Bus 410 Exam 2 Study Guide || 100% Verified Answers.
Based on the "followership" article from class (p. 3), what did the authors' survey discover is a
disconnect between what organizations (leaders) want from employees/followers and what
employees think the leaders want? Specify 2 things at the bottom of the list and 2 things at the
top of the list. correct answers • Followers are locked in their traditional ways of working and
leaders are seeking progressive definitions.
• Top of the list: Job skills, dependability, and cooperations
• Bottom of the list: Enthusiasm, creativity, and flexibility
According to Oren Harari's article, what are the three secrets to "empowering" your people.
correct answers 1. Coach, don't micromanage.
2. Train your people to take over your job, then find a new way to add value.
3. Your goal is to liberate people, free them from the organizational constraints
How are the best followers really like leaders? correct answers • They are more interested in the
process of the venture than personal agendas
• Good followers are not mechanic, they are energetic and creative
Explain empowerment from a contingency perspective (see slides). State 2 of the 5
contingencies/questions that leaders should consider before deciding how much to empower their
employees. For each one, indicate what condition should be related to more empowerment
correct answers 1. What is our business strategy?
a. High service differentiation
2. How loyal are our customers?
. Long term relationships
3. How complex are our activities?
4. How predictable is the environment?
. Many surprises
5. What type of people do we employ?
, . High skill, high growth
Describe the 6 steps of delegation. Be able to give specific examples of each step (i.e., given a
scenario) or be able to come up with a scenario with specific examples. correct answers 1.
Explain why the job is important.
a. "We're counting on you"
2. Define the results expected. Don't tell how to do it, just what the expectations are.
. "You're expected to be on time to work"
3. Define authority
. "You can't drive the forklift, but he will help you"
4. Agree on deadlines
. "When do YOU think this can be done?"
5. Ask for feedback (make sure employee understands)
. "How does that sound to you?"
6. Set up controls (Status checks)
. "Let's have a weekly meeting to track progress."
What is the basic premise(s) of SFPs? In other words, explain what SFPs are. correct answers • A
person's expectations of another person has influence. Expectations become reality.
• If a manager expects his employees to act like slackers, the manager will treat them in such a
way that gets them to react like slackers. Expectations turn into reality.
Explain a "bank run" from a SFP perspective. correct answers • A bank run is a large number of
people who go to a bank to withdraw their money, causing the bank to crash. By being afraid of
something and reacting, they actually cause the thing they are afraid of.
Describe/define the Pygmalion effect. Give an example of the Pygmalion effect from research
studies or from your own experience/observation. correct answers • Higher expectations from
leader lead to an increase in performance, lower expectations from leader lead to a decrease in
performance
Based on the "followership" article from class (p. 3), what did the authors' survey discover is a
disconnect between what organizations (leaders) want from employees/followers and what
employees think the leaders want? Specify 2 things at the bottom of the list and 2 things at the
top of the list. correct answers • Followers are locked in their traditional ways of working and
leaders are seeking progressive definitions.
• Top of the list: Job skills, dependability, and cooperations
• Bottom of the list: Enthusiasm, creativity, and flexibility
According to Oren Harari's article, what are the three secrets to "empowering" your people.
correct answers 1. Coach, don't micromanage.
2. Train your people to take over your job, then find a new way to add value.
3. Your goal is to liberate people, free them from the organizational constraints
How are the best followers really like leaders? correct answers • They are more interested in the
process of the venture than personal agendas
• Good followers are not mechanic, they are energetic and creative
Explain empowerment from a contingency perspective (see slides). State 2 of the 5
contingencies/questions that leaders should consider before deciding how much to empower their
employees. For each one, indicate what condition should be related to more empowerment
correct answers 1. What is our business strategy?
a. High service differentiation
2. How loyal are our customers?
. Long term relationships
3. How complex are our activities?
4. How predictable is the environment?
. Many surprises
5. What type of people do we employ?
, . High skill, high growth
Describe the 6 steps of delegation. Be able to give specific examples of each step (i.e., given a
scenario) or be able to come up with a scenario with specific examples. correct answers 1.
Explain why the job is important.
a. "We're counting on you"
2. Define the results expected. Don't tell how to do it, just what the expectations are.
. "You're expected to be on time to work"
3. Define authority
. "You can't drive the forklift, but he will help you"
4. Agree on deadlines
. "When do YOU think this can be done?"
5. Ask for feedback (make sure employee understands)
. "How does that sound to you?"
6. Set up controls (Status checks)
. "Let's have a weekly meeting to track progress."
What is the basic premise(s) of SFPs? In other words, explain what SFPs are. correct answers • A
person's expectations of another person has influence. Expectations become reality.
• If a manager expects his employees to act like slackers, the manager will treat them in such a
way that gets them to react like slackers. Expectations turn into reality.
Explain a "bank run" from a SFP perspective. correct answers • A bank run is a large number of
people who go to a bank to withdraw their money, causing the bank to crash. By being afraid of
something and reacting, they actually cause the thing they are afraid of.
Describe/define the Pygmalion effect. Give an example of the Pygmalion effect from research
studies or from your own experience/observation. correct answers • Higher expectations from
leader lead to an increase in performance, lower expectations from leader lead to a decrease in
performance
