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Q:
Three factors determine your centrality in a social network: betweenness, closeness, and degree (number) centrality.
Q:
Centrality is both an important contingency of power and an important factor in social networks.
Q:
To understand how much social capital people have from their social networks, we need to consider the number, depth, variety, and centrality of the connections that they have in their networks.
Q:
Networking is a form of influence that tends to increase the individual's expert and referent power.
Q:
The only way employees get ahead is by developing their competencies.
Q:
Managers with an internal locus of control are viewed as more powerful because they don't act like they lack discretion in their job.
Q:
First-line supervisors often hold legitimate, reward, and coercive power over their subordinates, as well as high levels of discretion.
Q:
The CEO of an organization has absolute power over his or her vice presidents.
Q:
The power of the CEO of an organization is not as extensive as most people realize because their discretion is restricted.
Q:
Playing "face time" instead of working productively behind closed doors is a strategy for gaining increased visibility at work.
Q:
Even though your job entails that you should be visiting clients most of the time, you make it a point to stop by the office everyday so your boss sees that you are working. This increases your power by increasing your centrality.
Q:
Displaying one's diplomas and degrees on office walls is one way professionals increase their visibility.
Q:
People have more power when their actions quickly affect many other people through the organization.
Q:
By avoiding written documentation of how to operate equipment or serve customers, employees are maximizing their expert power through non-substitutability.
Q:
An employee's ability to influence others increases as the source of his or her power becomes more substitutable.
Q:
The four contingencies of power are prevention, forecasting, coercion, and distribution.
Q:
Reward power is associated with charisma.
Q:
Referent power is mainly developed through a person's interpersonal Skills.
Q:
Prevention, forecasting, and absorption are three types of expertise that cope with uncertainty in organizations.
Q:
Peer pressure typically represents a form of coercive power.
Q:
The right to control the information that others receive is part of expert power.
Q:
Employees in low power distance cultures tend to comply with legitimate power more than employees in a high power distance culture.
Q:
Legitimate power has restrictions; it only gives the power holder the right to ask for a range of behaviors from others. This range is known as the "norm of reciprocity."
Q:
Legitimate power is created whenever the organization assigns a supervisor with formal authority over subordinates.
Q:
Expert and referent power originate mainly from the power holder's own characteristics.
Q:
Countervailing power is the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship.
Q:
People might gain power by convincing others that they have something of value.
Q:
Power is the act of changing another person's attitudes and behavior.
Q:
Describe the conditions that support organizational politics.
Q:
Describe how people react to influence attempts.
Q:
Briefly explain the types of influence tactics found in organizational settings.
Q:
Explain the "dark side" of social networks.
Q:
Describe how social networks enhance the power of their members.
Q:
Explain the statement: "Power does not flow to unknown people in the organization."
Q:
Explain the important contingencies of power.
Q:
Briefly describe the strategies of expert power that cope with uncertainty in organizations.
Q:
Describe the sources of power in organizations.
Q:
What is power?Explain the important features of power.
Q:
The Accounting Department
Krystal's boss in the accounting department initially rejected her proposal for a new budgeting process. So Krystal spoke to and received support from the heads of two departments that would benefit from the proposed budgeting process. She also found support from several co-workers in the accounting department because they believed the new budgeting process would be simpler and fairer. When Krystal's boss realized that several key people supported the new budgeting system, he agreed to test it in a pilot project.
What other form of influence is Krystal using?
A. Exchange
B. Information control
C. Upward appeal
D. Integration management
E. Silent authority
Q:
DoubleTalk, Inc.
At DoubleTalk, Inc., Joe, a supervisor, pushes his employees' performance by constantly checking their work and threatening them if they fail to keep their deadlines. After months of mistreatment, the employees get together and sign a letter to the human resources department to express their grievances.
What form of influence are the employees using?
A. Impression management
B. Coalition formation
C. Referent
D. Assertiveness
E. Persuasion
Q:
Hogan Company
A new employee in the finance department of the Hogan Company prominently displays diplomas and past awards indicating his financial expertise.
What type of power is this employee most likely trying to attain?
A. Expert
B. Coercive
C. Legitimate
D. Reward
E. Referent
Q:
Beswick Company
Your team is allocated a project involving a major client, the Beswick Company. Although the organization has many clients, this client, and project, is the largest source of revenue and affects the work of several other teams in the organization. The project requires continuous involvement with the client, so any problems with the client are immediately felt by others in the organization.
Jamie, a member of your team, is the only person in the company with whom this client is willing to deal. It can be said that Jamie has:
A. a low degree of substitutability.
B. a low degree of centrality.
C. a high level of discretion.
D. referent power.
E. a low level of visibility.
Q:
Organizational politics may be reduced by:
A. cutting back resources available to organizational units.
B. encouraging leaders to become role models of organizational citizenship instead of symbols of successful organizational politicians.
C. being more tolerant of employees who use political tactics to get what they want from the organization.
D. selecting employees with a high need for personalized power.
E. conducting background checks on potential employees.
Q:
Introducing clear rules for resource allocation is one way of:
A. increasing the company's substitutability in the marketplace.
B. eliminating countervailing power in the organization.
C. reducing organizational politics regarding that decision.
D. applying the inoculation effect.
E. applying ingratiation.
Q:
People who seldom trust coworkers and tend to use cruder influence tactics have:
A. strong Machiavellian values.
B. a high level of organizational citizenship.
C. excellent Skills for working in teams.
D. more expert power than most people in organizations.
E. strong work ethics.
Q:
People with high Machiavellian values tend to:
A. place a lot of trust in their colleagues.
B. stay away from organizations where politics is tolerated.
C. use more socially acceptable forms of power to influence others.
D. are comfortable using power to manipulate others toward their own personal goals.
E. believe that deceit is totally inappropriate in organizational settings.
Q:
Organizational politics is more common where decisions are:
A. easy to understand.
B. based on complex and ambiguous rules.
C. based on the brainstorming technique.
D. based on clearly defined principles.
E. based on formal criteria.
Q:
Organizational politics typically involves:
A. an unconscious attempt to increase your own power.
B. a conscious attempt to motivate others to work harder for the firm.
C. attempts to influence others to promote personal objectives.
D. helping other employees to fulfill their needs through organizational activities.
E. setting up stricter policies.
Q:
Influence tactics that rely on expert power:A. tend to produce compliance.B. can undermine trust.C. tend to build commitment.D. tend to create resistance.E. tend to hurt future relationships.
Q:
People with expertise tend to have more influence using persuasion, whereas those with a strong legitimate power base are usually more successful applying _____.
A. upward appeal
B. coalition formation
C. silent authority
D. assertiveness
E. information control
Q:
_____ is the strongest outcome of influence, whereby people identify with the influencer's request and are highly motivated to implement it even when extrinsic sources of motivation are no longer present.
A. Compliance
B. Commitment
C. Organizational politics
D. Role modeling
E. Resistance
Q:
_____ occurs when people or work units oppose the behavior desired by the influencer and consequently refuse, argue, or delay engaging in the behavior.
A. Compliance
B. Upward appeal
C. Commitment
D. Assertiveness
E. Resistance
Q:
_____ is an integral part of exchange.
A. Silent authority
B. Coerciveness
C. Ingratiation
D. Negotiation
E. Assertiveness
Q:
The norm of reciprocity is a central and explicit theme in _____ strategies.
A. persuasion
B. exchange
C. upward appeal
D. impression management
E. coalition
Q:
Which of the following is true about impression management?A. Employees rarely engage in pleasant impression management behavior to satisfy the basic norms of social behavior.B. Career professionals do not encourage impression management.C. Impression management is part of a larger category of influence tactics known as ingratiation.D. It is not common for people to rely on impression management to get ahead in the workplace.E. People who engage in high levels of ingratiation are less influential and less likely to get promoted.
Q:
Angela wears a business suit to work every day in her job as a college business professor. Which of the following influence tactic does this refer to?
A. Persuasion
B. Forming coalitions
C. Networking
D. Impression management
E. Exchange
Q:
Ingratiation is part of a larger influence tactic known as _____.
A. upward influence
B. impression management
C. persuasion
D. risk management
E. upward appeal
Q:
Persuasion works best:A. through media-rich communication channels.B. with highly intelligent audiences.C. when emotional appeals are not used.D. when there is a clear profit motive for the persuader.E. when only one viewpoint is presented.
Q:
A speaker can be more persuasive by warning the audience about potential opposing arguments. This is called:
A. impression management.
B. the inoculation effect.
C. ingratiation.
D. an emotional appeal.
E. a structural hole.
Q:
Which of the following does ingratiation include?
A. flattering a boss
B. offering advice to the employees
C. listening to counterarguments
D. relying on the influencer's position
E. appearing neutral
Q:
The effectiveness of _____ as an influence tactic depends on characteristics of the power holder, message content, communication medium, and the audience.
A. coalition forming
B. upward appeal
C. persuasion
D. information control
E. silent authority
Q:
_____ involves calling upon higher authority or expertise, or symbolically relying on these sources to support the influencer's position.
A. Ingratiation
B. Assertiveness
C. Machiavellianism
D. Exchange
E. Upward appeal
Q:
Which of the following is an example of the influence tactic of forming coalitions?
A. Employees get together to show management that they collectively request that the company purchase new computer equipment.
B. Some employees of an airline threaten to go on strike just a few weeks before the company begins its busiest season and most profitable part of the year.
C. A new executive immediately posts her diplomas and awards on the office wall for others to see.
D. To demonstrate that cost overrun errors aren't due to production employees, the production manager privately shows senior executives examples of how the marketing manager makes mistakes on orders.
E. Employees present facts and logical arguments to change the attitude of their boss.
Q:
Forming a coalition:A. is part of a typical manager's job description.B. takes advantage of situations where who you know is more important than what you know.C. causes the decision to become more complex and ambiguous.D. increases the legitimacy of its desired outcome.E. more effectively communicates weaknesses with opposing positions.
Q:
_____ involves explicitly manipulating others' access to critical work issues for the purpose of changing their attitudes and/or behavior.
A. Ingratiation
B. Upward appeal
C. Persuasion
D. Assertiveness
E. Information control
Q:
Extreme forms of _____ include bullying, such as through explicit reminders of one's obligations.
A. coalition forming
B. upward appeal
C. persuasion
D. assertiveness
E. information control
Q:
_____ involves actively applying legitimate and coercive power to influence others.
A. Assertiveness
B. Upward appeal
C. Persuasion
D. Coalition forming
E. Information control
Q:
Assertiveness:
A. refers to the process of gaining support from one or more people with higher authority or expertise.
B. is an indicator that a person lacks power due to low centrality.
C. is an attempt to increase liking by, or perceived similarity to, some targeted person.
D. is also known as vocal authority.
E. refers to the use of logical arguments, factual evidence, and emotional appeals to convince people of the value of a request.
Q:
Which of the following is a form of "soft" influence tactic?A. IngratiationB. Upward appealC. Coalition formingD. Silent authorityE. Information control
Q:
Which of the following is the most common form of influence in high power distance cultures?
A. Silent authority
B. Coalition formation
C. Assertiveness
D. Ingratiation
E. Information control
Q:
________ is called a ________ influence tactic.
A. Persuasion; hard
B. Coalition formation; soft
C. Information control; soft
D. Silent authority; soft
E. Exchange; soft
Q:
Which of the following is a "hard" influence tactic?
A. Ingratiation
B. Upward appeal
C. Persuasion
D. Visibility
E. Exchange
Q:
An influence tactic is called "soft" because it:
A. lacks strength.
B. appeals to people's value system.
C. are based on nonverbal communication.
D. is based on personal power.
E. is based on legitimate authority rather than coercion.
Q:
______ refers to any behavior that attempts to alter someone's attitudes or behavior.
A. Legitimate power
B. Politics
C. Influence
D. Tactics
E. Impression management
Q:
A person who has legitimate, reward, and coercive power over others in an organization is most likely to:
A. feel free from others' authority.
B. feel a sense of duty or responsibility over the people over whom they have power.
C. engage in more automatic thinking.
D. rely more on stereotypical thinking.
E. have difficulty empathizing.
Q:
Which of the following is a consequence of power?
A. Employees who feel more power feel dissatisfied.
B. When people become more powerful, they hide from their environment.
C. Increasing power over others can potentially undermine an individual's effectiveness and interpersonal relations.
D. Powerful people gain the added skill of empathizing with subordinates.
E. People with power engage in mindful thinking and are concerned about the consequences of their actions.
Q:
The more you fill structural holes in a network, the more likely you are to:
A. be laid off or demoted.
B. be seen as someone who engaged in unethical practices.
C. engage in impression management.
D. be taken advantage of by others in the network.
E. get early promotions and higher pay.
Q:
The gap between two clusters in a network is called a:
A. network breakdown.
B. structural hole.
C. liaison.
D. closeness break.
E. disruption.
Q:
When a member of a network has shorter, more direct, and efficient paths or connections with others in the network, we say that member has high:
A. closeness.
B. betweenness.
C. discretion.
D. degree centrality.
E. political power.
Q:
The number or percentage of connections you have in a network is called:
A. degree centrality.
B. discretion.
C. closeness.
D. betweenness.
E. availability.