Question 1

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

Accepted Answer

A) True 
 B)False

Question 2

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

Question 3

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

Accepted Answer

A) True 
 B)False

Question 4

You are a new employee in a professional position (such as an accountant or a corporate attorney).Your organization is located in Los Angeles and employs several hundred people with various backgrounds representative of Los Angeles's diversity.Soon after joining this organization, you discover that the company does not apply certain technologies or practices that are now recommended by most people in your profession.Given these circumstances, identify three different types of influence tactics that you might use effectively to have senior management introduce these technologies or practices.Present these types of influence in your order of preference and explain why these general tactics would be acceptable and effective in this situation.

Accepted Answer

This question requires students to under

Question 5

Organizational politics tends to increase in situations where decisions become routine and programmed.

Accepted Answer

A) True 
 B)False

Question 6

Research suggests that as people become more powerful they are less goal oriented and become more focused on gaining additional power.

Accepted Answer

A) True 
 B)False

Question 7

Referent power is mainly developed through a person's interpersonal skills.

Accepted Answer

A) True 
 B)False

Question 8

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

Accepted Answer

A) are gaining expert power in the workplace. 
B) are losing any power in the labor market. 
C) are gaining more referent power in the workplace. 
D) are becoming more tolerant of their boss's legitimate power. 
E) are becoming less willing to use organizational politics to get their way. 
A) are gaining expert power in the workplace. 
B) are losing any power in the labor market. 
C) are gaining more referent power in the workplace. 
D) are becoming more tolerant of their boss's legitimate power. 
E) are becoming less willing to use organizational politics to get their way.

Question 9

The four contingencies of power include substitutability, visibility, referent and utilitarian.

Accepted Answer

A) True 
 B)False

Question 10

The preferred influence tactics vary across cultures.

Accepted Answer

A) True 
 B)False

Question 11

Which of the following is one of the five main sources of power?

Accepted Answer

A) Discretion 
B) Visibility 
C) Substitutability 
D) All of the above 
E) None of the above 
A) Discretion 
B) Visibility 
C) Substitutability 
D) All of the above 
E) None of the above

Question 12

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

Accepted Answer

A) True 
 B)False

Question 13

Which of these is the most common form of influence in high power distance cultures?

Accepted Answer

A) Silent authority 
B) Referent 
C) Assertiveness 
D) Exchange 
E) Expert 
A) Silent authority 
B) Referent 
C) Assertiveness 
D) Exchange 
E) Expert

Question 14

Organizational politics refers to any use of power to influence others.

Accepted Answer

A) True 
 B)False

Question 15

Which of these sources of power originates mainly from the person rather than the position?

Accepted Answer

A) Referent power 
B) Legitimate power 
C) Coercive power 
D) Reward power 
E) All of the above 
A) Referent power 
B) Legitimate power 
C) Coercive power 
D) Reward power 
E) All of the above

Question 16

Exaggerating one's resume is categorized within the influence strategy of persuasion.

Accepted Answer

A) True 
 B)False

Question 17

People who frequently use power to manipulate others towards their own personal goals and believe that deceit is a natural and acceptable way to influence others have:

Accepted Answer

A) more expert power than most people in organizations. 
B) a high level of organizational citizenship. 
C) excellent skills for working in teams. 
D) strong Machiavellian values. 
E) a strong tendency to trust their colleagues. 
A) more expert power than most people in organizations. 
B) a high level of organizational citizenship. 
C) excellent skills for working in teams. 
D) strong Machiavellian values. 
E) a strong tendency to trust their colleagues.

Question 18

People are more persuasive when they rely on logical arguments and avoid emotional appeals.

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

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 the above. 
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 the above.

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

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

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

Organizational politics tends to increase in situations where decisions become routine and programmed.

Research suggests that as people become more powerful they are less goal oriented and become more focused on gaining additional power.

Referent power is mainly developed through a person's interpersonal skills.

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

The four contingencies of power include substitutability, visibility, referent and utilitarian.

The preferred influence tactics vary across cultures.

Which of the following is one of the five main sources of power?

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

Which of these is the most common form of influence in high power distance cultures?

Organizational politics refers to any use of power to influence others.

Which of these sources of power originates mainly from the person rather than the position?

Exaggerating one's resume is categorized within the influence strategy of persuasion.

People who frequently use power to manipulate others towards their own personal goals and believe that deceit is a natural and acceptable way to influence others have:

People are more persuasive when they rely on logical arguments and avoid emotional appeals.

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

Organizational politics is more common where decisions are:

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perception and Learning 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

Organizational Structure

Organizational Culture

Organizational Change

Filters

Exam 10: Power and Influence in the Workplace

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

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

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

Organizational politics tends to increase in situations where decisions become routine and programmed.

Research suggests that as people become more powerful they are less goal oriented and become more focused on gaining additional power.

Referent power is mainly developed through a person's interpersonal skills.

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

The four contingencies of power include substitutability, visibility, referent and utilitarian.

The preferred influence tactics vary across cultures.

Which of the following is one of the five main sources of power?

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

Which of these is the most common form of influence in high power distance cultures?

Organizational politics refers to any use of power to influence others.

Which of these sources of power originates mainly from the person rather than the position?

Exaggerating one's resume is categorized within the influence strategy of persuasion.

People who frequently use power to manipulate others towards their own personal goals and believe that deceit is a natural and acceptable way to influence others have:

People are more persuasive when they rely on logical arguments and avoid emotional appeals.

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

Organizational politics is more common where decisions are:

Introduction to the Field of Organizational Behavior

Individual Behavior, Personality, and Values

Perception and Learning 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

Organizational Structure

Organizational Culture

Organizational Change

Filters