Robert is a manager at a car sales dealership. He was concerned about a new line of cars that were not selling well.
He wanted to discuss the issue with other managers and asked the secretary for the senior executive of the dealership to put the issue on the agenda for the next all managers meeting. She responded, Sorry, the agenda is already full for the next three months of meetings. Would you like me to put the issue on the agenda four months from now? At that moment, the senior executive came out of his office and stopped to say hello to Robert. After greeting the executive, Robert explained his concern over the low sales with the line of cars and asked if it could be discussed at the next meeting. The senior executive turned to the secretary and asked her to put it on the agenda for the next meeting. Then, he said to Robert, Just so you know, we are considering elimination of that line of cars at our dealership. No one knows that yet, but think about that before our next meeting.
Which key indicators of Robert's upward and outward power in an organization are apparent in the above example? Which key indicators are not apparent in the above example?
Indicate whether the statement is true or false.
Question 2
Which of the following is not an appropriate technique for neutralizing reason strategies?
A) Confront individuals who are using manipulative bargaining tactics
B) Explain the adverse effects of compliance on performance
C) Defend your personal rights
D) Firmly refuse to comply with the request.
Injecting an IV push (bolus) medication; B, into a primary infusion line
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