Deck 9: Power and Politics

Question 1

Thomas recognises that his firm is plagued by organisational politics.He is not good at playing games and instead frequently engages in defensive behaviours in order to protect himself and protect his interests. Thomas has decided to play it safe and engage in buffing if he has to.This defensive behaviour is considered:

A)avoiding risk.
B)avoiding blame.
C)avoiding change.
D)avoiding action.

Answer 1

B

Question 2

research emphasises style; whereas research on _ focuses on tactics for gaining compliance.

A)Politics; leadership
B)Power; persuasion
C)Communication; politics
D)Leadership; power

Answer 2

D

Question 3

The most important aspect of power is that it:

A)tends to corrupt people.
B)is a function of dependency.
C)is needed to get things done in an organisation.
D)is counterproductive.

Answer 3

B

Question 4

Most political activities in organisations would be described as:

A)legitimate.
B)functional.
C)"playing hardball."
D)illegitimate.

Question 5

Joe comes to you with a request for funds for a project.He reminds you that company policy supports his position.He is using the tactic of:

A)exchange.
B)legitimacy.
C)coalition.
D)reason.

Question 6

Which of the following is not true?

A)The less trust within an organisation,the more likely the political behaviour will be of the illegitimate kind.
B)When there are reduced opportunities for promotions,politicking is more likely to occur.
C)The more an organisation's culture emphasises the zero- sum allocations,the more employees will be motivated to engage in politicking.
D)The greater the role ambiguity,the more one can engage in political activity with little chance of it being visible.

Question 7

One reacts to power out of fear of the negative ramifications that might result if one fails to comply.

A)influence
B)persuasive
C)coercive
D)knowledge

Question 8

focuses on the downward influence of one's followers.

A)Power
B)Information
C)Leadership
D)Communication

Question 9

Person A has power over person B if A can dismiss,suspend,or demote B,assuming that B values his or her job.

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

Question 10

Political behaviour in organisations is:

A)seen only in large organisations.
B)outside of one's specified job requirements.
C)counterproductive to individual goals.
D)part of each job requirement.

Question 11

An individual most likely to engage in political behaviour would have all of the following except:

A)a high ability to self monitor.
B)a low need for security.
C)an internal locus of control.
D)a high need for power.

Question 12

Power is:

A)dependency upon others.
B)equal to sexual harassment.
C)ability to influence others.
D)being rewarded by others.

Question 13

Which of the following is not a power tactic?

A)Ingratiation
B)Personal appeals
C)Rational persuasion
D)legitimate coercion

Question 14

Which of the following is not considered an example of a defensive behaviour intended to avoid action?

A)stalling
B)justifying
C)overconforming
D)playing dumb

Question 15

Expert power refers to influence that derives from:

A)special skills or knowledge.
B)educational institutions.
C)position.
D)politics.

Question 16

Catherine and Bernice are faculty members at a local college who feel very differently about their academic dean.Catherine believes that he is always engaging in political activity that is not in the best interests of the college.She describes him as a man who passes the buck,is scheming and arrogant.Bernice believes that he is an effective manager and sees him quite differently to Catherine. What Catherine views as "arrogant" is probably described by Bernice as:

A)competent and capable.
B)confident.
C)Demonstrating loyalty
D)fixing responsibility.

Question 17

power and power are actually counterparts of each other.

A)Expert; reward
B)Coercive; expert
C)Referent; reward
D)Reward; coercive

Question 18

Power dependency is inversely proportional to:

A)financial resources.
B)knowledge.
C)the alternative sources of supply.
D)expertise.

Question 19

Which of the following is not an individual factor related to political behaviour?

A)expectations of success
B)promotional opportunities
C)personality traits
D)perceived alternatives

Question 20

It may be possible for an organisation to be politics- free if:

A)performance outcomes are completely clear and objective.
B)organisational resources are not scarce.
C)all organisational members hold the same goals and interests.
D)all of the above.

Question 21

Vivian has not been handling one portion of her duties in a satisfactory manner.As a result,her manager threatens to withhold her promotion.Which power tactic is being used?

A)rational persuasion
B)pressure
C)ingratiation
D)assertiveness

Question 22

The relationship can be seen in the power of occupational categories.For those in occupations where the supply of personnel is low relative to demand,those people can demand more attractive compensation.

A)substitutability
B)referent power
C)scarcity- dependency
D)importance- dependency

Question 23

Formal power can come from:

A)the ability to reward
B)the ability to coerce.
C)formal authority.
D)all of the above

Question 24

Which of the following defensive behaviours is a way of avoiding action?

A)justifying
B)buffing
C)passing the buck
D)scapegoating

Question 25

Thomas recognises that his firm is plagued by organisational politics.He is not good at playing games and instead frequently engages in defensive behaviours in order to protect himself and protect his interests. Thomas has had some success by passing the buck and stalling.The defensive behaviour that he is engaged in is termed:

A)avoiding blame.
B)avoiding change.
C)avoiding action.
D)prevention

Question 26

Catherine and Bernice are faculty members at a local college who feel very differently about their academic dean.Catherine believes that he is always engaging in political activity that is not in the best interests of the college.She describes him as a man who passes the buck,is scheming and arrogant.Bernice believes that he is an effective manager and sees him quite differently to Catherine. Bernice's label for what Catherine describes as "passing the buck" might be:

A)practical minded.
B)encouraging change and innovation.
C)fixing responsibility.
D)delegating authority.

Question 27

does not require goal compatibility,merely dependence.

A)Power
B)Information
C)Leadership
D)Communication

Question 28

When you create a "paper trail" to document your work,projecting an image of competence and thoroughness,you are using which of the following defensive behaviours?

A)buffing
B)depersonalisation
C)misrepresenting
D)stalling

Question 29

Dependency is decreased when the resource you control is:

A)perceived as nonsubstitutable.
B)scarce.
C)important.
D)highly substitutable.

Question 30

James approaches his supervisor with data and a logical presentation supporting his request for additional personnel.He is using:

A)ingratiation.
B)exchange.
C)assertiveness.
D)rational persuasion.

Question 31

Activities that influence the distribution of advantages and disadvantages within the organisation are:

A)political behaviour.
B)tactical planning activities.
C)human resources.
D)strategic planning activities.

Question 32

Power tactics explain:

A)the personality of the leader.
B)the things that motivate people to seek power.
C)how to translate power bases into specific actions.
D)how to organise power functions.

Question 33

Bases of power refer to:

A)the elements of power.
B)sources of power.
C)whether the power position has a good foundation.
D)power characteristics.

Question 34

Which of the following is true concerning power?

A)The most important aspect of power is that it is a function of dependency.
B)A person can have power over you only if he or she controls something you desire.
C)Power implies a potential that need not be actualised to be effective.
D)all of the above

Question 35

power is based on identification with a person who has desirable resources or personal traits.

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

Question 36

is based on an individual's position in an organisation.

A)Leadership
B)Informal power
C)Influence
D)Formal power

Question 37

The more an organisation _,the greater the likelihood that an employee can get away with politicking.

A)appraises an individual immediately following performance
B)mistreats employees
C)emphasises an overall performance measure
D)uses subjective criteria in appraisal

Question 38

Which of the following variables creates dependency?

A)non- substitutability
B)scarcity
C)importance
D)all of the above

Question 39

Your physician has advised you to take a series of medications.You comply because of her power.

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

Question 40

The power a person receives as a result of position on the organisational hierarchy is known as:

A)legitimate power.
B)expert power.
C)coercive power.
D)reward power.

Question 41

Dependency explains why organisations use single suppliers.

Question 42

When your superior offers you a raise if you will perform additional work beyond the requirements of your job,he/she is exercising:

A)coercive power.
B)expert power.
C)referent power.
D)reward power.

Question 43

Employees with an external locus of control are more likely to engage in political behaviour.

Question 44

Coercive power is a source of formal power.

Question 45

Power is increased by possession of something that is plentiful and easily available.

Question 46

Thomas recognises that his firm is plagued by organisational politics.He is not good at playing games and instead frequently engages in defensive behaviours in order to protect himself and protect his interests. Thomas has decided that avoiding blame is his best defence.Which of the following behaviours are included in defensive behaviours termed "avoiding blame?"

A)overconforming
B)scapegoating
C)protecting turf
D)playing dumb

Question 47

Legitimate power is based on:

A)rewards.
B)fear.
C)knowledge.
D)structural position.

Question 48

By definition,all political behaviour is considered an illegitimate activity.

Question 49

When employees in organisations convert their power into action,we describe them as being engaged in politics.

Question 50

"Misrepresenting" as a defensive behaviour has been used when the employee blames his/her computer for not having a project submitted on time.

Question 51

Rigid adherence to rules exemplifies the "overconforming" defensive behaviour.

Question 52

Ryan works for a highly competitive marketing company.He is rather confident and tends to believe that things are within his control.He is rather adept at networking and has on several occasions managed to get placed into some large projects because of his relationship with managers. Which of the following identifies the relevant individual factors encouraging Ryan's display of political behaviour?

A)Expectations of success and internal locus of control
B)Perceived job alternatives and organisational investment
C)Perceived job alternatives and expectations of success
D)Internal locus of control and organisational investment

Question 53

Legitimate political behaviour refers to actions that are specified in one's formal job description.

Question 54

Power,unlike leadership,does not require a significant degree of goal compatibility,merely dependence.

Question 55

Politicking by top management,in a sense,gives permission to those lower in the organisation to play politics by implying that such behaviour is acceptable.

Question 56

If A can assign B work activities that B finds unpleasant,or treat B in a manner that B finds embarrassing,A possesses expert power over B.

Question 57

In the last twenty- five years,there has been a general move in Australia toward making organisations less democratic.

Question 58

Avoidance of _ is why most organisations develop multiple suppliers rather than give their business to only one.

A)power
B)dependency
C)independence
D)knowledge

Question 59

Referent power is based on identification with a person who has desirable resources or personal traits.

Question 60

The more a resource has no viable substitutes,the more power the control over that resource provides.

Question 61

Power,unlike leadership,focuses on downward influence patterns.

Question 62

High self- monitors are more likely to be skilled in political behaviour than low self- monitors.

Question 63

Legitimate power represents the formal authority to control and use organisational resources.

Question 64

Political activity is probably more a function of the organisation's characteristics than of individual differences.

Question 65

List and discuss the bases of formal power.

Question 66

Contrast leadership and power.

Question 67

An understanding of dependency is central to understanding power.

Question 68

A famous AFL player's power to influence your buying behaviour through commercial endorsements is based on his expertise at leading a football team and his ability to throw a football.

Question 69

To create dependency,the thing you control must be perceived as being important.

Question 70

Organisational cultures emphasising the zero- sum approach to reward allocations will create breeding grounds for politicking.

Question 71

Politicking is most likely to be used when decisions are made in a climate of ambiguity.

Question 72

The organisational culture in which people work does not have a significant bearing on political behaviour.

Question 73

When people perceive politics as a threat rather than an opportunity,they often respond with defensive behaviours.

Question 74

The greater B's dependence on A,the greater is B's power in the relationship.

Question 75

Personal power comes from an individual's unique characteristics.

Question 76

Reward power rests on the allocation of things others view as valuable.

Question 77

What are defensive behaviours?

Question 78

How is power defined?

Question 79

Power is a function of dependency.

Question 80

Define tactics and discuss the nine tactical dimensions.