Deck 8: Power and Organizational Politics

Question 1

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

Answer 1

A

Question 2

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

Answer 2

C

Question 3

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 3

A

Question 4

Which of the following philosophers introduced the idea that power as a means to an end can be virtuous but that power as an end is inherently undesirable?

A) Bertrand Russell
B) Max Weber
C) Machiavelli
D) Bierstedt

Question 5

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 6

Which of the following is NOT a dimension of political skill?

A) Social astuteness
B) Networking ability
C) Insincerity
D) Interpersonal influence

Question 7

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

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

Question 8

_________ power is drawn from having a special expertise that is needed or valued in an organization.

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

Question 9

Which of the following is NOT a way for managers to create and maintain power?

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

Question 10

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

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

Question 11

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 12

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 13

________ 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

Question 14

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 15

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

Question 16

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

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

Question 17

Which of the following is NOT one of the four processes of organizational learning?

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

Question 18

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 19

Which of the following is NOT a base of power?

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

Question 20

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 21

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.

Question 22

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 23

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 24

In public organizations,legitimate power is often derived from people's positions or job titles.

Question 25

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

Question 26

Compare and contrast the different sources or bases of power.

Question 27

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

Question 28

Power can be a double-edged sword.

Question 29

People who have and exercise power have a number of personal qualities,including

A) Ambition
B) Self-knowledge
C) Confidence
D) Ability to tolerate conflict
E) All of the above

Question 30

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 31

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

Question 32

Machiavelli is commonly known for the philosophy of "the end justifies the means." What has been his legacy? Name a recent leader who was considered "Machiavellian."

Question 33

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

Question 34

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

Question 35

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

Question 36

Covert power is easily observed.

Question 37

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

Question 38

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