Question 1

Which of the following is always a form of organizational politics?

Accepted Answer

A)  Forming coalitions 
B)  Cultivating networks 
C)  Distributing information selectively 
D)  All of these are always organizational politics tactics. 
E)  Whether any of these are organizational politics depends on whether they are perceived by others as self-serving or beneficial for the organization. 
A)  Forming coalitions 
B)  Cultivating networks 
C)  Distributing information selectively 
D)  All of these are always organizational politics tactics. 
E)  Whether any of these are organizational politics depends on whether they are perceived by others as self-serving or beneficial for the organization.

Question 2

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 3

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

Accepted Answer

A) True 
 B)False

Question 4

Coping with uncertainty is an important source of power in organizational settings.Identify two jobs in your university that have power because they cope with uncertainty.Be sure to discuss the reasons why this power exists.

Accepted Answer

Students might identify any two of sever

Question 5

The most appropriate influence strategy:

Accepted Answer

A)  is impression management. 
B)  depends on personal, organizational, and cultural values. 
C)  is based on legitimate power. 
D)  is assertiveness and other hard tactics rather than soft tactics. 
E)  is to use soft tactics, never hard tactics. 
A)  is impression management. 
B)  depends on personal, organizational, and cultural values. 
C)  is based on legitimate power. 
D)  is assertiveness and other hard tactics rather than soft tactics. 
E)  is to use soft tactics, never hard tactics.

Question 6

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

Accepted Answer

A) True 
 B)False

Question 7

Organizational leaders can minimize organizational politics by making decision rules more complex and ambiguous.

Accepted Answer

A) True 
 B)False

Question 8

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

Accepted Answer

A) True 
 B)False

Question 9

Referent power is typically associated with:

Accepted Answer

A)  reward systems. 
B)  educational systems. 
C)  knowledge management. 
D)  peer pressure. 
E)  charisma. 
A)  reward systems. 
B)  educational systems. 
C)  knowledge management. 
D)  peer pressure. 
E)  charisma.

Question 10

Peer pressure typically represents a form of coercive power.

Accepted Answer

A) True 
 B)False

Question 11

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

Accepted Answer

A) True 
 B)False

Question 12

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

Accepted Answer

A) True 
 B)False

Question 13

Displaying one's diplomas and degrees on office walls is one way professionals increase their visibility.

Accepted Answer

A) True 
 B)False

Question 14

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 15

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

Accepted Answer

A) True 
 B)False

Question 16

People with high Machiavellian values tend to:

Accepted Answer

A)  place a lot of trust in their colleagues. 
B)  frequently use power to manipulate others towards their own personal goals. 
C)  use more socially acceptable forms of power to influence others. 
D)  keep away from organizations where organizational politics is tolerated. 
E)  believe that deceit is totally inappropriate in organizational settings. 
A)  place a lot of trust in their colleagues. 
B)  frequently use power to manipulate others towards their own personal goals. 
C)  use more socially acceptable forms of power to influence others. 
D)  keep away from organizations where organizational politics is tolerated. 
E)  believe that deceit is totally inappropriate in organizational settings.

Question 17

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 18

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 19

People can gain power in organizations through accurate perceptions of social networks.

Accepted Answer

A) True 
 B)False

Question 20

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.

Which of the following is always a form of organizational politics?

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

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

Coping with uncertainty is an important source of power in organizational settings.Identify two jobs in your university that have power because they cope with uncertainty.Be sure to discuss the reasons why this power exists.

The most appropriate influence strategy:

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

Organizational leaders can minimize organizational politics by making decision rules more complex and ambiguous.

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

Referent power is typically associated with:

Peer pressure typically represents a form of coercive power.

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

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

Displaying one's diplomas and degrees on office walls is one way professionals increase their visibility.

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

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

People with high Machiavellian values tend to:

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

Which of the following is the LEAST forceful influence tactic?

People can gain power in organizations through accurate perceptions of social networks.

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

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 Teams and Organizations

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change Additional Cases

Filters

Exam 10: Power and Influence in the Workplace

Which of the following is always a form of organizational politics?

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

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

Coping with uncertainty is an important source of power in organizational settings.Identify two jobs in your university that have power because they cope with uncertainty.Be sure to discuss the reasons why this power exists.

The most appropriate influence strategy:

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

Organizational leaders can minimize organizational politics by making decision rules more complex and ambiguous.

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

Referent power is typically associated with:

Peer pressure typically represents a form of coercive power.

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

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

Displaying one's diplomas and degrees on office walls is one way professionals increase their visibility.

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

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

People with high Machiavellian values tend to:

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

Which of the following is the LEAST forceful influence tactic?

People can gain power in organizations through accurate perceptions of social networks.

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

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 Teams and Organizations

Understanding and Managing Workplace Conflict

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change Additional Cases

Filters