Question 1

Discuss how the views about power, workers, and organizations have changed and evolved over time.

Accepted Answer

Answers may vary. Students should utilize the content in the "Early Voices" and "Changing Perspectives on Workers and Organizations" sections to answer this question.

Question 2

Translating new ideas into coordinated actions is part of which process of organizational learning?

Accepted Answer

A)  intuiting 
B)  interpreting 
C)  integrating 
D)  institutionalizing 
A)  intuiting 
B)  interpreting 
C)  integrating 
D)  institutionalizing C

Question 3

Although members of organizations should invest a significant amount of time in trying to influence decisions in which they have personal stakes, this may impose costs on organizations.

Accepted Answer

A) True 
 B)False  True

Question 4

______ power is drawn from having a special expertise that is needed or valued in an organization.

Accepted Answer

A)  Referent 
B)  Coercive 
C)  Expert 
D)  Legitimate 
A)  Referent 
B)  Coercive 
C)  Expert 
D)  Legitimate

Question 5

In public organizations, legitimate power is often derived from people's positions or job titles.

Accepted Answer

A) True 
 B)False

Question 6

All social interactions involve a measure of mutual influence and control.

Accepted Answer

A) True 
 B)False

Question 7

All of the following are bases of power EXCEPT for ______.

Accepted Answer

A)  coercive power 
B)  reward power 
C)  valid power 
D)  referent power 
A)  coercive power 
B)  reward power 
C)  valid power 
D)  referent power

Question 8

The use of coercive power tends to increase referent power, whereas the use of reward power tends to diminish referent power.

Accepted Answer

A) True 
 B)False

Question 9

According to Wilson, fostering your employees' participation, listening carefully to their values and interests, and building and supporting their confidence and skills is known as ______.

Accepted Answer

A)  thrilling 
B)  respectful 
C)  uplifting 
D)  powerful 
A)  thrilling 
B)  respectful 
C)  uplifting 
D)  powerful

Question 10

All of the following are examples of structural determinants of power EXCEPT for ______.

Accepted Answer

A)  independence 
B)  perceived political power 
C)  numerical representation 
D)  influence in garnering resources 
A)  independence 
B)  perceived political power 
C)  numerical representation 
D)  influence in garnering resources

Question 11

Is power a positive or destructive force? Does it vary based on the situation? Discuss, bringing in relevant examples where appropriate.

Accepted Answer

Answers will vary depending on

Question 12

Compare and contrast the different sources or bases of power.

Accepted Answer

Students should discuss the fo

Question 13

Karen believes that she has the capacity to do the work. She is exhibiting which of the following levels of employee empowerment?

Accepted Answer

A)  meaning 
B)  competence 
C)  self-determination 
D)  impact 
A)  meaning 
B)  competence 
C)  self-determination 
D)  impact

Question 14

People who have and exercise power have a number of personal qualities, including ______.

Accepted Answer

A)  ambition 
B)  self-knowledge 
C)  confidence 
D)  all of these 
A)  ambition 
B)  self-knowledge 
C)  confidence 
D)  all of these

Question 15

Which of the following tactics help people to gain power, exercise influence, and balance the power of others in organizations?

Accepted Answer

A)  using ambiguity 
B)  forming coalitions 
C)  incurring obligations 
D)  all of these 
A)  using ambiguity 
B)  forming coalitions 
C)  incurring obligations 
D)  all of these

Question 16

Sarah's boss tells her that the promotion she desires is contingent on whether she successfully completes an important project. What type of power is her boss exercising?

Accepted Answer

A)  expert power 
B)  overt power 
C)  managerial power 
D)  covert power 
A)  expert power 
B)  overt power 
C)  managerial power 
D)  covert power

Question 17

If we have the perception that our power position is ______ than our counterpart's, we are ______ likely to use power-balancing tactics.

Accepted Answer

A)  higher; more 
B)  lower; more 
C)  lower; less 
D)  higher; less 
A)  higher; more 
B)  lower; more 
C)  lower; less 
D)  higher; less

Question 18

Which of the following is a part of the second stage in the process of moving from powerlessness to empowerment?

Accepted Answer

A)  feedback 
B)  job enrichment 
C)  feelings leading to powerlessness 
D)  reinforcement 
A)  feedback 
B)  job enrichment 
C)  feelings leading to powerlessness 
D)  reinforcement

Question 19

Debbie's supervisor controls assignments, initiates transfers, and often gives poor performance evaluations. What type of power is her supervisor exercising?

Accepted Answer

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

Question 20

Bertrand Russell suggested that power can be formalized by granting someone the authority for its exercise.

Accepted Answer

A) True 
 B)False

Discuss how the views about power, workers, and organizations have changed and evolved over time.

Translating new ideas into coordinated actions is part of which process of organizational learning?

Although members of organizations should invest a significant amount of time in trying to influence decisions in which they have personal stakes, this may impose costs on organizations.

______ power is drawn from having a special expertise that is needed or valued in an organization.

In public organizations, legitimate power is often derived from people's positions or job titles.

All social interactions involve a measure of mutual influence and control.

All of the following are bases of power EXCEPT for ______.

The use of coercive power tends to increase referent power, whereas the use of reward power tends to diminish referent power.

According to Wilson, fostering your employees' participation, listening carefully to their values and interests, and building and supporting their confidence and skills is known as ______.

All of the following are examples of structural determinants of power EXCEPT for ______.

Is power a positive or destructive force? Does it vary based on the situation? Discuss, bringing in relevant examples where appropriate.

Compare and contrast the different sources or bases of power.

Karen believes that she has the capacity to do the work. She is exhibiting which of the following levels of employee empowerment?

People who have and exercise power have a number of personal qualities, including ______.

Which of the following tactics help people to gain power, exercise influence, and balance the power of others in organizations?

Sarah's boss tells her that the promotion she desires is contingent on whether she successfully completes an important project. What type of power is her boss exercising?

If we have the perception that our power position is than our counterpart's, we are likely to use power-balancing tactics.

Which of the following is a part of the second stage in the process of moving from powerlessness to empowerment?

Debbie's supervisor controls assignments, initiates transfers, and often gives poor performance evaluations. What type of power is her supervisor exercising?

Bertrand Russell suggested that power can be formalized by granting someone the authority for its exercise.

Organizational Behavior As a Way of Thinking and Acting

Knowing and Managing Yourself

Fostering Creativity and Innovation

Managing Stress

Decision-Making

Motivation and Engagement

Leadership in Public Organizations

Communicating Effectively With Others

Working in Groups and Teams

Managing Conflict

Organizational Culture and Change

Representing the Organization on the Outside

Managing Behavior in the Public Interest

Filters

Exam 8: Power and Organizational Politics

Discuss how the views about power, workers, and organizations have changed and evolved over time.

Translating new ideas into coordinated actions is part of which process of organizational learning?

Although members of organizations should invest a significant amount of time in trying to influence decisions in which they have personal stakes, this may impose costs on organizations.

______ power is drawn from having a special expertise that is needed or valued in an organization.

In public organizations, legitimate power is often derived from people's positions or job titles.

All social interactions involve a measure of mutual influence and control.

All of the following are bases of power EXCEPT for ______.

The use of coercive power tends to increase referent power, whereas the use of reward power tends to diminish referent power.

According to Wilson, fostering your employees' participation, listening carefully to their values and interests, and building and supporting their confidence and skills is known as ______.

All of the following are examples of structural determinants of power EXCEPT for ______.

Is power a positive or destructive force? Does it vary based on the situation? Discuss, bringing in relevant examples where appropriate.

Compare and contrast the different sources or bases of power.

Karen believes that she has the capacity to do the work. She is exhibiting which of the following levels of employee empowerment?

People who have and exercise power have a number of personal qualities, including ______.

Which of the following tactics help people to gain power, exercise influence, and balance the power of others in organizations?

Sarah's boss tells her that the promotion she desires is contingent on whether she successfully completes an important project. What type of power is her boss exercising?

If we have the perception that our power position is ______ than our counterpart's, we are ______ likely to use power-balancing tactics.

Which of the following is a part of the second stage in the process of moving from powerlessness to empowerment?

Debbie's supervisor controls assignments, initiates transfers, and often gives poor performance evaluations. What type of power is her supervisor exercising?

Bertrand Russell suggested that power can be formalized by granting someone the authority for its exercise.

Organizational Behavior As a Way of Thinking and Acting

Knowing and Managing Yourself

Fostering Creativity and Innovation

Managing Stress

Decision-Making

Motivation and Engagement

Leadership in Public Organizations

Communicating Effectively With Others

Working in Groups and Teams

Managing Conflict

Organizational Culture and Change

Representing the Organization on the Outside

Managing Behavior in the Public Interest

Filters

If we have the perception that our power position is than our counterpart's, we are likely to use power-balancing tactics.