Question 1

Few instances exist where individual and organizational interests are compatible.

Accepted Answer

A) True 
 B)False  False

Question 2

__________ is the process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work.

Accepted Answer

Empowerment

Question 3

Chester Barnard refers to the area in which authoritative directions are obeyed as the __________.

Accepted Answer

zone of indifference

Question 4

The source of __________ power is the placing of an individual in a position to influence how inputs are transformed into outputs from a firm,department or small group.

Accepted Answer

The answer of The source of __________ power is the...

Question 5

Which one of the following statements does NOT provide an accurate description of Stanley Milgram's experiments?

Accepted Answer

A) Milgram designed a series of experiments to determine the extent to which people obey the commands of an authority figure,even if they believe they are endangering the life of another person. 
B) Experimental subjects were falsely told that the purpose of the experiment was to determine the effects of punishment on the learning of word pairs. 
C) Experimental subjects were instructed to give what they believed were successively higher levels of electric shocks to people who missed the word pairs. 
D) The experimental results revealed that 35 percent of the subjects subjected the "learner" to the maximum level of shock and the remaining 65 percent refused to obey the experimenter at various intermediate points. 
E) The basic conclusion of Milgram's studies is there is a tendency for individuals to comply with and be obedient to authority. 
A) Milgram designed a series of experiments to determine the extent to which people obey the commands of an authority figure,even if they believe they are endangering the life of another person. 
B) Experimental subjects were falsely told that the purpose of the experiment was to determine the effects of punishment on the learning of word pairs. 
C) Experimental subjects were instructed to give what they believed were successively higher levels of electric shocks to people who missed the word pairs. 
D) The experimental results revealed that 35 percent of the subjects subjected the "learner" to the maximum level of shock and the remaining 65 percent refused to obey the experimenter at various intermediate points. 
E) The basic conclusion of Milgram's studies is there is a tendency for individuals to comply with and be obedient to authority.

Question 6

Stanley Milgram designed experiments to determine the extent to which people obey the commands of an authority figure,even if they believe they are endangering the life of another person.

Accepted Answer

A) True 
 B)False

Question 7

Three personal characteristics - expertise,tactfulness,and experience - have special potential for enhancing personal power in an organization.

Accepted Answer

A) True 
 B)False

Question 8

__________ can be enhanced when managers are able to demonstrate to others that their work units are highly relevant to organizational goals and are able to respond to urgent organizational needs.

Accepted Answer

A) Statutory power 
B) Personal power 
C) Position power 
D) Hierarchical power 
E) Bureaucratic power 
A) Statutory power 
B) Personal power 
C) Position power 
D) Hierarchical power 
E) Bureaucratic power

Question 9

The most common strategies of turning power into relational influence include friendliness,coalition,bargaining,and higher authority but exclude reason,assertiveness,and sanctions.

Accepted Answer

A) True 
 B)False

Question 10

Most managers attempt to increase the visibility of their job performance by: expanding the number of contacts they have with senior people,making oral presentations of written work,participating in problem-solving task forces,sending out notices of accomplishments,and generally seeking additional opportunities to increase personal name recognition.

Accepted Answer

A) True 
 B)False

Question 11

The zone of indifference is fixed.

Accepted Answer

A) True 
 B)False

Question 12

Beyond just empowering employees,Jeffrey Pfeffer suggests that organizations place employees at the center of their strategy by taking all of the following steps EXCEPT:

Accepted Answer

A) develop employment security for a selectively recruited workforce. 
B) pay high wages with incentive pay and the potential for employee ownership. 
C) encourage information sharing and participation with an emphasis on self-managed teams. 
D) emphasize individual training and skill development with little cross-utilization of talent and cross-training. 
E) pursue egalitarianism with little pay compression across units and enable extensive internal promotion. 
A) develop employment security for a selectively recruited workforce. 
B) pay high wages with incentive pay and the potential for employee ownership. 
C) encourage information sharing and participation with an emphasis on self-managed teams. 
D) emphasize individual training and skill development with little cross-utilization of talent and cross-training. 
E) pursue egalitarianism with little pay compression across units and enable extensive internal promotion.

Question 13

Directives falling within the zone of indifference are __________.

Accepted Answer

A) subjected to slight scrutiny 
B) ignored 
C) rejected 
D) obeyed 
E) subjected to severe scrutiny. 
A) subjected to slight scrutiny 
B) ignored 
C) rejected 
D) obeyed 
E) subjected to severe scrutiny.

Question 14

Managers derive power from both organizational and individual sources,which are called __________.

Accepted Answer

A) bureaucratic power and individual power 
B) authority power and indigenous power 
C) position power and personal power 
D) statutory power and individual power 
E) hierarchical power and personal power 
A) bureaucratic power and individual power 
B) authority power and indigenous power 
C) position power and personal power 
D) statutory power and individual power 
E) hierarchical power and personal power

Question 15

President Barack Obama chose Jay Carney to be the White House press secretary.As a result,he became "the face of the administration." Jay Carney holds which type of power?

Accepted Answer

A) Legitimate power 
B) Coercive power 
C) Representative power 
D) Reward power 
E) Legal power 
A) Legitimate power 
B) Coercive power 
C) Representative power 
D) Reward power 
E) Legal power

Question 16

A manager may attempt to increase task relevance to add criticality by doing which of the following?

Accepted Answer

A) By becoming an internal coordinator within the firm 
B) By moving to provide unique services and information to other units 
C) By shifting the emphasis on his or her group's activities toward emerging issues central to the organization's top priorities 
D) By becoming an external representative of the firm 
E) All of the above 
A) By becoming an internal coordinator within the firm 
B) By moving to provide unique services and information to other units 
C) By shifting the emphasis on his or her group's activities toward emerging issues central to the organization's top priorities 
D) By becoming an external representative of the firm 
E) All of the above

Question 17

Barnard's studies on obedience and compliance relate to all of the following concepts EXCEPT:

Accepted Answer

A) compliance in organizations stemmed from the "consent of the governed." 
B) in every day organizational life,subordinates accepted or followed a managerial directive only if specific circumstances were met. 
C) obedience is not the only reason for compliance in organizations. 
D) subordinates must believe that a management directive is consistent with the purpose of an organization,but not necessarily the personal interests of the individual. 
E) Bernard built his analysis on the notion of a psychological contract between the individual and the firm. 
A) compliance in organizations stemmed from the "consent of the governed." 
B) in every day organizational life,subordinates accepted or followed a managerial directive only if specific circumstances were met. 
C) obedience is not the only reason for compliance in organizations. 
D) subordinates must believe that a management directive is consistent with the purpose of an organization,but not necessarily the personal interests of the individual. 
E) Bernard built his analysis on the notion of a psychological contract between the individual and the firm.

Question 18

"Creative stalling" is an avoidance strategy in the politics of self-protection wherein the manager or employee __________.

Accepted Answer

A) treats customers,clients,or subordinates as numbers,things or objects 
B) accepts blame for the negative consequences of his/her actions 
C) pretends to not be aware of the rules,policies,or procedures or of events that have occurred 
D) adheres strictly to all the rules,policies,and procedures,and does not allow deviations or exceptions 
E) spends time delaying implementation of undesirable changes 
A) treats customers,clients,or subordinates as numbers,things or objects 
B) accepts blame for the negative consequences of his/her actions 
C) pretends to not be aware of the rules,policies,or procedures or of events that have occurred 
D) adheres strictly to all the rules,policies,and procedures,and does not allow deviations or exceptions 
E) spends time delaying implementation of undesirable changes

Question 19

When a boss wants a subordinate to do things falling outside the zone of indifference,as identified by Chester,the manager must ______________.

Accepted Answer

A) publicize the importance of the zone to employees 
B) acknowledge the power and influence of the zone 
C) limit the zone to highlight certain behaviors 
D) enlarge the zone to accommodate additional behaviors 
E) explain the zone to employees 
A) publicize the importance of the zone to employees 
B) acknowledge the power and influence of the zone 
C) limit the zone to highlight certain behaviors 
D) enlarge the zone to accommodate additional behaviors 
E) explain the zone to employees

Question 20

Managers may attempt to increase the visibility of their job performance by doing which of the following?

Accepted Answer

A) Expanding the number of contacts they have with senior people 
B) Making oral presentations of written work 
C) Participating in problem-solving task forces 
D) Sending out notices of accomplishments 
E) All of the above 
A) Expanding the number of contacts they have with senior people 
B) Making oral presentations of written work 
C) Participating in problem-solving task forces 
D) Sending out notices of accomplishments 
E) All of the above

Few instances exist where individual and organizational interests are compatible.

__________ is the process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work.

Chester Barnard refers to the area in which authoritative directions are obeyed as the __________.

The source of __________ power is the placing of an individual in a position to influence how inputs are transformed into outputs from a firm,department or small group.

Which one of the following statements does NOT provide an accurate description of Stanley Milgram's experiments?

Stanley Milgram designed experiments to determine the extent to which people obey the commands of an authority figure,even if they believe they are endangering the life of another person.

Three personal characteristics - expertise,tactfulness,and experience - have special potential for enhancing personal power in an organization.

__________ can be enhanced when managers are able to demonstrate to others that their work units are highly relevant to organizational goals and are able to respond to urgent organizational needs.

The most common strategies of turning power into relational influence include friendliness,coalition,bargaining,and higher authority but exclude reason,assertiveness,and sanctions.

The zone of indifference is fixed.

Beyond just empowering employees,Jeffrey Pfeffer suggests that organizations place employees at the center of their strategy by taking all of the following steps EXCEPT:

Directives falling within the zone of indifference are __________.

Managers derive power from both organizational and individual sources,which are called __________.

President Barack Obama chose Jay Carney to be the White House press secretary.As a result,he became "the face of the administration." Jay Carney holds which type of power?

A manager may attempt to increase task relevance to add criticality by doing which of the following?

Barnard's studies on obedience and compliance relate to all of the following concepts EXCEPT:

"Creative stalling" is an avoidance strategy in the politics of self-protection wherein the manager or employee __________.

When a boss wants a subordinate to do things falling outside the zone of indifference,as identified by Chester,the manager must ______________.

Managers may attempt to increase the visibility of their job performance by doing which of the following?

Introducing Organizational Behavior

Individual Differences,Values,and Diversity

Emotions,Attitudes,and Job Satisfaction

Perception,Attribution,and Learning

Motivation and Performance

Teams in Organizations

Teamwork and Team Performance

Decision-Making and Creativity

Conflict and Negotiation

Communication and Collaboration

Leadership Essentials

Leadership Challenges and Organizational Change

Organizational Culture and Innovation

Organizational Goals and Structures

Strategy,Technology,and Organizational Design

Filters

Exam 12: Power and Politics

Few instances exist where individual and organizational interests are compatible.

__________ is the process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work.

Chester Barnard refers to the area in which authoritative directions are obeyed as the __________.

The source of __________ power is the placing of an individual in a position to influence how inputs are transformed into outputs from a firm,department or small group.

Which one of the following statements does NOT provide an accurate description of Stanley Milgram's experiments?

Stanley Milgram designed experiments to determine the extent to which people obey the commands of an authority figure,even if they believe they are endangering the life of another person.

Three personal characteristics - expertise,tactfulness,and experience - have special potential for enhancing personal power in an organization.

__________ can be enhanced when managers are able to demonstrate to others that their work units are highly relevant to organizational goals and are able to respond to urgent organizational needs.

The most common strategies of turning power into relational influence include friendliness,coalition,bargaining,and higher authority but exclude reason,assertiveness,and sanctions.

The zone of indifference is fixed.

Beyond just empowering employees,Jeffrey Pfeffer suggests that organizations place employees at the center of their strategy by taking all of the following steps EXCEPT:

Directives falling within the zone of indifference are __________.

Managers derive power from both organizational and individual sources,which are called __________.

President Barack Obama chose Jay Carney to be the White House press secretary.As a result,he became "the face of the administration." Jay Carney holds which type of power?

A manager may attempt to increase task relevance to add criticality by doing which of the following?

Barnard's studies on obedience and compliance relate to all of the following concepts EXCEPT:

"Creative stalling" is an avoidance strategy in the politics of self-protection wherein the manager or employee __________.

When a boss wants a subordinate to do things falling outside the zone of indifference,as identified by Chester,the manager must ______________.

Managers may attempt to increase the visibility of their job performance by doing which of the following?

Introducing Organizational Behavior

Individual Differences,Values,and Diversity

Emotions,Attitudes,and Job Satisfaction

Perception,Attribution,and Learning

Motivation and Performance

Teams in Organizations

Teamwork and Team Performance

Decision-Making and Creativity

Conflict and Negotiation

Communication and Collaboration

Leadership Essentials

Leadership Challenges and Organizational Change

Organizational Culture and Innovation

Organizational Goals and Structures

Strategy,Technology,and Organizational Design

Filters