Question 1

Extreme forms of assertiveness include blackmailing colleagues.

Accepted Answer

A) True 
 B)False

Question 2

Which types of people are more likely to engage in organizational politics?

Accepted Answer

The textbook identifies three personal c

Question 3

Organizational politics is more common where decisions are:

Accepted Answer

A) easy to understand. 
B) based on complex and ambiguous rules. 
C) based on the brainstorming technique. 
D) based on clearly defined rules. 
E) none of these conditions. 
A) easy to understand. 
B) based on complex and ambiguous rules. 
C) based on the brainstorming technique. 
D) based on clearly defined rules. 
E) none of these conditions.

Question 4

Employees who engage in social networking tend to:

Accepted Answer

A) be less powerful in the long run. 
B) develop their referent power. 
C) have a low level of Machiavellianism. 
D) develop their legitimate power. 
E) develop both their referent and legitimate power. 
A) be less powerful in the long run. 
B) develop their referent power. 
C) have a low level of Machiavellianism. 
D) develop their legitimate power. 
E) develop both their referent and legitimate power.

Question 5

Subordinates have some reward power over their bosses through 360-degree feedback systems.

Accepted Answer

A) True 
 B)False

Question 6

Power is the act of changing another person's attitudes and behaviour.

Accepted Answer

A) True 
 B)False

Question 7

Social network centrality is dependent on one's "betweenness."

Accepted Answer

A) True 
 B)False

Question 8

People who have more power over others tend to engage in more automatic rather than mindful thinking.

Accepted Answer

A) True 
 B)False

Question 9

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 10

Some employees and departments gain power by forecasting uncertainties in the organization's environment.

Accepted Answer

A) True 
 B)False

Question 11

Which of the following is considered a "hard" influence tactic?

Accepted Answer

A) Exchange 
B) Assertiveness 
C) Information control 
D) Upward appeal 
E) All of these are described as "hard" influence tactics. 
A) Exchange 
B) Assertiveness 
C) Information control 
D) Upward appeal 
E) All of these are described as "hard" influence tactics.

Question 12

Flattering your boss and helping co-workers with their work:

Accepted Answer

A) are not forms of influence. 
B) are two sources of power. 
C) are two ingratiation activities. 
D) are forms of silent authority and upward appeal,respectively. 
E) are two political tactics that are not influence strategies. 
A) are not forms of influence. 
B) are two sources of power. 
C) are two ingratiation activities. 
D) are forms of silent authority and upward appeal,respectively. 
E) are two political tactics that are not influence strategies.

Question 13

People are more persuasive when listeners believe they have expertise and credibility.

Accepted Answer

A) True 
 B)False

Question 14

Cultural values and the person's position in the organization are:

Accepted Answer

A) the two most important sources of power in organizations. 
B) the main reasons why people are Machiavellian. 
C) two contingencies of power. 
D) the two most important causes of organizational politics. 
E) two factors to consider when determining the best influence tactic to use. 
A) the two most important sources of power in organizations. 
B) the main reasons why people are Machiavellian. 
C) two contingencies of power. 
D) the two most important causes of organizational politics. 
E) two factors to consider when determining the best influence tactic to use.

Question 15

Organizational politics flourish when resource allocation decisions are ambiguous and complex with no formal rules.

Accepted Answer

A) True 
 B)False

Question 16

As organizations increasingly rely on knowledge rather than on machines and physical resources as the means of production,employees will:

Accepted Answer

A) gain expert power in the workplace. 
B) lose power in the labour market. 
C) gain more referent power in the workplace. 
D) become more tolerant of their boss's legitimate power. 
E) become less willing to use organizational politics to get their way. 
A) gain expert power in the workplace. 
B) lose power in the labour market. 
C) gain more referent power in the workplace. 
D) become more tolerant of their boss's legitimate power. 
E) become less willing to use organizational politics to get their way.

Question 17

Which of these sources of power originates mainly from the powerholder's own characteristics rather than the position?

Accepted Answer

A) Expert power 
B) Legitimate power 
C) Coercive power 
D) Reward power 
E) All of these 
A) Expert power 
B) Legitimate power 
C) Coercive power 
D) Reward power 
E) All of these

Question 18

Which of the following is NOT identified in the textbook as a form of influence?

Accepted Answer

A) Ingratiation 
B) Upward appeal 
C) Persuasion 
D) Pleading 
E) Information control 
A) Ingratiation 
B) Upward appeal 
C) Persuasion 
D) Pleading 
E) Information control

Question 19

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

Accepted Answer

A) True 
 B)False

Question 20

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

Accepted Answer

A) True 
 B)False

Extreme forms of assertiveness include blackmailing colleagues.

Which types of people are more likely to engage in organizational politics?

Organizational politics is more common where decisions are:

Employees who engage in social networking tend to:

Subordinates have some reward power over their bosses through 360-degree feedback systems.

Power is the act of changing another person's attitudes and behaviour.

Social network centrality is dependent on one's "betweenness."

People who have more power over others tend to engage in more automatic rather than mindful thinking.

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

Some employees and departments gain power by forecasting uncertainties in the organization's environment.

Which of the following is considered a "hard" influence tactic?

Flattering your boss and helping co-workers with their work:

People are more persuasive when listeners believe they have expertise and credibility.

Cultural values and the person's position in the organization are:

Organizational politics flourish when resource allocation decisions are ambiguous and complex with no formal rules.

As organizations increasingly rely on knowledge rather than on machines and physical resources as the means of production,employees will:

Which of these sources of power originates mainly from the powerholder's own characteristics rather than the position?

Which of the following is NOT identified in the textbook as a form of influence?

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

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

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

Exam 10: Power and Influence in the Workplace

Extreme forms of assertiveness include blackmailing colleagues.

Which types of people are more likely to engage in organizational politics?

Organizational politics is more common where decisions are:

Employees who engage in social networking tend to:

Subordinates have some reward power over their bosses through 360-degree feedback systems.

Power is the act of changing another person's attitudes and behaviour.

Social network centrality is dependent on one's "betweenness."

People who have more power over others tend to engage in more automatic rather than mindful thinking.

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

Some employees and departments gain power by forecasting uncertainties in the organization's environment.

Which of the following is considered a "hard" influence tactic?

Flattering your boss and helping co-workers with their work:

People are more persuasive when listeners believe they have expertise and credibility.

Cultural values and the person's position in the organization are:

Organizational politics flourish when resource allocation decisions are ambiguous and complex with no formal rules.

As organizations increasingly rely on knowledge rather than on machines and physical resources as the means of production,employees will:

Which of these sources of power originates mainly from the powerholder's own characteristics rather than the position?

Which of the following is NOT identified in the textbook as a form of influence?

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

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

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