Deck 11: Power, Politics, and Conflict

Question 1

According to McClelland, people are born with their need for power.

Answer 1

False

Question 2

People with high need for power tend to avoid joining groups.

Answer 2

False

Question 3

Management requires the use of power.

Answer 3

True

Question 4

The moral rights perspective on power is concerned with personal rights.

Question 5

If I have charisma, I have referent power.

Question 6

If I am a consultant to an organization, I probably have legitimate power over members.

Question 7

Legitimate power is reflected in an organization's hierarchy.

Question 8

Referent power is also called charismatic power.

Question 9

Reward power tends to produce compliance.

Question 10

Expert power tends to produce identification.

Question 11

Referent power tends to produce internalization.

Question 12

The longest lasting effects are felt when identification occurs.

Question 13

A group's power is undermined if people in other groups can do what they do.

Question 14

Research support is strong for the critical contingencies model.

Question 15

Self-conscious people are more likely to engage in political behavior than non-self-conscious people.

Question 16

Uncertain conditions encourage political activity.

Question 17

Research suggests that conflict often has positive effects in organizations.

Question 18

Intergroup conflict tends to reduce the cohesiveness of groups involved.

Question 19

Autocratic leadership is more likely to arise in groups that are "at peace" than in conflict with other groups.

Question 20

Accommodating is an appropriate response to conflict when your group is losing.

Question 21

If I am being both highly cooperative and highly assertive in a conflict resolution, I am in a compromising mode.

Question 22

Collaborating helps to work through conflicting feelings in individuals and groups.

Question 23

Expanding the supply of critical resources available serves to reduce interdependence between groups.

Question 24

The creation of self-contained tasks normally increases interdependence between parties.

Question 25

The point of view that judges the appropriateness of use of power in terms of the consequences of its use is__________.

A) utilitarianism
B) moral rights perspective
C) social justice perspective
D) relativism

Question 26

The question, "Does using power provide the greatest good for the greatest number of people?" reflects__________.

A) utilitarianism
B) moral rights perspective
C) social justice perspective
D) relativism

Question 27

The point of view that judges the appropriateness of use of power in terms of whether any individual's rights or freedoms are sacrificed is__________.

A) utilitarianism
B) moral rights perspective
C) social justice perspective
D) relativism

Question 28

Looking out for the rights of the minority is a concern of the ___________ perspective.

A) utilitarianism
B) moral rights perspective
C) social justice perspective
D) relativism

Question 29

The point of view that judges the appropriateness of use of power in terms of treating all people equitably is__________.

A) utilitarianism
B) moral rights perspective
C) social justice perspective
D) relativism

Question 30

The idea that power holders are responsible for injuries caused by their use of power derives from__________.

A) utilitarianism
B) moral rights perspective
C) social justice perspective
D) relativism

Question 31

All of the following are interpersonal sources of power EXCEPT __________.

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

Question 32

If I have control over outcomes you dislike, I have __________ power over you.

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

Question 33

If I have control over outcomes you want, I have __________ power over you.

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

Question 34

If I have the right to tell you what to do , I have __________ power over you.

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

Question 35

If you admire me, I have __________ power over you.

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

Question 36

If you think I know what I'm talking about, I have __________ power over you.

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

Question 37

Which of the following forms of power has the longest lasting effects?

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

Question 38

When people do what is wanted of them because they seek to maintain relationships with people who hold power, it is called__________.

A) internalization
B) identification
C) compliance
D) conformity

Question 39

When people do what is wanted of them because of rewards or punishments, it is called__________.

A) internalization
B) identification
C) compliance
D) individualization

Question 40

When people do what is wanted of them because it also matches their personal needs or values, it is called__________.

A) internalization
B) identification
C) conformity
D) individualization

Question 41

Compliance is likely to result from__________.

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

Question 42

Identification is likely to result from__________.

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

Question 43

Internalization is likely to result from__________.

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

Question 44

Organizational power is considered to include which of the following power bases?
i. reward
ii. coercive
iii. referent
iv. legitimate
v. expert

A) i, ii, iv
B) v, i, ii
C) iii, v, ii
D) ii, iv, v

Question 45

Personal power is considered to include which of the following power bases?
i. reward
ii. coercive
iii. referent
iv. legitimate
v. expert

A) i, ii,
B) v, iii
C) iii, ii
D) ii, v

Question 46

Things that an organization needs to accomplish goals and to survive are called__________.

A) substitutes
B) central issues
C) critical contingencies
D) core competencies

Question 47

The kind of power that derives from being able to cope with critical problems and contingencies is__________.

A) uncertainty reduction
B) substitutability
C) centrality
D) visibility

Question 48

All of the following are ways to gain power through reducing uncertainty EXCEPT __________.

A) control access to abundant resources
B) control information about potential threats
C) control corporate strategic planning
D) control decision making

Question 49

The kind of power that derives from being the only person who can perform a particular task is__________.

A) uncertainty reduction
B) substitutability
C) centrality
D) visibility

Question 50

The kind of power that derives from being in the middle of the flow of work is__________.

A) uncertainty reduction
B) substitutability
C) centrality
D) visibility

Question 51

According to Tepper (2000), subordinates who perceived their supervisors as abusive reported __________.

A) greater trouble communicating
B) lower production
C) lower loyalty
D) higher turnover

Question 52

Greater supervisory abuse leads to a lower perception of __________.

A) procedural justice
B) employee fairness
C) organizational justice
D) subordinate fairness

Question 53

Political activity most likely to arise in organizations when__________.

A) conditions are stable and people have little to do
B) they are growing
C) uncertainty is high
D) the members are homogeneous

Question 54

All of the following are conditions that may encourage political behavior EXCEPT __________.

A) smaller organizational size
B) middle to higher levels of management
C) membership heterogeneity
D) decision importance

Question 55

Joining together with allies to increase power is__________.

A) coalition formation
B) cooptation
C) negative politics
D) creating obligation

Question 56

If I am using ingratiation tactics, I am__________.

A) behaving in ways intended to build a positive image
B) transforming rivals into allies by inviting them to join me
C) reminding people of past favors I did them
D) using praise and compliments to gain others' favor or attention

Question 57

When leaders use the affiliation tactic to gain political power it can result in __________.

A) more productivity
B) tighter networks
C) greater dependence of others
D) less interdependence of colleagues

Question 58

If I am using scapegoating tactics, I am__________.

A) making someone else take the blame for failure
B) transforming rivals into allies by inviting them to join me
C) reminding people of past favors I did them
D) using praise and compliments to gain others' favor or attention

Question 59

Which of the following conditions stimulates conflict?

A) pooled interdependence
B) clear status hierarchies
C) homogeneity of values
D) political indeterminism

Question 60

Lack of clarity of the "pecking order" among individuals or groups is called__________.

A) reciprocal uncertainty
B) functional conflict
C) political indeterminism
D) divergence

Question 61

External threats are likely to cause__________.

A) members to leave the group
B) decreased emphasis on performance
C) more social loafing
D) increased group cohesiveness

Question 62

In a group facing a threat from another group, which is most likely to occur?

A) an autocratic leader will arise
B) the group will become more flexible
C) members will increase communication with outsiders
D) decision making will become more decentralized

Question 63

The process of making offers, counteroffers, and concessions between parties in a search for some mutually acceptable resolution is called__________.

A) negotiation
B) collaboration
C) bargaining
D) compromising

Question 64

The process of parties deciding what each will give and take in an exchange is called__________.

A) bargaining
B) collaboration
C) compromising
D) negotiation

Question 65

The conflict management approach that combines high assertiveness and low cooperativeness is__________.

A) collaboration
B) compromise
C) avoidance
D) competition

Question 66

Which conflict management style is most appropriate when in a crisis?

A) collaborating
B) compromising
C) avoiding
D) accommodating

Question 67

Which conflict management style is most appropriate when your group is wrong?

A) collaborating
B) compromising
C) avoiding
D) accommodating

Question 68

The conflict management approach that combines low assertiveness and low cooperativeness is__________.

A) collaboration
B) compromise
C) avoidance
D) accommodation

Question 69

Which conflict management style is most appropriate when the conflict is trivial?

A) competing
B) compromising
C) avoiding
D) accommodating

Question 70

The conflict management approach that combines high assertiveness and high cooperativeness is__________.

A) collaboration
B) avoidance
C) accommodation
D) competition

Question 71

The conflict management approach that combines medium assertiveness and medium cooperativeness is__________.

A) collaboration
B) compromise
C) accommodation
D) competition

Question 72

Which conflict management style is most appropriate when the most important objective is to learn?

A) collaborating
B) avoiding
C) accommodating
D) competing

Question 73

Which conflict management style is most appropriate when equally powerful groups are committed to pursuing mutually exclusive concerns?

A) collaborating
B) compromising
C) accommodating
D) competing

Question 74

Expanding the supply of critical resources would reduce potential conflict between groups that are in__________.

A) pooled interdependence
B) sequential interdependence
C) reciprocal interdependence
D) all of the above

Question 75

"Decoupling" is a mechanism that reduces conflict by__________.

A) increasing the supply of critical resources
B) eliminating interdependence
C) clarifying relationships
D) appealing to superordinate goals

Question 76

Liaison positions reduce conflict by__________.

A) increasing the supply of critical resources
B) eliminating interdependence
C) clarifying relationships
D) linking units

Question 77

A group that is formed to complete a specific task, then disbanded, is called a__________.

A) semi-autonomous work team
B) standing committee
C) quality circle
D) task force

Question 78

What is need for power? Where does it arise? How is it related to effective management?

Question 79

What are the possible responses of employees to managers' use of various types of power?

Question 80

What are the structural sources of power? Describe how they arise. How can they be used by managers?