Question 1

Bullying,ostracism and sarcasm are examples of:

Accepted Answer

A)  Poor organisational performance 
B)  Increased workplace competition 
C)  Use of coercive power 
D)  Information as power base 
A)  Poor organisational performance 
B)  Increased workplace competition 
C)  Use of coercive power 
D)  Information as power base C

Question 2

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

Accepted Answer

A) True 
 B)False  False

Question 3

What is the inoculation effect?

Accepted Answer

The inoculation effect is a persuasive communication strategy of warning listeners that others will try to influence them in the future and that they should be wary about the opponent's arguments.

Question 4

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

Accepted Answer

A) True 
 B)False

Question 5

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

Accepted Answer

A) True 
 B)False

Question 6

A software engineer was able to get placed into a group working on the most critical part of a new software program.She also made a habit of arriving at work around 5 am,knowing that some of the top corporate leaders would arrive that early once in a while.This software engineer's actions increased her power mainly through:

Accepted Answer

A)  Decreased non-substitutability 
B)  Increased legitimate power 
C)  Increased discretion 
D)  Increased visibility 
A)  Decreased non-substitutability 
B)  Increased legitimate power 
C)  Increased discretion 
D)  Increased visibility

Question 7

Which of these statements about legitimate power is FALSE?

Accepted Answer

A)  Legitimate power depends on more than job descriptions 
B)  Employees in Australia are generally less likely to accept legitimate power than employees in high power distance cultures 
C)  Your boss's power to make you work overtime partly depends on your agreement to this power 
D)  Employees are generally more tolerant of legitimate power today than were employees a few decades ago 
A)  Legitimate power depends on more than job descriptions 
B)  Employees in Australia are generally less likely to accept legitimate power than employees in high power distance cultures 
C)  Your boss's power to make you work overtime partly depends on your agreement to this power 
D)  Employees are generally more tolerant of legitimate power today than were employees a few decades ago

Question 8

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

Accepted Answer

A) True 
 B)False

Question 9

Which of the following would potentially increase someone's power through non-substitutability?

Accepted Answer

A)  Avoiding documenting unique knowledge about organisational processes 
B)  Increasing the number of people affected by your work 
C)  Increasing the amount of autonomy granted to you to accomplish your work 
D)  Using impression management strategies to increase your popularity with colleagues 
A)  Avoiding documenting unique knowledge about organisational processes 
B)  Increasing the number of people affected by your work 
C)  Increasing the amount of autonomy granted to you to accomplish your work 
D)  Using impression management strategies to increase your popularity with colleagues

Question 10

Organisational politics typically involves:

Accepted Answer

A)  An unconscious attempt to increase your own power 
B)  A conscious attempt to motivate others to work harder for the firm 
C)  Attempts to influence others to promote personal objectives 
D)  Helping other employees to fulfil their needs through organisational activities 
A)  An unconscious attempt to increase your own power 
B)  A conscious attempt to motivate others to work harder for the firm 
C)  Attempts to influence others to promote personal objectives 
D)  Helping other employees to fulfil their needs through organisational activities

Question 11

Employees who engage in 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 
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

Question 12

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

Accepted Answer

A) True 
 B)False

Question 13

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

Accepted Answer

A) True 
 B)False

Question 14

Which of the following statements is FALSE?

Accepted Answer

A)  Exchange tactics tend to be more common and effective between supervisors and subordinates in Australia than in most Asian cultures 
B)  Ingratiation tends to minimise conflict and support a trusting relationship 
C)  A person's position in the organisational hierarchy is a factor when determining the best influence tactic to apply 
D)  People with strong expert power would be more successful applying persuasion than any other influence tactic 
A)  Exchange tactics tend to be more common and effective between supervisors and subordinates in Australia than in most Asian cultures 
B)  Ingratiation tends to minimise conflict and support a trusting relationship 
C)  A person's position in the organisational hierarchy is a factor when determining the best influence tactic to apply 
D)  People with strong expert power would be more successful applying persuasion than any other influence tactic

Question 15

Define referent power.Explain how it differs from reward power.

Accepted Answer

The capacity to influence others on the

Question 16

Peer pressure typically represents a form of coercive power.

Accepted Answer

A) True 
 B)False

Question 17

The most appropriate influence tactic depends in part on the influencer's power base and position in the organisation.

Accepted Answer

A) True 
 B)False

Question 18

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

Accepted Answer

A) True 
 B)False

Question 19

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 
A)  Ingratiation 
B)  Upward appeal 
C)  Persuasion 
D)  Visibility

Question 20

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

Bullying,ostracism and sarcasm are examples of:

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

What is the inoculation effect?

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

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

Which of these statements about legitimate power is FALSE?

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

Which of the following would potentially increase someone's power through non-substitutability?

Organisational politics typically involves:

Employees who engage in networking tend to:

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

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

Which of the following statements is FALSE?

Define referent power.Explain how it differs from reward power.

Peer pressure typically represents a form of coercive power.

The most appropriate influence tactic depends in part on the influencer's power base and position in the organisation.

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

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

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

Introduction to the Field of Organisational Behaviour

Individual Behaviour, Personality and Values

Perceiving Ourselves and Others in Organisations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organisations

Conflict and Negotiation in the Workplace

Leadership in Organisational Settings

Organisational Structure

Organisational Culture

Organisational Change

Filters

Exam 10: Power and Influence in the Workplace

Bullying,ostracism and sarcasm are examples of:

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

What is the inoculation effect?

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

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

Which of these statements about legitimate power is FALSE?

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

Which of the following would potentially increase someone's power through non-substitutability?

Organisational politics typically involves:

Employees who engage in networking tend to:

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

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

Which of the following statements is FALSE?

Define referent power.Explain how it differs from reward power.

Peer pressure typically represents a form of coercive power.

The most appropriate influence tactic depends in part on the influencer's power base and position in the organisation.

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

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

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

Introduction to the Field of Organisational Behaviour

Individual Behaviour, Personality and Values

Perceiving Ourselves and Others in Organisations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organisations

Conflict and Negotiation in the Workplace

Leadership in Organisational Settings

Organisational Structure

Organisational Culture

Organisational Change

Filters