Question 1

People who feel powerful usually are more likely to rely on stereotypes.

Accepted Answer

A) True 
 B)False

Question 2

Organizational politics can result in lower job satisfaction,and high levels of work-related stress.

Accepted Answer

A) True 
 B)False

Question 3

When the issue is extremely important to listeners,the speaker's personal characteristics are more important than the message content in persuading listeners.

Accepted Answer

A) True 
 B)False

Question 4

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 5

Your team has been put in charge of a major project involving a client.Although the organization has many clients,this is the largest source of revenue and affects the work of several other teams in the organization.The project requires continuous involvement with the client,so any problems with the client are immediately felt by others in the organization.According to the model of power,your team has:

Accepted Answer

A) very little power in the organization. 
B) a high degree of centrality. 
C) a high degree of substitutability. 
D) a low level of visibility. 
E) a lot of referent power. 
A) very little power in the organization. 
B) a high degree of centrality. 
C) a high degree of substitutability. 
D) a low level of visibility. 
E) a lot of referent power.

Question 6

People with an internal locus of control and strong Machiavellian values are more likely to engage in organizational politics.

Accepted Answer

A) True 
 B)False

Question 7

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

Accepted Answer

A) True 
 B)False

Question 8

Which of the following are forms of impression management?

Accepted Answer

A) Blaming others for problems that would otherwise look like your fault. 
B) Preventing negative information about your job performance from reaching senior management. 
C) Hanging your awards and educational diplomas on the wall of your office. 
D) All of these are forms of impression management. 
E) None of these represent impression management. 
A) Blaming others for problems that would otherwise look like your fault. 
B) Preventing negative information about your job performance from reaching senior management. 
C) Hanging your awards and educational diplomas on the wall of your office. 
D) All of these are forms of impression management. 
E) None of these represent impression management.

Question 9

By going on strike at a critical time in the company's business cycle,unions are mainly applying which contingency of power in order to get reasonable wages?

Accepted Answer

A) Visibility 
B) Discretion 
C) Centrality 
D) Distinction 
E) Coercive 
A) Visibility 
B) Discretion 
C) Centrality 
D) Distinction 
E) Coercive

Question 10

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

Accepted Answer

A) True 
 B)False

Question 11

By avoiding written documentation of special procedures,maintenance workers in a tobacco-processing factory are maximizing their expert power through nonsubstitutability.

Accepted Answer

A) True 
 B)False

Question 12

A coalition attempts to influence people outside the group by pooling the resources and power of its members.

Accepted Answer

A) True 
 B)False

Question 13

Axel wants to punish a subordinate that he personally dislikes.However,the subordinate fulfils all his job duties and produces excellent work.Both Axel and the subordinate are governed by very comprehensive policies and rules negotiated by a union in a collective agreement.Which contingency does Axel lack that prevents him from arbitrarily punishing the subordinate?

Accepted Answer

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

Question 14

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

Accepted Answer

A) True 
 B)False

Question 15

Legitimate power is created whenever the organization assigns a supervisor formal authority over subordinates.

Accepted Answer

A) True 
 B)False

Question 16

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

Accepted Answer

A) True 
 B)False

Question 17

Some writers describe charisma as both a "gift" and a "curse" within the charismatic person.

Accepted Answer

A) True 
 B)False

Question 18

Exchange,ingratiation,and persuasion are considered hard influence tactics.

Accepted Answer

A) True 
 B)False

Question 19

What do we mean by the statement "Power does not flow to unknown people in the organization"?

Accepted Answer

This statement refers to the relevance o

Question 20

Organizational politics occurs when someone attempts to influence others for the purpose of promoting personal interests.

Accepted Answer

A) True 
 B)False

People who feel powerful usually are more likely to rely on stereotypes.

Organizational politics can result in lower job satisfaction,and high levels of work-related stress.

When the issue is extremely important to listeners,the speaker's personal characteristics are more important than the message content in persuading listeners.

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

People with an internal locus of control and strong Machiavellian values are more likely to engage in organizational politics.

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

Which of the following are forms of impression management?

By going on strike at a critical time in the company's business cycle,unions are mainly applying which contingency of power in order to get reasonable wages?

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

By avoiding written documentation of special procedures,maintenance workers in a tobacco-processing factory are maximizing their expert power through nonsubstitutability.

A coalition attempts to influence people outside the group by pooling the resources and power of its members.

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

Legitimate power is created whenever the organization assigns a supervisor formal authority over subordinates.

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

Some writers describe charisma as both a "gift" and a "curse" within the charismatic person.

Exchange,ingratiation,and persuasion are considered hard influence tactics.

What do we mean by the statement "Power does not flow to unknown people in the organization"?

Organizational politics occurs when someone attempts to influence others for the purpose of promoting personal interests.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, 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 Organizations Revised

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 10: Power and Influence in the Workplace

People who feel powerful usually are more likely to rely on stereotypes.

Organizational politics can result in lower job satisfaction,and high levels of work-related stress.

When the issue is extremely important to listeners,the speaker's personal characteristics are more important than the message content in persuading listeners.

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

People with an internal locus of control and strong Machiavellian values are more likely to engage in organizational politics.

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

Which of the following are forms of impression management?

By going on strike at a critical time in the company's business cycle,unions are mainly applying which contingency of power in order to get reasonable wages?

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

By avoiding written documentation of special procedures,maintenance workers in a tobacco-processing factory are maximizing their expert power through nonsubstitutability.

A coalition attempts to influence people outside the group by pooling the resources and power of its members.

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

Legitimate power is created whenever the organization assigns a supervisor formal authority over subordinates.

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

Some writers describe charisma as both a "gift" and a "curse" within the charismatic person.

Exchange,ingratiation,and persuasion are considered hard influence tactics.

What do we mean by the statement "Power does not flow to unknown people in the organization"?

Organizational politics occurs when someone attempts to influence others for the purpose of promoting personal interests.

Introduction to the Field of Organizational Behaviour

Individual Behaviour, 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 Organizations Revised

Conflict and Negotiation in the Workplace Revised

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters