Liberty University BUSI 340 quiz 6 complete solutions correct answers A+ work

Liberty University BUSI 340 quiz 6 complete solutions correct answers A+ work

More than 4 different versions

Which of these refers to the degree and nature of interdependence between the powerholder and others

Introducing clear rules for resource allocation is one way of

Which of the following statements about countervailing power in organizational relationships is true

_____ involves calling upon higher authority or expertise, or symbolically relying on these sources to support the influencer's position

Jason is effective at forming friendships with other people in the organization. Over time, he becomes well known and respected by numerous people in key positions in the organization. Through his networking, Jason has

_____ is an integral part of exchange

Which of the following is a consequence of power

Power is the _____ to change someone's behavior

Your team has been put in charge of a major project involving a client. Although the organization has many clients, this particular 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 problem with the client is immediately felt by others in the organization. According to the model of power, your team has

Which of the following statements about power is true?

Employees have ______ power, when others identify with them, like them, or otherwise respect them

Organizational politics is more common where decisions are

Increasing inventories between sequential work units tends to reduce potential conflict by

Which of the following statements is true of the relationship conflicts in a highly cohesive team

Effective managers should

Which of the following conflict management styles is associated with low cooperativeness and low assertiveness

When negotiators have an audience watching their progress in the negotiations, the audience's negotiator

Which of the following immediately follows conflict perceptions and emotions in the conflict process model

Based on the characteristics of constructive conflicts, which of the following would help a manager create constructive conflicts during a debate

Which of the following conflict management styles may be necessary when it is apparent that the other party will take advantage of information sharing and other cooperative strategies

The bargaining zone model states that

Which of the following factors leads to relational conflicts in teams

_____ are employees who coordinate the activities of differentiated work units toward the completion of a common task

Which of the following is a third-party conflict resolution strategy with low process control and high decision control

Which of the following is a major advantage of having moderate levels of organizational conflicts

Which of the following sources of power originates from the powerholder's own characteristics

People with expertise tend to have more influence using persuasion, whereas those with a strong legitimate power base are usually more successful applying _____.

Networking potentially increases a person's power by

_____ is an integral part of exchange

Jason is effective at forming friendships with other people in the organization. Over time, he becomes well known and respected by numerous people in key positions in the organization. Through his networking, Jason has

A senior executive wants to introduce a new reward system for salespeople. To support this change, the executive retained a consultant to determine the benefits of the reward system for salespeople in this organization. However, the consultant's report determined that the reward system would not work well for a variety of reasons. After reading the report, the executive discarded it without notifying others of its existence. Meanwhile, the executive continued to push for the reward system. What influence tactic did the executive use

As our society moves from an industrial to a knowledge-based economy, employees are gaining

Which of the following is a "hard"

People with high Machiavellian values tend to:

A supervisor pushes employee performance by constantly checking their work, reminding them of their deadlines, and threatens to put their unknown failures on the company notice board. Which of the following forms of influence is this supervisor using

Employees have _____, ranging from sarcasm to ostracism, to ensure that coworkers conform to team norms

Which of the following is the most common form of influence in high power distance cultures

What is the relationship between emotional intelligence and relationship conflicts

Salespeople at Widget Co. complain that they lose sales bonuses when the production department is out of stock of a particular item. This sometimes causes customers to buy from elsewhere rather than wait for the next production run. Meanwhile, production employees complain that salespeople don't appreciate the need to minimize inventory costs, for which production staff is rewarded. This instance is an example of conflict due to

The current perspective on organizational conflict is that

Direct communication minimizes conflict by

Third-party dispute resolution activities are classified in terms of their

Relationship conflict usually causes people to

Effective managers should

What is the major function of integrators in an organization

Which of the following conflict management styles is associated with low cooperativeness and low assertiveness

Which of the following produce the highest risk of conflict

The third-party conflict resolution intervention that has a high level of control over the final outcome but little control over the process is known as

Employees in engineering and marketing often disagree with each other in how to achieve a target mainly because they have unique backgrounds, experiences, and training. The most apparent source of conflict here is

Which of the following precedes conflict outcomes in the conflict process

Which of the following is the most common form of influence in high power distance cultures

_____ 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

In order to maintain the exchange relationship, the dependent party has _____ over the dominant party

Your team has been put in charge of a major project involving a client. Although the organization has many clients, this particular 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 problem with the client is immediately felt by others in the organization. According to the model of power, your team has

_____ involves actively applying legitimate and coercive power to influence others

Introducing clear rules for resource allocation is one way of

Which of the following is a form of "soft" influence tactic

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 other 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 form of influence is Krystal mainly using here

Employees have ______ power, when others identify with them, like them, or otherwise respect them

_____ involves calling upon higher authority or expertise, or symbolically relying on these sources to support the influencer's position

Employees have _____, ranging from sarcasm to ostracism, to ensure that coworkers conform to team norms

Which of the following are the three general strategies for coping with uncertainty

The current perspective on organizational conflict is that

For everyday disputes between two employees, managers should use _____ as a third-party intervention

The problem-solving interpersonal style of conflict has

Relationship conflict usually causes people to

Which of the following interpersonal conflict management styles represents a purely win-win orientation

When negotiators have an audience watching their progress in the negotiations, the audience's negotiator

Conflict is ultimately based on

When team norms encourage _____, team members learn to appreciate honest dialogue without personally reacting to any emotional display during the disagreements

Which of the following precedes conflict outcomes in the conflict process

Which of the following conflict management styles may be necessary when it is apparent that the other party will take advantage of information sharing and other cooperative strategies

Salespeople at Widget Co. complain that they lose sales bonuses when the production department is out of stock of a particular item. This sometimes causes customers to buy from elsewhere rather than wait for the next production run. Meanwhile, production employees complain that salespeople don't appreciate the need to minimize inventory costs, for which production staff is rewarded. This instance is an example of conflict due to

Constructive conflict

The third-party conflict resolution intervention that has a high level of control over the final outcome but little control over the process is known as

Which of the following statements about power is true

(blank) involves calling upon higher authority or expertise, or symbolically relying on these sources to support the influencer's position

The effectiveness of            as an influence tactic depends on characteristics of the powerholder, message content, communication medium, and the audience

Which of the following sources of power originates from the powerholder's own characteristics

(blank) occurs when people or work units oppose the behavior desired by the influencer and consequently refuse, argue, or delay engaging in the behavior

A supervisor pushes employee performance by constantly checking their work, reminding them of their deadlines, and threatens to put their unknown failures on the company notice board. Which of the following forms of influence is this supervisor using

Which of the following is an example of the influence tactic of forming coalitions

The norm of reciprocity is a central and explicit theme in            strategies

Employees are more likely to comply with a supervisor's legitimate power when the

Employees have            , ranging from sarcasm to ostracism, to ensure that coworkers conform to team norms

People with high Machiavellian values tend to

Ingratiation is part of a larger influence tactic known as            .

Conflict is ultimately based on

Which of the following produce the highest risk of conflict

According to the literature on organizational conflict, constructive conflict

(blank) are employees who coordinate the activities of differentiated work units toward the completion of a common task

Which of the following interpersonal conflict management styles represents a purely win­win orientation

Which of the following conflict management styles is associated with low cooperativeness and low assertiveness

Effective managers should

What is the relationship between emotional intelligence and relationship conflicts

The yielding conflict management style should be used if

Which of the following immediately follows conflict perceptions and emotions in the conflict process model

Increasing inventories between sequential work units tends to reduce potential conflict by

Which of the following is a major advantage of having moderate levels of organizational conflicts?

Which of the following factors leads to relational conflicts in teams

1.

Power is the act of changing another person's attitudes and behavior. 
 
True    False

2.

People might gain power by convincing others that they have something of value. 
 
True    False

3.

Countervailing power is the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship. 
 
True    False

4.

Legitimate power is created whenever the organization assigns a supervisor with formal authority over subordinates. 
 
True    False

5.

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." 
 
True    False

6.

Employees in low power distance cultures comply with legitimate power. 
 
True    False

7.

Peer pressure typically represents a form of coercive power. 
 
True    False

8.

Prevention, forecasting, and absorption are three types of expertise that cope with uncertainty in organizations. 
 
True    False

9.

Referent power is mainly developed through a person's interpersonal skills. 
 
True    False

10.

Reward power is associated with charisma. 
 
True    False

11.

The four contingencies of power are prevention, forecasting, coercion, and distribution. 
 
True    False

12.

An employee's ability to influence others increases as the source of his or her power becomes more substitutable. 
 
True    False

13.

By avoiding written documentation of how to operate equipment or serve customers, employees are maximizing their expert power through non-substitutability. 
 
True    False

14.

People have more power when their actions quickly affect many other people through the organization. 
 
True    False

15.

Displaying one's diplomas and degrees on office walls is one way professionals increase their visibility. 
 
True    False

16.

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. 
 
True    False

17.

Playing "face time" instead of working productively behind closed doors is a strategy for gaining increased visibility at work. 
 
True    False

18.

The only way employees get ahead is by developing their competencies. 
 
True    False

19.

Networking is a form of influence that tends to increase the individual's expert and referent power. 
 
True    False

20.

As people become more powerful they tend to become less goal-oriented, less motivated, and more focused on gaining additional power. 
 
True    False

21.

People who have more power over others engage in more automatic rather than mindful thinking. 
 
True    False

22.

People with power over others have more difficulty empathizing. 
 
True    False

23.

A feature of influence is that it operates down the corporate hierarchy but not up or across that hierarchy. 
 
True    False

24.

Exchange, ingratiation, and persuasion are considered "hard" influence tactics. 
 
True    False

25.

Silent authority is also known as deference to authority. 
 
True    False

26.

Extreme forms of assertiveness include blackmailing colleagues. 
 
True    False

27.

A coalition attempts to influence people outside the group by pooling the resources and power of its members. 
 
True    False

28.

A coalition gains power by symbolizing the legitimacy of the issue supported by the coalition. 
 
True    False

29.

People are more persuasive when they rely on logical arguments and avoid emotional appeals. 
 
True    False

30.

In persuasive communication, the inoculation effect involves warning listeners that others will try to influence them in the future and that they should be aware of the opponent's arguments. 
 
True    False

31.

Impression management is a common strategy for people trying to get ahead in the workplace. 
 
True    False

32.

As impression management is inherently unethical, it is discouraged by career professionals. 
 
True    False

33.

Exaggerating one's résumé is a form of the influence tactic of persuasion. 
 
True    False

34.

Soft influence tactics such as persuasion tend to build compliance rather than commitment to the influencer's request. 
 
True    False

35.

People who have expertise tend to have more influence using persuasion. 
 
True    False

36.

The most appropriate influence tactic depends in part on the influencer's power base and position in the organization. 
 
True    False

37.

Supervisors who use ingratiation and impression management tactics tend to lose the respect of their staff. 
 
True    False

38.

The preferred influence tactics vary across cultures. 
 
True    False

39.

Research indicates that ingratiation is more commonly used by managers in high power distance cultures than by managers in low power distance cultures. 
 
True    False

40.

Organizational politics refers to any use of power to influence others. 
 
True    False

41.

Organizational politics can result in lower job satisfaction, and high levels of work-related stress. 
 
True    False

42.

Organizational politics occurs when someone attempts to influence others for the purpose of promoting personal interests. 
 
True    False

43.

Office politics flourish when resource allocation decisions are ambiguous and complex with no formal rules. 
 
True    False

44.

Machiavellian values help employees to recognize and avoid using political tactics in organizational settings. 
 
True    False

45.

People with an internal locus of control and strong Machiavellian values engage in organizational politics. 
 
True    False

46.

Organizational leaders can minimize organizational politics by making decision rules more complex and ambiguous. 
 
True    False

47.

Organizational politics tends to increase in situations where decisions become routine and programmed. 
 
True    False

48.

In organizational settings, power is defined as: 
 
 

A. 

the practice of trying to influence another person.

B. 

the capacity to influence others.

C. 

the act of changing another person's attitudes and behaviors.

D. 

the extent to which one person is required to follow another person's commands even though he or she does not want to follow the commands.

E. 

any situation where one person is dependent on another person, who is not at all dependent on the first person.

49.

Power is the _____ to change someone's behavior. 
 
 

A. 

need

B. 

act

C. 

potential

D. 

duty

E. 

hidden agenda

50.

Which of the following statements about power is true? 
 
 

A. 

Power exists only when the power holder is able to change someone's behavior.

B. 

Power requires interdependence in the relationship.

C. 

Power is the actual practice of influencing others.

D. 

Power exists only when one person has something of value for a second person, but the second person has nothing of value for the first person.

E. 

People cannot have power over others by controlling a desired job assignment, useful information, important resources, or even the privilege of being associated with someone.

51.

Which of the following statements about countervailing power in organizational relationships is true? 
 
 

A. 

Countervailing power prevents anyone else from having any power over you.

B. 

Countervailing power is used by the stronger party to prevent the weaker party from leaving the relationship.

C. 

Countervailing power is the weaker party's power to maintain the stronger party's continued participation in the relationship.

D. 

Countervailing power is one of the ways that people have power by coping with uncertainty.

E. 

Countervailing power is a personality characteristic of people who crave power.

52.

In order to maintain the exchange relationship, the dependent party has _____ over the dominant party. 
 
 

A. 

countervailing power

B. 

substitutability

C. 

reverse dependence

D. 

visibility

E. 

legitimate power

53.

Legitimate power occurs when: 
 
 

A. 

the manager can remove negative sanctions.

B. 

the manager is able to reward or punish the employees.

C. 

the manager has the capacity to influence others on the basis of identification with and respect for the power-holder.

D. 

employees are blinded by the manager's charisma.

E. 

it is agreed that people in certain roles can request certain behaviors of others.

54.

Employees are more likely to comply with a supervisor's legitimate power when the: 
 
 

A. 

employees have a high power distance value.

B. 

power holder gives orders outside the employees' normal role requirements.

C. 

company encourages people to disobey orders that interfere with their work.

D. 

manager has a low charisma.

E. 

manager has a very good reward system in place.

55.

Employees also have _____ power over their bosses through their feedback and ratings in 360-degree feedback systems. 
 
 

A. 

referent

B. 

reward

C. 

legitimate

D. 

expert

E. 

coercive

56.

Employees have _____, ranging from sarcasm to ostracism, to ensure that coworkers conform to team norms. 
 
 

A. 

reward power

B. 

legitimate power

C. 

referent power

D. 

expert power

E. 

coercive power

57.

Which of the following sources of power originates from the powerholder's own characteristics? 
 
 

A. 

Legitimate power

B. 

Coercive power

C. 

Expert power

D. 

Reward power

E. 

Formal power

58.

The (perceived) ability to manage uncertainties in the business environment is a form of _____ power. 
 
 

A. 

reward

B. 

legitimate

C. 

referent

D. 

expert

E. 

coercive

59.

As our society moves from an industrial to a knowledge-based economy, employees are gaining: 
 
 

A. 

reward power.

B. 

legitimate power.

C. 

referent power.

D. 

expert power.

E. 

coercive power.

60.

Employees have more expert power today than a few decades ago because: 
 
 

A. 

fewer people now attend university than a few decades ago.

B. 

referent and legitimate power are no longer valued in organizations.

C. 

society is shifting from an industrial to a knowledge-based economy.

D. 

employers have a higher power distance than in the past.

E. 

employees are no longer dependent on each other.

61.

Which of the following are the three general strategies for coping with uncertainty? 
 
 

A. 

Visibility, discretion, prevention

B. 

Visibility, immediacy, pervasiveness

C. 

Prevention, forecasting, absorption

D. 

Discretion, immediacy, prevention

E. 

Immediacy, forecasting, and absorption

62.

Employees have ______ power, when others identify with them, like them, or otherwise respect them. 
 
 

A. 

reward

B. 

legitimate

C. 

referent

D. 

expert

E. 

coercive

63.

Which of these sources of power originates mainly from the person rather than the position? 
 
 

A. 

Referent power

B. 

Legitimate power

C. 

Coercive power

D. 

Reward power

E. 

Perceived right

64.

Referent power is typically associated with: 
 
 

A. 

reward systems.

B. 

power distance.

C. 

uncertainty avoidance.

D. 

peer pressure.

E. 

charisma.

65.

Which of the following refers to availability of alternatives? 
 
 

A. 

Visibility

B. 

Substitutability

C. 

Centrality

D. 

Discretion

E. 

Referent power

66.

Which of these refers to the degree and nature of interdependence between the powerholder and others? 
 
 

A. 

Visibility

B. 

Substitutability

C. 

Centrality

D. 

Discretion

E. 

Expertise

67.

Which contingency of power are unions mainly applying by going on strike at a critical time in the company's business cycle? 
 
 

A. 

Visibility

B. 

Non-substitutability

C. 

Centrality

D. 

Discretion

E. 

Persuasion

68.

Your team has been put in charge of a major project involving a client. Although the organization has many clients, this particular 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 problem with the client is immediately felt by others in the organization. According to the model of power, your team has: 
 
 

A. 

very little power in the organization.

B. 

a high degree of centrality.

C. 

a high degree of substitutability.

D. 

a low level of visibility.

E. 

a lot of referent power.

69.

A new employee in the finance department prominently displays diplomas and past awards indicating his financial expertise. What contingency of power is this person trying to increase? 
 
 

A. 

Counterpower

B. 

Non-substitutability

C. 

Centrality

D. 

Discretion

E. 

Visibility

70.

Which of the following networking styles increases a person's expert power? 
 
 

A. 

Gaining valuable information through networking

B. 

Identifying people who are in the same network as you

C. 

Taking decisions in favor of others

D. 

Recognizing talents

E. 

Placing oneself in a strategic position in the network

71.

Networking potentially increases a person's power by: 
 
 

A. 

increasing the person's legitimate power.

B. 

decreasing the person's centrality.

C. 

increasing the person's referent power.

D. 

decreasing the person's reward power.

E. 

increasing the person's coercive power.

72.

Jason is effective at forming friendships with other people in the organization. Over time, he becomes well known and respected by numerous people in key positions in the organization. Through his networking, Jason has: 
 
 

A. 

increased his level of Machiavellianism.

B. 

reduced his centrality.

C. 

increased his coercive power.

D. 

increased his referent power.

E. 

reduced his visibility.

73.

Which of the following is a consequence of power? 
 
 

A. 

Employees who feel more power feel humbled.

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.

74.

Which of the following is a "hard" influence tactic? 
 
 

A. 

Ingratiation

B. 

Upward appeal

C. 

Persuasion

D. 

Visibility

E. 

Exchange

75.

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

76.

Which of the following is a form of "soft" influence tactic? 
 
 

A. 

Ingratiation

B. 

Upward appeal

C. 

Coalition forming

D. 

Silent authority

E. 

Information control

77.

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.

78.

_____ involves actively applying legitimate and coercive power to influence others. 
 
 

A. 

Assertiveness

B. 

Upward appeal

C. 

Persuasion

D. 

Coalition forming

E. 

Information control

79.

Extreme forms of _____ include blackmailing colleagues, such as by threatening to reveal the other person's previously unknown failures unless he or she complies with your request. 
 
 

A. 

coalition forming

B. 

upward appeal

C. 

persuasion

D. 

assertiveness

E. 

information control

80.

A supervisor pushes employee performance by constantly checking their work, reminding them of their deadlines, and threatens to put their unknown failures on the company notice board. Which of the following forms of influence is this supervisor using? 
 
 

A. 

Legitimate

B. 

Silent authority

C. 

Referent

D. 

Assertiveness

E. 

Persuasion

81.

_____ 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

82.

A senior executive wants to introduce a new reward system for salespeople. To support this change, the executive retained a consultant to determine the benefits of the reward system for salespeople in this organization. However, the consultant's report determined that the reward system would not work well for a variety of reasons. After reading the report, the executive discarded it without notifying others of its existence. Meanwhile, the executive continued to push for the reward system. What influence tactic did the executive use? 
 
 

A. 

Information control

B. 

Exchange

C. 

Forming coalitions

D. 

Cultivating networks

E. 

Persuasion

83.

Forming a coalition: 
 
 

A. 

is typically part of the 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.

84.

Which of the following is an example of the influence tactic of forming coalitions? 
 
 

A. 

Employees get together to show management that they collectively demand 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.

85.

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 other 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 form of influence is Krystal mainly using here? 
 
 

A. 

Silent authority

B. 

Coalition formation

C. 

Assertiveness

D. 

Impression management

E. 

Ingratiation

86.

_____ 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

87.

The effectiveness of _____ as an influence tactic depends on characteristics of the powerholder, message content, communication medium, and the audience. 
 
 

A. 

coalition forming

B. 

upward appeal

C. 

persuasion

D. 

information control

E. 

silent authority

88.

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

89.

Ingratiation is part of a larger influence tactic known as _____. 
 
 

A. 

upward influence

B. 

impression management

C. 

persuasion

D. 

risk management

E. 

upward appeal

90.

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 influence tactic known as ingratiation.

D. 

It is not common for people to rely on impression management to get ahead in the workplace.

E. 

Individuals carry impression management beyond ethical boundaries by exaggerating their credentials and accomplishments on their résumés.

91.

Many job applicants falsify information on their resume. Which of the following influence tactic does this refer to? 
 
 

A. 

Persuasion

B. 

Forming coalitions

C. 

Networking

D. 

Impression management

E. 

Exchange

92.

The norm of reciprocity is a central and explicit theme in _____ strategies. 
 
 

A. 

persuasion

B. 

exchange

C. 

upward appeal

D. 

impression management

E. 

coalition

93.

_____ is an integral part of exchange. 
 
 

A. 

Silent authority

B. 

Coerciveness

C. 

Ingratiation

D. 

Negotiation

E. 

Assertiveness

94.

_____ 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

95.

_____ 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

96.

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

97.

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.

98.

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.

99.

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.

100.

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 org