Deck 12: Power: Its Uses and Abuses in Organizations

Question 1

Lee attempts to get his subordinates to help him by asking them to be involved in the process of planning organizational change. He appears to be using the social influence technique of:

A) legitimating.
B) consultation.
C) ingratiating.
D) personal appeal.

Answer 1

B

Question 2

Don seeks compliance through the use of intimidation. He is using:

A) exchange.
B) legitimating.
C) pressure.
D) collaboration.

Answer 2

C

Question 3

Suppose a supervisor gets a subordinate to do what she wants by threatening him with suspension or firing. It can be said that the supervisor is relying on:

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

Answer 3

B

Question 4

Power that derives from the recognized ability of someone to make decisions is referred to as:

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

Question 5

Personal power has a number of bases, including:

A) rational persuasion.
B) information power.
C) the capacity to control punishment.
D) All of these.

Question 6

Leroy is trying to get his idea through to the operations director about TQM. He has talked to other floor supervisors and with the HR VP and takes one supervisor and the HR director in with him to talk with the OPS director. Leroy is selling his TQM idea up the organization by use of the technique of:

A) credibility.
B) responsibility.
C) coalition building.
D) congruence.

Question 7

Tim is the CEO of Doc.com, a information search Internet company. A manager comes in saying that he's been trying to get the information services manager to meet with him to discuss a new product, but the IS manager keeps claiming he's too busy. Tim calls the IS manager and asks him to come to his office. The IS manager shows up, Tim tells him to meet with the other manager and do so now. The meeting happens. Tim's power to do this is an example of:

A) rational persuasion.
B) charisma.
C) expert power.
D) position power.

Question 8

Ken promises his subordinates benefits if they comply with his requests. Ken is using:

A) exchange.
B) legitimating.
C) pressure.
D) collaboration.

Question 9

Power derived from one's control over valued resources, such as pay, is known as:

A) reward power.
B) legitimate power.
C) information power.
D) referent power.

Question 10

Which of the following is one of the most popular social influence tactics used with peers in organizations?

A) Coercive
B) Ingratiating
C) Personal appeal
D) Consultation

Question 11

Ken calls attention to his authority when making his requests. Ken is using:

A) exchange.
B) legitimating.
C) pressure.
D) collaboration.

Question 12

Position power is based on a number of things including:

A) expertise.
B) charisma.
C) rational persuasion.
D) None of these.

Question 13

________ involves the effort to get others (target persons) to behave in some desired fashion.

A) Behavior modeling
B) Proactive behavior
C) Distributive justice
D) Influence

Question 14

Getting someone to do what you want by putting that person in a good mood is called:

A) personal appeal.
B) ingratiation.
C) inspirational appeal.
D) emotional persuasion.

Question 15

Chris finds a way to make it easier for his subordinates to agree to his request. Chris is using:

A) exchange.
B) legitimating.
C) pressure.
D) collaboration.

Question 16

For an individual to exercise expert power in an organization, he/she most likely also has:

A) charisma power.
B) social influence power.
C) expert power.
D) legitimate power.

Question 17

Arvin tries to get others to comply with his requests by using his friendship with the person as part of the appeal. He is using:

A) exchange.
B) legitimating.
C) pressure.
D) personal appeals.

Question 18

Individuals with the capacity to control access to jobs and money are said to have:

A) reward power.
B) coercive power.
C) social power.
D) information power.

Question 19

John is trying to influence the behavior of his company's softball team by appealing to their values and ideals about teamwork and winning. John is using the social influence technique of:

A) consultation.
B) personal appeal.
C) legitimating.
D) inspirational appeal.

Question 20

The use of facts and logical arguments to influence another's behavior is:

A) rational persuasion.
B) personal appeal.
C) legitimating.
D) exchange.

Question 21

Power based on others liking the power wielder because of his/her attitude of enthusiasm and magnetic personality is called:

A) legitimate power.
B) charisma power.
C) expert power.
D) information power.

Question 22

The two theoretical models that explain the use of organizational power by groups or subunits are:

A) resource-dependency and strategic contingencies models.
B) the same as for individuals, the position and personal power models.
C) based in position authority and organizational politics.
D) None of these.

Question 23

Empowering employees has a number of results, such as:

A) decreasing the importance of information sharing.
B) requiring managers to tell employees what to do.
C) boosting the coercive power of managers.
D) encouraging managers to work as facilitators.

Question 24

When employees are empowered, managers are more likely to exercise:

A) expert power.
B) charisma power.
C) coercive power.
D) any type of position power.

Question 25

When one organizational subunit has control over another because it has more of some valued resource than the other, you see an example of the:

A) use of information power by a unit.
B) strategic contingencies theory.
C) resource-dependence view.
D) combination of coercive and expert power.

Question 26

________ is derived from an individual's recognized superior knowledge, skills, or abilities in a certain area.

A) Charismatic power
B) Legitimate power
C) Expert power
D) Information power

Question 27

A example of a high-power distance culture is:

A) India.
B) The U.S.
C) Mexico.
D) Poland.

Question 28

The process of putting people in charge of what they do, by passing power from managers to employees is known as:

A) consultation-based social influence.
B) information power.
C) empowerment.
D) organizational politics.

Question 29

"Mike, I'm really in a bind. Unless I get that report finished, Mr. Johnson will be very upset with me. Because you're my friend, I'm asking you to help me out of this jam." The speaker appears to be relying on which of the following bases of power?

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

Question 30

Suppose that you do something the way your boss asks you to do it because you believe your boss knows the best way to do it. What type of power would your boss be relying on in this case?

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

Question 31

A type of personal power that is based on both expertise and personal qualities is:

A) referent power.
B) legitimate power.
C) expert power.
D) charisma power.

Question 32

From which power bases do American CEOs obtain their influence?

A) Management decision control
B) Expertise and knowledge
C) Personality and leadership skills
D) Support from the board of directors

Question 33

Research into the semi-conductor industry in California found that the most powerful organizational subunits tended to be those that:

A) were dependent on other departments for significant portions of their operating budgets.
B) had the largest number of employees with degrees in business administration.
C) resided in areas that pertained to the expertise of the company's founder.
D) were trained in organization behavior and organizational development techniques.

Question 34

Which of the following is not one of the basic types of personal power?

A) Expert power
B) Referent power
C) Rational persuasion
D) Coercive power

Question 35

According to the ________, the most powerful organizational subunits have the greatest control over resources that other subunits need.

A) economic decision-making model
B) resource-dependency model
C) strategic contingencies model
D) organizational communication model

Question 36

Empowerment requires managers to:

A) exercise charismatic-based power.
B) share expert information.
C) control communication channels.
D) tell workers exactly what to do.

Question 37

Most American CEOs feel that they have ________ than they did ten years ago.

A) more power
B) the same amount of power
C) a different type of power but the same amount
D) less power

Question 38

The smallest or least important power base for CEOs is:

A) management decision control.
B) expertise and knowledge.
C) personality and leadership skills.
D) support from the financial community.

Question 39

A relatively enduring atmosphere in the workplace that supports empowerment is known as:

A) empowerment culture.
B) legitimating.
C) empowerment risk.
D) empowerment climate.

Question 40

The capacity to neutralize another's influence is known as:

A) counterpower.
B) legitimating.
C) pressure.
D) collaboration.

Question 41

According to the strategic contingencies model, a subunit's power is enhanced when ________.

A) it can reduce the level of uncertainty experienced by other subunits
B) it occupies a central position in the organization
C) its activities are non-substitutable
D) All of the above

Question 42

According to strategic contingencies theory, subunits acquire power when:

A) they control valued resources.
B) they have access to the founder/CEO.
C) they are high in workflow centrality.
D) they are able to enthuse and excite other work units to greater performance.

Question 43

The abuse of power is evidenced in ________.

A) strategic uncertainty
B) employee empowerment
C) expert power
D) sexual harassment

Question 44

Organizational politics is concerned with:

A) meeting organizational goals.
B) the disbursement of subunit power.
C) actions taken to pursue one's self interests.
D) the meeting of departmental goals.

Question 45

Which of the following is a myth about sexual harassment?

A) Anyone can be sexually harassed, regardless of how they are dressed.
B) Harassment will stop if the victim simply ignores it.
C) Harassment that is ignored either continues or worsens.
D) No means no.

Question 46

________ refers to unauthorized use of power to enhance or protect one's own interests or interests of the group to which one belongs.

A) Social influence
B) Referential power
C) Organizational politics
D) Quid pro quo exchange

Question 47

One of the most popular tactics of organizational politics is:

A) blaming and attacking others.
B) withholding information that might make them look bad.
C) playing political games.
D) associating oneself with the successful accomplishments of others.

Question 48

If an individual withholds information that might make him/her look bad, avoids those who might ask for information, and overwhelms others with information, he/she is probably using the organizational political tactic of:

A) controlling access to information.
B) cultivating a favorable impression.
C) playing a political game.
D) developing a base of support.

Question 49

The practice of requiring sexual favors in exchange for some tangible conditions or privileges of employment is known as:

A) counterpower.
B) hostile environment sexual harassment.
C) pressure.
D) quid pro quo sexual harassment.

Question 50

Which of the following is not a myth about sexual harassment?

A) If women would only say no, harassment would stop.
B) Harassment will stop if the victim simply ignores it.
C) Harassment that is ignored either continues or worsens.
D) If women dressed less provocatively, there would be no sexual harassment.

Question 51

In 2009, approximately how much did the EEOC recover in monetary benefits for the charging parties of sexual harassment?

A) $15 million
B) $51 million
C) $78 million
D) $125 million

Question 52

________ may be considered the "dark side" of organizational power.

A) Position power
B) Employee empowerment
C) Corporate centrality
D) Organizational politics

Question 53

The practice of subjecting individuals to negative, unwanted or abusive conditions is known as:

A) counterpower.
B) hostile environment sexual harassment.
C) pressure.
D) quid pro quo sexual harassment.

Question 54

Which of the following is NOT true about sexual harassment?

A) The victim must be a member of the opposite sex.
B) The harasser can be a non-employee.
C) It may occur without economic injury.
D) The harasser's conduct must be unwelcome.

Question 55

Research found that within successful firms, strategic contingencies were controlled by:

A) quality circles and focus groups.
B) departments that are the most important for organizational success.
C) subunits that exist on the periphery of the organizational chart.
D) departments that have the most experienced personnel.

Question 56

In 2009, approximately how many sexual harassment charges did the EEOC receive?

A) 12,696
B) 43,010
C) 67,819
D) 1,507

Question 57

According to strategic contingencies theory, which of the following is a factor that provides subunit power?

A) The capacity to reduce uncertainty
B) High organizational centrality
C) Performing nonsubstitutable activities
D) All of the above.

Question 58

One can cultivate a favorable image in an organization in a number of ways, such as:

A) blaming and attacking others.
B) withholding information that might make them look bad.
C) playing political games.
D) associating oneself with powerful others.

Question 59

Which of the following is true about sexual harassment?

A) The harasser can be a non-employee.
B) It may occur without economic injury.
C) The harasser's conduct must be unwelcome.
D) All of the above are true.

Question 60

Approximately what percentage of males have filed sexual harassment charges?

A) 5%
B) 15%
C) 26%
D) 33%

Question 61

Table 12.1
Lee is the vice-president of a large department. He has a number of projects to assign to his managers, who are already overworked and understaffed. While they are capable and willing, one more project is going to push some of them to the breaking point. Before assigning any projects, he calls a meeting of all his managers to discuss the current situation and the new projects that have been given to him. He asks his managers for their help in getting through this workload crisis and points out that they were able to do it before. A couple of managers complain to Lee, saying it isn't fair to expect so much, and they can't keep going at this pace. In response, Lee points out that the company has always been this way. He told them about the workload when he interviewed them, and they have been through this kind of push before. Lee decides to give the Techno 2120 project to Joan. As he tells her about it, he explains that this project will contribute directly to the company's bottom line, and that it is something similar to her last project, making her the best manager for the job. With Hoa, Lee begins by making some small talk and asking him how his golf game is going. Lee expresses admiration for Hoa's skill as a golfer and his ability to balance his work and personal life so well. Then Lee explains how Hoa is the only one who can handle the project he is getting. As his best project manager because of his great past results, Hoa is the one for the job.
Refer to Table 12.1. Lee's social influence tactic with Hoa was:

A) personal appeal.
B) exchange.
C) coalition building.
D) ingratiating.

Question 62

Organizational political activity is likely to occur in the face of:

A) ambiguity.
B) large amounts of scarce resources being at stake.
C) conflicting interests of organizational units.
D) all of these conditions.

Question 63

Table 12.2
The boss wants the staff to work overtime this week on a big project. He tells the managers that if they want to keep their jobs, they better keep their people here. Bob goes to his department and calls a meeting. He explains the problem and asks if everyone would be willing to stay and put in the time. His employees recognize his right to ask them, he's been good to them in the past, and they want to help him out, so they all agree to stay. Joan goes to her department, calls everyone together and tells them the bad news. She then begins assigning responsibilities and scheduling work. One of her new supervisors says, "Who are you to tell us we have to work overtime?" Her answer is, "I'm your boss, that's who, now get with it." Joseph offers everyone in his department compensatory time and a pizza party if they put in the overtime.
Refer to Table 12.2. The boss is using ________ power to gain his managers' compliance.

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

Question 64

If you are asking for someone's participation in a decision in order to exercise social influence on him or her, you are using the tactic of ingratiation.

Question 65

Managers who do favors for others who might feel obligated to repay them are using which political tactic?

A) Cultivating a favorable impression
B) Controlling access to information
C) Creating obligations and using reciprocity
D) Aligning oneself with more powerful others

Question 66

Table 12.3
G.C.I. is a company with a highly political environment. To survive, managers must be adept at organizational politics. The company has clear lines of authority, operating procedures, and company policies. But the CEO confers favors based on whom he likes at the moment. Performance goals are not clear, career paths are confusing, and what constitutes success for the company is never clarified; profit, market share, quality, customer satisfaction, or what. The new marketing director sees that production and finance have a great deal of power. So he approaches the production director and offers to work closely with him to avoid creating demand he can't meet. When the marketing director has an open personnel position and knows that the production director desperately needs an assistant, the marketing director surrenders his position to the production director. Seeing this relationship develop, the finance director begins to give marketing only direct, selected information. He avoids meeting the marketing director except in group meetings where there is no opportunity to talk one-on-one. The marketing director immediately understands what is happening. He decides to enlist the production director, the sales manager, and the human resource director in a plan to reduce the finance director's power or even get him fired.
Refer to Table 12.3. The new marketing director is engaging in the organizational political tactic of:

A) building powerful coalitions.
B) aligning oneself with more powerful others.
C) playing political games.
D) controlling access to information.

Question 67

The concern of a decision maker for the implication of a personnel decision he/she made is reflective of:

A) counterpower.
B) hostile environment.
C) organizational politics.
D) deviance.

Question 68

Table 12.2
The boss wants the staff to work overtime this week on a big project. He tells the managers that if they want to keep their jobs, they better keep their people here. Bob goes to his department and calls a meeting. He explains the problem and asks if everyone would be willing to stay and put in the time. His employees recognize his right to ask them, he's been good to them in the past, and they want to help him out, so they all agree to stay. Joan goes to her department, calls everyone together and tells them the bad news. She then begins assigning responsibilities and scheduling work. One of her new supervisors says, "Who are you to tell us we have to work overtime?" Her answer is, "I'm your boss, that's who, now get with it." Joseph offers everyone in his department compensatory time and a pizza party if they put in the overtime.
Refer to Table 12.2. The power that Joseph uses to get his people to work overtime is:

A) reward power.
B) legitimate power.
C) referent power.
D) charisma power.

Question 69

The concern of a rater for his/her own image when evaluating an employee is reflective of:

A) counterpower.
B) hostile environment.
C) organizational politics.
D) deviance.

Question 70

Table 12.3
G.C.I. is a company with a highly political environment. To survive, managers must be adept at organizational politics. The company has clear lines of authority, operating procedures, and company policies. But the CEO confers favors based on whom he likes at the moment. Performance goals are not clear, career paths are confusing, and what constitutes success for the company is never clarified; profit, market share, quality, customer satisfaction, or what. The new marketing director sees that production and finance have a great deal of power. So he approaches the production director and offers to work closely with him to avoid creating demand he can't meet. When the marketing director has an open personnel position and knows that the production director desperately needs an assistant, the marketing director surrenders his position to the production director. Seeing this relationship develop, the finance director begins to give marketing only direct, selected information. He avoids meeting the marketing director except in group meetings where there is no opportunity to talk one-on-one. The marketing director immediately understands what is happening. He decides to enlist the production director, the sales manager, and the human resource director in a plan to reduce the finance director's power or even get him fired.
Refer to Table 12.3. The marketing director's response to the finance director's actions is an example of:

A) blaming and attacking others.
B) associating with powerful others.
C) playing political games.
D) developing a base of support.

Question 71

Table 12.1
Lee is the vice-president of a large department. He has a number of projects to assign to his managers, who are already overworked and understaffed. While they are capable and willing, one more project is going to push some of them to the breaking point. Before assigning any projects, he calls a meeting of all his managers to discuss the current situation and the new projects that have been given to him. He asks his managers for their help in getting through this workload crisis and points out that they were able to do it before. A couple of managers complain to Lee, saying it isn't fair to expect so much, and they can't keep going at this pace. In response, Lee points out that the company has always been this way. He told them about the workload when he interviewed them, and they have been through this kind of push before. Lee decides to give the Techno 2120 project to Joan. As he tells her about it, he explains that this project will contribute directly to the company's bottom line, and that it is something similar to her last project, making her the best manager for the job. With Hoa, Lee begins by making some small talk and asking him how his golf game is going. Lee expresses admiration for Hoa's skill as a golfer and his ability to balance his work and personal life so well. Then Lee explains how Hoa is the only one who can handle the project he is getting. As his best project manager because of his great past results, Hoa is the one for the job.
Refer to Table 12.1. When assigning the Techno 2120 project, Lee used:

A) rational persuasion.
B) legitimating.
C) personal appeal.
D) consultation.

Question 72

Table 12.1
Lee is the vice-president of a large department. He has a number of projects to assign to his managers, who are already overworked and understaffed. While they are capable and willing, one more project is going to push some of them to the breaking point. Before assigning any projects, he calls a meeting of all his managers to discuss the current situation and the new projects that have been given to him. He asks his managers for their help in getting through this workload crisis and points out that they were able to do it before. A couple of managers complain to Lee, saying it isn't fair to expect so much, and they can't keep going at this pace. In response, Lee points out that the company has always been this way. He told them about the workload when he interviewed them, and they have been through this kind of push before. Lee decides to give the Techno 2120 project to Joan. As he tells her about it, he explains that this project will contribute directly to the company's bottom line, and that it is something similar to her last project, making her the best manager for the job. With Hoa, Lee begins by making some small talk and asking him how his golf game is going. Lee expresses admiration for Hoa's skill as a golfer and his ability to balance his work and personal life so well. Then Lee explains how Hoa is the only one who can handle the project he is getting. As his best project manager because of his great past results, Hoa is the one for the job.
Refer to Table 12.1. In reasoning with the complaining managers, Lee used:

A) rational persuasion.
B) personal appeal.
C) exchange.
D) pressure.

Question 73

People who engage in organizational politics would likely possess all of the following characteristics EXCEPT:

A) ambition.
B) introversion.
C) intelligence.
D) popularity.

Question 74

Table 12.3
G.C.I. is a company with a highly political environment. To survive, managers must be adept at organizational politics. The company has clear lines of authority, operating procedures, and company policies. But the CEO confers favors based on whom he likes at the moment. Performance goals are not clear, career paths are confusing, and what constitutes success for the company is never clarified; profit, market share, quality, customer satisfaction, or what. The new marketing director sees that production and finance have a great deal of power. So he approaches the production director and offers to work closely with him to avoid creating demand he can't meet. When the marketing director has an open personnel position and knows that the production director desperately needs an assistant, the marketing director surrenders his position to the production director. Seeing this relationship develop, the finance director begins to give marketing only direct, selected information. He avoids meeting the marketing director except in group meetings where there is no opportunity to talk one-on-one. The marketing director immediately understands what is happening. He decides to enlist the production director, the sales manager, and the human resource director in a plan to reduce the finance director's power or even get him fired.
Refer to Table 12.3. The finance director's political response to the marketing director's actions with the production director is an example of:

A) blaming and attacking others.
B) aligning oneself with more powerful others.
C) playing political games.
D) controlling access to information.

Question 75

Table 12.2
The boss wants the staff to work overtime this week on a big project. He tells the managers that if they want to keep their jobs, they better keep their people here. Bob goes to his department and calls a meeting. He explains the problem and asks if everyone would be willing to stay and put in the time. His employees recognize his right to ask them, he's been good to them in the past, and they want to help him out, so they all agree to stay. Joan goes to her department, calls everyone together and tells them the bad news. She then begins assigning responsibilities and scheduling work. One of her new supervisors says, "Who are you to tell us we have to work overtime?" Her answer is, "I'm your boss, that's who, now get with it." Joseph offers everyone in his department compensatory time and a pizza party if they put in the overtime.
Refer to Table 12.2. Bob uses ________ power to get his workers to comply.

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

Question 76

Influence is the capacity to influence another's behavior through the appropriate use of power.

Question 77

When it comes to organizational politics and the human resource function, it seems that:

A) it is the least political of management functions because of the intense governmental regulation.
B) political activity is limited to the training and development function.
C) political activity is present in employee selection, appraisal, and compensation.
D) organizational political activity is discouraged here except in dealings with upper management.

Question 78

Table 12.1
Lee is the vice-president of a large department. He has a number of projects to assign to his managers, who are already overworked and understaffed. While they are capable and willing, one more project is going to push some of them to the breaking point. Before assigning any projects, he calls a meeting of all his managers to discuss the current situation and the new projects that have been given to him. He asks his managers for their help in getting through this workload crisis and points out that they were able to do it before. A couple of managers complain to Lee, saying it isn't fair to expect so much, and they can't keep going at this pace. In response, Lee points out that the company has always been this way. He told them about the workload when he interviewed them, and they have been through this kind of push before. Lee decides to give the Techno 2120 project to Joan. As he tells her about it, he explains that this project will contribute directly to the company's bottom line, and that it is something similar to her last project, making her the best manager for the job. With Hoa, Lee begins by making some small talk and asking him how his golf game is going. Lee expresses admiration for Hoa's skill as a golfer and his ability to balance his work and personal life so well. Then Lee explains how Hoa is the only one who can handle the project he is getting. As his best project manager because of his great past results, Hoa is the one for the job.
Refer to Table 12.1. Lee begins his meeting by using the social influence tactic of:

A) rational persuasion.
B) congruence.
C) personal appeal.
D) coalition building.

Question 79

Table 12.2
The boss wants the staff to work overtime this week on a big project. He tells the managers that if they want to keep their jobs, they better keep their people here. Bob goes to his department and calls a meeting. He explains the problem and asks if everyone would be willing to stay and put in the time. His employees recognize his right to ask them, he's been good to them in the past, and they want to help him out, so they all agree to stay. Joan goes to her department, calls everyone together and tells them the bad news. She then begins assigning responsibilities and scheduling work. One of her new supervisors says, "Who are you to tell us we have to work overtime?" Her answer is, "I'm your boss, that's who, now get with it." Joseph offers everyone in his department compensatory time and a pizza party if they put in the overtime.
Refer to Table 12.2. Joan is using ________ power.

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

Question 80

In order to use rational persuasion, it is important to base your arguments on valid data and to present that information in a clear, unemotional manner.