True or False. 1. Coercive power stems from the capacity to produce fear in others. 2. Some political tactics are honest in nature. 3. Discrimination is to show favour, prejudice, or bias for or against a person on any arbitrary grounds. 4. Organisations are composed of coalitions which compete with one another for resources and influence. 5. Collectivism does not explain the extent to which, individuals care about other's actions, the sharing of material and non-material benefits and resources. 6. The goal of valuing diversity is not to capitalize on the strengths of each individual or subgroup to ensure that the whole is greater than the sum of the parts. 7. Persuasion is the method that relies supposedly on logic, the power of argument, and the evidence of the facts. 8. Ineffective organizational leaders have learnt how to identify informal leaders particularly when they want to use them in bringing about corporate change. 9. Managing diversity can improve employee attitudes and satisfaction. 10. Organisational culture manifests itself in various forms; objects (shared things); talk (shared sayings); behaviour (shared doings); emotions (shared feelings). 11. Politics mainly deals with structure but not power. 12. Leadership development refers to the expansion of a person's capacity to be effective in leadership roles.
True or False. 1. Coercive power stems from the capacity to produce fear in others. 2. Some political tactics are honest in nature. 3. Discrimination is to show favour, prejudice, or bias for or against a person on any arbitrary grounds. 4. Organisations are composed of coalitions which compete with one another for resources and influence. 5. Collectivism does not explain the extent to which, individuals care about other's actions, the sharing of material and non-material benefits and resources. 6. The goal of valuing diversity is not to capitalize on the strengths of each individual or subgroup to ensure that the whole is greater than the sum of the parts. 7. Persuasion is the method that relies supposedly on logic, the power of argument, and the evidence of the facts. 8. Ineffective organizational leaders have learnt how to identify informal leaders particularly when they want to use them in bringing about corporate change. 9. Managing diversity can improve employee attitudes and satisfaction. 10. Organisational culture manifests itself in various forms; objects (shared things); talk (shared sayings); behaviour (shared doings); emotions (shared feelings). 11. Politics mainly deals with structure but not power. 12. Leadership development refers to the expansion of a person's capacity to be effective in leadership roles.
Chapter12: Diversity In Organizations
Section12.2: Diversity And The Workforce
Problem 2DQ: Should Airbnb be held responsible for discriminatory actions of its hosts?
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Transcribed Image Text:True or False.
1. Coercive power stems from the capacity to produce fear in others.
2. Some political tactics are honest in nature.
3. Discrimination is to show favour, prejudice, or bias for or against a person on any arbitrary
grounds.
4. Organisations are composed of coalitions which compete with one another for resources
and influence.
5. Collectivism does not explain the extent to which, individuals care about other's actions,
the sharing of material and non-material benefits and resources.
6. The goal of valuing diversity is not to capitalize on the strengths of each individual or
subgroup to ensure that the whole is greater than the sum of the parts.
7. Persuasion is the method that relies supposedly on logic, the power of argument, and the
evidence of the facts.
8. Ineffective organizational leaders have learnt how to identify informal leaders particularly
when they want to use them in bringing about corporate change.
9. Managing diversity can improve employee attitudes and satisfaction.
10. Organisational culture manifests itself in various forms; objects (shared things); talk
(shared sayings); behaviour (shared doings); emotions (shared feelings).
11. Politics mainly deals with structure but not power.
12. Leadership development refers to the expansion of a person's capacity to be effective in
leadership roles.
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