Deck 8: Power and Organizational Politics

Question 1

Sarah's boss tells her that the promotion she desires is contingent on whether she successfully completes an important project. What type of power is her boss exercising?

A) expert power
B) overt power
C) managerial power
D) covert power

Answer 1

B

Question 2

______ power is drawn from having a special expertise that is needed or valued in an organization.

A) Referent
B) Coercive
C) Expert
D) Legitimate

Answer 2

C

Question 3

According to Max Weber, the ______ type of power is where laws and constitutional processes create legitimate authority.

A) charismatic
B) non-traditional
C) legal-rational
D) traditional

Answer 3

C

Question 4

When the stakes are ______ and resources are ______, power politics can be quite likely.

A) high; limited
B) low; limited
C) high; unlimited
D) low; unlimited

Question 5

Translating new ideas into coordinated actions is part of which process of organizational learning?

A) intuiting
B) interpreting
C) integrating
D) institutionalizing

Question 6

All of the following are ways for managers to create and maintain power EXCEPT for ______.

A) doing favors for people
B) discouraging people from emulating managers
C) reinforcing the perceived dependency of others on managers for rewards, assistance, and protection
D) building reputations as experts

Question 7

People with less power can act to equalize or balance power in a relationship by ______ their needs or demands or ______ other people's alternative sources.

A) increasing; increasing
B) increasing; decreasing
C) decreasing; decreasing
D) decreasing; increasing

Question 8

______ is the potential for influence, whereas ______ is the exercise or use of that influence.

A) Politics; power
B) Power; politics
C) Authority; entitlement
D) Entitlement; authority

Question 9

______ power occurs where there are differing spheres of influence between parties.

A) Overt
B) Integral
C) Intercursive
D) Coercive

Question 10

According to Wilson, fostering your employees' participation, listening carefully to their values and interests, and building and supporting their confidence and skills is known as ______.

A) thrilling
B) respectful
C) uplifting
D) powerful

Question 11

People who have and exercise power have a number of personal qualities, including ______.

A) ambition
B) self-knowledge
C) confidence
D) all of these

Question 12

All of the following are bases of power EXCEPT for ______.

A) coercive power
B) reward power
C) valid power
D) referent power

Question 13

All of the following are considered to be processes of organizational learning EXCEPT for ______.

A) interpreting
B) integrating
C) influencing
D) institutionalizing

Question 14

Which of the following is a part of the second stage in the process of moving from powerlessness to empowerment?

A) feedback
B) job enrichment
C) feelings leading to powerlessness
D) reinforcement

Question 15

All of the following are examples of structural determinants of power EXCEPT for ______.

A) independence
B) perceived political power
C) numerical representation
D) influence in garnering resources

Question 16

All of the following are dimensions of political skill EXCEPT for ______.

A) social astuteness
B) networking ability
C) insincerity
D) interpersonal influence

Question 17

Which of the following tactics help people to gain power, exercise influence, and balance the power of others in organizations?

A) using ambiguity
B) forming coalitions
C) incurring obligations
D) all of these

Question 18

If we have the perception that our power position is ______ than our counterpart's, we are ______ likely to use power-balancing tactics.

A) higher; more
B) lower; more
C) lower; less
D) higher; less

Question 19

Debbie's supervisor controls assignments, initiates transfers, and often gives poor performance evaluations. What type of power is her supervisor exercising?

A) referent power
B) coercive power
C) expert power
D) legitimate power

Question 20

Which of the following philosophers introduced the idea that power as a means to an end can be virtuous, but that power as an end is inherently undesirable?

A) Bertrand Russell
B) Max Weber
C) Machiavelli
D) Bierstedt

Question 21

Machiavelli is commonly known for the philosophy of "the end justifies the means." What has been his legacy? Name a recent leader who was considered "Machiavellian."

Question 22

All social interactions involve a measure of mutual influence and control.

Question 23

Simply having the positive regard and respect of others is a potential source of power.

Question 24

Although members of organizations should invest a significant amount of time in trying to influence decisions in which they have personal stakes, this may impose costs on organizations.

Question 25

Is power a positive or destructive force? Does it vary based on the situation? Discuss, bringing in relevant examples where appropriate.

Question 26

Positive organizational politics is more about self-interest and manipulation and less about emotional health and intelligence.

Question 27

Discuss how the views about power, workers, and organizations have changed and evolved over time.

Question 28

Power and political processes in organizations do not help organizations adapt to or interact with their environments appropriately.

Question 29

______ requires the ability to read and respond to changing situations and also communicate this ability to others as sincere and genuine.

A) networking ability
B) interpersonal influence
C) social astuteness
D) apparent or perceived sincerity

Question 30

Power can be a double-edged sword.

Question 31

Compare and contrast the different sources or bases of power.

Question 32

Bertrand Russell suggested that power can be formalized by granting someone the authority for its exercise.

Question 33

Covert power is easily observed.

Question 34

The use of coercive power tends to increase referent power, whereas the use of reward power tends to diminish referent power.

Question 35

In public organizations, legitimate power is often derived from people's positions or job titles.

Question 36

Come up with a scenario where a manager in a public organization might face a problem, and develop a strategy that the manager should use to solve the problem. Be sure to discuss power in your solution.

Question 37

Karen believes that she has the capacity to do the work. She is exhibiting which of the following levels of employee empowerment?

A) meaning
B) competence
C) self-determination
D) impact

Question 38

______ involves those who potentially oppose you in the decision-making, thereby attempting to secure their commitment to the outcomes.

A) controlling the agenda
B) incurring obligations
C) co-optation
D) deal making

Question 39

The human relations movement during the 1960s and 1970s challenged the idea that the job of management was to manipulate workers for the benefit of organizations.