1.
The essence of power is ___________ .
A.
personal desire.
B.
the ability to provide support.
C.
a distinguished reputation.
D.
control over the behavior of others.
E.
having a Machiavellian personality.


2.
Milgram designed experiments to determine the extent to which people ___________ .
A.
learn from personal failures.
B.
obey the commands of an authority figure.
C.
are willing to use coercive power to gain influence.
D.
are motivated by financial rewards.
E.
are willing to learn new things as a means of gaining expert power.


3.
Managers derive power from both organizational and individual sources, which are called
A.
bureaucratic power and individual power.
B.
authority power and indigenous power.
C.
position power and personal power.
D.
statutory power and individual power.
E.
hierarchical power and personal power.


4.
What type of power does a manager exercise when he or she offers pay raises, bonuses, special assignments, or compliments as incentives to subordinates?
A.
legitimate power.
B.
expert power.
C.
coercive power.
D.
referent power.
E.
reward power.


5.
Karl is the manager of an engineering department. He refuses to allow engineering drawings to be circulated outside of the department. Karl is exercising which type of power?
A.
coercive power.
B.
information power.
C.
legitimate power.
D.
process power.
E.
representative power.


6.
Ralph makes it a point to always offer help in technical areas in which he is skilled and knowledgeable. His subordinates trust his judgment, and form one of the most productive units in the company. What type of power is Ralph exerting?
A.
legitimate power.
B.
coercive power.
C.
referent power.
D.
reward power.
E.
expert power.


7.
__________ can be enhanced when managers are able to demonstrate to others that their work units are highly relevant to organizational goals and are able to respond to urgent organizational needs.
A.
statutory power.
B.
personal power.
C.
position power.
D.
hierarchical power.
E.
bureaucratic power.


8.
Which one of the following strategies for exercising relational influence can be defined as “using a direct and forceful personal approach?”
A.
assertiveness.
B.
reason.
C.
coalition.
D.
sanctions.
E.
higher authority.


9.
The key to expanding the amount of available power in an organization is to change from a view that stresses __________ to a view that emphasizes ___________ .
A.
power over others … power over things.
B.
power over others … power over self.
C.
power over others … power to get things done.
D.
power over self … power to get things done.
E.
power over subordinates … power over peers.


10.
Which of the following statements about organizational politics is incorrect?
A.
organizational politics can enhance the achievement of organizational goals and survival.
B.
organizational politics can distract individuals from organizational goals.
C.
organizational politics are enjoyed by managers and employees alike.
D.
organizational politics can be good for career advancement.
E.
organizational politics can lead to a loss of power, position, and credibility.


11.
Which one of the following statements about subunit power is accurate?
A.
international units are typically more powerful than are staff groups.
B.
units toward the bottom of the organizational hierarchy are often more powerful than those toward the top.
C.
subtle power differentials are found among units at or near the same level in a firm.
D.
every unit has the same power.
E.
units have no power.


12.
In the context of political action and subunit power, __________ linkages involve organizational units that have the right to evaluate the actions of others after action has been taken.
A.
workflow.
B.
approval.
C.
service.
D.
advisory.
E.
auditing.


13.
__________ is a political self-protection approach of redirecting responsibility by claiming to be an early supporter of something that turns out to be successful, or one who had initial reservations if a programs fails.
A.
passing the buck.
B.
buffing (or rigorous documentation).
C.
preparing a blind memo.
D.
rewriting history.
E.
scapegoating.


14.
Which of the following control mechanisms is commonly used to ensure that executives and managers, as agents of the firm's owners, act in the best interests of those owners?
A.
pay plan incentives do not align the interests of management and stockholders.
B.
the establishment of a strong, independent board of directors.
C.
stockholders with a large stake in the firm taking a weak role on the board.
D.
stockholders read board of director reports.
E.
people read what is stated in newspapers.


15.
Which one of the following strategies may be used by a company to alter its degree of resource dependence?
A.
engaging in mergers and acquisitions to exercise control over key resources.
B.
redirecting accountability and responsibility to a strong board of directors.
C.
maintaining the “rules of the game” to protect the company from powerful outsiders.
D.
hiring new employees with great knowledge about the key resources.
E.
saving key resources for future use.



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