Chapter 10 3 A psychological contract is a person's set of expectations regarding

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

15. A psychological contract is a person’s set of expectations regarding what he or she will contribute

to the organization and what the organization will provide in return.

a. True

b. False

Difficulty: 2 Page-Reference: 305-306

Question ID: 10-2-158 Skill: Knowledge

Objective: 10.3

16. A good person-job fit is one in which the employee’s contributions match the inducements the

organization offers.

a. True

b. False

Difficulty: 2 Page-Reference: 306

Question ID: 10-2-159 Skill: Knowledge

Objective: 10.3

17. Classical motivation theory assumes that workers are motivated solely by money.

a. True

b. False

Difficulty: 1 Page-Reference: 306

Question ID: 10-2-160 Skill: Knowledge

Objective: 10.4

18. Scientific management was focused on finding the “one best way” to do a job.

a. True

b. False

Difficulty: 1 Page-Reference: 307

Question ID: 10-2-161 Skill: Knowledge

Objective: 10.4

19. The Hawthorne studies confirmed the scientific management viewpoint that worker productivity

was a direct result of higher pay.

a. True

b. False

Difficulty: 1 Page-Reference: 307

Question ID: 10-2-162 Skill: Knowledge

Objective: 10.4

20. The Hawthorne studies found that increasing lighting levels improved productivity, but so did

lowering lighting levels.

a. True

b. False

Difficulty: 1 Page-Reference: 307

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

Question ID: 10-2-163 Skill: Knowledge

Objective: 10.4

21. The Hawthorne effect is the tendency for workers to be more productive when they believe that

they are receiving special attention from management.

a. True

b. False

Difficulty: 1 Page-Reference: 307

Question ID: 10-2-164 Skill: Knowledge

Objective: 10.4

22. The Hawthorne researchers concluded that productivity rose in response to almost any

management action that workers interpreted as special attention.

a. True

b. False

Difficulty: 2 Page-Reference: 307

Question ID: 10-2-165 Skill: Knowledge

Objective: 10.4

23. Managers who subscribe to Theory Y are more likely to have satisfied, motivated employees.

a. True

b. False

Difficulty: 1 Page-Reference: 308

Question ID: 10-2-166 Skill: Knowledge

Objective: 10.4

24. Theory X managers believe that people are naturally lazy, uncooperative, lack ambition, resist

change, and are gullible and not very bright.

a. True

b. False

Difficulty: 1 Page-Reference: 308

Question ID: 10-2-167 Skill: Knowledge

Objective: 10.4

25. Abraham Maslow is best known for his theory about the hierarchy of human needs, which states

that lower-level needs must be met before a person will seek to meet higher–level needs.

a. True

b. False

Difficulty: 2 Page-Reference: 308-309

Question ID: 10-2-168 Skill: Knowledge

Objective: 10.4

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

26. A fundamental assumption in Maslow’s hierarchy of needs theory is that once a need has been

satisfied, it ceases to motivate behaviour.

a. True

b. False

Difficulty: 2 Page-Reference: 309

Question ID: 10-2-169 Skill: Knowledge

Objective: 10.4

27. If Maslow’s hierarchy of needs theory is correct, we should expect to find a positive correlation

between the satisfaction of a lower-level need and the importance of the next highest-level need.

a. True

b. False

Difficulty: 3 Page-Reference: 308-309

Question ID: 10-2-170 Skill: Comprehension

Objective: 10.4

28. Working conditions is one of the motivation factors in Herzberg’s two-factor theory of employee

motivation.

a. True

b. False

Difficulty: 1 Page-Reference: 309

Question ID: 10-2-171 Skill: Knowledge

Objective: 10.4

29. John is a strong believer in Herzberg’s two-factor theory of motivation. If he wants to increase the

satisfaction of his workers, he should increase their pay.

a. True

b. False

Difficulty: 2 Page-Reference: 309-310

Question ID: 10-2-172 Skill: Application

Objective: 10.4

30. Betty realizes that simply improving the working conditions for her subordinates will not improve

their job satisfaction. Betty’s belief is most consistent with Maslow’s hierarchy of needs theory.

a. True

b. False

Difficulty: 2 Page-Reference: 308-309

Question ID: 10-2-173 Skill: Comprehension

Objective: 10.4

31. According to Herzberg, the opposite of satisfaction is not dissatisfaction, but no satisfaction.

a. True

b. False

Difficulty: 2 Page-Reference: 309

Question ID: 10-2-174 Skill: Knowledge

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

Objective: 10.4

32. Expectancy theory assumes that workers do not do much thinking about what motivates them;

rather, they are driven by basic needs.

a. True

b. False

Difficulty: 1 Page-Reference: 311

Question ID: 10-2-175 Skill: Knowledge

Objective: 10.4

33. Expectancy theory states that if people expect to get rewarded and don’t receive it, lower morale

and dissatisfaction will follow.

a. True

b. False

Difficulty: 1 Page-Reference: 311

Question ID: 10-2-176 Skill: Knowledge

Objective: 10.4

34. Sally works the day shift. She learns that her company is looking for a production manager on a

later shift. She thinks that she could probably get this job, but does not apply for it because she does not

want to work nights. Sally is being influenced by the “rewards–personal goals” link in expectancy theory.

a. True

b. False

Difficulty: 3 Page-Reference: 311

Question ID: 10-2-177 Skill: Comprehension

Objective: 10.4

35. Martin is an assistant department manager who learns that his firm is looking for someone to

replace a division manager who is retiring (that job is two levels above Martin’s). Even though he wants

that job, Martin does not apply because he doubts that he will be selected. In this case, Martin is being

influenced by the “effort-performance” link in expectancy theory.

a. True

b. False

Difficulty: 3 Page-Reference: 311

Question ID: 10-2-178 Skill: Comprehension

Objective: 10.4

36. For an individual to feel equitably treated, the input/outcome ratio must be about the same as the

other individual’s ratio with whom he or she is comparing.

a. True

b. False

Difficulty: 2 Page-Reference: 312

Question ID: 10-2-179 Skill: Knowledge

Objective: 10.4

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

37. Equity theory is based on the premise that workers prefer a workplace where all employees are

paid equally.

a. True

b. False

Difficulty: 2 Page-Reference: 312

Question ID: 10-2-180 Skill: Comprehension

Objective: 10.4

38. When people feel they are being inequitably treated, they may ask for raises, reduce their effort,

or work shorter hours.

a. True

b. False

Difficulty: 1 Page-Reference: 312

Question ID: 10-2-181 Skill: Knowledge

Objective: 10.4

39. Reinforcement can include both rewards and punishments.

a. True

b. False

Difficulty: 1 Page-Reference: 313

Question ID: 10-2-182 Skill: Comprehension

Objective: 10.5

40. Jim’s motivation strategy is to withhold positive consequences when employees exhibit

undesirable behaviours. Jim is using omission.

a. True

b. False

Difficulty: 1 Page-Reference: 313

Question ID: 10-2-183 Skill: Comprehension

Objective: 10.5

41. Mary withholds negative consequences when employees exhibit desired behaviours. Mary is

using negative reinforcement.

a. True

b. False

Difficulty: 1 Page-Reference: 313

Question ID: 10-2-184 Skill: Comprehension

Objective: 10.5

42. Brock’s motivation strategy for his workers is to apply negative consequences when employees

exhibit undesirable behaviours. Brock uses punishment.

a. True

b. False

Difficulty: 1 Page-Reference: 313

Question ID: 10-2-185 Skill: Comprehension

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

Objective: 10.5

43. Participative management is a popular motivational tool because it promises a financial gain for

the employees who participate in the profit earned by the firm.

a. True

b. False

Difficulty: 1 Page-Reference: 314

Question ID: 10-2-186 Skill: Comprehension

Objective: 10.5

44. Participative management helps to make employees feel more committed to the goals of the

organization because they help shape them.

a. True

b. False

Difficulty: 1 Page-Reference: 314-315

Question ID: 10-2-187 Skill: Comprehension

Objective: 10.5

45. Barry is working on a team that is developing a new product. This is most likely a self-managed

team.

a. True

b. False

Difficulty: 1 Page-Reference: 316

Question ID: 10-2-188 Skill: Comprehension

Objective: 10.5

46. Workers at the Bowmanville, Ontario, plant of St. Mary’s Cement Inc. joined a team whose goal

was to find ways to reduce the company’s energy bills. This was an example of a virtual team.

a. True

b. False

Difficulty: 1 Page-Reference: 316

Question ID: 10-2-189 Skill: Comprehension

Objective: 10.5

47. Job enrichment and job redesign programs are used to increase satisfaction by putting motivating

factors into jobs that lack them.

a. True

b. False

Difficulty: 2 Page-Reference: 317

Question ID: 10-2-190 Skill: Knowledge

Objective: 10.5

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

48. One of the ways to increase job satisfaction through job redesign is to combine tasks.

a. True

b. False

Difficulty: 2 Page-Reference: 317

Question ID: 10-2-191 Skill: Knowledge

Objective: 10.5

49. Alonzo is a software designer whose job has recently been changed to allow him to interact with

potential users of the software that he is developing. This is an example of the “combining tasks”

approach to job redesign.

a. True

b. False

Difficulty: 2 Page-Reference: 317

Question ID: 10-2-192 Skill: Comprehension

Objective: 10.5

50. Flextime programs have generally failed to improve job satisfaction because the programs place

extra burdens on the supervisor.

a. True

b. False

Difficulty: 2 Page-Reference: 318

Question ID: 10-2-193 Skill: Comprehension

Objective: 10.5

51. Surveys show that the vast majority of Canadian firms offer some sort of flexible work

arrangement to employees, but most of them offer that option only to senior employees.

a. True

b. False

Difficulty: 2 Page-Reference: 318

Question ID: 10-2-194 Skill: Knowledge

Objective: 10.5

52. In a compressed work week, employees work fewer days per week but more hours per day.

a. True

b. False

Difficulty: 1 Page-Reference: 318

Question ID: 10-2-195 Skill: Knowledge

Objective: 10.5

53. In a typical flextime schedule, there are certain hours where the employee must be on the job, but

the remaining hours are up to the employee to select.

a. True

b. False

Difficulty: 2 Page-Reference: 318

Question ID: 10-2-196 Skill: Knowledge

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

Objective: 10.5

54. Allowing people to do some or all of their work away from the office is a new form of flextime

known as subordinate-centred leadership.

a. True

b. False

Difficulty: 1 Page-Reference: 319

Question ID: 10-2-197 Skill: Comprehension

Objective: 10.5

55. Leadership is the process of influencing people so that they are motivated to behave in ways that

meet the firm’s objectives.

a. True

b. False

Difficulty: 1 Page-Reference: 320

Question ID: 10-2-198 Skill: Knowledge

Objective: 10.6

56. Leadership and management mean essentially the same thing.

a. True

b. False

Difficulty: 2 Page-Reference: 320

Question ID: 10-2-199 Skill: Knowledge

Objective: 10.6

57. Managers tend to focus on monitoring results and correcting deviations, whereas leaders tend to

focus on energizing people to help reach goals.

a. True

b. False

Difficulty: 2 Page-Reference: 320

Question ID: 10-2-200 Skill: Comprehension

Objective: 10.6

58. All managers are leaders, but not all leaders are managers.

a. True

b. False

Difficulty: 2 Page-Reference: 320-321

Question ID: 10-2-201 Skill: Knowledge

Objective: 10.6

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

59. The trait approach was based on the idea that leaders had unique traits that distinguished them

from non-leaders.

a. True

b. False

Difficulty: 2 Page-Reference: 321

Question ID: 10-2-202 Skill: Knowledge

Objective: 10.7

60. The trait approach to leadership yielded inconsistent results.

a. True

b. False

Difficulty: 2 Page-Reference: 321

Question ID: 10-2-203 Skill: Knowledge

Objective: 10.7

61. The behavioural approach to leadership assumes that appropriate leader behaviour varies from

one situation to another.

a. True

b. False

Difficulty: 2 Page-Reference: 322

Question ID: 10-2-204 Skill: Knowledge

Objective: 10.7

62. In the democratic managerial style, subordinates are asked to vote on which alternative is the

best, with the alternative getting the most votes being selected.

a. True

b. False

Difficulty: 2 Page-Reference: 322

Question ID: 10-2-205 Skill: Comprehension

Objective: 10.7

63. The situational (contingency) approach to managing states that a manager should always have a

backup plan (a contingent plan) just in case the first plan doesn’t work.

a. True

b. False

Difficulty: 3 Page-Reference: 322

Question ID: 10-2-206 Skill: Comprehension

Objective: 10.7

64. Transformational leadership involves managing change.

a. True

b. False

Difficulty: 2 Page-Reference: 323

Question ID: 10-2-207 Skill: Knowledge

Objective: 10.8

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

65. Strategic leadership may be seen as an extension of transactional leadership.

a. True

b. False

Difficulty: 2 Page-Reference: 326

Question ID: 10-2-208 Skill: Comprehension

Objective: 10.8

66. Virtual leadership is most successful in situations where communication between the leader and

the subordinates is infrequent.

a. True

b. False

Difficulty: 2 Page-Reference: 326

Question ID: 10-2-209 Skill: Comprehension

Objective: 10.8

67. Women tend to be more democratic when making decisions, whereas men tend to be more

autocratic.

a. True

b. False

Difficulty: 2 Page-Reference: 325

Question ID: 10-2-210 Skill: Knowledge

Objective: 10.8

68. Female leaders tend to be more nurturing and supportive than male leaders.

a. True

b. False

Difficulty: 2 Page-Reference: 325

Question ID: 10-2-211 Skill: Knowledge

Objective: 10.8

69. Male leaders are typically more task-focused than female leaders.

a. True

b. False

Difficulty: 2 Page-Reference: 325

Question ID: 10-2-212 Skill: Knowledge

Objective: 10.8

1. What are performance behaviours?

Difficulty: 1 Page-Reference: 302

Question ID: 10-3-213 Skill: Knowledge

Objective: 10.1

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

2. What is organizational citizenship?

Difficulty: 1 Page-Reference: 302

Question ID: 10-3-214 Skill: Knowledge

Objective: 10.1

3. What is personality?

Difficulty: 1 Page-Reference: 303

Question ID: 10-3-215 Skill: Knowledge

Objective: 10.2

4. List and briefly discuss the “big five” personality traits.

Difficulty: 2 Page-Reference: 303-304

Question ID: 10-3-216 Skill: Knowledge

Objective: 10.2

5. What is job satisfaction?

Difficulty: 1 Page-Reference: 305

Question ID: 10-3-217 Skill: Knowledge

Objective: 10.2

6. What is a psychological contract?

Difficulty: 1 Page-Reference: 305

Question ID: 10-3-218 Skill: Knowledge

Objective: 10.3

7. What is the only factor motivating workers according to the classical theory of motivation?

Difficulty: 2 Page-Reference: 306

Question ID: 10-3-219 Skill: Knowledge

Objective: 10.4

8. What is the Hawthorne effect?

Difficulty: 2 Page-Reference: 307

Question ID: 10-3-220 Skill: Knowledge

Objective: 10.4

9. What term did Douglas McGregor use to describe management assumptions that workers are

naturally energetic, growth-oriented, self-motivated, and interested in being productive?

Difficulty: 2 Page-Reference: 308

Question ID: 10-3-221 Skill: Knowledge

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

Objective: 10.4

10. List the five levels of needs in Maslow’s hierarchy of needs, from lowest to highest.

Difficulty: 2 Page-Reference: 308-309

Question ID: 10-3-222 Skill: Knowledge

Objective: 10.4

11. What are the motivational factors in Herzberg’s two-factor theory?

Difficulty: 2 Page-Reference: 309-310

Question ID: 10-3-223 Skill: Knowledge

Objective: 10.4

12. What are the hygiene factors in Herzberg’s two-factor theory?

Difficulty: 2 Page-Reference: 309

Question ID: 10-3-224 Skill: Knowledge

Objective: 10.4

13. List three common implementations of job redesign.

Difficulty: 2 Page-Reference: 317

Question ID: 10-3-225 Skill: Knowledge

Objective: 10.4

14. What is a flextime program?

Difficulty: 2 Page-Reference: 318

Question ID: 10-3-226 Skill: Knowledge

Objective: 10.4

15. What is one of the advantages of team management?

Difficulty: 2 Page-Reference: 315

Question ID: 10-3-227 Skill: Comprehension

Objective: 10.5

16. What is involved in participative management and empowerment?

Difficulty: 2 Page-Reference: 314-315

Question ID: 10-3-228 Skill: Knowledge

Objective: 10.5

17. What is leadership?

Difficulty: 2 Page-Reference: 320

Question ID: 10-3-229 Skill: Knowledge

Objective: 10.6

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

18. List the three basic managerial styles.

Difficulty: 2 Page-Reference: 322

Question ID: 10-3-230 Skill: Knowledge

Objective: 10.7

19. How have managerial styles changed as organizations have become flatter and workers more

empowered?

Difficulty: 2 Page-Reference: 324

Question ID: 10-3-231 Skill: Comprehension

Objective: 10.7

20. What is the trait approach to leadership?

Difficulty: 2 Page-Reference: 321

Question ID: 10-3-232 Skill: Knowledge

Objective: 10.7

21. What was the goal of the research on the behavioural approach to leadership?

Difficulty: 2 Page-Reference: 322

Question ID: 10-3-233 Skill: Knowledge

Objective: 10.7

22. What is the essence of the situational approach to leadership?

Difficulty: 2 Page-Reference: 322

Question ID: 10-3-234 Skill: Knowledge

Objective: 10.7

23. What is charismatic leadership?

Difficulty: 2 Page-Reference: 323-324

Question ID: 10-3-235 Skill: Knowledge

Objective: 10.8

24. What are the three characteristics typically exhibited by charismatic leaders?

Difficulty: 2 Page-Reference: 323-324

Question ID: 10-3-236 Skill: Knowledge

Objective: 10.8

25. What is ethical leadership?

Difficulty: 2 Page-Reference: 326

Question ID: 10-3-237 Skill: Knowledge

Objective: 10.8

26. What is virtual leadership?

Difficulty: 2 Page-Reference: 326

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

Question ID: 10-3-238 Skill: Knowledge

Objective: 10.8

1. What is emotional intelligence? Why is it important for employees in organizations?

Difficulty: 2 Page-Reference: 304

Question ID: 10-4-239 Skill: Comprehension

Objective: 10.2

2. Why is employee job satisfaction important to a manager? What are the benefits when employees

are satisfied with their jobs? What happens when employees are not satisfied?

Difficulty: 2 Page-Reference: 305

Question ID: 10-4-240 Skill: Comprehension

Objective: 10.2

3. Outline the basic characteristics of the classical theory of motivation. Can this theory be used today

by business firms? Explain.

Difficulty: 2 Page-Reference: 306-310

Question ID: 10-4-241 Skill: Comprehension

Objective: 10.4

4. Discuss the classical theory of motivation and identify the book that is considered the primer on the

theory.

Difficulty: 1 Page-Reference: 306

Question ID: 10-4-242 Skill: Knowledge

Objective: 10.4

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

5. Discuss the Hawthorne Effect, including why it is important, and the management theory that grew

out of this work.

Difficulty: 2 Page-Reference: 307

Question ID: 10-4-243 Skill: Comprehension

Objective: 10.4

6. Describe the human-resources model of motivational theory and identify its author.

Difficulty: 1 Page-Reference: 308

Question ID: 10-4-244 Skill: Knowledge

Objective: 10.4

7. What are the characteristics of a manager with a Theory X belief about people? How does this differ

from one who has a Theory Y belief about people?

Difficulty: 1 Page-Reference: 308

Question ID: 10-4-245 Skill: Comprehension

Objective: 10.4

8. Who developed the hierarchy of needs model? Describe this theory.

Difficulty: 1 Page-Reference: 308-309

Question ID: 10-4-246 Skill: Knowledge

Objective: 10.4

9. Identify and describe the needs at each level of Maslow’s hierarchy of human needs. How can

managers use these needs to achieve business goals?

Difficulty: 2 Page-Reference: 308-309

Question ID: 10-4-247 Skill: Comprehension

Objective: 10.4

10. Describe the motivating factors of Herzberg’s two-factor theory. What is the role of salary and

working conditions in Herzberg’s theory of job satisfaction?

Difficulty: 2 Page-Reference: 309-310

Question ID: 10-4-248 Skill: Comprehension

Objective: 10.4

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

11. What is the two-factor theory and who proposed it?

Difficulty: 1 Page-Reference: 309-310

Question ID: 10-4-249 Skill: Knowledge

Objective: 10.4

12. What is equity theory?

Difficulty: 1 Page-Reference: 312

Question ID: 10-4-250 Skill: Knowledge

Objective: 10.4

13. How do expectancy theory and equity theory differ?

Difficulty: 1 Page-Reference: 311-312

Question ID: 10-4-251 Skill: Comprehension

Objective: 10.4

14. What is reinforcement theory and how would a manager apply it?

Difficulty: 2 Page-Reference: 313

Question ID: 10-4-252 Skill: Application

Objective: 10.5

15. Describe employee participation and empowerment and provide an example.

Difficulty: 2 Page-Reference: 314-315

Question ID: 10-4-253 Skill: Comprehension

Objective: 10.5

16. What is an MBO program and what are the major benefits of such a program?

Difficulty: 2 Page-Reference: 313-314

Question ID: 10-4-254 Skill: Comprehension

Objective: 10.5

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

17. Briefly describe job redesign and identify the three major ways of implementing it.

Difficulty: 2 Page-Reference: 317

Question ID: 10-4-255 Skill: Knowledge

Objective: 10.5

18. Describe the modified work schedule programs that a business may implement to increase

employee job satisfaction.

Difficulty: 1 Page-Reference: 318-319

Question ID: 10-4-256 Skill: Knowledge

Objective: 10.5

19. How is “leadership” different from “management”?

Difficulty: 2 Page-Reference: 320-321

Question ID: 10-4-257 Skill: Comprehension

Objective: 10.6

20. Briefly describe what managerial styles are, and then identify the three major types.

Difficulty: 1 Page-Reference: 322

Question ID: 10-4-258 Skill: Knowledge

Objective: 10.7

21. How do the trait and behavioural approaches differ?

Difficulty: 2 Page-Reference: 321-322

Question ID: 10-4-259 Skill: Comprehension

Objective: 10.7

Business, Eighth Canadian Edition Griffin, Ebert, Starke, Dracopoulos, Lang

Chapter 10—Motivating and Leading Employees

22. Explain the difference between transformational and transactional leadership.

Difficulty: 2 Page-Reference: 323

Question ID: 10-4-260 Skill: Comprehension

Objective: 10.8

23. Do men and women lead differently?

Difficulty: 2 Page-Reference: 325

Question ID: 10-4-261 Skill: Comprehension

Objective: 10.8

24. Discuss the differences between Canadian and American management styles.

Difficulty: 2 Page-Reference: 325-326

Question ID: 10-4-262 Skill: Comprehension

Objective: 10.8