Question 1

Networks are temporary groupings of people who actively pursue a single-issue.

Accepted Answer

A) True 
 B)False

Question 2

Socialized power is exhibited when managers act like "the rules" others are expected to follow don't apply to them.

Accepted Answer

A) True 
 B)False

Question 3

According to French and Raven's typology, valued knowledge or information gives an individual referent power over those who need such knowledge or information.

Accepted Answer

A) True 
 B)False

Question 4

Compared to coalitions, networks _____.

Accepted Answer

A) are issue oriented 
B) are tight associations of individuals 
C) have short-term goals 
D) have broader agendas 
E) pivot on specific issues 
A) are issue oriented 
B) are tight associations of individuals 
C) have short-term goals 
D) have broader agendas 
E) pivot on specific issues

Question 5

Delegation is the process of granting decision-making authority to people at lower levels.

Accepted Answer

A) True 
 B)False

Question 6

Hugh tried his best to convince Irene about a new business proposal, but Irene presented some good counter arguments and stalled the proposal. This is an example of:

Accepted Answer

A) compliance. 
B) adherence. 
C) allegiance. 
D) resistance. 
E) commitment. 
A) compliance. 
B) adherence. 
C) allegiance. 
D) resistance. 
E) commitment.

Question 7

Managers should see empowerment as a matter of degree not as an either-or proposition.

Accepted Answer

A) True 
 B)False

Question 8

Alexis, a customer service supervisor at United Airlines, typically seeks the full participation of her team members when planning, making important decisions, and implementing changes. Which one of the nine generic influence tactics is she using?

Accepted Answer

A) Ingratiation 
B) Personal appeals 
C) Rational persuasion 
D) Coalition tactics 
E) Consultation 
A) Ingratiation 
B) Personal appeals 
C) Rational persuasion 
D) Coalition tactics 
E) Consultation

Question 9

Individuals who obtain compliance primarily because of their formal authority to make decisions have _____ power.

Accepted Answer

A) legitimate 
B) expert 
C) referent 
D) reward 
E) coercive 
A) legitimate 
B) expert 
C) referent 
D) reward 
E) coercive

Question 10

What can managers do to keep organizational politics within reasonable bounds?

Accepted Answer

A) Create a closed-book management system 
B) Screen out overly political individuals at hiring time 
C) Make sure that the lower-level employees have the least idea about how the business works 
D) Rarely involve nonfinancial people in interpreting periodic financial statements 
E) Recognize and reward employees who get real results using political games 
A) Create a closed-book management system 
B) Screen out overly political individuals at hiring time 
C) Make sure that the lower-level employees have the least idea about how the business works 
D) Rarely involve nonfinancial people in interpreting periodic financial statements 
E) Recognize and reward employees who get real results using political games

Question 11

Interpersonal influence is not culture bound.

Accepted Answer

A) True 
 B)False

Question 12

Mutuality of interest involves win-win situations in which one's self-interest is served by cooperating actively and creatively with potential adversaries.

Accepted Answer

A) True 
 B)False

Question 13

White women typically have a greater understanding of organizational politics than do white men.

Accepted Answer

A) True 
 B)False

Question 14

In the context of possible influence outcomes, compliance means a failed influence attempt.

Accepted Answer

A) True 
 B)False

Networks are temporary groupings of people who actively pursue a single-issue.

Socialized power is exhibited when managers act like "the rules" others are expected to follow don't apply to them.

According to French and Raven's typology, valued knowledge or information gives an individual referent power over those who need such knowledge or information.

Compared to coalitions, networks _____.

Delegation is the process of granting decision-making authority to people at lower levels.

Hugh tried his best to convince Irene about a new business proposal, but Irene presented some good counter arguments and stalled the proposal. This is an example of:

Managers should see empowerment as a matter of degree not as an either-or proposition.

Alexis, a customer service supervisor at United Airlines, typically seeks the full participation of her team members when planning, making important decisions, and implementing changes. Which one of the nine generic influence tactics is she using?

Individuals who obtain compliance primarily because of their formal authority to make decisions have _____ power.

What can managers do to keep organizational politics within reasonable bounds?

Interpersonal influence is not culture bound.

Mutuality of interest involves win-win situations in which one's self-interest is served by cooperating actively and creatively with potential adversaries.

White women typically have a greater understanding of organizational politics than do white men.

In the context of possible influence outcomes, compliance means a failed influence attempt.

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Improving Job Performance With Goals, Feedback, Rewards, and Positive Reinforcement

Group Dynamics

Developing and Leading Effective Teams

Individual and Group Decision Making

Managing Conflict and Negotiating

Communicating in the Digital Age

Leadership

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters

Exam 15: Influence, Empowerment, and Politics

Networks are temporary groupings of people who actively pursue a single-issue.

Socialized power is exhibited when managers act like "the rules" others are expected to follow don't apply to them.

According to French and Raven's typology, valued knowledge or information gives an individual referent power over those who need such knowledge or information.

Compared to coalitions, networks _____.

Delegation is the process of granting decision-making authority to people at lower levels.

Hugh tried his best to convince Irene about a new business proposal, but Irene presented some good counter arguments and stalled the proposal. This is an example of:

Managers should see empowerment as a matter of degree not as an either-or proposition.

Alexis, a customer service supervisor at United Airlines, typically seeks the full participation of her team members when planning, making important decisions, and implementing changes. Which one of the nine generic influence tactics is she using?

Individuals who obtain compliance primarily because of their formal authority to make decisions have _____ power.

What can managers do to keep organizational politics within reasonable bounds?

Interpersonal influence is not culture bound.

Mutuality of interest involves win-win situations in which one's self-interest is served by cooperating actively and creatively with potential adversaries.

White women typically have a greater understanding of organizational politics than do white men.

In the context of possible influence outcomes, compliance means a failed influence attempt.

Organizational Behavior: The Quest for People-Centered Organizations and Ethical Conduct

Managing Diversity: Releasing Every Employees Potential

Organizational Culture, Socialization, and Mentoring

International OB: Managing Across Cultures

Key Individual Differences and the Road to Success

Values, Attitudes, Job Satisfaction, and Counter-Productive Work Behaviors

Social Perception and Attributions

Foundations of Motivation

Improving Job Performance With Goals, Feedback, Rewards, and Positive Reinforcement

Group Dynamics

Developing and Leading Effective Teams

Individual and Group Decision Making

Managing Conflict and Negotiating

Communicating in the Digital Age

Leadership

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters