QUESTION 11 1 points Save Answer When a manager's charisma or interpersonal attractiveness is used to influence the behaviour of subordinates, the manager is using: referent power. O expert power. position power. human relations leadership. participative leadership. QUESTION 12 1 points Save Answer A manager who has high concern for task uses a leadership style that emphasises all of the following EXCEPT: monitoring task performance. trusting subordinates. setting clear work standards. planning and defining work to be done. assigning task responsibilities. QUESTION 13 1 points Save Answer A(n) leader develops special leader-follower relationships and inspires followers in extraordinary ways. Participative Transactional Transformational Old-fashioned CharismaticQUESTION 14 1 points Save Answer leadership focuses on the leader adjusting tasks, rewards, and structures to help followers meet their needs while working to accomplish organisational objectives. Transactional O Charismatic O Participative Transformational Old-fashioned QUESTION 15 1 points Save Answer When some action must be taken but there is not a clear 'right' or wrong' approach, a person is faced with a(n): managerial decision. situation to avoid. lawsuit. O moral pinch. O ethical dilemma. QUESTION 16 1 points Save Answer should act as ethical role models and set an ethical tone in their areas of responsibility. Middle management All levels of management Top management First-line or supervisory management Top and middle management levels onlyQUESTION 17 1 points Save Answer Corporate social responsibility is defined as an obligation of the organisation to act in ways that serve both its own interests and the interests of its: customers employers. shareholders. many external stakeholders. board of directors. QUESTION 18 1 points Save Answer Which of the following statements does NOT support the argument that corporations should engage in socially responsible behaviour? Long-run profits for the business may improve or even be dependent on its degree of social responsibility. Socially responsible behaviour improves the public image of business. Social responsibility decreases the need for restrictive government regulation. Pursuing socially responsible goals may dilute the purpose of the business. Businesses have the resources and obligation to act in socially responsible ways. QUESTION 19 1 points Save Answer An organisation is meeting its ethical responsibility when it: voluntarily moves beyond basic economic, legal and ethical expectations to provide leadership in advancing social wellbeing. complies with the law and requirements of various external regulations. earns a profit through provision of goods and services desired by customers. voluntarily conforms to legal expectations as well as broader values and moral expectations of society. anticipates socially responsible behaviour.QUESTION 20 1 points Save Answer An organisation can create a by utilising a that clearly sets it apart from its competitors and gives it an advantage over them in the marketplace core competency; competitive advantage competitive advantage; core competency core advantage; competitive competency competitive advantage; specific environment general environment; specific environment QUESTION 21 1 points Save Answer Contemporary managers are learning many things because of the impact of the 21st century environment. Which of the following is NOT one of the things that contemporary managers are learning to do? Contemporary managers are learning to operate in a world that devalues information, quality and speed. Contemporary managers are learning how to succeed in a world of intense competition. Contemporary managers are learning how to succeed in an environment of continued globalisation of markets and business activities. Contemporary managers are learning how to succeed in a world of rapid technological change. Contemporary managers are learning to respond to unrelenting new demands