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Language reflects an organization's dominant values but not the values of its
subcultures.
Increasing the core job characteristics will not increase employee motivation for those
who lack the required skills.
Path-goal theory has received more research support than other contingency leadership
models.
Of the three types of trust, only calculative trust is not based on perception.
Appreciative inquiry tries to break away from the approach to change advocated by
action research.
The introduction of email in organizations reduces some face-to-face and telephone
communication and decreases the flow of information to higher levels in the
organization.
Corporate culture makes it harder for employees to understand what is expected of
them.
Network structures come close to the perfect example of a mechanistic organizational
structure.
Trust is a reciprocal activity; to receive trust from employees, corporate leaders must
demonstrate their trust in those employees.
Electronic brainstorming significantly reduces the problem of production blocking.
Job specialization increases efficiency because it includes fewer mental and physical
skills, shorter work cycles, less variety of tasks, and more precise job matching.
The four contingencies of power are prevention, forecasting, coercion, and distribution.
The stakeholder perspective also provides a strong case for ethics and corporate social
responsibility.
