Deck 7: The Power Framework In-Depth

Question 1

In the power framework's in-depth chapter, Kanter's theory of minorities and tokens is described. According to Kanter's model, the actual number of individuals belonging to a relatively visible majority and minority have a major impact on how a group will work. If the group is 'skewed' or largely 'unbalanced', three effects will occur. Which of the alternatives below is NOT one of these effects?

A) A minority or token gets a lot of attention.
B) There is an increased contrast between majority and minority/token.
C) The majority and the token/minority do not adapt to each other due to distancing.
D) Token/minority adapts to the majority through assimilation and distancing.

Answer 1

C

Question 2

Kanter's model is a powerful explanation for the resistance women can face in terms of promotion to male-dominated management teams. However, studies of women-dominated workplaces with male minorities show partly other effects. Which claim below best describes how male tokens and minorities are handled in women-dominated groups according to these studies?

A) Male tokens will have to adapt to the female majority.
B) Male tokens are treated like anyone, i.e. the same as women in the majority.
C) Male tokens become objectified and may endure sexual harassment from the female majority.
D) Male tokens are taken care of a little extra, valued uncritically and are expected to make quick career progressions.

Answer 2

D

Question 3

Which alternative below does Weber's theory of authority do not match?

A) Weber's studies show how the practice of authority, power and control changed over time.
B) Weber's theory of authority has some similarities to Greiner's structural model.
C) According to Weber, injustices are cemented by charismatic authority.
D) Formal rational authority is based on position.

Answer 3

C

Question 4

According to Weber, the formal rational authority of modern bureaucracy (described in the textbook's power framework) can lead to:

A) Inefficient organizations.
B) Work and life without deeper content and meaning.
C) Community within professional groups.
D) Unequal organizations.

Question 5

Which of the following options does not characterize an oligocracy according to the German sociologist Michels (in the power framework)?

A) Bureaucracy is used as a tool to favour the interests of an economic elite.
B) Senior managers and officials have a knowledge monopoly that creates distance to lower-level employees.
C) The economic elite cooperates across organizational boundaries to reproduce their superior positions.
D) Meritocracy is the governing principle of an oligocracy.

Question 6

In his theory of 'oligocracy iron law' (described in the textbook's power perspective), Michels formulates a sharp criticism of modern bureaucracy. Why?

A) Because it creates conflict between organizations in society.
B) Because it leads to a lack of knowledge within organizations.
C) Because it excludes the grassroots of organizations from power.
D) Because it undermines management's decision-making ability.

Question 7

Michels' theory of the iron law of oligocracy (in the power framework) includes a sharp critique of bureaucracy as a principle of organizing. Which of the following options best describes Michel's criticism of the idea that bureaucracy creates fair organizations and a good society?

A) The historical emergence of bureaucratic organizations means that human life is increasingly depleted on meaning and deeper content.
B) The modern bureaucracy requires managers and employees who show unlimited loyalty to their jobs. To enable such careerists, other people need to look after the emotional and practical aspects of life of careerists, such as sexual pleasure, caring for children and housework.
C) Bureaucracy involves top-down control, an undemocratic social order and the emergence of a new class of rulers.
D) The bureaucratic form of organization transforms and hides a vertical conflict between employees and the bureaucracy's top management and owners, into a horizontal contest and competition between employees.

Question 8

According to Foucault's post-structural theory and panopticon metaphor (in the textbook's power framework), power is exercised in contemporary society and in organizations mainly through ______.

A) threats of violence
B) financial incentives
C) self-discipline
D) surveillance

Question 9

How is Foucault's understanding of power different from Michels', Acker's and Burawoy's?

A) Foucault believes that power is exercised by self-discipline.
B) Foucault believes that power consists of certain groups systematically subordinate to other groups and interests.
C) Foucault believes that power is tied to a hierarchical position.
D) Foucault believes that power is tied to resource allocation.

Question 10

Maccoby describes several weaknesses that characterize narcissistic leaders. Which of the following options is NOT one of these weaknesses:

A) Narcissistic leaders are insensitive to criticism.
B) Narcissistic leaders are bad at listening to others.
C) Narcissistic leaders lack empathy.
D) Narcissistic leaders have an intense will to compete.

Question 11

How can the narcissistic leader K create benefits (for an organization) according to Maccoby (in the textbook's power framework)?

A) K's self-centering can mean great self-determination for the operational staff.
B) K's visions and ability to attract followers can create actionable organizations.
C) K's focus on being loved by everyone can elevate a group's ability to analyse their surroundings.
D) K's ability to pay attention to risks can reduce the likelihood of irrational decisions being taken.