Question 1

A division's ability to control contingencies ________.

Accepted Answer

A)  gives the division the power to reward and punish behavior 
B)  means that it is the only division to have this power 
C)  makes the division vital to all other divisions 
D)  allows the division to handle sudden changes 
A)  gives the division the power to reward and punish behavior 
B)  means that it is the only division to have this power 
C)  makes the division vital to all other divisions 
D)  allows the division to handle sudden changes D

Question 2

Accommodation is a process in which conflicting groups meet to make offers, counteroffers, and concessions in an effort to resolve their differences.

Accepted Answer

A) True 
 B)False  False

Question 3

________ is based on the ability to give or withhold punishment.

Accepted Answer

A)  Reward power 
B)  Coercive power 
C)  Information power 
D)  Charismatic power 
A)  Reward power 
B)  Coercive power 
C)  Information power 
D)  Charismatic power B

Question 4

The potential for conflict decreases as the interdependence of functions or divisions increases.

Accepted Answer

A) True 
 B)False

Question 5

Power is the principal means of directing and controlling organizational goals and activities.

Accepted Answer

A) True 
 B)False

Question 6

Managers who abuse power and politics to promote their own interests are likely to harm the interests of others.

Accepted Answer

A) True 
 B)False

Question 7

As division manager for Rebely Research, Inc., Larry Friend's ability to determine which researchers receive the funding to complete their projects is an example of ________.

Accepted Answer

A)  information power 
B)  legitimate power 
C)  referent power 
D)  expert power 
A)  information power 
B)  legitimate power 
C)  referent power 
D)  expert power

Question 8

The ability to confer rewards and punishments fairly and equitably is a crucial managerial skill.

Accepted Answer

A) True 
 B)False

Question 9

Which of the following is NOT one of the tactics that managers can use to structure the negotiation and bargaining process to make compromise and collaboration more likely?

Accepted Answer

A)  Emphasize common goals. 
B)  Focus on the people, not the problem. 
C)  Focus on interests, not demands. 
D)  Focus on what is fair. 
A)  Emphasize common goals. 
B)  Focus on the people, not the problem. 
C)  Focus on interests, not demands. 
D)  Focus on what is fair.

Question 10

When individual conflict is due to a clash of personalities and a lack of understanding between parties, the BEST first step the organization can take to help resolve the situation is ________.

Accepted Answer

A)  job rotation and temporary assignment 
B)  dismissal of the individuals involved 
C)  promotion of the individuals involved 
D)  advising and counseling the individuals involved 
A)  job rotation and temporary assignment 
B)  dismissal of the individuals involved 
C)  promotion of the individuals involved 
D)  advising and counseling the individuals involved

Question 11

The greater a manager's access to and control over information, the greater is his or her information power.

Accepted Answer

A) True 
 B)False

Question 12

Legitimate, reward, and coercive powers become less potent in the presence of ________.

Accepted Answer

A)  information power 
B)  referent power 
C)  charismatic power 
D)  expert power 
A)  information power 
B)  referent power 
C)  charismatic power 
D)  expert power

Question 13

Pondy's model of the conflict process has limited applicability within organizations and provides guidance only for a limited range of situations.

Accepted Answer

A) True 
 B)False

Question 14

Conflict will MOST LIKELY occur between ________.

Accepted Answer

A)  the manufacturing and sales divisions when each recognizes the importance of the other 
B)  the city library and the parks department when there is an ample amount of funding 
C)  the employees when they have their salary determined by self-evaluations 
D)  the local police and the FBI agents when they are working on the same case 
A)  the manufacturing and sales divisions when each recognizes the importance of the other 
B)  the city library and the parks department when there is an ample amount of funding 
C)  the employees when they have their salary determined by self-evaluations 
D)  the local police and the FBI agents when they are working on the same case

Question 15

What is formal individual power?

Accepted Answer

Formal individual power is the power tha

Question 16

A contingency is an event or problem that could occur and that must be planned for by having people and resources in place to deal with it.

Accepted Answer

A) True 
 B)False

Question 17

Coercive power is the power to give or withhold punishment.

Accepted Answer

A) True 
 B)False

Question 18

Two managers have conflicting views of how to best handle a recent increase in funds. They have many meetings and each manager must argue his position. After several weeks, a decision is made that results in an efficient and effective use of the new resources. This example BEST shows that ________.

Accepted Answer

A)  only top management partake in political decision making 
B)  it harms other individuals when managers go after their goals 
C)  formal power is not necessary to engage in political decision making 
D)  political decision making can lead to improved performance 
A)  only top management partake in political decision making 
B)  it harms other individuals when managers go after their goals 
C)  formal power is not necessary to engage in political decision making 
D)  political decision making can lead to improved performance

Question 19

Reward power is the power to control and use organizational resources to accomplish organizational goals.

Accepted Answer

A) True 
 B)False

Question 20

According to Pondy's model, ________ begins when one party becomes aware that its goals are being thwarted by the actions of another party.

Accepted Answer

A)  felt conflict 
B)  latent conflict 
C)  perceived conflict 
D)  manifest conflict 
A)  felt conflict 
B)  latent conflict 
C)  perceived conflict 
D)  manifest conflict

A division's ability to control contingencies ________.

Accommodation is a process in which conflicting groups meet to make offers, counteroffers, and concessions in an effort to resolve their differences.

________ is based on the ability to give or withhold punishment.

The potential for conflict decreases as the interdependence of functions or divisions increases.

Power is the principal means of directing and controlling organizational goals and activities.

Managers who abuse power and politics to promote their own interests are likely to harm the interests of others.

As division manager for Rebely Research, Inc., Larry Friend's ability to determine which researchers receive the funding to complete their projects is an example of ________.

The ability to confer rewards and punishments fairly and equitably is a crucial managerial skill.

Which of the following is NOT one of the tactics that managers can use to structure the negotiation and bargaining process to make compromise and collaboration more likely?

When individual conflict is due to a clash of personalities and a lack of understanding between parties, the BEST first step the organization can take to help resolve the situation is ________.

The greater a manager's access to and control over information, the greater is his or her information power.

Legitimate, reward, and coercive powers become less potent in the presence of ________.

Pondy's model of the conflict process has limited applicability within organizations and provides guidance only for a limited range of situations.

Conflict will MOST LIKELY occur between ________.

What is formal individual power?

A contingency is an event or problem that could occur and that must be planned for by having people and resources in place to deal with it.

Coercive power is the power to give or withhold punishment.

Two managers have conflicting views of how to best handle a recent increase in funds. They have many meetings and each manager must argue his position. After several weeks, a decision is made that results in an efficient and effective use of the new resources. This example BEST shows that ________.

Reward power is the power to control and use organizational resources to accomplish organizational goals.

According to Pondy's model, ________ begins when one party becomes aware that its goals are being thwarted by the actions of another party.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters

Exam 13: Power, Politics, Conflict, and Negotiation

A division's ability to control contingencies ________.

Accommodation is a process in which conflicting groups meet to make offers, counteroffers, and concessions in an effort to resolve their differences.

________ is based on the ability to give or withhold punishment.

The potential for conflict decreases as the interdependence of functions or divisions increases.

Power is the principal means of directing and controlling organizational goals and activities.

Managers who abuse power and politics to promote their own interests are likely to harm the interests of others.

As division manager for Rebely Research, Inc., Larry Friend's ability to determine which researchers receive the funding to complete their projects is an example of ________.

The ability to confer rewards and punishments fairly and equitably is a crucial managerial skill.

Which of the following is NOT one of the tactics that managers can use to structure the negotiation and bargaining process to make compromise and collaboration more likely?

When individual conflict is due to a clash of personalities and a lack of understanding between parties, the BEST first step the organization can take to help resolve the situation is ________.

The greater a manager's access to and control over information, the greater is his or her information power.

Legitimate, reward, and coercive powers become less potent in the presence of ________.

Pondy's model of the conflict process has limited applicability within organizations and provides guidance only for a limited range of situations.

Conflict will MOST LIKELY occur between ________.

What is formal individual power?

A contingency is an event or problem that could occur and that must be planned for by having people and resources in place to deal with it.

Coercive power is the power to give or withhold punishment.

Two managers have conflicting views of how to best handle a recent increase in funds. They have many meetings and each manager must argue his position. After several weeks, a decision is made that results in an efficient and effective use of the new resources. This example BEST shows that ________.

Reward power is the power to control and use organizational resources to accomplish organizational goals.

According to Pondy's model, ________ begins when one party becomes aware that its goals are being thwarted by the actions of another party.

Introduction to Organizational Behavior

Individual Differences: Personality and Ability

Work Values Attitudes and Moods and Emotions

Perception Attribution and the Management of Diversity

Learning and Creativity

The Nature of Work Motivation

Creating a Motivating Work Setting

Pay Careers and Changing Employment Relationships

Managing Stress and Work Life Balance

The Nature of Work Groups and Teams

Effective Work Groups and Teams

Leaders and Leadership

Communicating Effectively in Organizations

Decision Making and Organizational Learning

Organizational Design and Structure

Organizational Culture and Ethical Behavior

Organization Change and Development

Filters