Exam 15: Influence, Empowerment, and Politics

According to a reanalysis of French and Raven's five bases of power, expert and referent power generally had a positive impact on job performance and job satisfaction.

Fiona used an influence tactic on Gerald and got him to enthusiastically agree to her proposal. Gerald demonstrated initiative and persistence while completing the assignment This is an example of:

In an organizational context, a network is an informal group bound together by the active pursuit of a single issue.

Verbal or written recognition and other forms of positive reinforcement help the managers display _____ power.

Which of the following is considered to be a soft influence tactic?

Participative management refers to the process of involving employees in various forms of decision making.

_____ is the ability to marshal the human, informational, and material resources to get something done.

What are the five bases of power proposed by French and Raven? Describe them.

Favorable upward impression management tactics can be job-focused, supervisor-focused, and self-focused.

Which of the following types of power tend to produce commitment, as opposed to compliance or resistance?

A core component of the empowerment process is:

_____ involves intentional acts of influence to enhance or protect the self-interests of individuals or groups.

Which of the following influence tactics gets others to participate in planning, making decisions, and changes?

Ingratiation is deemed to be a moderately effective tactic relied on by managers.

The _____ influence tactic tries to build enthusiasm by appealing to others' emotions, ideals, or values.

Expert and referent power appear to get the best combination of results and favorable reactions from lower-level employees.

Role models most likely have _____ power over those who identify closely with them.

_____ is recognizing and releasing into the organization the power that people already have in their wealth of useful knowledge, experience, and internal motivation.

Responsible managers strive for socialized power while amassing personalized power.

Unclear objectives and vague performance measures rarely trigger uncertainty.