Question 1

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

Accepted Answer

A) True 
 B)False

Question 2

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

Accepted Answer

A) True 
 B)False

Question 3

Coping with uncertainty is a variation of:

Accepted Answer

A)  legitimate power. 
B)  expert power. 
C)  coercive power. 
D)  referent power. 
E)  none of these. 
A)  legitimate power. 
B)  expert power. 
C)  coercive power. 
D)  referent power. 
E)  none of these.

Question 4

Control over information flow is a power base when:

Accepted Answer

A)  others are dependent on that resource. 
B)  it is disseminated throughout the organization. 
C)  the organization has an all-channel communication structure. 
D)  it is associated with the coercive power base. 
E)  the 'wheel' communication structure exists. 
A)  others are dependent on that resource. 
B)  it is disseminated throughout the organization. 
C)  the organization has an all-channel communication structure. 
D)  it is associated with the coercive power base. 
E)  the 'wheel' communication structure exists.

Question 5

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

Accepted Answer

A) True 
 B)False

Question 6

One feature of influence is that it operates down the corporate hierarchy but not up or across that hierarchy.

Accepted Answer

A) True 
 B)False

Question 7

Countervailing power refers to:

Accepted Answer

A)  a second source of power held by the power holder in case the main source of power is ineffective. 
B)  the initial feeling of power employees experience when they are given more freedom and control over their jobs. 
C)  the capacity to keep someone who is more powerful than you in the exchange relationship. 
D)  a method of measuring the number of times an employee uses his or her power each day. 
E)  the ability of a person or department to gain more power through unethical organizational politics. 
A)  a second source of power held by the power holder in case the main source of power is ineffective. 
B)  the initial feeling of power employees experience when they are given more freedom and control over their jobs. 
C)  the capacity to keep someone who is more powerful than you in the exchange relationship. 
D)  a method of measuring the number of times an employee uses his or her power each day. 
E)  the ability of a person or department to gain more power through unethical organizational politics.

Question 8

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

Accepted Answer

A) True 
 B)False

Question 9

Negotiation is an integral part of which influence activity?

Accepted Answer

A)  Silent authority 
B)  Coercive 
C)  Exchange 
D)  All of these influence activities. 
E)  None of these influence activities. 
A)  Silent authority 
B)  Coercive 
C)  Exchange 
D)  All of these influence activities. 
E)  None of these influence activities.

Question 10

Studies have found that people with power over others have more difficulty empathizing.

Accepted Answer

A) True 
 B)False

Question 11

An employee's ability to influence others increases as the source of his or her power becomes more substitutable.

Accepted Answer

A) True 
 B)False

Question 12

Social networks exist everywhere because people have a drive to protect themselves.

Accepted Answer

A) True 
 B)False

Question 13

Which source of power tends to produce compliance or resistance,but not commitment,to the requested behaviour?

Accepted Answer

A)  Reward power 
B)  Legitimate power 
C)  Referent power 
D)  All of these produce compliance or resistance, but not commitment. 
E)  Reward AND legitimate power produce compliance or resistance, but not commitment. 
A)  Reward power 
B)  Legitimate power 
C)  Referent power 
D)  All of these produce compliance or resistance, but not commitment. 
E)  Reward AND legitimate power produce compliance or resistance, but not commitment.

Question 14

Which kind of power is derived from the person's ability to control the allocation of valued resources and to remove negative sanctions?

Accepted Answer

A)  Allocative power 
B)  Coercive power 
C)  Reward power 
D)  Ingratiation. 
E)  All of the above 
A)  Allocative power 
B)  Coercive power 
C)  Reward power 
D)  Ingratiation. 
E)  All of the above

Question 15

Playing the "face time" game potentially increases a lower-level employee's power by increasing:

Accepted Answer

A)  the employee's coercive power. 
B)  the employee's visibility. 
C)  how quickly other people are affected by the employee's actions. 
D)  the employee's ability to cope with organizational uncertainties. 
E)  the employee's substitutability. 
A)  the employee's coercive power. 
B)  the employee's visibility. 
C)  how quickly other people are affected by the employee's actions. 
D)  the employee's ability to cope with organizational uncertainties. 
E)  the employee's substitutability.

Question 16

Social networking can potentially increase a person's power by increasing the person's visibility and centrality.

Accepted Answer

A) True 
 B)False

Question 17

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

Accepted Answer

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

Question 18

A manager's legitimate power over subordinates exists when:

Accepted Answer

A)  the organization grants formal authority over the employees. 
B)  the manager is able to reward or punish the employees. 
C)  employees agree to let the manager have power over them. 
D)  employees are blinded by the manager's charisma. 
E)  the organization grants formal authority AND employees agree to let the manager use this authority. 
A)  the organization grants formal authority over the employees. 
B)  the manager is able to reward or punish the employees. 
C)  employees agree to let the manager have power over them. 
D)  employees are blinded by the manager's charisma. 
E)  the organization grants formal authority AND employees agree to let the manager use this authority.

Question 19

A senior executive wants to introduce a new reward system for salespeople.To support this change,the executive retained a consultant to determine the benefits of the reward system for salespeople in this organization.However,the consultant's report determined that the reward system would not work well for a variety of reasons.When the executive received the report,she discarded it without notifying others of its existence.Meanwhile,the executive continued to push for the reward system.What political tactic did the executive use?

Accepted Answer

A)  Controlling information 
B)  Exchange 
C)  Forming coalitions 
D)  Cultivating networks 
E)  Persuasion 
A)  Controlling information 
B)  Exchange 
C)  Forming coalitions 
D)  Cultivating networks 
E)  Persuasion

Question 20

In organizational settings,power is defined as:

Accepted Answer

A)  the practice of trying to influence another person. 
B)  the capacity to influence others. 
C)  the act of changing another person's attitudes and behaviours. 
D)  the extent to which one person is required to follow another person's commands even though he or she does not want to follow those commands. 
E)  any situation where one person is dependent on another person, who is not at all dependent on the first person. 
A)  the practice of trying to influence another person. 
B)  the capacity to influence others. 
C)  the act of changing another person's attitudes and behaviours. 
D)  the extent to which one person is required to follow another person's commands even though he or she does not want to follow those commands. 
E)  any situation where one person is dependent on another person, who is not at all dependent on the first person.

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

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

Coping with uncertainty is a variation of:

Control over information flow is a power base when:

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

One feature of influence is that it operates down the corporate hierarchy but not up or across that hierarchy.

Countervailing power refers to:

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

Negotiation is an integral part of which influence activity?

Studies have found that people with power over others have more difficulty empathizing.

An employee's ability to influence others increases as the source of his or her power becomes more substitutable.

Social networks exist everywhere because people have a drive to protect themselves.

Which source of power tends to produce compliance or resistance,but not commitment,to the requested behaviour?

Which kind of power is derived from the person's ability to control the allocation of valued resources and to remove negative sanctions?

Playing the "face time" game potentially increases a lower-level employee's power by increasing:

Social networking can potentially increase a person's power by increasing the person's visibility and centrality.

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

A manager's legitimate power over subordinates exists when:

In organizational settings,power is defined as:

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

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

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

Coping with uncertainty is a variation of:

Control over information flow is a power base when:

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

One feature of influence is that it operates down the corporate hierarchy but not up or across that hierarchy.

Countervailing power refers to:

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

Negotiation is an integral part of which influence activity?

Studies have found that people with power over others have more difficulty empathizing.

An employee's ability to influence others increases as the source of his or her power becomes more substitutable.

Social networks exist everywhere because people have a drive to protect themselves.

Which source of power tends to produce compliance or resistance,but not commitment,to the requested behaviour?

Which kind of power is derived from the person's ability to control the allocation of valued resources and to remove negative sanctions?

Playing the "face time" game potentially increases a lower-level employee's power by increasing:

Social networking can potentially increase a person's power by increasing the person's visibility and centrality.

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

A manager's legitimate power over subordinates exists when:

In organizational settings,power is defined as:

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