Question 1

Vertical sources of power include all of the following except:

Accepted Answer

A)  control of decision premises. 
B)  network centrality. 
C)  formal position. 
D)  manipulation. 
A)  control of decision premises. 
B)  network centrality. 
C)  formal position. 
D)  manipulation. D

Question 2

Which of the following means that a department's function cannot be performed by other readily available resources?

Accepted Answer

A)  Coping with uncertainty 
B)  Financial resources 
C)  Dependency 
D)  Nonsubstitutability 
A)  Coping with uncertainty 
B)  Financial resources 
C)  Dependency 
D)  Nonsubstitutability D

Question 3

When faced with uncertainty, some departments end up losing power, and others end up gaining power. What makes the difference? What are the actions and techniques of those departments that end up gaining power?

Accepted Answer

When faced with uncertainty, the departments that end up gaining power are often the ones that are proactive, adaptable, and able to effectively communicate their value to the organization. These departments are able to navigate uncertainty by taking strategic actions and utilizing specific techniques to demonstrate their importance and contribute to the overall success of the organization.

One key action that successful departments take is to stay informed and aware of the changing landscape. They actively seek out information, stay up to date on industry trends, and anticipate potential challenges or opportunities. By being proactive and forward-thinking, these departments are able to position themselves as valuable assets to the organization.

Additionally, successful departments are able to adapt to change and uncertainty. They are flexible and open to new ideas, and they are able to pivot their strategies and tactics as needed. This adaptability allows them to remain relevant and effective, even in the face of uncertainty.

Effective communication is also crucial for departments looking to gain power in uncertain times. They are able to clearly articulate their value proposition, demonstrate their impact on the organization, and effectively communicate their needs and priorities. By effectively communicating their contributions, these departments are able to garner support and resources from key stakeholders.

Furthermore, successful departments often collaborate and build strong relationships with other departments and teams within the organization. By working together and leveraging each other's strengths, they are able to create a more cohesive and unified approach to navigating uncertainty.

Overall, the departments that end up gaining power in times of uncertainty are those that are proactive, adaptable, and able to effectively communicate their value. By taking strategic actions and utilizing these techniques, they are able to demonstrate their importance and contribute to the overall success of the organization.

Question 4

_____ is rivalry among groups in the pursuit of a common prize, whereas conflict presumes direct interference with goal achievement.

Accepted Answer

A)  Authority 
B)  Centrality 
C)  Competition 
D)  Dependency 
A)  Authority 
B)  Centrality 
C)  Competition 
D)  Dependency

Question 5

Which model of organization often prevails because each department has different interests it wants met and different goals it wants to achieve?

Accepted Answer

A)  Political 
B)  Rational 
C)  Garbage Can 
D)  Incremental 
A)  Political 
B)  Rational 
C)  Garbage Can 
D)  Incremental

Question 6

Departments can cope with critical uncertainties by obtaining prior information, prevention, and absorption.

Accepted Answer

A) True 
 B)False

Question 7

Putting together what you know about the sources of potential conflict and about interdependence, which of the following attributes will create the greatest potential for conflict?

Accepted Answer

A)  Pooled interdependence 
B)  Functional specialization 
C)  Reciprocal interdependence 
D)  Routine technology 
A)  Pooled interdependence 
B)  Functional specialization 
C)  Reciprocal interdependence 
D)  Routine technology

Question 8

What political tactics are recommended for using power?

Accepted Answer

Using power effectively in politics requ

Question 9

Describe the conditions under which a rational model of behavior could be operative. How does the rational model compare to the political model?

Accepted Answer

The rational model of behavior is operat

Question 10

Middle managers and lower-level employees do not have access to information that would increase their power.

Accepted Answer

A) True 
 B)False

Question 11

____ are designed to increase worker participation and provide a cooperative model for solving union-management problems.

Accepted Answer

A)  Labor-management teams 
B)  Decision making teams 
C)  Venture teams 
D)  Negotiation teams 
A)  Labor-management teams 
B)  Decision making teams 
C)  Venture teams 
D)  Negotiation teams

Question 12

Which of the following is not a political tactic for using power?

Accepted Answer

A)  Expand networks 
B)  Schedule intergroup consultation 
C)  Enhance legitimacy and expertise 
D)  Control decision premises 
A)  Expand networks 
B)  Schedule intergroup consultation 
C)  Enhance legitimacy and expertise 
D)  Control decision premises

Question 13

Horizontal power is not defined by the formal hierarchy or the organization chart.

Accepted Answer

A) True 
 B)False

Question 14

Explain what is meant by strategic contingencies that influence horizontal power among departments, and provide examples.

Accepted Answer

Strategic contingencies refer to the ext

Question 15

Absorption occurs when a department takes action after an event to reduce its negative consequences.

Accepted Answer

A) True 
 B)False

Question 16

Collective bargaining:

Accepted Answer

A)  cannot be used to describe today's union-management relations, but does apply to general vertical conflict. 
B)  is one type of negotiation used to resolve disagreements between workers and management, through a union, establishing fixed responsibilities for the next two to three years. 
C)  is considered to be an integration device that results in contracts establishing flexible responsibilities for the next ten to fifteen years. 
D)  has been eliminated because of the introduction of more innovative cooperative approaches. 
A)  cannot be used to describe today's union-management relations, but does apply to general vertical conflict. 
B)  is one type of negotiation used to resolve disagreements between workers and management, through a union, establishing fixed responsibilities for the next two to three years. 
C)  is considered to be an integration device that results in contracts establishing flexible responsibilities for the next ten to fifteen years. 
D)  has been eliminated because of the introduction of more innovative cooperative approaches.

Question 17

Nonsubstitutability means that departmental power will be decreased with the loss of control over resources.

Accepted Answer

A) True 
 B)False

Question 18

Centrality reflects a department's role in the primary activity of an organization.

Accepted Answer

A) True 
 B)False

Question 19

Gary is a manager at YMZ Company. One day, when Gary was swamped with work, his colleague, Charles, offered to help Gary with some of his work. Charles finished writing some reports for Gary and made phone calls for him. A month later, when Charles was overwhelmed with work, Gary felt obligated to help him. This example best illustrates which of the following?

Accepted Answer

A)  The principle of reciprocity 
B)  Empowerment 
C)  Network centrality 
D)  Negotiation 
A)  The principle of reciprocity 
B)  Empowerment 
C)  Network centrality 
D)  Negotiation

Question 20

Legitimate power is the authority to punish or recommend punishment, whereas expert power derives from a person's greater skill or knowledge about the tasks being performed.

Accepted Answer

A) True 
 B)False

Vertical sources of power include all of the following except:

Which of the following means that a department's function cannot be performed by other readily available resources?

When faced with uncertainty, some departments end up losing power, and others end up gaining power. What makes the difference? What are the actions and techniques of those departments that end up gaining power?

_____ is rivalry among groups in the pursuit of a common prize, whereas conflict presumes direct interference with goal achievement.

Which model of organization often prevails because each department has different interests it wants met and different goals it wants to achieve?

Departments can cope with critical uncertainties by obtaining prior information, prevention, and absorption.

Putting together what you know about the sources of potential conflict and about interdependence, which of the following attributes will create the greatest potential for conflict?

What political tactics are recommended for using power?

Describe the conditions under which a rational model of behavior could be operative. How does the rational model compare to the political model?

Middle managers and lower-level employees do not have access to information that would increase their power.

____ are designed to increase worker participation and provide a cooperative model for solving union-management problems.

Which of the following is not a political tactic for using power?

Horizontal power is not defined by the formal hierarchy or the organization chart.

Explain what is meant by strategic contingencies that influence horizontal power among departments, and provide examples.

Absorption occurs when a department takes action after an event to reduce its negative consequences.

Collective bargaining:

Nonsubstitutability means that departmental power will be decreased with the loss of control over resources.

Centrality reflects a department's role in the primary activity of an organization.

Legitimate power is the authority to punish or recommend punishment, whereas expert power derives from a person's greater skill or knowledge about the tasks being performed.

Organizations and Organization Theory

Strategy, Organization Design, and Effectiveness

Fundamentals of Organization Structure

The External Environment

Interorganizational Relationships

Designing Organizations for the International Environment

Manufacturing and Service Technologies

Using Information Technology for Control and Coordination

Organization Size, Life Cycle, and Decline

Organizational Culture and Ethical Values

Innovation and Change

Decision Making Processes

Filters

Exam 13: Conflict, Power, and Politics

Vertical sources of power include all of the following except:

Which of the following means that a department's function cannot be performed by other readily available resources?

When faced with uncertainty, some departments end up losing power, and others end up gaining power. What makes the difference? What are the actions and techniques of those departments that end up gaining power?

_____ is rivalry among groups in the pursuit of a common prize, whereas conflict presumes direct interference with goal achievement.

Which model of organization often prevails because each department has different interests it wants met and different goals it wants to achieve?

Departments can cope with critical uncertainties by obtaining prior information, prevention, and absorption.

Putting together what you know about the sources of potential conflict and about interdependence, which of the following attributes will create the greatest potential for conflict?

What political tactics are recommended for using power?

Describe the conditions under which a rational model of behavior could be operative. How does the rational model compare to the political model?

Middle managers and lower-level employees do not have access to information that would increase their power.

____ are designed to increase worker participation and provide a cooperative model for solving union-management problems.

Which of the following is not a political tactic for using power?

Horizontal power is not defined by the formal hierarchy or the organization chart.

Explain what is meant by strategic contingencies that influence horizontal power among departments, and provide examples.

Absorption occurs when a department takes action after an event to reduce its negative consequences.

Collective bargaining:

Nonsubstitutability means that departmental power will be decreased with the loss of control over resources.

Centrality reflects a department's role in the primary activity of an organization.

Legitimate power is the authority to punish or recommend punishment, whereas expert power derives from a person's greater skill or knowledge about the tasks being performed.

Organizations and Organization Theory

Strategy, Organization Design, and Effectiveness

Fundamentals of Organization Structure

The External Environment

Interorganizational Relationships

Designing Organizations for the International Environment

Manufacturing and Service Technologies

Using Information Technology for Control and Coordination

Organization Size, Life Cycle, and Decline

Organizational Culture and Ethical Values

Innovation and Change

Decision Making Processes

Filters