3.The process by which managers help others acquire and use the power needed to make decisions affecting themselves and their work is called:

Select one:

a. empowerment.

b. influence.

c. zone of indifference.

d. coercion.

4.A new tracking system was implemented at Roadworks. Workers, however, avoided using it because it looked so complicated, though in actuality, the new system was easier than the former. As a manager of these workers, what would you do to best minimise this source of resistance at this stage?

Select one:

a. Clarify intentions and methods

b. Delay change and wait a better time

c. Offer information and encouragement

d. Make sure that everyone is using the new system

6.Which of the following is most likely to be a response to the use of expert power?

Select one:

a. coercion

b. commitment

c. compliance

d. ingratiation

7.According to House's path-goal theory, which leader behaviour is best suited for highly repetitive tasks?

Select one:

a. Directive

b. Achievement-oriented

c. Supportive

d. Participative

8.In Hersey and Blanchard's situational leadership theory, the contingency variable is:

Select one:

a. follower readiness.

b. follower intelligence.

c. leader readiness.

d. leader intelligence.

10.Shared values can doall of the following EXCEPT:

Select one:

a. help turn routine activities into valuable, important actions.

b. provide strategic goals for members to adhere to.

c. tie the corporation to the important values in society.

d. provide a very distinctive source of competitive advantage.

(I dont need to explain)