to you, "Empowerment means providing freedom for people to do successfully what you, the manager, want them to do." How should you respond?A) You should agree.B) You should disagree.C) You should wait before you respond.Answer: BExplanation: A) Incorrect. Empowerment means providing freedom for people to do successfully what they want to do rather than getting them to do what you want them to do. It is a theory of internal, rather than external, motivation. B) Correct. Empowerment means providing freedom for people to do successfully what they want to do rather than getting them to do what you want them to do. It is a theory of internal, rather than external, motivation. C) Incorrect. Waiting only delays the response.Diff: 1 Page Ref: 443Topic: Empowering and DelegatingSkill: Recall

32) A peer has asked you about empowerment. Which is the best summary statement to share with your peer?A) "Essentially, workers accomplish tasks because they are intrinsically attracted to them."B) "Essentially, workers accomplish the tasks because of the extrinsic rewards offered to them."C) "Essentially, empowerment and Theory X are the same."D) "Essentially, empowerment is just a fancy word for delegate."Answer: AExplanation: A) Correct. This is in contrast to the belief that workers accomplish tasks because of external rewards or motivators. B) Incorrect. Empowerment focuses on intrinsic rather than extrinsic motivation.C) Incorrect. Empowerment focuses on intrinsic (Theory Y) rather than extrinsic (Theory X) motivation.D) Incorrect. Delegation is one form of empowerment, but it is not the only form.Diff: 1 Page Ref: 443Topic: Empowering and DelegatingSkill: Recall


33) You are the CEO of Sugar Land Light & Power. In reading the Wall Street Journal, you notice the editors have forecasted an unstable and unpredictable environment for the utility industry for the next 10 years. You also suspect a lot of change. What should you do?A) Empower your employees, arrange for more self-managing work teams, and broaden participation and accountabilityB) Maintain control and issue top-down mandates regarding strategy and directionC) Revisit company policies with both management and employeesD) Do nothing; wait until problems surfaceAnswer: AExplanation: A) Correct. Instability and unpredictability call for a more flexible, empowered workforce. The worker's flexibility must match the flexibility of the environment. These actions will help unlock the success potential of your employees. B) Incorrect. Instability and unpredictability call for a more flexible, empowered workforce rather than a rigid management style. This is despite the tendency (threat-rigidity response) to retain power in the face of uncertainty and instability.C) Incorrect. This approach does not go far enough to address the company's ability to survive the impending changes.D) Incorrect. Reacting to problems is less effective than avoiding them in the first place.Diff: 3 Page Ref: 443-444Topic: A Management Dilemma Involving EmpowermentSkill: Application

34) The software product in the company you manage is a non-Windows application. A recent article in a computer magazine predicts that 90 percent of all software utilized in business in the next five years will be a Windows application. What should you do?A) Do nothing; who can predict the future?B) Maintain control and issue top-down mandates regarding strategy and directionC) Empower employees, arrange for self-managing work teams, and broaden participation and accountabilityD) Revisit company policies with both management and employeesAnswer: CExplanation: A) Incorrect. Avoiding a potential problem does not mean that it does not exist.B) Incorrect. The instability and unpredictability with regard to your choice of software call for a more flexible, empowered workforce rather than a rigid management style.C) Correct. The instability and unpredictability with regard to your choice of software call for a more flexible, empowered workforce rather than a rigid management style.D) Incorrect. This approach is top-down and does not go far enough to address the company's ability to manage the potential software issue.Diff: 3 Page Ref: 444Topic: A Management Dilemma Involving EmpowermentSkill: Application


35) You notice in your company people are habitual in their behavior. They appear to be narrow minded, and there is little innovation in their ideas. What are you most likely experiencing?A) Experiencing the outcomes of empowermentB) Experiencing the outcomes of delegationC) Experiencing attributes that emerge in both managers and employees during times of change and uncertaintyD) Experiencing uncommon behavior for changing timesAnswer: CExplanation: A) Incorrect. Empowered employees are able to break unproductive habits, think broadly, and generate innovative ideas.B) Incorrect. This is symptomatic of typical responses to uncertainty or change. Delegation actually increases empowerment and gives rise to innovative, creative, and broad-minded employees. C) Correct. Change and uncertainty elicit the threat-rigidity response, which is that people tend to revert to prior habits and become more conservative when they experience uncertainty in the work environment.D) Incorrect. The threat-rigidity response is that people tend to revert to prior habits and become more conservative when they experience uncertainty in the work environment.Diff: 2 Page Ref: 444Topic: A Management Dilemma Involving EmpowermentSkill: Understanding

36) A co-worker recently returned from a management seminar. She notes that empowerment is nothing more than giving employees autonomy. How should you respond?A) "I agree."B) "I believe empowerment also encompasses the capacity to accomplish a task."C) "I believe empowerment relates to self-efficacy and task accomplishment."D) "I believe empowerment improves team building through centralized decision making."Answer: CExplanation: A) Incorrect. Empowerment is not merely giving power to someone. It is fostering a positive attitude about task accomplishment and self-efficacy.B) Incorrect. This answer is partially correct, but empowerment also relates to self-efficacy.C) Correct. Empowerment is focused both on results and on the means (providing freedom to employees) of accomplishing those results. D) Incorrect. Rather than being characterized by centralized decision making, empowerment gives individuals decision-making power. Centralized decision making actually reduces empowerment levels, which employees perceive. Diff: 2 Page Ref: 443Topic: The Meaning of EmpowermentSkill: Application


37) After attending a management seminar on empowerment, you have decided to issue a memo telling your employees they are now empowered. Will this work?A) Yes, you can give someone empowerment.B) No, most people want to avoid the responsibilities associated with empowerment.C) No, a manager cannot empower others, but he can help them empower themselves.Answer: CExplanation: A) Incorrect. You may give someone power, but that does not empower them. True empowerment is an individual decision and choice. Managers can only facilitate it by creating conditions ideal for self-empowerment. B) Incorrect. People tend to seek responsibility, which comes along with empowermentit gives them self-control, self-importance, and self-liberation.C) Correct. True empowerment is an individual decision and choice. Managers can only facilitate it by creating conditions ideal for self-empowerment. Diff: 2 Page Ref: 445Topic: The Meaning of EmpowermentSkill: Understanding


38) The concept of empowerment (1) is a recent phenomenon, (2) has roots in the disciplines of psychology, sociology, and theology, and (3) has been around for decades. Which statements are correct?A) All three statements are correct.B) Only statements 1 and 2 are correct.C) Only statements 2 and 3 are correct.D) Only statements 1 and 3 are correct.E) Only statement 3 is correct.Answer: CExplanation: A) Statement 1 is incorrect. The concept of empowerment has been around for hundreds of years. Statement 2 is correct. Empowerment (or similar concepts) is at the root of social, political, and religious rights movements. Statement 3 is correct. Empowerment was introduced to the management literature in the 1950s.B) Statement 1 is incorrect. The concept of empowerment has been around for hundreds of years. Statement 2 is correct. Empowerment (or similar concepts) is at the root of social, political, and religious rights movements. Statement 3 is correct. Empowerment was introduced to the management literature in the 1950s.C) Correct. Statement 1 is incorrect. The concept of empowerment has been around for hundreds of years. Statement 2 is correct. Empowerment (or similar concepts) is at the root of social, political, and religious rights movements. Statement 3 is correct. Empowerment was introduced to the management literature in the 1950s.D) Statement 1 is incorrect. The concept of empowerment has been around for hundreds of years. Statement 2 is correct. Empowerment (or similar concepts) is at the root of social, political, and religious rights movements. Statement 3 is correct. Empowerment was introduced to the management literature in the 1950s.E) Statement 1 is incorrect. The concept of empowerment has been around for hundreds of years. Statement 2 is correct. Empowerment (or similar concepts) is at the root of social, political, and religious rights movements. Statement 3 is correct. Empowerment was introduced to the management literature in the 1950s.Diff: 1 Page Ref: 450Topic: Historical Roots of EmpowermentSkill: Recall


39) According to the text authors, why do people seek social change?A) To gain powerB) To increase access to empowered conditionsC) To satisfy their need for controlD) To remove personal insecuritiesAnswer: BExplanation: A) Incorrect. Though redistribution of power may be a byproduct of social change, people seek social change (including freedoms) to increase their access to empowered conditions, not to gain power.B) Correct. This comes about as factors that discourage empowerment (discrimination, prejudice, mistreatment) give way to personal freedoms and self-determination.C) Incorrect. Though individuals seek control of their own circumstances, it is not a need for control that motivates social change. People seek social change (including freedoms) to increase their access to empowered conditions.D) Incorrect. Personal insecurities are not motivators of social change. People seek social change (including freedoms) to increase their access to empowered conditions.Diff: 2 Page Ref: 446Topic: Historical Roots of EmpowermentSkill: Recall

40) You are the leader of a work team. Having returned from a seminar on empowerment, you wonder if empowerment would work for your team. Which dimension listed is considered to be the most important in determining whether empowerment will work?A) MeaningfulnessB) Perceived competenceC) TrustD) Self-determinationE) Personal controlAnswer: BExplanation: A) Incorrect. Though meaningfulness is important, having a sense of self-efficacy determines whether people will try and persist in attempting to accomplish a difficult task.B) Correct. Having a sense of self-efficacy (a belief in one's own competence) determines whether people will try and persist in attempting to accomplish a difficult task.C) Incorrect. Though trust is important, having a sense of self-efficacy determines whether people will try and persist in attempting to accomplish a difficult task.D) Incorrect. Though self-determination is important, having a sense of self-efficacy determines whether people will try and persist in attempting to accomplish a difficult task.E) Incorrect. Though personal control is important, having a sense of self-efficacy determines whether people will try and persist in attempting to accomplish a difficult task.Diff: 3 Page Ref: 447Topic: Dimensions of EmpowermentSkill: Understanding


41) If you have a basic level of competence, a willingness to put forth effort to accomplish a task, and the absence of overwhelming inhibitors to success, then which would you probably score high in?A) Self-efficacyB) Self-determinationC) Personal consequenceD) MeaningfulnessE) TrustAnswer: AExplanation: A) Correct. Self-efficacy is a feeling that one possesses the capability and competence to perform a task successfully. This gives rise to a willingness to put forth effort. B) Incorrect. Self determination refers to having a sense of personal choice. These traits are more typical of self-efficacy than self-determination.C) Incorrect. Personal consequence refers to a sense of having an impact. These traits are more typical of self-efficacy than personal consequence.D) Incorrect. Meaningfulness refers to having a sense of value in a particular activity or pursuit. These traits are more typical of self-efficacy than meaningfulness.E) Incorrect. Trust refers to having a sense of personal security. These traits are more typical of self-efficacy than trust.Diff: 2 Page Ref: 447Topic: Dimensions of EmpowermentSkill: Recall


42) You have noticed that Hillary has maintained a consistently high level of work performance for the past five years. What can you most likely deduce about Hillary?A) She has a strong sense of job security.B) She has a strong sense of personal control.C) She has a strong sense of trust.D) She has a strong sense of self-determination.Answer: DExplanation: A) Incorrect. High levels of work performance and job satisfaction (as shown by the fact that she has maintained this level for five years) are strong indicators of self-determination. Other indicators include innovation, lower levels of job strain, and less alienation in the work environment.B) Incorrect. High levels of work performance and job satisfaction (as shown by the fact that she has maintained this level for five years) are strong indicators of self-determination. Other indicators include innovation, lower levels of job strain, and less alienation in the work environment.C) Incorrect. High levels of work performance and job satisfaction (as shown by the fact that she has maintained this level for five years) are strong indicators of self-determination. Other indicators include innovation, lower levels of job strain, and less alienation in the work environment.D) Correct. High levels of work performance and job satisfaction (as shown by the fact that she has maintained this level for five years) are strong indicators of self-determination. Other indicators include innovation, lower levels of job strain, and less alienation in the work environment.Diff: 3 Page Ref: 448Topic: Dimensions of EmpowermentSkill: Understanding


43) People that have a high internal locus of control are likely to score high on which dimension of empowerment?A) Self-efficacyB) Self-determinationC) Personal consequenceD) MeaningfulnessE) TrustAnswer: BExplanation: A) Incorrect. Internal locus of control means that an individual feels that he or she chooses his/her destiny through his/her decisions. This is more indicative of self-determination (having a choice) than self-efficacy (feeling competent).B) Correct. Internal locus of control means that an individual feels that he or she chooses his/her destiny through his/her decisions. This is indicative of self-determination (the sense of having a choice).C) Incorrect. Internal locus of control means that an individual feels that he or she chooses his/her destiny through his/her decisions. This is more indicative of self-determination (having a choice) than personal consequence (a feeling that one can have an impact).D) Incorrect. Internal locus of control means that an individual feels that he or she chooses his/her destiny through his/her decisions. This is more indicative of self-determination (having a choice) than meaningfulness (the activity complements their value system).E) Incorrect. Internal locus of control means that an individual feels that he or she chooses his/her destiny through his/her decisions. This is more indicative of self-determination (having a choice) than trust (confidence that they will be treated fair and equitably).Diff: 1 Page Ref: 448Topic: Dimensions of EmpowermentSkill: Recall


44) If you believe that through your actions you can influence what happens, you would probably score high on which dimension of empowerment?A) Self-efficacyB) Self-determinationC) Personal consequenceD) MeaningfulnessE) TrustAnswer: CExplanation: A) Incorrect. Self-efficacy refers to an individual's feelings about his/her competence. A feeling that action leads to result refers to personal consequence as a contributor to empowerment. B) Incorrect. Self-determination refers to an individual's feeling about his/her ability to make choices. A feeling that action leads to result refers to personal consequence as a contributor to empowerment. C) Correct. A feeling that action leads to result refers to personal consequence as a contributor to empowerment. D) Incorrect. Meaningfulness refers to an individual's feeling that his/her activities fulfill his/her set of values. A feeling that action leads to result refers to personal consequence as a contributor to empowerment. E) Incorrect. Trust refers to an individual's feeling that he/she will be treated fairly. A feeling that action leads to result refers to personal consequence as a contributor to empowerment. Diff: 1 Page Ref: 449Topic: Dimensions of EmpowermentSkill: Recall

45) Which dimension of empowerment would most likely be experienced by people who join the Peace Corps in order to help poor people in the world live a better life?A) MeaningfulnessB) ControlC) Self-determinationD) CompetencyE) TrustAnswer: AExplanation: A) Correct. Meaningfulness refers to the extent to which an individual values the goal or activity in which he or she is engaged. B) Incorrect. The question refers to individuals who seek a particular activity for its stated end results, not because they seek control over the process or outcomes.C) Incorrect. Self-determination refers to an individual's feeling about his/her ability to make choices. D) Incorrect. Competency (i.e. self-efficacy) focuses on whether an individual feels capable of accomplishing certain tasks, not the end result itself.E) Incorrect. Trust refers to an individual's feeling that he/she will be treated fairly.Diff: 3 Page Ref: 449-450Topic: Dimensions of EmpowermentSkill: Understanding


46) The intrinsic value of the job is directly tied to which dimension of empowerment?A) Self-efficacyB) Self-determinationC) Personal consequenceD) MeaningE) TrustAnswer: DExplanation: A) Incorrect. Self-efficacy is tied to a sense of personal competence. Intrinsic value on the job is experienced by those who care about and believe in what they are doing. This is defined as meaningfulness. B) Incorrect. Self-determination is tied to a sense of personal choice. Intrinsic value on the job is experienced by those who care about and believe in what they are doing. This is defined as meaningfulness. C) Incorrect. Personal consequence is defined as a sense of having impact. Intrinsic value on the job is experienced by those who care about and believe in what they are doing. This is defined as meaningfulness. D) Correct. Intrinsic value on the job is experienced by those who care about and believe in what they are doing. This is defined as meaningfulness. E) Incorrect. Trust is tied to a sense of personal security. Intrinsic value on the job is experienced by those who care about and believe in what they are doing. This is defined as meaningfulness. Diff: 2 Page Ref: 449-450Topic: Dimensions of EmpowermentSkill: Recall

47) You are looking for a team player, a person who will try to get along with others on the team. Which dimension of empowerment would demonstrate this trait best?A) Self-efficacyB) Self-determinationC) Personal consequenceD) MeaningfulnessE) TrustAnswer: EExplanation: A) Incorrect. An individual with a high level of self-efficacy may feel most confident about his or her ability to perform a given task, but a trusting individual would most be able to facilitate team relationships.B) Incorrect. An individual with a high level of self-determination feels able to make decisions, but a trusting individual would most be able to facilitate team relationships.C) Incorrect. An individual with a high level of personal consequence may feel that he or she can make a difference, but a trusting individual would most be able to facilitate team relationships.D) Incorrect. An individual with a high level of meaning may feel that his or her job makes a difference, but a trusting individual would most be able to facilitate team relationships.E) Correct. A trusting individual would most be able to facilitate team relationships because he or she maintains an assurance that the ultimate outcome of his or her actions will be justice and goodness.Diff: 2 Page Ref: 450Topic: Dimensions of EmpowermentSkill: Recall


Scenario: The following are personal assessment scores for George and Bill on the five core dimensions of empowerment. Use these scores to answer the following questions.

George BillSelf-efficacy Low HighSelf-determination Average HighPersonal consequence High LowMeaning High LowTrust Low Average

48) Which is an accurate interpretation of the personal assessment score results?A) George has a strong sense of impact.B) George has a strong sense of choice.C) George has a strong sense of competence.D) George is very secure.Answer: AExplanation: A) Correct. Sense of impact is one aspect of the personal consequence dimension of empowerment.B) Incorrect. George has only an average sense of choice (self-determination)C) Incorrect. George has a low sense of competence (self-efficacy)D) Incorrect. George has a low sense of security (trust).Diff: 3 Page Ref: 449Topic: Dimensions of EmpowermentSkill: Analysis/Evaluation

49) Which is an accurate interpretation of the personal assessment score results?A) George will attempt to accomplish a difficult task.B) Bill will attempt to accomplish a difficult task.C) George and Bill are good friends.D) Bill thinks his job fits very well with his personal values.Answer: BExplanation: A) Incorrect. George's low self-efficacy score means that he will avoid difficult tasks.B) Correct. Bill's willingness to accomplish a difficult task comes from his high self-efficacy.C) Incorrect. No information is given regarding whether George and Bill are friends.D) Incorrect. Bill's low meaningfulness score means that he does not feel a strong connection between work and his values.Diff: 3 Page Ref: 447Topic: Dimensions of EmpowermentSkill: Analysis/Evaluation


50) Which is an accurate interpretation of the personal assessment score results?A) Neither George nor Bill see themselves as proactive self-starters.B) Bill should demonstrate high levels of commitment to work.C) Both George and Bill seem to exhibit some level of external locus of control.D) Both George and Bill seem to exhibit some level of internal locus of control.Answer: DExplanation: A) Incorrect. Bill's high self-efficacy score means that he has a positive view of his own competence and is a likely self-starter.B) Incorrect. Bill's low meaningfulness score means that he does not believe his work has any great meaning in his life. Because of this, he will not be very committed to work.C) Incorrect. George and Bill scored average and high (respectively) on the self-determination aspect of empowerment. This indicates an internal, rather than external, locus of control.D) Correct. George and Bill scored average and high (respectively) on the self-determination aspect of empowerment. This indicates an internal locus of control.Diff: 3 Page Ref: 448Topic: Dimensions of EmpowermentSkill: Analysis/Evaluation

51) Which is an accurate interpretation of the personal assessment score results?A) George feels more passion for his work and is more innovative than Bill.B) Bill feels more passion for his work and is more innovative than George.C) Neither is passionate about their work.D) Both are passionate about their work.Answer: AExplanation: A) Correct. Level of passion for work and innovation are related to the meaningfulness dimension of empowerment. George experiences a high level of meaningfulness, while Bill experiences a low. B) Incorrect. George's high meaningfulness score indicates that he feels a strong emotional connection to his work. Bill's low score means that he does not.C) Incorrect. George's high meaningfulness score indicates that he feels a strong emotional connection to his work. D) Incorrect. George's high meaningfulness score indicates that he feels a strong emotional connection to his work. Bill's low score means that he does not.Diff: 3 Page Ref: 449-450Topic: Dimensions of EmpowermentSkill: Analysis/Evaluation


52) Which is an accurate interpretation of the personal assessment score results?A) George will probably play politics and have a hidden agenda.B) Both George and Bill have high ethical standards.C) Neither George nor Bill has ethical standards.D) Bill does not want to be a contributing part of the team.Answer: AExplanation: A) Correct. George's low trust score means that he does not trust his co-workers or superiors to be open and honest and is less likely to act that way himself.B) Incorrect. Bill's average trust score indicates that he has moderate ethical standards, but George's low trust score means that he does not trust his co-workers or superiors to be open and honest and is less likely to act that way himself. C) Incorrect. Bill's average trust score indicates that he has moderate (not low or nonexistent) ethical standards. D) Incorrect. Individuals who lack any sense of self-empowerment may lack a desire to contribute to the team. Though Bill has some low empowerment scores, he also has two high and one average score. Diff: 3 Page Ref: 450-451Topic: Dimensions of EmpowermentSkill: Analysis/Evaluation

53) Which does a large bureaucracy most likely do?A) Encourage efficiencyB) Cause feelings of dependency and inadequacyC) Influence neither way (toward or away from) feelings of empowermentAnswer: BExplanation: A) Incorrect. Bureaucracy may be efficient in some cases, but it is not the most likely outcome, especially because it tends to stifle creativity and initiative. B) Correct. Because bureaucracy encourages dependence and submission, it tends to have a negative impact on feelings of empowerment.C) Incorrect. Because bureaucracy encourages dependence and submission, it tends to have a negative impact on feelings of empowerment.Diff: 1 Page Ref: 451Topic: How to Develop EmpowermentSkill: Recall


54) The guideline to articulate a clear vision and goals is related to which dimension(s) of empowerment?A) All five dimensions are related.B) Self-efficacy, self-determination, and personal consequence are related.C) Self-determination, personal consequence, and meaningfulness are related.D) Trust is related.E) Trust and self-efficacy are related.Answer: CExplanation: A) Incorrect. Clear visions and goals engender a higher degree of self-determination, personal consequence, and meaningfulness because they help individuals see available alternatives, understand how they can influence outcomes, and grasp the importance of the goals. Clear goals and vision are not as directly related to trust and self-efficacy.B) Incorrect. Clear visions and goals engender a higher degree of self-determination, personal consequence, and meaningfulness because they help individuals see available alternatives, understand how they can influence outcomes, and grasp the importance of the goals. Clear goals and vision are not as directly related to trust and self-efficacy.C) Correct. Clear visions and goals engender a higher degree of self-determination, personal consequence, and meaningfulness because they help individuals see available alternatives, understand how they can influence outcomes, and grasp the importance of the goals. Clear goals and vision are not as directly related to trust and self-efficacy.D) Incorrect. Clear visions and goals engender a higher degree of self-determination, personal consequence, and meaningfulness because they help individuals see available alternatives, understand how they can influence outcomes, and grasp the importance of the goals. Clear goals and vision are not as directly related to trust and self-efficacy.E) Incorrect. Clear visions and goals engender a higher degree of self-determination, personal consequence, and meaningfulness because they help individuals see available alternatives, understand how they can influence outcomes, and grasp the importance of the goals. Clear goals and vision are not as directly related to trust and self-efficacy.Diff: 2 Page Ref: 452-453Topic: How to Develop EmpowermentSkill: Recall


55) Which is an attribute of a measurable goal?A) Associated with observable behaviorB) Associated with overall purposes of the organizationC) Time-boundD) Associated with outcome criteriaE) Associated with challenging tasksAnswer: DExplanation: A) Incorrect. Measurable goals are associated with outcome criteria such that they can be assessed objectively and the degree of accomplishment can be determined. Association with observable behavior is an attribute of a specific goal. B) Incorrect. Measurable goals are associated with outcome criteria such that they can be assessed objectively and the degree of accomplishment can be determined. Goals that are associated with the overall purposes of an organization are aligned goals.C) Incorrect. Measurable goals are associated with outcome criteria such that they can be assessed objectively and the degree of accomplishment can be determined. Time-bound goals, on the other hand, specify a time for accomplishing the goal. D) Correct. Measurable goals are associated with outcome criteria such that they can be assessed objectively and the degree of accomplishment can be determined. E) Incorrect. Measurable goals are associated with outcome criteria such that they can be assessed objectively and the degree of accomplishment can be determined.Diff: 2 Page Ref: 453Topic: How to Develop EmpowermentSkill: Understanding


56) Your boss states, "To foster empowerment, you should provide individuals with a large difficult task at the beginning. The theory is if they can master this difficult task first, this will encourage feelings of empowerment." He then asks for your comment. How should you respond?A) "I agree."B) "I disagree, the key is to start with easy tasks."C) "It depends."D) None of the answer choices are correct.Answer: BExplanation: A) Incorrect. Breaking large tasks into limited, divisible units can often be effective. These tasks create opportunities for "small wins" that can generate a sense of movement, progress, and success. This recognition generates momentum that leads people to feel empowered and capable. B) Correct. Breaking large tasks into limited, divisible units can often be effective. These tasks create opportunities for "small wins" that can generate a sense of movement, progress, and success. This recognition generates momentum that leads people to feel empowered and capable. C) Incorrect. Breaking large tasks into limited, divisible units can often be effective. These tasks create opportunities for "small wins" that can generate a sense of movement, progress, and success. This recognition generates momentum that leads people to feel empowered and capable. D) Incorrect. Breaking large tasks into limited, divisible units can often be effective. These tasks create opportunities for "small wins" that can generate a sense of movement, progress, and success. This recognition generates momentum that leads people to feel empowered and capable. Diff: 3 Page Ref: 453Topic: How to Develop EmpowermentSkill: Application

57) You coach high school sports. Your team has lost 37 games in a row prior to your arrival. Having returned from an empowerment seminar, you decide what is best for your players is to model the correct behaviors. Which is best?A) Invite players from the 1972 state championship team to talk to your playersB) Demonstrate the desired behaviors yourself (you were an all-stater after all)C) Discuss with the team about going undefeated next yearD) Invite players from the 1972 state championship team to talk to your team and demonstrate the desired behaviors yourself (you were an all-stater)Answer: DExplanation: A) Incorrect. This approach demonstrates only one aspect of modeling: facilitating contact with visible role models. Another good option you could use in conjunction is demonstrating the desired behaviors yourself.B) Incorrect. This approach demonstrates only one aspect of modeling: demonstrating the desired behaviors yourself. Another good option you could use in conjunction is facilitating contact with visible role models.C) Incorrect. An inspirational speech about going undefeated is not a form of modeling.D) Correct. This approach demonstrates two aspects of modeling: (1) serving as a role model and (2) facilitating contact with visible role models. Diff: 3 Page Ref: 454Topic: How to Develop EmpowermentSkill: Application


58) The guideline to model the behaviors you want others to achieve is related to which dimension(s) of empowerment?A) All five dimensions are related.B) Self-efficacy and self-determination are related.C) Self-efficacy and meaningfulness are related.D) Self-efficacy and trust are related.E) Only self-efficacy is related.Answer: DExplanation: A) Incorrect. Modeling fosters higher levels of self-efficacy (feelings of competence) and trust because it provides a forceful impetus for others to believe that they, too, can succeed. B) Incorrect. Modeling fosters higher levels of self-efficacy (feelings of competence) and trust because it provides a forceful impetus for others to believe that they, too, can succeed. C) Incorrect. Modeling fosters higher levels of self-efficacy (feelings of competence) and trust because it provides a forceful impetus for others to believe that they, too, can succeed. D) Correct. Modeling fosters higher levels of self-efficacy (feelings of competence) and trust because it provides a forceful impetus for others to believe that they, too, can succeed. E) Incorrect. Modeling fosters higher levels of self-efficacy (feelings of competence) and trust because it provides a forceful impetus for others to believe that they, too, can succeed. Diff: 2 Page Ref: 454Topic: How to Develop EmpowermentSkill: Recall

59) You have recently been promoted. In looking through the prior supervisor's records, you note that she had regular meetings with her employees both individually and as a team. The meetings seemed to focus on how important the individual's and the team's efforts were to the organization's objective. What was this supervisor good at?A) Providing supportB) Providing informationC) Providing resourcesD) Efficient with her timeAnswer: AExplanation: A) Correct. The prior supervisor was providing support by being available, responsive, and validating. B) Incorrect. The prior supervisor was providing not just information but supportby being available, responsive, and validating.C) Incorrect. The prior supervisor was providing support by being available, responsive, and validating.D) Incorrect. Though efficiency may have been a byproduct, the prior supervisor was providing support by being available, responsive, and validating.Diff: 3 Page Ref: 454Topic: How to Develop EmpowermentSkill: Understanding


60) You have decided to keep the work climate fun and use superlatives in providing feedback. Also, you plan to highlight the important impact that your employees' work will produce and you plan to try to foster activities that encourage friendships. You are doing what?A) Providing needed supportB) Providing information C) Arousing personal masteryD) Arousing positive emotionsAnswer: DExplanation: A) Incorrect. Providing support refers to providing the physical and emotional support needed so that an employee feels reassured and validated. A fun work climate and superlative positive feedback are aspects of the emotional arousal strategy. This induces a positive work environment by replacing negative emotions with positive ones.B) Incorrect. Providing information relates to providing information needed by others to accomplish their work. Here, the information and feedback you provide is not necessary to work tasks. A fun work climate and superlative positive feedback are aspects of the emotional arousal strategy. This induces a positive work environment by replacing negative emotions with positive ones.C) Incorrect. Personal mastery refers to the small-wins strategy for task accomplishment. A fun work climate and superlative positive feedback are aspects of the emotional arousal strategy. This induces a positive work environment by replacing negative emotions with positive ones.D) Correct. A fun work climate and superlative positive feedback are aspects of the emotional arousal strategy. This induces a positive work environment by replacing negative emotions with positive ones.Diff: 2 Page Ref: 455-456Topic: How to Develop EmpowermentSkill: Understanding


61) The guideline that fosters activities to encourage the formation of friendships and keeps the workplace environment fun and interesting is related to which dimension(s) of empowerment?A) All five dimensions are related.B) Self-efficacy and meaningfulness are related.C) Personal consequence is related.D) Trust is related.E) Meaningfulness is related.Answer: EExplanation: A) Incorrect. Fostering friendships and a fun social environment is the emotional arousal guideline. Another aspect of emotional arousal is that it can ensure that the purpose behind the work is clear. This clarity of purpose is related directly with meaningfulness. B) Incorrect. Fostering friendships and a fun social environment is the emotional arousal guideline. Another aspect of emotional arousal is that it can ensure that the purpose behind the work is clear. This clarity of purpose is related directly with meaningfulness. Self-efficacy is related more to an individual's feeling of personal competence, which is not directly affected by emotional arousal. C) Incorrect. Fostering friendships and a fun social environment is the emotional arousal guideline. Another aspect of emotional arousal is that it can ensure that the purpose behind the work is clear. This clarity of purpose is related directly with meaningfulness. D) Incorrect. Fostering friendships and a fun social environment is the emotional arousal guideline. Another aspect of emotional arousal is that it can ensure that the purpose behind the work is clear. This clarity of purpose is related directly with meaningfulness. E) Correct. Fostering friendships and a fun social environment is the emotional arousal guideline. Another aspect of emotional arousal is that it can ensure that the purpose behind the work is clear. This clarity of purpose is related directly with meaningfulness. Diff: 2 Page Ref: 455-456Topic: How to Develop EmpowermentSkill: Recall


62) In providing resources so that others may accomplish their work, if individuals believe they have the resources they need to be successful and they have the freedom to pursue what they want to accomplished, you have fostered a sense of of which dimension of empowerment?A) Self-efficacy and self-determinationB) Personal control and trustC) Personal control and meaningfulnessD) Self-determination and meaningfulnessAnswer: AExplanation: A) Correct. Self-efficacy means that an individual believes he or she is capable of achieving success, and self-determination means that an individual believes he or she can make decisions that lead to successful outcomes.B) Incorrect. Self-efficacy means that an individual believes he or she is capable of achieving success, and self-determination means that an individual believes he or she can make decisions that lead to successful outcomes. Trust is not implicated here, and personal control is not an aspect of empowerment (the correct term is self-determination).C) Incorrect. Self-efficacy means that an individual believes he or she is capable of achieving success, and self-determination means that an individual believes he or she can make decisions that lead to successful outcomes. Meaningfulness is not implicated here, and personal control is not an aspect of empowerment (the correct term is self-determination).D) Incorrect. Self-efficacy means that an individual believes he or she is capable of achieving success, and self-determination means that an individual believes he or she can make decisions that lead to successful outcomes. Meaningfulness is not implicated here.Diff: 2 Page Ref: 457Topic: How to Develop EmpowermentSkill: Recall

63) If you provide employees a budget that allows them the discretion to spend money on activities they consider important for completing the job successfully, you have utilized which guideline for developing empowerment?A) Providing informationB) Providing resourcesC) ModelingD) Providing supportAnswer: BExplanation: A) Incorrect. You have not provided the employees with information, but physical resources.B) Correct. You have provided employees with the raw materials (resources) needed to accomplish their tasks.C) Incorrect. You have not demonstrated any behavior. What you have done is provide individuals with the raw materials (resources) needed to accomplish their tasks.D) Incorrect. The providing support strategy refers to emotional and social support rather than physical resources. Diff: 2 Page Ref: 457Topic: How to Develop EmpowermentSkill: Understanding


64) The federal government has asked how your company plans to reduce pollution in your metropolitan area. You decide to organize a team (members from different departments) to handle the government's request. To increase a sense of empowerment, what should you do?A) Have them generate ideas for you to decideB) Treat them as a suggestion team and have them teach each other their jobC) Allow them to make the decision but tell them that you will handle how the decision will be implementedD) Allow them to make the decision and implement the solution as wellAnswer: DExplanation: A) Incorrect. One highly effective way to foster empowerment is to provide task identity, which means that you give employees the opportunity to accomplish the whole task. This answer choice is only part of a task and will not foster empowerment.B) Incorrect. One highly effective way to foster empowerment is to provide task identity, which means that you give employees the opportunity to accomplish the whole task. This answer choice is only part of a task and will not foster empowerment.C) Incorrect. One highly effective way to foster empowerment is to provide task identity, which means that you give employees the opportunity to accomplish the whole task. This answer choice is only part of a task and will not foster empowerment.D) Correct. This fosters empowerment by providing task identity, which means that you give employees the opportunity to accomplish the whole task. Diff: 3 Page Ref: 457-458Topic: How to Develop EmpowermentSkill: Application


65) You recently discovered that your brother-in-law paid $1,000 more in computer purchases than you budgeted. In your conversation with him, he explains the additional cost is because he ordered the screen saver with the flying toasters; he likes them better. You remark to your brother-in-law, "I don't hold you totally responsible because obviously you made the best decision you could given your limited intellect." As you slump into your chair, what should you decide concerning your relationship with your brother-in-law?A) You handled this little meeting quite well (he is still alive).B) You have been open and honest in your communications with him.C) He flaunted his expertise.D) You should exhibit a more caring and personal concern for him.Answer: DExplanation: A) Incorrect. You did not handle the meeting well at all. Your communication denigrated your brother-in-law as an individual and invalidated his point of view. You should exhibit more caring and personal concern.B) Incorrect. Your "openness and honesty" was in fact counterproductive. Your communication denigrated your brother-in-law as an individual and invalidated his point of view. You should exhibit more caring and personal concern.C) Incorrect. The passage does not indicate that your brother-in-law has flaunted any expertise. Because your communication denigrated your brother-in-law as an individual and invalidated his point of view, you should exhibit more caring and personal concern.D) Correct. Your communication denigrated your brother-in-law as an individual and invalidated his point of view. You should exhibit more caring and personal concern.Diff: 3 Page Ref: 459Topic: How to Develop EmpowermentSkill: Application


66) If your employees believe you are fair, dependable, caring, and honest, what empowerment dimension will increase?A) Self-efficacyB) Self-determinationC) Personal consequenceD) MeaningfulnessE) TrustAnswer: EExplanation: A) Incorrect. Fairness, caring, honesty, competence, and dependability all create confidence in you and contribute to an overall feeling of trust. Self-efficacy is your employees' belief that they are able to accomplish specific tasks.B) Incorrect. Fairness, caring, honesty, competence, and dependability all create confidence in you and contribute to an overall feeling of trust. Self-determination is your employees' belief that they are in control of their own actions.C) Incorrect. Fairness, caring, honesty, competence, and dependability all create confidence in you and contribute to an overall feeling of trust. Personal consequence means that your employees have a sense of personal impact in the workplace.D) Incorrect. Fairness, caring, honesty, competence, and dependability all create confidence in you and contribute to an overall feeling of trust. E) Correct. Fairness, caring, honesty, competence, and dependability all create confidence in you and contribute to an overall feeling of trust. Diff: 1 Page Ref: 458Topic: How to Develop EmpowermentSkill: Recall


67) Many managers and employees are reluctant to accept empowerment, but they are even more reluctant to offer empowerment. If a rationale offered by management is "I'm willing to empower my people, but they just won't accept the responsibility," what is the inhibitor?A) Attitudes about subordinatesB) Personal insecuritiesC) Need for controlD) Incompetent empowermentAnswer: AExplanation: A) Correct. If management believes that empowerment problems lie with the employees, then these attitudes themselves are likely inhibiting empowerment in the workplace. B) Incorrect. Personal insecurities as an inhibitor of empowerment refers to a manager's fear of losing recognition and rewards. If management believes that empowerment problems lie with the employees, then these attitudes themselves are likely inhibiting empowerment in the workplace. C) Incorrect. Need for control acts as an inhibitor of empowerment when the manager believes that absence of clear direction will lead to employee confusion and failure. If management believes that empowerment problems lie with the employees, then these attitudes themselves are likely inhibiting empowerment in the workplace. D) Incorrect. If management believes that empowerment problems lie with the employees, then these attitudes themselves are likely inhibiting empowerment in the workplace. Past negative experience with empowerment is not the most likely cause of the manager's inhibitions.Diff: 2 Page Ref: 462Topic: Inhibitors to EmpowermentSkill: Recall


68) Many managers and employees are reluctant to accept empowerment, but they are even more reluctant to offer empowerment. If a rationale offered by management is "I'm willing to empower people, but they require clear directions and a set of guidelines; otherwise, the lack of instruction leads to confusion," what is the inhibitor?A) Attitudes about subordinatesB) Personal insecuritiesC) Lack of trustD) Willingness to embrace changeE) Need for controlAnswer: EExplanation: A) Incorrect. Attitudes about subordinates inhibit empowerment when managers believe that subordinates are incompetent or uninterested. Managers who give clear directions and guidelines even as they attempt to empower their employees are exhibiting a high need for control that will likely inhibit the empowerment process.B) Incorrect. Personal insecurities as an inhibitor of empowerment refers to a manager's fear of losing recognition and rewards. Managers who give clear directions and guidelines even as they attempt to empower their employees are exhibiting a high need for control that will likely inhibit the empowerment process.C) Incorrect. Lack of trust can negatively affect his empowerment efforts (his employees may not accept them) but does not actually affect the manager's attitude about implementing the changes. Managers who give clear directions and guidelines even as they attempt to empower their employees are exhibiting a high need for control that will likely inhibit the empowerment process.D) Incorrect. Willingness to embrace change should actually promote, rather than inhibit, employee empowerment. Managers who give clear directions and guidelines even as they attempt to empower their employees are exhibiting a high need for control that will likely inhibit the empowerment process.E) Correct. Managers who give clear directions and guidelines even as they attempt to empower their employees are exhibiting a high need for control that will likely inhibit the empowerment process.Diff: 2 Page Ref: 462Topic: Inhibitors to EmpowermentSkill: Recall


69) When employees have been empowered without clear directions or resources, what have some of the results been?A) Increased performance and job satisfactionB) Increased depressionC) Increased alertness and increased mortalityD) Reduced stressAnswer: BExplanation: A) Incorrect. Lack of clear directions or resources is a form of incompetent empowerment that tends to lead to increased depression, heightened stress, decreased performance and job satisfaction, lowered alertness, and increased mortality.B) Correct. Lack of clear directions or resources is a form of incompetent empowerment that tends to lead to increased depression, heightened stress, decreased performance and job satisfaction, lowered alertness, and increased mortality.C) Incorrect. Lack of clear directions or resources is a form of incompetent empowerment that tends to lead to increased depression, heightened stress, decreased performance and job satisfaction, lowered alertness, and increased mortality.D) Incorrect. Lack of clear directions or resources is a form of incompetent empowerment that tends to lead to increased depression, heightened stress, decreased performance and job satisfaction, lowered alertness, and increased mortality.Diff: 2 Page Ref: 462Topic: Inhibitors to EmpowermentSkill: Recall

70) Your boss states, "Delegation usually refers to the assignment of a task, it is work focused. Empowerment, on the other hand, focuses on individuals' feelings." How should you respond?A) You should agree.B) You should disagree. Your boss has the definitions reversed.C) You should disagree. Your boss is describing competence and motivation.Answer: AExplanation: A) Correct. Empowerment refers to nonwork things such as feelings, emotions, and relationships, while delegation refers specifically to the assignment of a task.B) Incorrect. Empowerment refers to nonwork things such as feelings, emotions, and relationships, while delegation refers specifically to the assignment of a task.C) Incorrect. Empowerment refers to no-work things such as feelings, emotions, and relationships, while delegation refers specifically to the assignment of a task.Diff: 1 Page Ref: 463Topic: Delegating WorkSkill: Application


71) If delegation is competently administered, the results can produce the following for employees: a sense of competence,A) choice, and meaningfulness.B) choice, and personal consequence.C) choice, meaningfulness, personal consequence, and trust.D) meaningfulness, and trust.E) None of the answer choices is correct.Answer: CExplanation: A) Incorrect. These two are correct answers, but other effects of competent delegation include increased trust and feelings of personal consequence.B) Incorrect. These two are correct answers, but other effects of competent delegation include meaningfulness and trust.C) Correct. It also fosters an increased sense of commitment to the job and organization. D) Incorrect. These two are correct answers, but other effects of competent delegation include choice and personal consequence.E) Incorrect. In addition to competence, competently administered delegation can result in increased choice, meaningfulness, personal consequence, and trust.Diff: 1 Page Ref: 463-464Topic: Delegating WorkSkill: Recall

72) Your boss prefers that you act on your own initiative and report to her when the final results have been accomplished. Which initiative does your boss practice?A) Wait to be toldB) Recommend, then take actionC) Act, then reportD) Ask what to doAnswer: CExplanation: A) Incorrect. This is "act, then report" delegation. Wait to be told means that you do not act until given specific instructions and have no control over the timing or accomplishment of the task.B) Incorrect. This is "act, then report" delegation. Recommend, then take action means that you discuss possibilities with your manager, but then are subject to her decision making before acting on one of your recommendations. C) Correct. Act, then report means that subordinates are given the freedom to act on their own initiative, but are required to report to the manager immediately upon completion. D) Incorrect. This is "act, then report" delegation. Ask what to do means that you have discretion regarding the timing of a task, but ask your manager how to approach it.Diff: 1 Page Ref: 467Topic: Delegating WorkSkill: Understanding


73) "Why is the boss never around to give his approval when I have some ideas on how to approach the problem?" you think. Which initiative does your boss practice?A) Wait to be toldB) Act then reportC) Initiate action and report only routinelyD) Ask what to doAnswer: DExplanation: A) Incorrect. The fact that you have ideas about problem solving indicates that he permits you some independent thought rather than expecting you to wait until he tells you when and how to act.B) Incorrect. The fact that you have to wait until he approves your ideas indicates that you do not have autonomy to make significant decisions and report only on your results.C) Incorrect. The fact that you have to wait until he approves your ideas indicates that you do not have autonomy to make significant decisions and report only on your results.D) Correct. In this model, some discretion is given the subordinate with regard to the timing of the task, but not its content. Diff: 2 Page Ref: 467Topic: Delegating WorkSkill: Understanding

74) Your project is going well. As you daydream about your potential bonus, your secretary buzzes you to remind you of your weekly meeting with your boss over the project's status. Which initiative does your boss most likely practice?A) Ask what to doB) Recommend then take actionC) Initiate and report infrequentlyD) Wait to be toldAnswer: CExplanation: A) Incorrect. Your boss is inquiring about the status of an ongoing project, and you have a set meeting with him once a week. This indicates that he is not a micromanager and gives you some discretion in how to approach work problems. There is also no indication in the question that your boss is the decision-maker.B) Incorrect. Your boss is inquiring about the status of an ongoing project, and you have a set meeting with him once a week. This indicates that he is not a micromanager and gives you some discretion in how to approach work problems. There is also no indication in the question that your boss is the decision-maker.C) Correct. Your boss is inquiring about the status of an ongoing project, and you have a set meeting with him once a week. This indicates that he is not a micromanager and gives you some discretion in how to approach work problems. D) Incorrect. Your boss is inquiring about the status of an ongoing project, and you have a set meeting with him once a week. This indicates that he is not a micromanager and gives you some discretion in how to approach work problems. There is also no indication in the question that your boss is the decision-maker.Diff: 2 Page Ref: 467Topic: Delegating WorkSkill: Understanding


75) In delegation, managers must be clear about (1) deadlines, (2) how the task should be completed, and (3) the level of initiative expected. Which statements are correct?A) All three statements are correct.B) Only statements 1 and 2 are correct.C) Only statements 2 and 3 are correct.D) Only statements 1 and 3 are correct.Answer: DExplanation: A) Incorrect. Statement 1 is correct. Clarity with regard to deadlines decreases ambiguity and solidifies the manager's expectations for the assignment. Statement 2 is incorrect. Managers should be clear about the end goal of a work assignment, but should not micromanage all the details of completing it. Statement 3 is correct. Without knowing what level of initiative is expected, employees may under or overperform on the task.

B) Incorrect. Statement 1 is correct. Clarity with regard to deadlines decreases ambiguity and solidifies the manager's expectations for the assignment. Statement 2 is incorrect. Managers should be clear about the end goal of a work assignment, but should not micromanage all the details of completing it. Statement 3 is correct. Without knowing what level of initiative is expected, employees may under or overperform on the task. C) Incorrect. Statement 1 is correct. Clarity with regard to deadlines decreases ambiguity and solidifies the manager's expectations for the assignment. Statement 2 is incorrect. Managers should be clear about the end goal of a work assignment, but should not micromanage all the details of completing it. Statement 3 is correct. Without knowing what level of initiative is expected, employees may under or overperform on the task. D) Correct. Statement 1 is correct. Clarity with regard to deadlines decreases ambiguity and solidifies the manager's expectations for the assignment. Statement 2 is incorrect. Managers should be clear about the end goal of a work assignment, but should not micromanage all the details of completing it. Statement 3 is correct. Without knowing what level of initiative is expected, employees may under or overperform on the task. Diff: 1 Page Ref: 465-470Topic: Delegating WorkSkill: Recall


76) You understand the importance of two-way communication during the delegation process. What does this mean?A) That you, as the manager, should answer every detailed question and provide continual adviceB) That you, as the manager, provide information on a need to know time frameC) That you, as the manager, remain available for consultation and idea exchangeD) That you, as the manager, empathize totally with the process.Answer: CExplanation: A) Incorrect. Managers should remain available for consultation and exchange of ideas. Providing detailed answers to every question or providing continual advice can foster overdependence. B) Incorrect. Managers should remain available for consultation and exchange of ideas. Providing information on a need to know timeframe discourages them from asking questions and seeking important information regarding delegated assignments.C) Correct. Managers should remain available for consultation and exchange of ideas. Providing information on a need to know timeframe discourages them from asking questions and seeking important information regarding delegated assignments.D) Incorrect. Managers should remain available for consultation and exchange of ideas. Empathy is not directly related to the concept of two-way communication.Diff: 2 Page Ref: 468Topic: Delegating WorkSkill: Understanding

77) What can't the manager delegate?A) Prime accountabilityB) Ultimate accountabilityC) Central accountabilityD) Prime responsibilityAnswer: BExplanation: A) Incorrect. Prime accountability means that individual employees are personally responsible for achieving desired short-term results. This can (and should) be delegated. Ultimate accountability means final blame for failure or success of the end result. This cannot be delegated.B) Correct. Prime accountability means that individual employees are personally responsible for achieving desired short-term results. This can (and should) be delegated. Ultimate accountability means final blame for failure or success of the end result. This cannot be delegated.C) Incorrect. Prime accountability means that individual employees are personally responsible for achieving desired short-term results. This can (and should) be delegated. Ultimate accountability means final blame for failure or success of the end result. This cannot be delegated. Central accountability is not a term discussed in the text.D) Incorrect. Prime accountability means that individual employees are personally responsible for achieving desired short-term results. This can (and should) be delegated. Ultimate accountability means final blame for failure or success of the end result. This cannot be delegated. Prime responsibility is not a concept discussed in the text.Diff: 1 Page Ref: 468Topic: Delegating WorkSkill: Recall


78) In providing adequate support for delegating tasks, you have decided to furnish subordinates with information on where they may acquire needed resources. Is this a good idea or a bad idea?A) Bad ideaB) Good ideaAnswer: BExplanation: A) Incorrect. Providing appropriate support and resources is one of the keys to effective delegation.B) Correct. Providing appropriate support and resources is one of the keys to effective delegation.Diff: 1 Page Ref: 468-469Topic: Delegating WorkSkill: Recall

79) Once tasks are delegated and authority provided, what should a manager do?A) Focus on the results achieved by subordinatesB) Focus on the techniques used to achieve the resultsC) Focus on both the results and how the results were achieved.Answer: AExplanation: A) Correct. Once tasks are delegated and authority is provided, managers should focus on results and generally avoid closely monitoring the way in which the employees accomplish tasks. Excessive supervision can undermine all five dimensions of empowerment.B) Incorrect. Once tasks are delegated and authority is provided, managers should focus on results and generally avoid closely monitoring the way in which the employees accomplish tasks. Excessive supervision can undermine all five dimensions of empowerment.C) Incorrect. Once tasks are delegated and authority is provided, managers should focus on results and generally avoid closely monitoring the way in which the employees accomplish tasks. Excessive supervision can undermine all five dimensions of empowerment.Diff: 1 Page Ref: 469Topic: Delegating WorkSkill: Recall


80) Your boss has droned on for hours about the importance of empowering employees. As you drift off, she asks you to offer your insights on the consistency of delegation. Which is an appropriate response?A) "It means you delegate tasks continuously, not just when overworked, and you delegate both pleasant and unpleasant tasks."B) "It means you delegate tasks on a need-to-know basis and you delegate both pleasant and unpleasant tasks."C) "It means you delegate tasks continuously not just when overworked, and you delegate pleasant tasks."D) "It means to be consistent by treating everyone on the team fairly."Answer: AExplanation: A) Correct. The time for managers to delegate is before they have to, and they should delegate pleasant as well as unpleasant tasks, which helps employees feel like valued members of a team. B) Incorrect. Consistency of delegation (by definition) means that managers delegate tasks continuously, not just when overworked, and they delegate both pleasant and unpleasant tasks.C) Incorrect. Consistency of delegation (by definition) means that managers delegate tasks continuously, not just when overworked, and they delegate both pleasant and unpleasant tasks.D) Incorrect. Fairness is important, but consistency of delegation (by definition) means that managers delegate tasks continuously, not just when overworked, and they delegate both pleasant and unpleasant tasks.Diff: 3 Page Ref: 469Topic: Delegating WorkSkill: Recall


81) Suppose a subordinate comes to you after you have delegated an assignment and says, "We (the team) have a problem. Some people within the team are not trying, there is just no effort. What should I or the team do?" How should you reply?A) "Gee, I am not sure. Let me think about it and I'll get back to you."B) "Do you want me to talk to the group?"C) "What do you think the team should do?"D) "Well, I think I would penalize the team members somehow. What do you recommend?"Answer: CExplanation: A) Incorrect. This shifts the delegated task from the employee back to the manager. To avoid upward delegation, managers should insist that workers take the lead for developing their own solutions. B) Incorrect. This shifts the delegated task from the employee back to the manager. To avoid upward delegation, managers should insist that workers take the lead for developing their own solutions. C) Correct. To avoid upward delegation, managers should insist that workers take the lead for developing their own solutions.D) Incorrect. This shifts the delegated task from the employee back to the manager. To avoid upward delegation, managers should insist that workers take the lead for developing their own solutions. This alternative has the manager providing a suggested solution and creates a dependency on the manager to deal with day-to-day problems of the work team, rather than encouraging full delegation.Diff: 3 Page Ref: 470Topic: Delegating WorkSkill: Application


82) Some of the outcomes of successful delegation are (1) high morale and motivation, (2) stronger interpersonal relationships, and (3) more discretionary time for managers. Which statements are correct?A) All three statements are correct.B) Only statements 1 and 2 are correct.C) Only statements 1 and 3 are correct.D) Only statements 2 and 3 are correct.E) None of the statements are correct.Answer: AExplanation: A) Correct. Successful delegation accomplishes all three. Additional benefits include organizational coordination and efficiency and increased employee problem-solving ability. B) Incorrect. Successful delegation accomplishes all three. Additional benefits include organizational coordination and efficiency and increased employee problem-solving ability. C) Incorrect. Successful delegation accomplishes all three. Additional benefits include organizational coordination and efficiency and increased employee problem-solving ability. D) Incorrect. Successful delegation accomplishes all three. Additional benefits include organizational coordination and efficiency and increased employee problem-solving ability. E) Incorrect. Successful delegation accomplishes all three. Additional benefits include organizational coordination and efficiency and increased employee problem-solving ability. Diff: 1 Page Ref: 471Topic: Delegating WorkSkill: Recall

83) Empowerment is a concept that is likely to be more acceptable in cultures with which strong orientations?A) Universalism, neutrality, diffuseness, and achievementB) Particularism, collectivity, diffuseness, and achievementC) Particularism, affectivity, specificity, and ascriptionD) Particularism, individualism, diffuseness, and achievementAnswer: BExplanation: A) Incorrect. Empowerment is likely to be more acceptable in cultures with strong orientations in particularism (not universalism), collectivity, difuseness, and achievement.B) Correct. This is because a focus on title and position rather than a blurring of hierarchical lines appears to contradict the aims of empowerment. C) Incorrect. Empowerment is likely to be more acceptable in cultures with strong orientations in particularism, collectivity, difuseness (not specificity), and achievement (not ascription).D) Incorrect. Empowerment is likely to be more acceptable in cultures with strong orientations in particularism, collectivity (not individualism), difuseness , and achievement.Diff: 2 Page Ref: 472Topic: International CaveatsSkill: Recall


84) Compare and contrast the key differences between power and empowerment.Answer: The characteristics of power are external source (it is given to a person); ultimately, few people have it; involves the capacity to have others do what you want; to get more implies taking it away from someone else; and leads to competition. The characteristics of empowerment are internal source (a person must accept it, it cannot be given); ultimately, everyone can have it; involves the capacity to have others do what they want; to get more does not affect how much others have, and leads to cooperation. See Table 8.3.Diff: 1 Page Ref: 446Topic: The Meaning of EmpowermentSkill: Recall

85) Explain the core dimensions of empowerment. Provide a real-life example for each dimension.Answer: The five dimensions are (1) Self-efficacyA sense of personal competence, (2) Self-determinationA sense of personal choice, (3) Personal controlA sense of having impact, (4) MeaningA sense of value in the task, (5) TrustA sense of security. See Table 8.4. Diff: 1 Page Ref: 447-451Topic: Dimensions of EmpowermentSkill: Understanding

86) Nine principles were provided on how to develop empowerment in employees. Explain five of these principles and provide an example of each principle.Answer: The nine principles are (1) Articulate a clear vision and goalsCreate a picture of a desired future by identifying specific strategies that will lead to the vision; (2) Foster personal mastery experiencesAssign simple tasks before difficult tasks and incrementally expand job responsibilities; (3) ModelingPoint out other people who have succeeded and establish a mentor relationship; (4) Provide supportPraise, encourage, express approval, and reassure; (5) Create emotional arousalFoster activities to encourage friendship formation and foster attributes of recreation in work: clear goals, effective score keeping and feedback systems, and out-of-bounds behavior; (6) Provide necessary informationProvide task-relevant and technical information and clarify effects of actions on customers; (7) Provide necessary resourcesProvide training and development experiences, technical and administrative support, and needed time, space, and equipment; (8) Connect to outcomesProvide a chance to interact directly with those receiving the service/output, authority to resolve problems on the spot, and immediate, direct feedback on results; (9) Create confidenceExhibit reliability, consistency, fairness, personal concern, honestly, and competence. See Table 8.5 for additional information.Diff: 2 Page Ref: 451-460Topic: How to Develop EmpowermentSkill: Understanding


87) Explain the advantages or positive outcomes of delegation.Answer: The advantages of delegation include it increases discretionary time of the manager, develops knowledge and capabilities of delegates, demonstrates trust and confidence in delegates, enhances commitment of delegates, improves decision making with better information, enhances efficiency and timeliness of decisions, and fosters work integration by manager coordination.Diff: 1 Page Ref: 463Topic: Delegating WorkSkill: Recall

88) Explain the five key criteria one should focus on in determining when to delegate work to others.Answer: The five criteria are (1) Do subordinates have the necessary information or expertise? (2) Is the commitment of subordinates critical to successful implementation? (3) Will subordinates' capabilities be expanded by the assignment? (4) Do subordinates share with management and each other a set of common values and perspectives? and (5) Does sufficient time exist to do an effective job of delegating?Diff: 1 Page Ref: 464Topic: Delegating WorkSkill: Recall

89) There are 10 rules of thumb involved in delegating work effectively. Explain each of the following rules in more depth and provide examples: (1) Delegate completely, (2) Delegate consistently, and (3) Avoid upward delegation.Answer: (1) Delegating completely is focused on specifying the constraints and level of initiative expected for the tasks performed. There are five levels of initiative possible: wait to be told what to do; ask what to do; recommend, then take action; act, then report results immediately; and initiate action, reporting only routinely. (2) Delegating consistently is focused on the idea that delegation should be a continuous process, not just when the manager is overworked, and that managers should delegate both pleasant and unpleasant tasks. (3) Avoiding upward delegation is focused on the idea that subordinates recommend solutions to their manager rather than asking for assistance or advice. One approach to avoid upward delegation is for a manager to insist that employees always take the initiative for developing their own solutions to the issue at hand. Also, students should provide appropriate examples for each rule of thumb.Diff: 2 Page Ref: 466-471Topic: Delegating WorkSkill: Understanding


Mini-Case: The Task Force. On July 12, you were hired as a manager of sales for a company that sells human resources information systems (HRIS) software. During your first meeting with your sales staff, you determine your sales force is in shambles. It is evident that morale is low so you ask your employees to provide you with a list of their most pressing concerns via e-mail by the end of the week. It is now 5 p.m. Friday evening, July 16, and you are in your office summarizing the complaints. The most pressing concerns voiced by your sales staff include lack of resources in the field, commission rates (compensation) are too low, and support and follow-up from the customer services department are lacking. As a former salesperson yourself, you know how critical the sales force is to the company's success. To address your employees' concerns, you decide to form a task force to generate ideas to resolve the problems. To encourage creative, innovative solutions, you have decided not to monitor the progress of the task force. Therefore, your influence on the suggestions of the task force will be minimal. You charge the task force to provide you with three specific suggestions, along with the strengths and weaknesses for each suggestion, by July 30.

90) Issues related to delegation are noticeable in The Task Force case. Based on the information in the case, identify the principles related to delegating work effectively that are evident; next, identify the principles that may either be lacking or cannot be determined due to insufficient information. Provide support for your answer.Answer: The following principles of delegation are evident: begin with the end in mind (task force was formed to provide strengths and weaknesses for three suggestions to address the concerns); delegate completely (manager is not going to monitor progress of the task force); work within the organizational structure (manager has delegated the assignment to the lowest relevant organizational level; focus accountability on results (manager is avoiding monitoring the progress of the task force and requests that the task force provide three specific suggestions by a specified time). The following principles of delegation may be lacking: allow participation in the delegation of assignment (manager established task force without involving the sales staff); establish parity between authority and responsibility (the case does not provide enough information to determine if this principle was used; while the manager delegated the responsibility to the task force to provide the strengths and weaknesses for three suggestions, he did not provide the authority to implement the suggestions); provide adequate support for delegated tasks (the case does not provide enough information to determine if this principle was used); delegate consistently (the nature of this assignment neither supports nor negates consistencythe facts indicate this is a one-time assignment); avoid upward delegation (the case does not provide enough information to determine if this principle was used); clarify consequences (the case does not provide any information related to consequences; no repercussions are indicated if the task force does not provide three specific suggestions by July 30).Diff: 3 Page Ref: 465-471Topic: Delegating WorkSkill: Analysis/Evaluation


Minding the Store On January 1, Ruth Cummings was formally named branch manager for the Saks Fifth Avenue store in a suburb of Denver. Her boss, Ken Hoffman, gave her this assignment on her first day: "Ruth, I'm putting you in charge of this store. Your job will be to run it so that it becomes one of the best stores in the system. I have a lot of confidence in you, so don't let me down."

One of the first things Ruth did was to hire an administrative assistant to handle inventories. Because this was such an important part of the job, she agreed to pay her assistant slightly more than the top retail clerks were making. She felt that having an administrative assistant would free her to handle marketing, sales, and personnel mattersareas she felt were crucial if the store was to be a success.

Within the week, however, she received a call from Hoffman: "Say, Ruth, I heard that you hired an administrative assistant to handle inventories. Don't you think that is a bit risky? Besides, I think paying an assistant more than your top salesclerk is damaging to morale in the store. I wish you had cleared this with me before you made the move. It sets a bad precedent for the other stores, and it makes me look like I don't know what is going on in the branches."

Three weeks later, Ruth appeared on a local noontime talk show to discuss new trends in fashion. She had worked hard to make contact with the hosts of the show, and she felt that public exposure like this would increase the visibility of her store. Although the TV spot lasted only 10 minutes, she was pleased with her performance and with the chance to get public exposure.

Later that night at home, she received another phone call from Hoffman: "Don't you know the policy of Saks? Any TV appearances made on behalf of the store are to be cleared through the main office. Normally, we like to have representatives from the main store appear on these kinds of shows because they can do a better job of plugging our merchandise. It's too bad that you didn't notify someone of your intentions. This could be very embarrassing for me."

Just before Easter, Ruth was approached in the store by one of the salesclerks. A customer had asked to charge approximately $3,000 worth of china as a gift for his wife. He had been a customer of the store for several years and Ruth had seen him on several occasions, but store rules indicated that no charge could be made for more than $1,000 for any reason. She told the customer that she was not authorized to okay a charge of that amount, but that if he would visit the main store in Denver, maybe arrangements could be made.

Later in the day, an irate Hoffman called again: "What in the world are you thinking about, Ruth? Today we had a customer come into the main store and say that you wouldn't make a sale to him because the charge was too much. Do you know how long he has been a customer of ours? Do you know how much he spends in the store every year? I certainly hope we have not lost him as a customer because of your blunder. This makes me very upset. You've just got to learn to use your head."

Ruth thought about the conversation for several days and finally decided that she needed to see Ken Hoffman. She called his secretary to schedule an appointment for the following day.


91) What guidelines related to empowerment were violated by Ken Hoffman? By Ruth Cummings?Answer: Ken violated many empowerment principles. He did not delegate completely (rather, he acted as if he did, but criticized Ruth for not following ruleswhich he had not informed her of, another violation). He gave her no deadlines and set an ambiguous goal. He did not specify the level of initiative he expected of Ruth, nor did he encourage her to help set objectives. Ken did not give her enough authority to carry out the responsibility with which he charged her, nor did he provide any support to carry out the tasks he assigned. He did not foster personal mastery experiences or model properly, and he certainly did not show confidence in her.

For her part, Ruth did not seek to clarify the objectives or have Ken specify acceptable levels of performance. She also should have asked about the budget, requested more information, and asked more about her accountability.Diff: 2 Page Ref: 451-459Topic: How to Develop EmpowermentSkill: Analysis/Evaluation

92) What guidelines related to delegation were violated by Ken? Answer: Ken violated each of the delegation guidelines. He did not begin with the end in mind. Each conversation with Ruth seemed to be looking at a very short time period, both in the future and the past. He obviously did not care about her success in the organization. Ken failed to delegate completely. He retained control and continued to judge Ruth for decisions on matters that he appeared to have left up to her discretion. There was a disparity between authority and responsibility. Ruth was responsible for hiring but apparently overstepped her bounds when she hired an admin. Ken failed to focus on results. He showed a lot of frustration regarding the television spot (because she broke an unwritten policy) even though the end result was not negative for the company. Diff: 1 Page Ref: 465-470Topic: Delegating WorkSkill: Analysis/Evaluation

93) What should Ruth and Ken discuss in their meeting? Identify specific agenda items that should be raised.Answer: They should discuss Ken's expectations for Ruth's decision making and the degrees of freedom he is willing to give Ruth. Areas of potential concern include hiring, marketing, customer relations, and company policy. How much freedom does she have to deviate from the articulated norms, and what are Ken's expectations for those areas where there is no written policy?Diff: 2 Page Ref: Entire chapterTopic: The Meaning of EmpowermentSkill: Application/Analysis


94) What are the questions that Ruth should ask Ken to help her acquire the necessary elements of empowerment? What questions should Ken ask Ruth to be better able to ensure her success?Answer: Ruth needs to learn more about the rules and regulations of the company as well as the resources available to her. She also needs to ask for information about her performanceis Ken satisfied or dissatisfied? Ken needs to explain his expectations, the company policies, and procedures. Diff: 1 Page Ref: 445-446Topic: The Meaning of EmpowermentSkill: Application

95) If you were an outside consultant attending the meeting, what advice would you give Ken? What advice would you give Ruth?Answer: Advice to Ken: Be consistent in your feedback. Becoming frustrated with an employee for following rules and for not following rules sends a confusing message about what his or her priorities should be. Allow Ruth to exercise some discretion and enjoy some small wins. Show her that you trust her, and she will not let you down. Employees want to do a good job and succeed. (Students may have more ideas, but these would be sufficient.)

Advice to Ruth: If you are not feeling supported, feel free to speak up. Ken may not be aware how his actions are perceived. If you are unsure whether you are permitted to make an exception to the rules or you are not aware what the rules or customs are, contact Ken or another manager to clarify. Diff: 2 Page Ref: entire chapterTopic: Inhibitors to EmpowermentSkill: Application

96) What attributes of stress are evident in the store? Why are these attributes of stress present?Answer: Centralization, Decreased Morale, Loss of Trust.Centralization occurs when decision making is pulled toward the top of the organization and less power is shared. With a decrease in morale, a mean mood permeates the organization. Leaders lose the confidence of subordinates and distrust predominates among employees. Each of these results in stress.Diff: 2 Page Ref: 445Topic: A Management Dilemma Involving Empowerment


97) How is power used instead of empowerment? What needs to change to shift power to empowerment?Answer: Power is an external motivator. Here, Ken is very much trying to control Ruth's behavior instead of permitting her the latitude to make good decisions on her own. Power is competitive. Ken appears to derive satisfaction from putting Ruth down and criticizing her. He seems afraid to give her any leeway, fearful that she may decrease his power. Empowerment is cooperative, nonexclusive, and is directed toward allowing people self-determination. In order to shift power to empowerment, Ken needs to remove the focus from him and his success, and rely on the fact that if he gives Ruth the attention, information, and resources she needs to succeed, he will be better off as well. Diff: 3 Page Ref: 446Topic: The Meaning of EmpowermentSkill: Understanding/Application

98) What advantages can come to the store through proper delegation?Answer: Delegation increases the discretionary time of the manager, develops knowledge and capabilities of delegates, demonstrates trust and confidence in delegates, enhances commitment of delegates, improves decision making with better information, enhances efficiency and timeliness of decisions, and fosters work integration by manager coordination.Diff: 1 Page Ref: 463Topic: Delegating WorkSkill: Application/Analysis


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