Question 1

Influence is an essential process in organizations through which people coordinate their effort.

Accepted Answer

A) True 
 B)False  True

Question 2

Three general strategies for coping with uncertainty include:

Accepted Answer

A) visibility,discretion,prevention 
B) visibility,immediacy,pervasiveness 
C) prevention,forecasting,absorption 
D) discretion,immediacy,prevention 
E) None of these lists strategies for coping with uncertainty. 
A) visibility,discretion,prevention 
B) visibility,immediacy,pervasiveness 
C) prevention,forecasting,absorption 
D) discretion,immediacy,prevention 
E) None of these lists strategies for coping with uncertainty. C

Question 3

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

Accepted Answer

A) True 
 B)False  True

Question 4

Various studies consistently report that many job applicants falsify information on their resumé.This is an example of which influence tactic?

Accepted Answer

A) Persuasion 
B) Forming coalitions 
C) Networking 
D) Impression management 
E) Exchange 
A) Persuasion 
B) Forming coalitions 
C) Networking 
D) Impression management 
E) Exchange

Question 5

Which of these statements about legitimate power is FALSE?

Accepted Answer

A) Legitimate power depends on more than job descriptions. 
B) Employees in Canada are generally less likely to accept legitimate power than employees in high power distance cultures. 
C) Your boss's power to make you work overtime partly depends on your agreement to this power. 
D) Employees are generally more tolerant of legitimate power today than were employees a few decades ago. 
E) All employees have some degree of legitimate power. 
A) Legitimate power depends on more than job descriptions. 
B) Employees in Canada are generally less likely to accept legitimate power than employees in high power distance cultures. 
C) Your boss's power to make you work overtime partly depends on your agreement to this power. 
D) Employees are generally more tolerant of legitimate power today than were employees a few decades ago. 
E) All employees have some degree of legitimate power.

Question 6

Establishing a free flow of information and using effective change management practices help to minimize organizational politics.

Accepted Answer

A) True 
 B)False

Question 7

Complex and ambiguous rules in resource allocation decisions cause employees affected by those decisions:

Accepted Answer

A) to disown their Machiavellian values. 
B) to engage in more organizational politics. 
C) to disband their politically motivated networks. 
D) to find resources elsewhere. 
E) None of these are outcomes of complex and ambiguous rules in resource allocation decisions. 
A) to disown their Machiavellian values. 
B) to engage in more organizational politics. 
C) to disband their politically motivated networks. 
D) to find resources elsewhere. 
E) None of these are outcomes of complex and ambiguous rules in resource allocation decisions.

Question 8

Advanced Systems Ltd.(ASL),a high-technology company with 20,000 employees,has just acquired LiteForce Ltd.,a 5,000-person company where you work as a photonics (fibre optics)engineer.ASL mainly acquired LiteForce to reduce its competitive threat in the marketplace,as well as to increase the number of engineers and researchers in lightwave technology.You and five other engineers and scientists at LiteForce were working on new technology that would dramatically improve lightwave transmission to communicate data across the Internet.Your team's discovery occurred just before the acquisition and was not well known in the organization.Also,the key executives who strongly supported your team's research have left the company through generous buyout packages during the acquisition.(ASL offered share options to encourage you and other engineers and researchers to remain.)The result is that only your team members and a few other people are aware of the potential benefits of the project.Your team has similar education and experience as many other engineers in the combined organization.Moreover,your team's authority is limited to expenditure within the existing project budget,which ends in a few months.Further support would require executive approval.Describe the sources and contingencies of power that you and your team have in this situation to continue the project.

Accepted Answer

Students should discuss both the sources

Question 9

Employees with low power distance are more likely to comply with legitimate power.

Accepted Answer

A) True 
 B)False

Question 10

Legitimate,referent,and expert are:

Accepted Answer

A) different types of organizational politics 
B) different forms of visibility. 
C) different sources of organizational power 
D) different types of substitutability 
E) different contingencies of organizational power 
A) different types of organizational politics 
B) different forms of visibility. 
C) different sources of organizational power 
D) different types of substitutability 
E) different contingencies of organizational power

Question 11

Which of the following is the LEAST forceful influence tactic?

Accepted Answer

A) Ingratiation 
B) Assertiveness 
C) Upward appeal 
D) Silent authority 
E) Information control 
A) Ingratiation 
B) Assertiveness 
C) Upward appeal 
D) Silent authority 
E) Information control

Question 12

People might gain power by convincing others that they have something of value.

Accepted Answer

A) True 
 B)False

Question 13

Social Networking generates power through socialism.

Accepted Answer

A) True 
 B)False

Question 14

Three general strategies to help organizations cope with uncertainty are prevention,creation and deception.

Accepted Answer

A) True 
 B)False

Question 15

What types of power do people tend to gain by being part of social networks?

Accepted Answer

A) Legitimate and referent power 
B) Expert and reward power 
C) Referent and expert power 
D) Legitimate and reward power 
E) Networking has no known effects on an employee's sources of power 
A) Legitimate and referent power 
B) Expert and reward power 
C) Referent and expert power 
D) Legitimate and reward power 
E) Networking has no known effects on an employee's sources of power

Question 16

A software engineer was able to get placed into a group working on the most critical part of a new software program.She also made a habit of arriving at work around 5 a.m.,knowing that some of the top corporate leaders would arrive that early once in a while.This software engineer's actions increased her power mainly through:

Accepted Answer

A) decreased non-substitutability. 
B) increased legitimate power. 
C) increased coercive power. 
D) increased discretion. 
E) increased visibility. 
A) decreased non-substitutability. 
B) increased legitimate power. 
C) increased coercive power. 
D) increased discretion. 
E) increased visibility.

Question 17

According to the authors,women are often excluded from informal management networks because they:

Accepted Answer

A) use communication styles that are different than men. 
B) have too many other responsibilities to join social networks at work. 
C) do not participate in golf games and other male-dominated social events. 
D) prefer to join mostly non-management social networks. 
E) are prevented from doing so due to the "glass ceiling" effect. 
A) use communication styles that are different than men. 
B) have too many other responsibilities to join social networks at work. 
C) do not participate in golf games and other male-dominated social events. 
D) prefer to join mostly non-management social networks. 
E) are prevented from doing so due to the "glass ceiling" effect.

Question 18

People who have expertise tend to have more influence using persuasion.

Accepted Answer

A) True 
 B)False

Question 19

Forming a coalition:

Accepted Answer

A) is typically part of the manager's job description. 
B) takes advantage of situations where who you know is more important than what you know. 
C) causes the decision to become more complex and ambiguous. 
D) increases the legitimacy of the coalition's desired outcome. 
E) more effectively communicates weaknesses with opposing positions. 
A) is typically part of the manager's job description. 
B) takes advantage of situations where who you know is more important than what you know. 
C) causes the decision to become more complex and ambiguous. 
D) increases the legitimacy of the coalition's desired outcome. 
E) more effectively communicates weaknesses with opposing positions.

Question 20

By avoiding written documentation of special procedures,maintenance workers in the French tobacco-processing industry were maximizing their expert power through non-substitutability.

Accepted Answer

A) True 
 B)False

Influence is an essential process in organizations through which people coordinate their effort.

Three general strategies for coping with uncertainty include:

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

Various studies consistently report that many job applicants falsify information on their resumé.This is an example of which influence tactic?

Which of these statements about legitimate power is FALSE?

Establishing a free flow of information and using effective change management practices help to minimize organizational politics.

Complex and ambiguous rules in resource allocation decisions cause employees affected by those decisions:

Employees with low power distance are more likely to comply with legitimate power.

Legitimate,referent,and expert are:

Which of the following is the LEAST forceful influence tactic?

People might gain power by convincing others that they have something of value.

Social Networking generates power through socialism.

Three general strategies to help organizations cope with uncertainty are prevention,creation and deception.

What types of power do people tend to gain by being part of social networks?

According to the authors,women are often excluded from informal management networks because they:

People who have expertise tend to have more influence using persuasion.

Forming a coalition:

By avoiding written documentation of special procedures,maintenance workers in the French tobacco-processing industry were maximizing their expert power through non-substitutability.

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

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Exam 10: Power and Influence in the Workplace

Influence is an essential process in organizations through which people coordinate their effort.

Three general strategies for coping with uncertainty include:

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

Various studies consistently report that many job applicants falsify information on their resumé.This is an example of which influence tactic?

Which of these statements about legitimate power is FALSE?

Establishing a free flow of information and using effective change management practices help to minimize organizational politics.

Complex and ambiguous rules in resource allocation decisions cause employees affected by those decisions:

Employees with low power distance are more likely to comply with legitimate power.

Legitimate,referent,and expert are:

Which of the following is the LEAST forceful influence tactic?

People might gain power by convincing others that they have something of value.

Social Networking generates power through socialism.

Three general strategies to help organizations cope with uncertainty are prevention,creation and deception.

What types of power do people tend to gain by being part of social networks?

According to the authors,women are often excluded from informal management networks because they:

People who have expertise tend to have more influence using persuasion.

Forming a coalition:

By avoiding written documentation of special procedures,maintenance workers in the French tobacco-processing industry were maximizing their expert power through non-substitutability.

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perceiving Ourselves and Others in Organizations

Workplace Emotions, Attitudes, and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organizations

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters