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Management
Q:
Describe the three major outcomes of influence tactics, with specific examples or cases that portray these outcomes.
Q:
In the context of outcomes of influence tactics, _____ is particularly important for complex, difficult tasks because these require full concentration and effort.
a. compliance
b. commitment
c. resistance
d. debasement
Q:
In the context of outcomes of influence tactics, _____ means that the influence agent has changed the person's behavior but not his attitude.
a. compliance
b. resistance
c. commitment
d. debasement
Q:
Adrian is a compassionate and sensitive leader. He is charismatic and dynamic. On the other hand, Joseph is dominant leader and is considered manipulative by his subordinates. In the context of implicit leadership theories, which of the following options is most likely to be true?
a. Adrian's traits are considered prototypes, while Joseph's traits are considered antiprototypes.
b. Joseph's traits are considered antiprototypes, while Adrian's traits are considered prototypes.
c. Both Adrian's and Joseph's traits are considered prototypes.
d. Both Adrian's and Joseph's traits are considered antiprototypes.
Q:
Alan, the marketing manager of an organization, finds out that his team has performed below the standards set. He considers two influence tactics to deal with the issue:
1) Joking and kidding
2) Forming a coalition
In the context of sequencing of influence tactics, which of the following options should Alan choose to best deal with the issue?
a. 2,1
b. 1,2
c. 1 alone, as 2 is not an influence tactic
d. 2 alone, as 1 is not an influence tactic
Q:
"I won't pressure you to meet the sales target, but think of your family, and how they might be affected if you fail to meet the target." This speech is made by Gregory, a line manager, to one of his subordinates. In the context of influence tactics, Gregory is attempting _____.
a. manipulation of his subordinate
b. debasement before his subordinates
c. the process of upward appeal
d. co-opting antagonists
Q:
Which of the following is an example of debasement?
a. A manager pretending to be incapable of doing a task so that he gets help from his subordinates
b. A manger gifting an expensive watch to one of his subordinates in return of the work they have done
c. A subordinate exchanging pleasantries with his manager
d. A subordinate acting polite before his superior
Q:
Jonathan, the human resource manager of an organization, requests the help of the managing director to communicate on incentive cuts, which will be allocated to employees who perform below the organizational standard. In the context of influence tactics, this is most likely an example of _____.
a. upward appeal
b. open door policy
c. closed door policy
d. deliberate Machiavellianism
Q:
The employees of an organization are told that if they don't work for a minimum of three extra hours every week, they will not be considered for promotions. This is most likely an example of _____.
a. debasement
b. deliberate Machiavellianism
c. compliance
d. upward appeal
Q:
Anne, the creative head of a publisher of teen fiction, decides to form an alliance with the creative heads of other publishing houses in the city. In the context of influence tactics, an alliance of this kind, if formed, becomes an example of a(n) _____.
a. conglomerate
b. editorial cabal
c. consultancy
d. consultancy
Q:
Tina offers an expensive gift to her subordinate, provided the subordinate helps her with the content of a power point presentation, work that was originally assigned to Tina. In this context, which of the following influence tactics is practiced by Tina?
a. Exchanging favors
b. Leading by example
c. Using rational persuasion
d. Explaining benefits to the target
Q:
In an attempt to convince her team members about the merits of a proposed business plan, Margaret adapts the influence tactic of explaining the percentage increase in salary that each of her team member will enjoy if the plan is successful. In this case, Margaret's attempt is an example of _____.
a. debasement
b. apprising
c. bargaining
d. joking
Q:
Ryan is apathetic about carrying out a request made by his team manager to draft an agenda for the upcoming target meeting. He is not particularly overjoyed about the task, but makes a modest effort in doing it. In the context of influence outcomes, the influence attempt of Ryan's manager is an example of _____.
a. compliance
b. commitment
c. resistance
d. debasement
Q:
Taylor works as a supervisor in an information technology firm. In his quest for more power, he often resorts to manipulating others for his own personal advantage. Discuss the tendencies that could have possibly contributed to this type of organizational politics. What should Taylor do if he wants to repair the relationships he has damaged and earn the trust and respect of his co-workers and team members?
Q:
Greta, the operations manager of a chain of retail stores, visits one of the stores for a meet and greet with the employees of that store. She notices that some employees appear stressed, while others frequently compliment the store manager. Some employees report that they do not feel like they have a voice in the administrative or operating outcomes on their job. What should Greta do in order to avoid negative consequences of political behavior? How can she make the employees feel that they can participate in management?
Q:
Jeff has been appointed as the new CEO of a banking company. Jeff is considered to be a "hands-off" leader, who encourages empowerment at all levels. He is also considered an expert in banking. However, the company is recovering from a prolonged period of losses during the economic downturn. The organization has also become more political. At this juncture, what are the leadership practices Jeff should focus on and implement?
Q:
Which of the following cases demonstrates the gaining of power according to the dependence perspective?
a. Laverne rewards her team members with cash bonuses over Christmas.
b. Ted runs his own advertisement agency.
c. Raj is promoted to senior vice president in his firm.
d. Bill seeks Claras inputs and advice to improve his performance.
Q:
Which of the following examples represents a manager whose actions encourage organizational politics?
a. A manager who has led his firm to profits over the last year
b. A manager who relies on objective standards for judging performance
c. A manager who frowns every time he receives criticism
d. A manager who creates a stable and predictable work environment
Q:
In a research and development firm, the _____ has the most legitimate power.
a. lab manager
b. senior research analyst
c. head of research and development
d. summer associate
Q:
Ramos, a CEO, was recently made both President and CEO of the company. Which of the following is a consequence of Ramos occupying this dual role?
a. The dependence theory dictates that his power will decrease
b. His personal power is weakened
c. The strategic contingency theory predicts that his moral identity will rise
d. His legitimate power is strengthened
Q:
When a floor manager empowers this team members, his power:
a. multiplies in direct proportion to the number of people receiving a power share.
b. increases.
c. remains approximately the same.
d. decreases.
Q:
A rationale for empowerment is that the most successful organizations:
a. have highly knowledgeable managers in most positions.
b. invest heavily in research and development.
c. have highly knowledgeable autocrats in most positions.
d. effectively use the talents of all players on the team.
Q:
According to a consultant cited in the leadership text, after the group is empowered, the leader:
a. functions like a member of the group.
b. should still provide guidance.
c. gets involved mostly to provide discipline.
d. basically stays behind the scenes.
Q:
According to the Law of Reciprocity (as it relates to organizational politics),:
a. hard work pays off in the long run.
b. everybody expects to be paid back.
c. workers who are wronged seek revenge.
d. leaders get even with disloyal group members.
Q:
_____ refers to an individuals sense of having a choice in initiating and regulating actions.
a. Self-interest
b. Self-determination
c. Self-esteem
d. Self-efficacy
Q:
_____ authorizes people at the highest levels in an organization to make a decision and expect compliance.
a. Referent power
b. Legitimate power
c. Prestige power
d. Expert power
Q:
During delegation, if responsibilities are not clearly defined by the delegator, the result can be:
a. environmental uncertainty.
b. a manager who knows he can no longer trust the subordinate.
c. conflict between the delegator and the one delegated to.
d. an opportunity for growth.
Q:
Why is political skill considered to be a constructive force?
a. It facilitates gaining power especially if practiced in the extreme.
b. It encourages employees to adopt a strategy of being blatantly tactless toward influential people.
c. It manifests itself in being socially astute and engaging in behaviors that lead to feelings of confidence and trust.
d. It requires that one pretend to be nice but all the while plan someones demise.
Q:
Which of the following is true of delegation?
a. It makes effective leadership more difficult than empowerment.
b. It involves less checking on subordinates than empowerment.
c. It is more motivational than empowerment.
d. It is a narrower concept than empowerment.
Q:
Empowerment is most likely to create disharmony and dysfunction when workers _____.
a. accrue power and their subordinates are dependent on them
b. lack a clear perception of the boundaries of empowerment
c. possess the ability to influence others through specialized knowledge, skills, or abilities
d. are excessively dependent on their boss
Q:
_____ refers to the idea that all organizational members are capable of leading themselves at least to some extent.
a. Leadership commitment
b. Internal commitment
c. Self-leadership
d. Organizational capability
Q:
Keith often resorts to excessive flattery to obtain favorable treatment from his boss. Which of the following is the factor likely motivating Keith toward such behavior?
a. Making a quick showing
b. Machiavellian tendencies
c. Emotional insecurity
d. Controlling vital information
Q:
Jason takes great care to cultivate close, positive, working relationships with influential higher-ups at his organization. This tactic is referred to as:
a. Schmoozing
b. Sucking up
c. Bartering influence
d. Developing power contacts
Q:
Middle manager Barney practices favoritism when he recommends for promotion:
a. a worker chosen at random.
b. a golfing buddy who is a poor performer.
c. a worker suggested by his boss.
d. the best performer in the department.
Q:
A recommended strategy for minimizing office politics is to:
a. set a good example at the top.
b. reward people for snitching on office politicians.
c. keep tighter control of information.
d. increase the competition for jobs.
Q:
A recommended way of reducing disruptive politics within the work group is to:
a. tightly control information on how rewards will be allocated.
b. prefer to work with the least political group members.
c. threaten to stab in the back those who play politics excessively.
d. avoid favoritism.
Q:
After creating a false catastrophe, a particularly devious political player:
a. apologizes and admits his or her falsehood.
b. claims to have resolved the problem.
c. openly laughs at management for believing the story.
d. asks another department to solve the problem.
Q:
A major political blunder is to:
a. be tactless toward influential people.
b. agree with everything the boss says in a public forum.
c. participate in dress-down days.
d. accept the first offer from top management.
Q:
Sending thank-you notes to large numbers of people is regarded as a:
a. basic, but effective, political technique.
b. way to make a quick showing.
c. method of keeping others informed.
d. method of controlling lines of communication.
Q:
Anika Bananga, a CEO, is a black woman raised in Africa. While introducing Bananga to work associates, it would be most politically correct to say, "I would like you to meet Anika Bananga, our _____."
a. beautiful lady CEO
b. CEO
c. CEO and first black person in this position
d. African-American CEO
Q:
Which of the following factors is least likely to contribute to political behavior in the workplace?
a. Environmental uncertainty and turbulence
b. Emotional insecurity of workers
c. A pyramid-shaped organization structure
d. Rejecting unwarranted compliments from subordinates
Q:
Margaret has Machiavellian tendencies, so she is likely to:
a. reach out to less fortunate people.
b. rebel against macho men in the workplace.
c. manipulate other people for her personal gain.
d. avoid political tactics.
Q:
A study of empowerment in a firm with operations in the United States, Mexico, Poland, and India found that empowerment was negatively associated with job satisfaction among the workers in:
a. India.
b. Mexico.
c. Poland.
d. the United States.
Q:
Which one of the following should be considered the least effective contributor to empowerment?
a. Starting with small changes and then building on the early success
b. Providing a positive emotional atmosphere
c. Encouraging employees to set their own limits to empowerment
d. Making rewards visible
Q:
Which of the following is recommended as an effective empowering practice?
a. Providing ample information to workers
b. Allowing group members to establish their own limits to empowerment
c. Choosing work methods for group members
d. Separating work activities from organizational goals
Q:
Gus has been empowered by his manager to develop a new workflow design for the office. After completing the task successfully, Gus believes that he has the ability to perform another important task. The characteristic of empowerment just described is:
a. self-determination.
b. internal commitment.
c. meaning.
d. self-efficacy.
Q:
Two components of empowerment revealed by research are:
a. competence and self-determination.
b. command and control.
c. consideration and initiating structure.
d. risk taking and error correction.
Q:
The higher a unit reports in a firm's hierarchy, the:
a. less dependent it is on organizational resources.
b. more likely it will be the first to go during downsizing.
c. more power it acquires.
d. less likely it is to accrue opportunity power.
Q:
A consequence of the dependence perspective is that when leaders start losing their ability to control resources, they:
a. shift to another source of power.
b. become dependent on the organization.
c. compensate by receiving additional position power.
d. lose power.
Q:
Wanda, a team leader, is managing the critical role of selling company assets to raise cash and has, therefore, gained prominence. Which of the following is the explanation for the source of power Wanda is exercising?
a. Strategic contingency theory
b. Prestige power
c. Power stemming from being close to power
d. Power stemming from ownership
Q:
According to the dependence perspective, Alex has power over Ziggy when:
a. Alex and Ziggy work collaboratively.
b. Alex is dependent on Ziggy.
c. Ziggy is dependent on Alex.
d. Alex and Ziggy work independently of each other.
Q:
Roxanne, a manager, applies the dependence perspective toward power when she:
a. emphasizes empowering staff members.
b. proves to higher management that she is dependable.
c. acts dependent and weak in meetings.
d. makes her staff members dependent on her to pursue their ideas.
Q:
A leader acquires prestige power through:
a. association with successful people.
b. making the right contacts.
c. developing an outside reputation.
d. skillful use of organizational politics.
Q:
_____ power is a type of personal power.
a. Legitimate
b. Referent
c. Reward
d. Coercive
Q:
_____ power stems from a leader's authority to respond to the consequences of people's actions.
a. Information
b. Prestige
c. Expert
d. Reward
Q:
Which of the following actions or events would bring a person legitimate power?
a. Obtaining an MBA
b. Being appointed a corporate officer
c. Being well-liked by an honest executive
d. Developing charisma
Q:
One type of personal power would be power stemming from the:
a. relevant expertise a person brings to the job.
b. ownership stake a person has in the firm.
c. rewards a manager can administer.
d. closeness to a key executive.
Q:
Hiring people with high integrity tends to increase politics in the office because people with integrity tend to be very ambitious.
a. True
b. False
Q:
When a state of goal congruence exists, workers are more likely to play organizational politics.
a. True
b. False
Q:
When a boss practices favoritism or cronyism, organizational politics tends to decrease.
a. True
b. False
Q:
Two common outcomes of the perception of organizational politics in a company are (1) less commitment to the organization and (2) a stronger intention to quit the company.
a. True
b. False
Q:
Rating a high performer as mediocre in order to prevent his or her transfer out of ones department is an example of playing territorial games.
a. True
b. False
Q:
The embrace-or-demolish political technique can include terminating people who disagree with the management on major issues.
a. True
b. False
Q:
Being tactless toward influential people has become a career booster because many managers invite honest feedback.
a. True
b. False
Q:
A manager is being politically correct when he refers to a 70-year-old employee as "our most experienced worker," rather than "our oldest worker."
a. True
b. False
Q:
Pursuing or encouraging organizational politics can emphasize self-interest at the expense of others.
a. True
b. False
Q:
A pyramid-shaped organization encourages organizational politics because people feel compelled to compete for a limited number of powerful positions.
a. True
b. False
Q:
An analysis of organizational politics reveals that political skill combines social awareness with the ability to communicate well.
a. True
b. False
Q:
Empowerment is a broader concept than delegation because delegation is focused on a specific task.
a. True
b. False
Q:
Self-leadership occurs when the group members choose their own leader.
a. True
b. False
Q:
An important component of full-fledged empowerment is that the manager decides which method the group members should use to accomplish their tasks.
a. True
b. False
Q:
Managers who share their power with their group members actually experience an increase in their own power.
a. True
b. False
Q:
Working on problems critical to the company's success helps provide a person with power.
a. True
b. False
Q:
Jennifer, an entrepreneur, recently started a food processing business. She possesses a strong desire for building a community and giving something back to society. Jennifer hopes to inculcate the same desires in her employees. How can Jennifer accomplish her goals?
Q:
Brian takes over as the director of a company charged with unethical practices such as presenting fraudulent sales figures to authorities and shareholders. The company suffered bankruptcy because of huge penalties imposed by the government. Thousands of workers were laid off and investors developed distrust toward the company. What are the possible initiatives that Brian could consider for creating an organizational culture that encourages ethical behavior among employees?
Q:
Gordon is a team leader who always aspires to do good work that matters to his team mates, other colleagues, and society in general. He always tries to make decisions by keeping in focus the best interests of his team. When faced with a situation that involves making critical decisions that can impact many people in his team, what are the ways that Gordon should consider for examining if his decisions are ethical?
Q:
Which of the following is not a practical justification for practicing corporate social responsibility?
a. It helps attract high-quality employees.
b. Employees tend to be more emotionally committed to the company.
c. Executives will later be given greater latitude by governmental oversight when moral lapses inevitably occur.
d. Public perception of the company will improve.
Q:
The SarbanesOxley Act requires public companies to _____.
a. disclose whether they have adopted a code of ethics for senior financial officers
b. provide a list of possible penalties to be imposed on whistleblowers at all levels
c. use renewable sources of energy wherever possible
d. donate part of their profit to charitable organizations
Q:
One of the approaches for achieving a socially responsible and ethical organization is to _____.
a. develop a sense of entitlement
b. engage in philanthropy
c. dismiss whistleblowers
d. encourage rationalization
Q:
Edwin, an engineer in a construction material manufacturing company, always strives to give his best because he is aware that he is contributing to something larger and would be recognized for it. It can be inferred from the given scenario that _____.
a. employees who work in an ethical environment tend to be better motivated
b. putting personal interests before the company's interest builds socially responsible organizations
c. individuals tend to focus on the intent of an action rather than on the action itself
d. people are primarily concerned with receiving external rewards and avoiding punishment