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QUESTION

V for Vendetta ( Book 1 Questions )

 Questions

1)    Identify characters in positions of power and authority. Explain why they have power and how they use power to control society. What happens to them and what does it mean?

2)    Explain the significances of V’s shadow Gallery 

3) Choose a reference and explain the connection to the character(s) and scene. How is the quote used to influence the reader?    (EX. Rollingstone, Macbeth, musics ) 

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**** *** ***** ******* ** ****************** and *** ********* of ******** ******** ** other ***** of retaliatory behaviorEqually ********* as ** ****** on *** ******** ********** ** ******** as * ***** of power *** been *** ********* ** ******* ********** ********* **** as ****** ****** *** * Edwards Deming **** ********* **** ***** ** * decline ** ************ and creativity when ******** ***** is ******** *** *** ** ******** ***** results in ** ********** ** ********** ** **** ** ***** ** **** insight coercion ** * base of ***** ********* ** play a **** even ** ***** ************* influenced by theories ** ******* ************ ***** ** ******** crisis ** ******* ** the ******** ** *** ************ ** large ******** *** **** ** *** ********* Coercive ***** *** **** *********** ** ************* ******* ** streamline their ********** *** ******* efficiency ** ********* **** ** ***** those *** **** to ******* ** *** ************** ***** *** ******** will ** *** **** likely ********** 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****** ** identify **** ** emulate him or *** ** ******** ***** *** ******* ***** ** ******* ******** ***** ***** ******* ** trust ** ***** ********** ********* *** *** *** be ************ ***** that **** are ******** ***** behavior ** that of the ******* and ***** **** they ******* ** ** she ***** ** ** **** * ********* ** a ***** of ************ ******* ** empowerment ** ***** **** rests ** ******** ***** Referent ***** *** take ************ time ** ******* *** **** *** *** ***** ************ effective ** a ********* **** * ***** ******** of ************ ****** ***** ** ******** ******** power ** ************** ********** however comes ** misunderstanding the **** ** which ********* ******** **** ***** superiors ***** ************** **** one's superior ** *** ****** ****** ** ******** by ******* ** ********** ***** **** ******* ****** or dress) ***** who ******** *** *** ********* ******** ** dress **** to *** level ** their ********* *** *** ***** **** ** ************* and ******* 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***** ******** their ******* ** *********** ********* ********* ** ** ****** *** respect **** **** ******* ** ****** this ********* specialized training programs *** now ******** *** *** ****** ** ********* *** confident *********** ********* ******* ****** ************ less ***** and ****** ******** ************* POWERExpert ***** rests on *** belief ** ********* **** ** ********** has a particularly high ***** ** ********* ** ****** *********** ***** *** Managers *** be ******** ********* based ** *** ********** of ***** ******* ********* of *** tasks ** **** **** ***** ********************** ** expert ***** *** ******** *** *** **** ****** than *** ***** persons ** * ****** ***** **** **** ** ********* ****** ****** comes ** the ***** ****** to fix * ************** ***** of machinery ** ******** exists **** *** CEO ******** *** ****** ******* *** ********* *** ******** **** ** ******* the ******* *********** *** *** ** ****** ** ****** *** ****** ** *** ****** personExpert power *** within it a ******** ***** ** ********* ** * ***** ** ***** ********* ********** ** knowledge ** shared ** * manager ****** ********* or skill instruction **** his or *** ********* in time **** **** acquire a ******* knowledge **** ** skill *** As *** ********* **** to ***** the ********* ********* ** ****** ***** ******* for the superiority ** *** ********* diminishesThe ****** ** ****** **** the ********* ********* ********** or **** *** ******* intentionally ******* *** to ***** *** ** her ********* base ** skill *** **** *** ********* The ****** ****** ******* *** ********* ********* **** **** while *** latter ******* *** ************** effectiveness **** ******************** **************** ******** **** ** those ** ****** *** Raven as **** ** *** *********** advocates ** the ***** such ** Crosby *** ****** **** tended ** ******** power *** ********* ** *************** By ******** several experts have **** ******** ***** ** *********** *** ***** ** ****** to * more multidimensional ************ ** ********* ** conflicting needsFor ******* ****** Grant ** al ********* ***** **************** goals and traditional management's ******** ***** ** *** **** as two ********** ******* ********* Because these *** ********* are ******** in two *********** ******* ** ********* they ******* ********* but ********** dimensions ** powerIt has **** **** argued **** ********* ** ********** ***** Geert ******** ** *** ** *** most ******** ********* ******* ** ************** ********** ** ************ ****** ********** ****** *********** ** **** ** called ****** ************ Hofstede ***** ******** ** *** degree to ***** ******* ** * ******* **** *********** **** ************ ** power ****** ** ************* **** ** *** extent ** which one's **** ** **** as ****** ******* ***** **** oneself **** views ********* **** power *** ********** ***** *** conception of ********* ****** ** organization *** ******* **** these facets ** authority ********** ****** drastically from ******* ** ******* ********* itself ** conceived of *********** **** society ** ******************* no single dimension ** authority *** power ** ****** ** hold ******* for *** ******** *** employees ** * multicultural ******** setting ** ** *** ************* ****** of *** ************* corporationFinally *** *** also ***** against *** one-dimensional **** ** authority *** ***** **** **** are ****** not ** *********** ******** in the ******** *** ** ************* ******* **** relations ****** the ************ ***** *** authority are **************** because relationships *** by ****** ******************* ways ** which ******** ********* ***** employees *** encourage **** ** ** productive depend ** **** variables including *** personality ** *** ****** *** skills of the *************** *** **** ** ********** ** hand or the group ******** *** ************* ** ***** ******* ** **** ********** styles **** **** of power has its ***** ** ********** *** can ***** effective ** *** right setting *** right ****************** **** leadership styles there ** **** ********** *** *********** crossover in the ***** ** leadership theories; *********** ****** examine **** ***** in the available ********** ** ****** *** **** ******** ** ********* ** *** ***** ** ************

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