Question 1

focuses on the downward influence of one's followers.

Accepted Answer

A) Power 
B) Information 
C) Leadership 
D) Communication 
A) Power 
B) Information 
C) Leadership 
D) Communication C

Question 2

Legitimate political behaviour refers to actions that are specified in one's formal job description.

Accepted Answer

A) True 
 B)False  False

Question 3

The power a person receives as a result of position on the organisational hierarchy is known as:

Accepted Answer

A) legitimate power. 
B) expert power. 
C) coercive power. 
D) reward power. 
A) legitimate power. 
B) expert power. 
C) coercive power. 
D) reward power. A

Question 4

does not require goal compatibility,merely dependence.

Accepted Answer

A) Power 
B) Information 
C) Leadership 
D) Communication 
A) Power 
B) Information 
C) Leadership 
D) Communication

Question 5

By definition,all political behaviour is considered an illegitimate activity.

Accepted Answer

A) True 
 B)False

Question 6

Power is a function of dependency.

Accepted Answer

A) True 
 B)False

Question 7

Avoidance of _ is why most organisations develop multiple suppliers rather than give their business to only one.

Accepted Answer

A) power 
B) dependency 
C) independence 
D) knowledge 
A) power 
B) dependency 
C) independence 
D) knowledge

Question 8

The most important aspect of power is that it:

Accepted Answer

A) tends to corrupt people. 
B) is a function of dependency. 
C) is needed to get things done in an organisation. 
D) is counterproductive. 
A) tends to corrupt people. 
B) is a function of dependency. 
C) is needed to get things done in an organisation. 
D) is counterproductive.

Question 9

Thomas recognises that his firm is plagued by organisational politics.He is not good at playing games and instead frequently engages in defensive behaviours in order to protect himself and protect his interests. Thomas has decided to play it safe and engage in buffing if he has to.This defensive behaviour is considered:

Accepted Answer

A) avoiding risk. 
B) avoiding blame. 
C) avoiding change. 
D) avoiding action. 
A) avoiding risk. 
B) avoiding blame. 
C) avoiding change. 
D) avoiding action.

Question 10

Formal power can come from:

Accepted Answer

A) the ability to reward 
B) the ability to coerce. 
C) formal authority. 
D) all of the above 
A) the ability to reward 
B) the ability to coerce. 
C) formal authority. 
D) all of the above

Question 11

If A can assign B work activities that B finds unpleasant,or treat B in a manner that B finds embarrassing,A possesses expert power over B.

Accepted Answer

A) True 
 B)False

Question 12

Define tactics and discuss the nine tactical dimensions.

Accepted Answer

Employees translate their power bases in

Question 13

Which of the following is not an individual factor related to political behaviour?

Accepted Answer

A) expectations of success 
B) promotional opportunities 
C) personality traits 
D) perceived alternatives 
A) expectations of success 
B) promotional opportunities 
C) personality traits 
D) perceived alternatives

Question 14

Politicking by top management,in a sense,gives permission to those lower in the organisation to play politics by implying that such behaviour is acceptable.

Accepted Answer

A) True 
 B)False

Question 15

Thomas recognises that his firm is plagued by organisational politics.He is not good at playing games and instead frequently engages in defensive behaviours in order to protect himself and protect his interests. Thomas has decided that avoiding blame is his best defence.Which of the following behaviours are included in defensive behaviours termed "avoiding blame?"

Accepted Answer

A) overconforming 
B) scapegoating 
C) protecting turf 
D) playing dumb 
A) overconforming 
B) scapegoating 
C) protecting turf 
D) playing dumb

Question 16

Reward power rests on the allocation of things others view as valuable.

Accepted Answer

A) True 
 B)False

Question 17

Catherine and Bernice are faculty members at a local college who feel very differently about their academic dean.Catherine believes that he is always engaging in political activity that is not in the best interests of the college.She describes him as a man who passes the buck,is scheming and arrogant.Bernice believes that he is an effective manager and sees him quite differently to Catherine. What Catherine views as "arrogant" is probably described by Bernice as:

Accepted Answer

A) competent and capable. 
B) confident. 
C) Demonstrating loyalty 
D) fixing responsibility. 
A) competent and capable. 
B) confident. 
C) Demonstrating loyalty 
D) fixing responsibility.

Question 18

Contrast leadership and power.

Accepted Answer

Power does not require goal compatibilit

Question 19

Ryan works for a highly competitive marketing company.He is rather confident and tends to believe that things are within his control.He is rather adept at networking and has on several occasions managed to get placed into some large projects because of his relationship with managers. Which of the following identifies the relevant individual factors encouraging Ryan's display of political behaviour?

Accepted Answer

A) Expectations of success and internal locus of control 
B) Perceived job alternatives and organisational investment 
C) Perceived job alternatives and expectations of success 
D) Internal locus of control and organisational investment 
A) Expectations of success and internal locus of control 
B) Perceived job alternatives and organisational investment 
C) Perceived job alternatives and expectations of success 
D) Internal locus of control and organisational investment

Question 20

power and power are actually counterparts of each other.

Accepted Answer

A) Expert; reward 
B) Coercive; expert 
C) Referent; reward 
D) Reward; coercive 
A) Expert; reward 
B) Coercive; expert 
C) Referent; reward 
D) Reward; coercive

focuses on the downward influence of one's followers.

Legitimate political behaviour refers to actions that are specified in one's formal job description.

The power a person receives as a result of position on the organisational hierarchy is known as:

does not require goal compatibility,merely dependence.

By definition,all political behaviour is considered an illegitimate activity.

Power is a function of dependency.

Avoidance of _ is why most organisations develop multiple suppliers rather than give their business to only one.

The most important aspect of power is that it:

Formal power can come from:

If A can assign B work activities that B finds unpleasant,or treat B in a manner that B finds embarrassing,A possesses expert power over B.

Define tactics and discuss the nine tactical dimensions.

Which of the following is not an individual factor related to political behaviour?

Politicking by top management,in a sense,gives permission to those lower in the organisation to play politics by implying that such behaviour is acceptable.

Reward power rests on the allocation of things others view as valuable.

Contrast leadership and power.

power and power are actually counterparts of each other.

The Significance of Organisational Behaviour

Learning and Job Satisfaction

Personality and Values

Perception and Individual Decision Making

Motivation

Emotions and Moods

Understanding Group and Team Behaviour

Leadership

Communication and Conflict

Organisational Structure

Organisational Culture

Organisational Change and Development

Filters

Exam 9: Power and Politics

focuses on the downward influence of one's followers.

Legitimate political behaviour refers to actions that are specified in one's formal job description.

The power a person receives as a result of position on the organisational hierarchy is known as:

does not require goal compatibility,merely dependence.

By definition,all political behaviour is considered an illegitimate activity.

Power is a function of dependency.

Avoidance of _ is why most organisations develop multiple suppliers rather than give their business to only one.

The most important aspect of power is that it:

Formal power can come from:

If A can assign B work activities that B finds unpleasant,or treat B in a manner that B finds embarrassing,A possesses expert power over B.

Define tactics and discuss the nine tactical dimensions.

Which of the following is not an individual factor related to political behaviour?

Politicking by top management,in a sense,gives permission to those lower in the organisation to play politics by implying that such behaviour is acceptable.

Reward power rests on the allocation of things others view as valuable.

Contrast leadership and power.

power and power are actually counterparts of each other.

The Significance of Organisational Behaviour

Learning and Job Satisfaction

Personality and Values

Perception and Individual Decision Making

Motivation

Emotions and Moods

Understanding Group and Team Behaviour

Leadership

Communication and Conflict

Organisational Structure

Organisational Culture

Organisational Change and Development

Filters