Chap14: Power, politics, org justice

10. ____ power exists when a person has the ability to punish or harm someone else. a. Legitimate b. Reward c. Coercive d. Expert e. Referent

c. Coercive

27. ____ power is the most difficult form of power to exercise. a. Referent b. Expert c. Coercive d. Legitimate e. Reward

c. Coercive

35. Limiting the effects of political behavior include all of the following except a. open communication. b. reduce uncertainty. c. being aware of the causes. d. being aware of the techniques. e. All of the above can limit the effects of political behavior.

e. All of the above can limit the effects of political behavior.

3. The ability to affect the perceptions, attitudes, or behaviors of others is known as a. control. b. legitimacy. c. coercion. d. influence. e. management.

d. influence.

30. According to the model presented in the text, political behavior is seen as ethical if a. it results in higher profits. b. it helps avoid costly litigation. c. it is used as a means for "getting ahead" in an organization. d. it respects the rights of all affected parties. e. it changes the nature of labor relations.

d. it respects the rights of all affected parties.

14. Referent power involves all of the following except a. trust. b. similarity. c. acceptance. d. promotions. e. affection.

d. promotions.

19. Who will usually have the greatest potential influence on the actions of subordinates? a. A leader with position power b. An informal leader c. A leader with personal power d. A formal leader e. A leader with both personal and position power

e. A leader with both personal and position power

9. Examples of reward power include all of the following except a. Pay b. work assignments c. Promotion d. Praise e. All of the above are examples of reward power

e. All of the above are examples of reward power

34. The reasons for political behavior include all of the following except a. ambiguous goals. b. scarce resources. c. organizational change. d. nonprogrammed decisions. e. All of the above are reasons for political behavior.

e. All of the above are reasons for political behavior.

21. From a somewhat mechanistic standpoint, managers may enhance their referent power by a. choosing subordinates who have backgrounds similar to their own. b. defending subordinates' interests. c. engaging in role modeling. d. treating subordinates fairly. e. All of the above.

e. All of the above.

15. ____ power exists when a person wants to be like someone else. a. Legitimate b. Reward c. Coercive d. Expert e. Referent

e. Referent

36. Jim strongly disagrees with a new program that is being developed and wants to prevent the program from moving forward. Jim manages to fill up the department meeting agenda with other issues, so the new program is therefore not discussed. Which political behavior technique has Jim used? a. Building image b. Controlling the agenda c. Using outside experts d. Game playing e. Controlling decision parameters

b. Controlling the agenda

24. Staying informed, recognizing employee concerns, and acting confident are guidelines for using ____ power. a. Legitimate b. Expert c. Referent d. Reward e. Coercive

b. Expert

20. When a worker is willing to carry out a manager's work request because an issue is important to the manager, he or she is exhibiting a. acceptance. b. commitment. c. compliance. d. accordance. e. loyalty.

b. commitment.

25. In general, how do leaders exercise legitimate power? a. Issuing formal requests b. Maintaining credibility c. Making requests in a demanding tone d. Keeping aware of information that is relevant and that may be needed by the organization e. Keeping aware of subordinates' actions

a. Issuing formal requests

8. ____ power is granted by virtue of one's position in the organization. a. Legitimate b. Reward c. Coercive d. Expert e. Referent

a. Legitimate

17. The primary bases of positional power include all of the following except a. referent power. b. legitimate power. c. expert power. d. coercive power. e. reward power

a. referent power.

16. Referent power, as well as some aspects of expert, coercive, and reward power, can all contribute to a. psychological power. b. personal power. c. position power. d. authority. e. referent power.

b. personal power.

4. All of the following describe influence except a. influence can be dramatic or subtle. b. the target of influence can be a person or a group. c. influence can be used in ways that are beneficial or harmful. d. influence affects behaviors and attitudes but not perceptions. e. influence is a major force in organizations managers cannot afford to ignore.

b. the target of influence can be a person or a group.

40. Sandra's boss recently overlooked her for a promotion. Later, Sandra discovered that one page of her resume was missing when it was delivered to her boss with her application. Due to the incomplete resume, Sandra is likely to experience which category of injustice? a. Procedural b. Interpersonal c. Informational d. Gender-based e. Distributive

c. Informational

18. Which of the following statements is not true about personal power? a. Followers of leaders with personal power tend to be acting from choice. b. An informal leader will have some measure of personal power. c. Leaders with strong personal power should avoid using position power. d. Personal power is often exercised through rational persuasion. e. Leaders with personal power tend to exact greater loyalty from their followers than leaders with position power.

c. Leaders with strong personal power should avoid using position power.

12. A person in the organization has the ability to given bonuses to employees as part of a corporate compensation program. This is an example of ____ power. a. Referent b. Legitimate c. Reward d. Expert e. Coercive

c. Reward

28. Offering incentives that are desirable to workers is an example of how to effectively use ____ power. a. Referent b. Legitimate c. Reward d. Expert e. Coercive

c. Reward

6. Power is distinguished from influence due to the element of ____. a. reward ability. b. influence. c. control. d. Effectiveness e. Efficiency

c. control.

2. Influence should actually be seen as the ____ of the process of one person attempting to affect another. a. benchmark b. standard c. cornerstone d. reinforcement e. none of the above

c. cornerstone

38. The extent to which employees perceive the allocation of rewards in the organization to be fair is called a. procedural justice. b. interpersonal justice. c. distributive justice. d. reflective justice. e. informational justice.

c. distributive justice.

26. A guideline for using legitimate power is a. engaging in role modeling. b. maintaining credibility. c. explaining reasons for a request. d. verifying compliance. e. revealing accomplishments and awards.

c. explaining reasons for a request.

31. Trying to eliminate political behaviors within organizations will probably a. decrease interdepartmental conflict. b. increase a manager's power base. c. increase political behavior. d. violate the cannons of justice. e. reduce skill-based pay.

c. increase political behavior.

1. Regardless of the leader's traits or behaviors, leadership only matters if ____ actually occurs. a. sacrifice b. authority c. influence d. impression management e. politics

c. influence

39. After Jack filed a discrimination complaint, he felt that his case was not handled properly and that he was not given a fair hearing. He started complaining, which had a negative impact on employee morale and the organization's culture. Jack experienced a lack of a. equal opportunity employment. b. empowerment. c. procedural justice. d. equity in the workplace. e. legal issues in business.

c. procedural justice.

5. The negative reasons people engage in impression management include all of the following except a. take credit work for the work of others. b. people may exaggerate personal accomplishments. c. to further their own career d. people may falsify their personal accomplishments. e. none of the above.

c. to further their own career

22. What is the reasoning behind role modeling? a. Having managers act out the role of the subordinate gives them a better understanding of the subordinate's feelings. b. A manager should select subordinates who are similar to him or her. c. Having subordinates act out the role of manager in contrived settings gives them a better understanding of directives. d. A leader behaves in the same way that he or she wants subordinates to behave. e. A leader is more likely to build referent power if he or she is sensitive to others' needs and feelings.

d. A leader behaves in the same way that he or she wants subordinates to behave.

11. ____ power exists when a person controls valuable information. a. Legitimate b. Reward c. Coercive d. Expert e. Referent

d. Expert

7. The most widely used and recognized analysis of the bases of power is the framework developed by ____ and ____. a. Shultz; Smith b. Smith; Donald c. Gross; Shultz d. French; Raven e. Greenhouse; Passikoff

d. French; Raven

23. Which of the following is not a way that managers can use expert power? a. Avoiding threatening the self-esteem of subordinates b. Subtly promoting an image of expertise c. Recognizing employee concerns d. Keeping education, experience, and accomplishments private e. Acting confidently and decisively

d. Keeping education, experience, and accomplishments private

13. An up-and-coming executive who is charismatic is likely exhibiting ____ power. a. Coercive b. Emulation c. Personal d. Referent e. Legitimate

d. Referent

37. Techniques of political behavior include all of the following except a. controlling the agenda. b. game playing. c. leveraging technology. d. a and b. e. a, b, and c.

d. a and b.

29. According to a survey on how political behavior is perceived by managers, a. none of the respondents felt political behavior could be used in a constructive manner. b. most respondents felt that political behavior was unnecessary for the success of top executives. c. few of the respondents believed political behavior influenced salary decisions in their organizations. d. a majority of respondents indicated they believed political behavior was more relevant at higher levels of the organization. e. almost all of the respondents indicated that political behavior affected hiring decisions in their organizations.

d. a majority of respondents indicated they believed political behavior was more relevant at higher levels of the organization.

32. The best approach to managing political behavior is to a. try to eliminate political behavior on a situation-by-situation basis. b. leave it alone. c. take a determined stance against all forms of this behavior. d. stay aware of it but try to keep out of it. e. recognize that political behavior is inevitable and try to minimize its negative impact.

e. recognize that political behavior is inevitable and try to minimize its negative impact.

33. Before trying to manage political behavior, one should understand all of the following except a. the fact that political behavior in organizations is pervasive. b. the reasons for political behavior. c. the strategies for limiting the effects of political behavior. d. the common techniques for using political behavior. e. the basic tactics for eliminating political behavior.

e. the basic tactics for eliminating political behavior.