Question 1

One feature of influence is that it operates down the corporate hierarchy, but not up or across that hierarchy.

Accepted Answer

A) True 
 B)False

Question 2

Because impression management is inherently unethical, it is discouraged by career professionals.

Accepted Answer

A) True 
 B)False

Question 3

Until recently, a large sales organization gave supervisors all key information for further distribution to their employees. But with the introduction of a company intranet and other information technologies, this information is now mostly available directly to employees. By distributing corporate information directly to employees rather than through their supervisors, the company has:

Accepted Answer

A) increased the centrality of supervisors. 
B) increased the legitimate power of supervisors. 
C) decreased the power of supervisors by moving to an all-channel formation of information flow. 
D) decreased the company's ability to cope with uncertainty. 
E) increased the power of supervisors by moving to a wheel formation of information flow. 
A) increased the centrality of supervisors. 
B) increased the legitimate power of supervisors. 
C) decreased the power of supervisors by moving to an all-channel formation of information flow. 
D) decreased the company's ability to cope with uncertainty. 
E) increased the power of supervisors by moving to a wheel formation of information flow.

Question 4

Which of these statements about legitimate power is FALSE?

Accepted Answer

A) The size of the zone of indifference and, consequently, the magnitude of legitimate power increases with the level of trust in the power holder. 
B) Employees are generally more tolerant of legitimate power today than were employees a few decades ago. 
C) Legitimate power depends on more than job descriptions. 
D) Your boss's power to make you work overtime partly depends on your agreement to this power. 
E) All employees have some degree of legitimate power. 
A) The size of the zone of indifference and, consequently, the magnitude of legitimate power increases with the level of trust in the power holder. 
B) Employees are generally more tolerant of legitimate power today than were employees a few decades ago. 
C) Legitimate power depends on more than job descriptions. 
D) Your boss's power to make you work overtime partly depends on your agreement to this power. 
E) All employees have some degree of legitimate power.

Question 5

Which source of power tends to produce compliance or resistance, but not commitment,to the requested behaviour?

Accepted Answer

A) Legitimate power 
B) Reward power 
C) Referent power 
D) All of these produce compliance or resistance, but not commitment. 
E) Both reward and legitimate power produce compliance or resistance, but not commitment. 
A) Legitimate power 
B) Reward power 
C) Referent power 
D) All of these produce compliance or resistance, but not commitment. 
E) Both reward and legitimate power produce compliance or resistance, but not commitment.

Question 6

Why do people with diverse networks tend to be more successful job seekers?

Accepted Answer

People with diverse networks tend to be

Question 7

Silent authority and deference to authority are related concepts.

Accepted Answer

A) True 
 B)False

Question 8

You are a new employee in a professional position, such as an accountant or corporate lawyer. Your organization is located in Vancouver and employs several hundred people with various backgrounds (representative of Vancouver's diversity). Soon after joining this organization, you discover that the company does not apply certain technology or practices that are now recommended by most people in your profession. Under these circumstances, identify three different types of influence tactics that you might use effectively to have senior management introduce these technologies or practice. Your

Accepted Answer

This question requires students to under

Question 9

Jason is effective at forming friendships with other people in the organization. Over time, he becomes well known and respected by numerous people in key positions in the organization. Through his social networking, Jason has:

Accepted Answer

A) increased his referent power. 
B) increased his coercive power. 
C) reduced his visibility. 
D) reduced his centrality. 
E) increased his level of Machiavellianism. 
A) increased his referent power. 
B) increased his coercive power. 
C) reduced his visibility. 
D) reduced his centrality. 
E) increased his level of Machiavellianism.

Question 10

Which of the following is an example of the influence tactic of controlling information?

Accepted Answer

A) Airline employees threaten to go on strike just a few weeks before the company begins its busiest season and most profitable part of the year. 
B) To increase the chances of promotion to a more senior job in the company, an employee exaggerates to management about his role on the executive of a non-profit group. 
C) To demonstrate that cost overrun errors aren't due to production employees, the production manager privately shows senior executives examples of how the marketing manager makes mistakes on orders. 
D) A new executive immediately posts his diplomas and awards on the office wall for others to see. 
E) The vice-president of marketing deliberately places an issue that she dislikes near the bottom of next meeting's agenda (rather than near the top) so there is less chance the meeting will have time to address that issue. 
A) Airline employees threaten to go on strike just a few weeks before the company begins its busiest season and most profitable part of the year. 
B) To increase the chances of promotion to a more senior job in the company, an employee exaggerates to management about his role on the executive of a non-profit group. 
C) To demonstrate that cost overrun errors aren't due to production employees, the production manager privately shows senior executives examples of how the marketing manager makes mistakes on orders. 
D) A new executive immediately posts his diplomas and awards on the office wall for others to see. 
E) The vice-president of marketing deliberately places an issue that she dislikes near the bottom of next meeting's agenda (rather than near the top) so there is less chance the meeting will have time to address that issue.

Question 11

In most countries, a national accounting profession controls access to the profession while legislation prevents anyone other than its members from auditing public corporations. These conditions increase the accounting profession's power through which of the following?

Accepted Answer

A) Nonsubstitutability 
B) Discretion 
C) Centrality 
D) Referent power 
E) Visibility 
A) Nonsubstitutability 
B) Discretion 
C) Centrality 
D) Referent power 
E) Visibility

Question 12

Which of the following is NOT a distinct source of power?

Accepted Answer

A) Centrality power 
B) Coercive power 
C) Expert power 
D) Referent power 
E) Legitimate power 
A) Centrality power 
B) Coercive power 
C) Expert power 
D) Referent power 
E) Legitimate power

Question 13

Employees are losing their expert power as society moves from an industrial to a knowledge-based economy.

Accepted Answer

A) True 
 B)False

Question 14

Social capital tends to be diluted with the number of network ties

Accepted Answer

A) True 
 B)False

Question 15

Professions gain power in the marketplace by reducing their substitutability through the control of tasks and knowledge.

Accepted Answer

A) True 
 B)False

Question 16

Impression management is a common strategy for people trying to get ahead in the workplace.

Accepted Answer

A) True 
 B)False

Question 17

Countervailing power refers to:

Accepted Answer

A) the capacity to keep someone who is more powerful than you in the exchange relationship. 
B) a second source of power held by the power holder in case the main source of power is ineffective. 
C) the ability of a person or department to gain more power through unethical organizational politics. 
D) the initial feeling of power employees experience when they are given more freedom and control over their jobs. 
E) a method of measuring the number of times an employee uses his or her power each day. 
A) the capacity to keep someone who is more powerful than you in the exchange relationship. 
B) a second source of power held by the power holder in case the main source of power is ineffective. 
C) the ability of a person or department to gain more power through unethical organizational politics. 
D) the initial feeling of power employees experience when they are given more freedom and control over their jobs. 
E) a method of measuring the number of times an employee uses his or her power each day.

Question 18

The gap between two clusters of people in a social network is called a structural hole.

Accepted Answer

A) True 
 B)False

Question 19

First-line supervisors may have legitimate, reward, and coercive sources of power, but their actual power is often limited by a lack of discretion.

Accepted Answer

A) True 
 B)False

Question 20

Employees have more coercive power today than a few decades ago because

Accepted Answer

A) employers have a higher power distance than in the past. 
B) fewer people now attend university than a few decades ago. 
C) referent and legitimate power are no longer valued in organizations. 
D) union density has been reduced in the private sector. 
E) None of these explanations are correct. 
A) employers have a higher power distance than in the past. 
B) fewer people now attend university than a few decades ago. 
C) referent and legitimate power are no longer valued in organizations. 
D) union density has been reduced in the private sector. 
E) None of these explanations are correct.

One feature of influence is that it operates down the corporate hierarchy, but not up or across that hierarchy.

Because impression management is inherently unethical, it is discouraged by career professionals.

Which of these statements about legitimate power is FALSE?

Which source of power tends to produce compliance or resistance, but not commitment,to the requested behaviour?

Why do people with diverse networks tend to be more successful job seekers?

Silent authority and deference to authority are related concepts.

Jason is effective at forming friendships with other people in the organization. Over time, he becomes well known and respected by numerous people in key positions in the organization. Through his social networking, Jason has:

Which of the following is an example of the influence tactic of controlling information?

In most countries, a national accounting profession controls access to the profession while legislation prevents anyone other than its members from auditing public corporations. These conditions increase the accounting profession's power through which of the following?

Which of the following is NOT a distinct source of power?

Employees are losing their expert power as society moves from an industrial to a knowledge-based economy.

Social capital tends to be diluted with the number of network ties

Professions gain power in the marketplace by reducing their substitutability through the control of tasks and knowledge.

Impression management is a common strategy for people trying to get ahead in the workplace.

Countervailing power refers to:

The gap between two clusters of people in a social network is called a structural hole.

First-line supervisors may have legitimate, reward, and coercive sources of power, but their actual power is often limited by a lack of discretion.

Employees have more coercive power today than a few decades ago because

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 10: Power and Influence in the Workplace

One feature of influence is that it operates down the corporate hierarchy, but not up or across that hierarchy.

Because impression management is inherently unethical, it is discouraged by career professionals.

Which of these statements about legitimate power is FALSE?

Which source of power tends to produce compliance or resistance, but not commitment,to the requested behaviour?

Why do people with diverse networks tend to be more successful job seekers?

Silent authority and deference to authority are related concepts.

Jason is effective at forming friendships with other people in the organization. Over time, he becomes well known and respected by numerous people in key positions in the organization. Through his social networking, Jason has:

Which of the following is an example of the influence tactic of controlling information?

In most countries, a national accounting profession controls access to the profession while legislation prevents anyone other than its members from auditing public corporations. These conditions increase the accounting profession's power through which of the following?

Which of the following is NOT a distinct source of power?

Employees are losing their expert power as society moves from an industrial to a knowledge-based economy.

Social capital tends to be diluted with the number of network ties

Professions gain power in the marketplace by reducing their substitutability through the control of tasks and knowledge.

Impression management is a common strategy for people trying to get ahead in the workplace.

Countervailing power refers to:

The gap between two clusters of people in a social network is called a structural hole.

First-line supervisors may have legitimate, reward, and coercive sources of power, but their actual power is often limited by a lack of discretion.

Employees have more coercive power today than a few decades ago because

Introduction to the Field of Organizational Behaviour

Individual Behaviour

Perceiving Ourselves and Others in Organizations

Workplace Emotions

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Organizations

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters