Question 1

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 2

A coalition gains power by symbolizing the legitimacy of the issue supported by the coalition.

Accepted Answer

A) True 
 B)False

Question 3

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 4

Which of the following is a contingency of power?

Accepted Answer

A)  Coercive 
B)  Legitimate 
C)  Referent 
D)  All of these are contingencies of power 
E)  None of these are contingencies of power 
A)  Coercive 
B)  Legitimate 
C)  Referent 
D)  All of these are contingencies of power 
E)  None of these are contingencies of power

Question 5

Which influence strategy is considered an important characteristic of leader effectiveness?

Accepted Answer

A)  Upward appeal 
B)  Persuasion 
C)  Assertiveness 
D)  Information control 
E)  None; effective leaders never use influence tactics 
A)  Upward appeal 
B)  Persuasion 
C)  Assertiveness 
D)  Information control 
E)  None; effective leaders never use influence tactics

Question 6

Organizational politics refers to any use of power to influence others.

Accepted Answer

A) True 
 B)False

Question 7

Flattering your boss and helping co-workers with their work:

Accepted Answer

A)  are not forms of influence. 
B)  are two sources of power. 
C)  are two ingratiation activities. 
D)  are forms of silent authority and upward appeal, respectively. 
E)  are two political tactics that are not influence strategies. 
A)  are not forms of influence. 
B)  are two sources of power. 
C)  are two ingratiation activities. 
D)  are forms of silent authority and upward appeal, respectively. 
E)  are two political tactics that are not influence strategies.

Question 8

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 9

Networking can potentially leverage a person's power by increasing the person's visibility and centrality.

Accepted Answer

A) True 
 B)False

Question 10

Jason is effective at forming friendships with other people in the organization.Over time,he becomes well known and respected by numerous people in key positions in the organization.Through his networking,Jason has:

Accepted Answer

A)  increased his level of Machiavellianism. 
B)  reduced his centrality. 
C)  increased his coercive power. 
D)  increased his referent power. 
E)  reduced his visibility. 
A)  increased his level of Machiavellianism. 
B)  reduced his centrality. 
C)  increased his coercive power. 
D)  increased his referent power. 
E)  reduced his visibility.

Question 11

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 12

A supervisor pushes employee performance by constantly checking their work and reminding them of their deadlines.This supervisor is mainly using which form of influence?

Accepted Answer

A)  Legitimate 
B)  Silent authority 
C)  Referent 
D)  Assertiveness 
E)  Persuasion 
A)  Legitimate 
B)  Silent authority 
C)  Referent 
D)  Assertiveness 
E)  Persuasion

Question 13

By avoiding written documentation of special procedures,maintenance workers in the French tobacco-processing industry were maximizing their expert power through non-substitutability.

Accepted Answer

A) True 
 B)False

Question 14

Machiavellian values help employees to recognize and avoid using political tactics in organizational settings.

Accepted Answer

A) True 
 B)False

Question 15

Power is defined as influence in motion.

Accepted Answer

A) True 
 B)False

Question 16

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 17

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 18

Knowledge management and team-based organizational structures are incompatible with:

Accepted Answer

A)  decentralized information flow 
B)  the all-channels formation of information flow 
C)  the wheel formation of information flow 
D)  ingratiation. 
E)  all of these conditions. 
A)  decentralized information flow 
B)  the all-channels formation of information flow 
C)  the wheel formation of information flow 
D)  ingratiation. 
E)  all of these conditions.

Question 19

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

Accepted Answer

A) True 
 B)False

Question 20

Countervailing power refers to 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

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

A coalition gains power by symbolizing the legitimacy of the issue supported by the coalition.

A manager's legitimate power over subordinates exists when:

Which of the following is a contingency of power?

Which influence strategy is considered an important characteristic of leader effectiveness?

Organizational politics refers to any use of power to influence others.

Flattering your boss and helping co-workers with their work:

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

Networking can potentially leverage a person's power by increasing the person's visibility and centrality.

Jason is effective at forming friendships with other people in the organization.Over time,he becomes well known and respected by numerous people in key positions in the organization.Through his networking,Jason has:

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

A supervisor pushes employee performance by constantly checking their work and reminding them of their deadlines.This supervisor is mainly using which form of influence?

By avoiding written documentation of special procedures,maintenance workers in the French tobacco-processing industry were maximizing their expert power through non-substitutability.

Machiavellian values help employees to recognize and avoid using political tactics in organizational settings.

Power is defined as influence in motion.

Which of the following are forms of impression management?

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

Knowledge management and team-based organizational structures are incompatible with:

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

Countervailing power refers to 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.

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

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters

Exam 10: Power and Influence in the Workplace

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

A coalition gains power by symbolizing the legitimacy of the issue supported by the coalition.

A manager's legitimate power over subordinates exists when:

Which of the following is a contingency of power?

Which influence strategy is considered an important characteristic of leader effectiveness?

Organizational politics refers to any use of power to influence others.

Flattering your boss and helping co-workers with their work:

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

Networking can potentially leverage a person's power by increasing the person's visibility and centrality.

Jason is effective at forming friendships with other people in the organization.Over time,he becomes well known and respected by numerous people in key positions in the organization.Through his networking,Jason has:

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

A supervisor pushes employee performance by constantly checking their work and reminding them of their deadlines.This supervisor is mainly using which form of influence?

By avoiding written documentation of special procedures,maintenance workers in the French tobacco-processing industry were maximizing their expert power through non-substitutability.

Machiavellian values help employees to recognize and avoid using political tactics in organizational settings.

Power is defined as influence in motion.

Which of the following are forms of impression management?

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

Knowledge management and team-based organizational structures are incompatible with:

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

Countervailing power refers to 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.

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

Conflict and Negotiation in the Workplace

Leadership in Organizational Settings

Designing Organizational Structures

Organizational Culture

Organizational Change

Filters