Question 1

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

Accepted Answer

A) True 
 B)False

Question 2

Networking helps to increase a person's expert power and centrality.

Accepted Answer

A) True 
 B)False

Question 3

Counterveiling power is the power that the dominant person in a relationship uses as a backup when the primary source of power fails to work as planned on the dependent person.

Accepted Answer

A) True 
 B)False

Question 4

Organisational politics is now more commonly referred to as a perception that tactics are being used for personal advantage at the expense of other people and possibly the organisation

Accepted Answer

A) True 
 B)False

Question 5

Briefly state five organisational currencies that can be used in exchange as a type of influence tactic.

Accepted Answer

(1)Task-related currencies describe reso

Question 6

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 7

Explain the important contingencies of power.

Accepted Answer

The four important contingencies of powe

Question 8

What is legitimate power? Briefly describe the zone of indifference in legitimate power in high and low power distance culture.

Accepted Answer

Legitimate power is an agreement among o

Question 9

Prevention,forecasting and absorption are three contingencies of power in organisations.

Accepted Answer

A) True 
 B)False

Question 10

Which of the following is an influence strategy?

Accepted Answer

A)  Dressing appropriately for the occasion 
B)  Being polite to others 
C)  Reminding co-workers of their obligation to serve customers 
D)  All of these are influence strategies 
A)  Dressing appropriately for the occasion 
B)  Being polite to others 
C)  Reminding co-workers of their obligation to serve customers 
D)  All of these are influence strategies

Question 11

The CEO of a large organisation once commented how,earlier in his career,he rented expensive artwork and displayed it in his office.'Top management would drop by my office and immediately get a sense that I was sophisticated and professional',the CEO explained.'I believe the artwork helped me get promoted.' The artwork helped this executive gain power:

Accepted Answer

A)  Because he and his artwork were not substitutable 
B)  By increasing his coercive power in the organisation 
C)  By making everyone else's sources of power less relevant to the organisation 
D)  Through visibility 
A)  Because he and his artwork were not substitutable 
B)  By increasing his coercive power in the organisation 
C)  By making everyone else's sources of power less relevant to the organisation 
D)  Through visibility

Question 12

Power is the capacity of a person,team or organisation for:

Accepted Answer

A)  Changing someone's attitude or behaviour 
B)  Interdependence and perception 
C)  Influencing others 
D)  Both changing someone's attitude or behaviour,and influencing others 
A)  Changing someone's attitude or behaviour 
B)  Interdependence and perception 
C)  Influencing others 
D)  Both changing someone's attitude or behaviour,and influencing others

Question 13

Which of the following is not considered a 'hard' influence tactic?

Accepted Answer

A)  Silent authority 
B)  Assertiveness 
C)  Ingratiation 
D)  Upward appeal 
A)  Silent authority 
B)  Assertiveness 
C)  Ingratiation 
D)  Upward appeal

Question 14

Professions gain power in the marketplace by reducing their substitutability through the control of tasks and knowledge.

Accepted Answer

A) True 
 B)False

Question 15

Organisational 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 
A)  Easy to understand 
B)  Based on complex and ambiguous rules 
C)  Based on the brainstorming technique 
D)  Based on clearly defined rules

Question 16

____________ is part of a larger influence tactic called ____________.

Accepted Answer

A)  Persuasion,upward influence 
B)  Ingratiation,impression management 
C)  Upward appeal,persuasion 
D)  Persuasion,ingratiation 
A)  Persuasion,upward influence 
B)  Ingratiation,impression management 
C)  Upward appeal,persuasion 
D)  Persuasion,ingratiation

Question 17

Organisational politics tends to increase in situations where decisions become routinised and programmed.

Accepted Answer

A) True 
 B)False

Question 18

When John Stammer needed some advice on a difficult situation he was facing with his boss he turned to his social network.Through his involvement with LinkedIn and Facebook he considered that he had earned the opportunity to get some supportive and practical assistance.But when he attempted to set up meetings and make closer contact with these colleagues,the response was a rather large empty nothing.Where had he gone wrong,or is this to be expected?

Accepted Answer

Building and maintaining social and prof

Question 19

Negotiation and the norm of reciprocity are associated with the influence process of exchange.

Accepted Answer

A) True 
 B)False

Question 20

Forming a coalition:

Accepted Answer

A)  Is typically part of the manager's job description 
B)  Takes advantage of situations where who you know is more important than what you know 
C)  Causes the decision to become more complex and ambiguous 
D)  Increases the legitimacy of the coalition's desired outcome 
A)  Is typically part of the manager's job description 
B)  Takes advantage of situations where who you know is more important than what you know 
C)  Causes the decision to become more complex and ambiguous 
D)  Increases the legitimacy of the coalition's desired outcome

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

Networking helps to increase a person's expert power and centrality.

Counterveiling power is the power that the dominant person in a relationship uses as a backup when the primary source of power fails to work as planned on the dependent person.

Organisational politics is now more commonly referred to as a perception that tactics are being used for personal advantage at the expense of other people and possibly the organisation

Briefly state five organisational currencies that can be used in exchange as a type of influence tactic.

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

Explain the important contingencies of power.

What is legitimate power? Briefly describe the zone of indifference in legitimate power in high and low power distance culture.

Prevention,forecasting and absorption are three contingencies of power in organisations.

Which of the following is an influence strategy?

Power is the capacity of a person,team or organisation for:

Which of the following is not considered a 'hard' influence tactic?

Professions gain power in the marketplace by reducing their substitutability through the control of tasks and knowledge.

Organisational politics is more common where decisions are:

is part of a larger influence tactic called .

Organisational politics tends to increase in situations where decisions become routinised and programmed.

Negotiation and the norm of reciprocity are associated with the influence process of exchange.

Forming a coalition:

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

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

Networking helps to increase a person's expert power and centrality.

Counterveiling power is the power that the dominant person in a relationship uses as a backup when the primary source of power fails to work as planned on the dependent person.

Organisational politics is now more commonly referred to as a perception that tactics are being used for personal advantage at the expense of other people and possibly the organisation

Briefly state five organisational currencies that can be used in exchange as a type of influence tactic.

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

Explain the important contingencies of power.

What is legitimate power? Briefly describe the zone of indifference in legitimate power in high and low power distance culture.

Prevention,forecasting and absorption are three contingencies of power in organisations.

Which of the following is an influence strategy?

Power is the capacity of a person,team or organisation for:

Which of the following is not considered a 'hard' influence tactic?

Professions gain power in the marketplace by reducing their substitutability through the control of tasks and knowledge.

Organisational politics is more common where decisions are:

____________ is part of a larger influence tactic called ____________.

Organisational politics tends to increase in situations where decisions become routinised and programmed.

Negotiation and the norm of reciprocity are associated with the influence process of exchange.

Forming a coalition:

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

is part of a larger influence tactic called .