Deck 8: Power and Organizational Politics

Question 1

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

Answer 1

C

Question 2

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

Answer 2

A

Question 3

________ 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

Answer 3

B

Question 4

Which of the following is 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 5

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 the above

Question 6

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) None of the above

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

Which of the following is NOT a base of power?

A) Coercive power
B) Reward power
C) Valid power
D) Referent power

Question 9

Communicating or explaining ideas to others is part of which process of organizational learning?

A) Intuiting
B) Interpreting
C) Integrating
D) Institutionalizing

Question 10

Which of the following philosophers suggested that authority in organizations should be made more participative?

A) Bierstedt
B) Machiavelli
C) Weber
D) Haire

Question 11

Which of the following is a way in which managers create and maintain power?

A) Doing favors for people
B) Building reputations as experts
C) Reinforcing the perceived dependency of others on managers for rewards, assistance, and protection
D) All of the above

Question 12

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

A) Intuiting
B) Interpreting
C) Integrating
D) Institutionalizing

Question 13

Renee is able to influence others by providing positive outcomes and preventing negative ones. What type of power base does she have?

A) Reward power
B) Coercive power
C) Expert power
D) Legitimate power

Question 14

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

A) Overt
B) Integral
C) Intercursive
D) None of the above

Question 15

Which of the following is NOT a structural determinant of power?

A) Independence
B) Perceived political power
C) Numerical representation
D) Influence in garnering resources

Question 16

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

Question 17

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

Question 18

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 19

________ management is an attempt to influence how others perceive us.

A) Political
B) Power
C) Impression
D) None of the above

Question 20

Which of the following is a way in which organizations can foster a positive organizational climate?

A) Inclusiveness
B) Participation
C) Accountability
D) All of the above

Question 21

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

Question 22

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

Question 23

True or False. Covert power is easily observed.

Question 24

True or False. 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

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

Question 26

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

Question 27

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

Question 28

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 29

Compare and contrast the different sources or bases of power.

Question 30

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

Question 31

True or False. Politics involves efforts both to gain power and to limit or balance the power of others.

Question 32

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

Question 33

Evaluate the tactics and strategies to gain power, exercise influence, and balance the power of others in organizations. In which types of situations might each of these tactics be most effective? Discuss, providing relevant examples where appropriate.

Question 34

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

Question 35

True or False. 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.