Self-directed work teams and personal power

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Reference no: EM131726274

1. Studies have shown that employee participation:

a) increase morale but not productivity

b) increase productivity but not morale

c) increase neither productivity nor morale

d) increase productivity and morale

2. Self-Directed Work Teams:

a) increase employee autonomy

b) decrease employee autonomy

c) are neutral in their effects on employee autonomy

d) extend the frontier of control

3. A potential partisan is:

a) any member of a coalition who wants to exert bottom-up pressure

b) any organisational member who, by virtue of position, is entitled to make decisions binding on subordinates

c) any member of senior management who exerts authority by virtue of their position

d) any member of a coalition who lacks the courage of his or her convictions

4. Coercive power:

a) rests on one's attractiveness and social adeptness

b) rests on one's occupation of a position that has legitimate authority

c) rests on the ability to pass out rewards

d) rests on the ability to constrain, block, interfere, or punish

5. Personal power:

a) rests on one's attractiveness and social adeptness

b) rests on one's occupation of a position that has legitimate authority

c) rests on the ability to pass out rewards

d) rests on the ability to constrain, block, interfere, or punish

Reference no: EM131726274

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