 |
| 1 | |
Which of the following is NOT one of the nine generic influence tactics? |
| | A) | Personal appeals |
| | B) | Rational persuasion |
| | C) | Pressure |
| | D) | Impression |
| | E) | Exchange |
|
|
|
| 2 | |
Basing a request on one's authority or right, organizational rules or policies, or express or implied support from superiors refers to which of these generic influencing tactics? |
| | A) | Consultation |
| | B) | Ingratiation |
| | C) | Legitimating tactics |
| | D) | Pressure |
| | E) | Exchange |
|
|
|
| 3 | |
There are three possible influence outcomes, they are |
| | A) | commitment, compliance, and resistance. |
| | B) | confusion, compliance and resistance. |
| | C) | commitment, concentration and resistance. |
| | D) | confusion, compliance, and resistance. |
| | E) | consultation, impression, and ingratiation. |
|
|
|
| 4 | |
If a co-worker enthusiastically agrees with you and will demonstrate initiative and persistence while completing the assignment, which type of influence outcome is the co-worker expressing? |
| | A) | Commitment |
| | B) | Resistance |
| | C) | Compliance |
| | D) | Persuasion |
| | E) | Consultation |
|
|
|
| 5 | |
__________ is defined as "the ability to marshal the human, informational, and material resources to get something done." |
| | A) | Reward |
| | B) | Influence |
| | C) | Power |
| | D) | Persuasion |
| | E) | Commitment |
|
|
|
| 6 | |
One of the two dimensions of power identified by social scientist is |
| | A) | detrimental versus positive power |
| | B) | delegation versus authoritarian power |
| | C) | socialized versus personalized power |
| | D) | demonstrative versus hidden power |
| | E) | Enhanced versus diminished power |
|
|
|
| 7 | |
Threats of punishment and actual punishment give individuals ______ power. |
| | A) | reward |
| | B) | coercive |
| | C) | expert |
| | D) | legitimate |
| | E) | social |
|
|
|
| 8 | |
Which of the following is NOT a power base created by French and Raven? |
| | A) | Reward |
| | B) | Legitimate |
| | C) | Social |
| | D) | Expert |
| | E) | Referent |
|
|
|
| 9 | |
__________ power obtains compliance through formal authority. |
| | A) | Legitimate |
| | B) | Coercive |
| | C) | Reward |
| | D) | Expert |
| | E) | Referent |
|
|
|
| 10 | |
According to Randolph's empowerment plan sharing the company performance information, helping people understand the business, and creating self-monitoring possibilities are all ways to |
| | A) | create autonomy. |
| | B) | motivate. |
| | C) | let teams become the hierarchy. |
| | D) | share information. |
| | E) | structure autonomy. |
|
|
|
| 11 | |
There are many common sources of uncertainty within an organization including |
| | A) | an ill-defined decision process. |
| | B) | unclear objectives. |
| | C) | any type of change. |
| | D) | all of these answers are correct |
| | E) | strong individual or group competition |
|
|
|
| 12 | |
The distinguishing characteristic "cooperative pursuit of group interests in specific issues" represents which level of political action in an organization? |
| | A) | individual level |
| | B) | network level |
| | C) | coalition level |
| | D) | political level |
| | E) | organization level |
|
|
|
| 13 | |
Which of the following is NOT a common source of uncertainty in organizations? |
| | A) | Unclear objectives |
| | B) | Vague performance measures |
| | C) | Ill-defined decision processes |
| | D) | Strong individual or group competition |
| | E) | Status quo |
|
|
|
| 14 | |
Which of these is the most frequently occurring political tactic? |
| | A) | Associating with influential people |
| | B) | Creating a favourable image |
| | C) | Attacking or blaming others |
| | D) | Praising others |
| | E) | Forming power coalitions with strong allies |
|
|
|
| 15 | |
Trying to impress one's immediate supervisor is called __________ impression management. |
| | A) | upward |
| | B) | vertical |
| | C) | horizontal |
| | D) | diagonal |
| | E) | straight-up |
|
|
|
| 16 | |
Which of these is also referred to as creating a favourable image? |
| | A) | Reciprocity |
| | B) | Ingratiation |
| | C) | Persuasion |
| | D) | Impression management |
| | E) | Coalition-building |
|
|
|
| 17 | |
Which of the following is NOT a category of a favourable upward impression management? |
| | A) | job focused |
| | B) | friend focused |
| | C) | other focused |
| | D) | all of these answers are correct |
| | E) | self focused |
|
|
|
| 18 | |
The following are unfavourable upward impression management tactics identified by the researchers except: |
| | A) | Decreasing turnover |
| | B) | Not working to potential |
| | C) | Displaying a bad attitude |
| | D) | Broadcasting limitations |
| | E) | Decrease performance |
|
|
|
| 19 | |
If Jermaine Smith, a production worker, were telling co-workers about his physical problems and mistakes (both verbally and nonverbally), then he would be engaging in which unfavourable upward impression? |
| | A) | Decreasing turnover |
| | B) | Not working to potential |
| | C) | Playing a bad attitude |
| | D) | Broadcasting limitations |
| | E) | Decrease performance |
|
|
|
| 20 | |
Restricting productivity, making more mistakes than usual, and lowering quality all describe which unfavourable upward impression? |
| | A) | Decreasing turnover |
| | B) | Not working to potential |
| | C) | Playing a bad attitude |
| | D) | Broadcasting limitations |
| | E) | Decrease performance |
|
|
|
| 21 | |
Letting co-workers know about their physical problems and mistakes both verbally and non-verbally is an example of |
| | A) | decreased performance. |
| | B) | broadcasting limitations. |
| | C) | displaying a bad attitude. |
| | D) | not working to full potential. |
| | E) | withdrawing |
|
|
|
| 22 | |
What four motives were used to try to make oneself look bad and unfavourable at work? |
| | A) | avoidance, obtain concrete rewards, exit, and power. |
| | B) | annoyance, obtain concrete evidence, external methods, and politics. |
| | C) | avoidance, obtain community, exit and politics. |
| | D) | annoyance, obtain concrete evidence, exit, and power. |
| | E) | annoyance, obtain concrete evidence, exit, and influence. |
|
|
|
| 23 | |
Which of the following is one of Canada’s WestJet Airlines values that have led to a low-politics culture? |
| | A) | We are positive and passionate about what we do |
| | B) | We take our jobs seriously, but not ourselves |
| | C) | We embrace change and innovation |
| | D) | We celebrate our success |
| | E) | All of these answers are correct |
|
|
|
| 24 | |
According to experts, which of the following is NOT a method of keeping organizational politics in check? |
| | A) | Screen out overly political individuals at hiring time |
| | B) | Establish formal conflict resolution and grievance processes |
| | C) | As an ethics filter, do only what you would feel comfortable doing on national television |
| | D) | Create a closed-book management system |
| | E) | Have nonfinancial people interpret financial statements for all employees |
|
|
.