Chapter 13 Power and Politics

MULTIPLE CHOICE A Definition of Power 1. Power is: a. ability to influence others. b. dependency upon others. c. equal to sexual harassment. d. being rewarded by others. (a; Easy; p. 366) 2. Which one of the following is not implied in the definition of power? a. influence b. potential c. dependency d. discretion (d; Moderate; p. 366)

3.

The most important aspect of power is that it: a. is needed to get things done in an organization. b. is a function of dependency. c. tends to corrupt people. d. is counterproductive. (b; Moderate; p. 366) 4. Which of the following is true concerning power? a. The most important aspect of power is that it is a function of dependency. b. A person can have power over you only if he or she controls something you desire. c. The threat of writing family members out of the will is an example of power. d. all of the above (d; Moderate; p. 366) Contrasting Leadership and Power 5. Leaders achieve goals, and power is: a. an indicator of a good leader. b. usually used by poor leaders. c. a means of achieving the goals. d. counterproductive to goal achievement. (c; Easy; p. 366) 6. _____ does not require goal compatibility, merely dependence. a. Leadership b. Communication c. Information d. Power (d; Moderate; p. 366)

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7.

_____ requires some congruence between the goals of the leader and those being led. a. Leadership b. Communication c. Information d. Power (a; Easy; p. 366) 8. _____ focuses on the downward influence of ones followers. a. Leadership b. Communication c. Information d. Power (a; Easy; p. 366) 9. _____ research emphasizes style; whereas research on _____ focuses on tactics for gaining compliance. a. Power; persuasion b. Communication; politics c. Leadership; power d. Politics; leadership (c; Challenging; p. 366) 10. _____ is based on an individuals position in an organization. a. Leadership b. Formal power c. Informal power d. Influence (b; Easy; p. 367) 11. Formal power can come from: a. the ability to coerce or reward. b. formal authority. c. control of information. d. all of the above (d; Moderate; p. 367) Bases of Power 12. Bases of power refer to: a. power characteristics. b. whether the power position has a good foundation. c. sources of power. d. the elements of power. (c; Moderate; p. 367) 13. One reacts to _____ power out of fear of the negative ramifications that might result if one fails to comply. a. knowledge b. coercive 23

c. influence d. persuasive (b; Moderate; p. 367) 14. When a bank robber points a gun at a bank employee, his base of power is: a. coercive. b. persuasive. c. position. d. knowledge. (a; Moderate; p. 367) 15. The statement That person can make things difficult for people, and you want to avoid getting him angry, describes someone with what type of power? a. referent b. reward c. legitimate d. coercive (d; Moderate; p. 367) 16. A has ______ power over B if A can dismiss, suspend, or demote B, assuming that B values his or her job. a. referent b. reward c. legitimate d. coercive (d; Moderate; p. 367) 17. The opposite of coercive power is _____ power. a. referent b. reward c. legitimate d. coercive (b; Moderate; p. 367) 18. Legitimate power is based on: a. rewards. b. fear. c. position. d. knowledge. (c; Moderate; p. 367)

19.

The control of discretionary funds involves the power base known as: a. positive reinforcement power. b. persuasive power. c. reward power. d. coercive power. (c; Moderate; p. 367) 24

20.

When your superior offers you a raise if you will perform additional work beyond the requirements of your job, he/she is exercising: a. referent power. b. coercive power. c. reward power. d. expert power. (c; Moderate; p. 367) 21. ____ power and ____ power are actually counterparts of each other. a. Referent; reward b. Expert; reward c. Reward; coercive d. Coercive; expert (c; Moderate; p. 367) 22. The power a person receives as a result of position on the organizational chart is known as: a. coercive power. b. reward power. c. legitimate power. d. expert power. (c; Moderate; p. 367) 23. The power that the College Dean has been granted by the University over the faculty is termed: a. coercive power. b. reward power. c. legitimate power. d. expert power. (c; Moderate; p. 367) 24. _____ power is broader than the power to coerce and reward. a. Coercive power b. Reward power c. Legitimate power d. Expert power (c; Moderate; p. 367) 25. _____ power comes from access to and control over information. a. Coercive power b. Reward power c. Information power d. Expert power (c; Moderate; p. 367) 26. When people in organizations have data or knowledge that others need which makes those others dependent upon them, they have _____ power. a. coercive b. reward c. information d. expert power 25

(c; Moderate; p. 367) 27. ______ power comes from an individuals unique characteristics. a. Personal b. Reward c. Legitimate d. Expert (a; Moderate; p. 368) 28. Expert power refers to influence that derives from: a. politics. b. special skills or knowledge. c. educational institutions. d. position. (b; Easy; p. 368) 29. Your physician has advised you to take a series of medications. You comply because of her _____ power. a. coercive b. legitimate c. reward d. expert (d; Moderate; p. 368) 30. _____ power is based on identification with a person who has desirable resources or personal traits. a. Coercive b. Legitimate c. Referent d. Expert (c; Moderate; p. 369) 31. Celebrities are paid millions of dollars to endorse products in commercials because the advertisers believe the celebrities have _____ power. a. coercive b. referent c. expert d. reward (b; Moderate; p. 369) 32. _____ power is an extension of referent power stemming from an individuals personality and interpersonal style. a. Charismatic b. Referent c. Expert d. Reward (a; Moderate; p. 369) Dependency: The Key to Power 26

33.

Dependency is inversely proportional to: a. power. b. the alternative sources of supply. c. knowledge. d. financial resources. (b; Challenging; p. 369) 34. Avoidance of _____ is why most organizations develop multiple suppliers rather than give their business to only one. a. knowledge b. dependency c. power d. independence (b; Challenging; p. 369) 35. Which of the following is not a variable that creates dependency? a. importance b. scarcity c. nonsubstitutability d. All of the above are variables that create dependency. (d; Moderate; p. 369) 36. The _____ relationship can be seen in the power of occupational categories. In occupations where supply is low relative to demand, compensation is more attractive. a. substitutability b. scarcity-dependency c. referent power d. importance-dependency (b; Challenging; p. 370) 37. Dependency is decreased when the resource you control is: a. important. b. scarce. c. highly substitutable. d. perceived as nonsubstitutable. (c; Challenging; p. 370) Power Tactics 38. Power tactics define: a. the sources of power. b. how to translate power bases into specific actions. c. what powerholders desire. d. organizational structural characteristics. (b; Moderate; p. 370) 39. Which of the following is not a tactical dimension? a. reason 27

b. legitimate position c. higher authority d. bargaining (b; Easy; p. 371) 40. Power tactics explain: a. the personality of the leader. b. the things that motivate people to seek power. c. how to organize power functions. d. how to translate power bases into specific actions. (d; Moderate; pp. 370-371) 41. Vivian has not been handling one portion of her duties in a satisfactory manner. As a result, her manager threatens to withhold her promotion. Which power tactic is being used? a. higher authority b. assertiveness c. sanctions d. reason (c; Moderate; p. 371) 42. The most popular power tactic used by managers to influence subordinates is: a. friendliness. b. reason. c. higher authority. d. sanctions. (b; Moderate; p. 371) 43. Which is not a contingency variable that affects the selection of a power tactic? a. the organizations formal policies and procedures b. the managers relative power c. the managers objectives for wanting to influence d. the organizations culture (a; Challenging; p. 371)

44.

Sanctions are most synonymous with: a. group support. b. rationality. c. authority. d. penalties. (d; Easy; p. 371) 45. The power tactic of using flattery and creating goodwill before making a request is: a. friendliness. b. reason. c. coalition. d. bargaining. (a; Easy; p. 371) 28

46.

James approaches his supervisor with data and a logical presentation supporting his request for additional personnel. He is using: a. friendliness. b. bargaining. c. reason. d. assertiveness. (c; Moderate; p. 371) 47. Joe comes to you with a request for funds for a project. He reminds you that company policy supports his position. He is using the tactic of: a. reason. b. coalition. c. bargaining. d. assertiveness. (d; Challenging; p. 371) 48. Which of the following is not a tactic for gaining power? a. reason b. friendliness c. bargaining d. rudeness (d; Moderate; p. 371) 49. All other things equal, managers with greater power use which power tactic more frequently than managers with less power? a. friendliness b. bargaining c. assertiveness d. higher authority (c; Challenging; p. 371)

50.

_____ is a backup strategy, used when the target of influence refuses or appears reluctant to comply with the request. a. Friendliness b. Bargaining c. Assertiveness d. Higher authority (c; Challenging; p. 371) 51. When managers seek benefits from a superior, they tend to use: a. friendliness. b. assertiveness. c. coercion. d. persuasion. (a; Easy; p. 371)

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52.

When managers attempt to persuade their superiors to accept new ideas, they tend to use: a. assertiveness. b. reason. c. friendliness. d. knowledge. (b; Easy; p. 371) 53. When past experience indicates a high probability of success, managers use _____ to gain compliance. a. simple requests b. assertiveness c. bargaining d. friendliness (a; Moderate; p. 372) 54. People in different countries tend to prefer different power tactics. Americans perceive _____ to be the most effective. a. simple requests b. reason c. bargaining d. friendliness (b; Challenging; p. 372) Power in Groups: Coalitions 55. If individual efforts at gaining power fail, the next response is likely to be: a. an intimidation ritual. b. a coalition. c. efforts to increase uncertainty. d. seeking a managerial position. (b; Moderate; p. 372) 56. Coalitions are most synonymous with: a. individual influence. b. collaboration. c. goal attainment. d. sanctions. (b; Moderate; p. 372) 57. Which one of the following is true about coalition formation? a. Coalitions seek to minimize their size. b. Coalitions usually precede uses of individual power. c. Coalitions are more likely to form where tasks are non-routine. d. Coalitions are more likely to be created where there is interdependence. (d; Challenging; p. 373) Sexual Harassment: Unequal Power in the Workplace 58. Unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual 30

nature that affect an individuals employment is: a. illegal. b. sexual harassment. c. abuse of power. d. all of the above (d; Moderate; p. 373) 59. Most studies confirm that the concept of _____ is central to understanding sexual harassment. a. power b. sex c. politics d. locus of control (a; Moderate; p. 374) 60. An individual could be subjected to sexual harassment perpetrated by: a. a coworker. b. a supervisor. c. a subordinate. d. all of the above (d; Moderate; p. 374) Politics: Power in Action 61. Activities that influence the distribution of advantages and disadvantages within the organization are: a. human resources. b. political behavior. c. tactical planning activities. d. strategic planning activities. (b; Challenging; p. 375) 62. Political behavior is: a. outside of ones specified job requirements. b. part of each job requirement. c. seen only in large organizations. d. counterproductive to individual goals. (a; Moderate; p. 375) 63. _____ is a form of illegitimate political behavior. a. Bypassing chain of command b. Forming coalitions c. Sabotage d. Obstructing organizational policies through excessive adherence to rules (c; Easy; p. 375) 64. Most political activities in organizations would be described as: a. functional. b. legitimate. c. illegitimate. 31

d. playing hardball. (b; Moderate; p. 375) 65. _____ occurs when people within organizations use whatever influence they can to taint the facts to support their goals and interests. a. Demonstrating disloyalty b. Politicking c. Encouraging change and innovation d. Developing dysfunctional working relationships (b; Moderate; p. 376) 66. ______ is the term used to refer to establishing effective relationships with key people inside and/or outside the organization. a. Networking b. In-group c. Politicking d. Interest groups (a; Moderate; p. 377) 67. An individual most likely to engage in political behavior would have all of the following except: a. a high need for power. b. a high ability to self monitor. c. a low need for security. d. an internal locus of control. (c; Moderate; p. 377)

68.

Which of the following does not describe a high self-monitor? a. more sensitive to social cues b. less skilled in political behavior than low self-monitors c. exhibits higher levels of social conformity d. All of the above describe a high self-monitor. (b; Moderate; p. 377) 69. Which of the following is not an individual factor related to political behavior? a. personality traits b. perceived alternatives c. declining organizational resources d. expectations of success (c; Moderate; Exh. 13-4; p. 378) 70. The more an organization _____, the greater the likelihood that an employee can get away with politicking. a. uses subjective criteria in appraisal b. appraises an individual immediately following performance c. mistreats employees d. emphasizes an overall performance measure 32

(a; Challenging; p. 379) 71. Which of the following is not true? a. The more an organizations culture emphasizes the zero-sum allocations, the more employees will be motivated to engage in politicking. b. The more pressure that employees feel to perform well, the more likely they are to engage in politicking. c. When employees see their superiors engaging in political behavior, especially when they do so successfully and are rewarded for it, a climate is created that rejects politicking. d. The greater the role ambiguity, the more one can engage in political activity with little chance of it being visible. (c; Challenging; p. 379) 72. Reactive and protective behaviors to avoid action, blame, or change are termed: a. political behaviors. b. defensive behaviors. c. coalitions. d. impression management. (b; Moderate; p. 381) 73. Which of the following defensive behaviors is a way of avoiding action? a. passing the buck b. buffing c. justifying d. scapegoating (a; Challenging; Exh. 13-6; p. 382) 74. Which of the following is not considered an example of a defensive behavior intended to avoid action? a. justifying b. playing dumb c. depersonalization d. overconforming (a; Moderate; Exh. 13-6; p. 382) 75. When physicians refer to patients by their room number or disease, the physicians are using which of the following defensive behaviors? a. buffing b. depersonalization c. misrepresenting d. stalling (b; Moderate; p. 382) 76. Individuals who rigorously document activity to project an image of competence and thoroughness are using which of the following defensive behaviors? a. buffing b. justifying c. playing safe d. escalation of commitment 33

(a; Moderate; Exh. 13-6; p. 382) 77. The process by which individuals attempt to control the impressions others form of them is: a. impression management. b. misdirection. c. defensive behavior. d. perception management. (a; Easy; p. 381) 78. Which of the following is not an example of an impression management technique? a. acclaiming b. mirroring c. flattery d. favors (b; Moderate; Exh. 13-7; p. 383) 79. Ive got two tickets to the game tonight that I cant use. Take them. Consider it a thank you for taking the time to talk with me. This is an example of which impression management behavior? a. favor b. flattery c. accounts d. conformity (a; Moderate; Exh. 13-7; p. 383)

80.

When a person explains favorable events in order to maximize the desirable implications for himself, he is using the impression management technique of: a. conformity. b. accounts. c. acclaiming. d. favors. (c; Moderate; Exh. 13-7; p. 383) 81. Each of the following is a question your text suggests to analyze ethical questions except: a. Is the action consistent with the organizations goals? b. Is the action legal? c. Does the action violate rights of other parties? d. Does the action conform to standards of equity and justice? (b; Challenging; Exh. 13-8; p. 385) TRUE/FALSE A Definition of Power 82. Power needs to be used for its existence to be validated. (False; Moderate; p. 366) 83. Power is a function of dependency. (True; Easy; p. 366) 34

84. A person can have power over you only if he or she controls something you desire. (True; Moderate; p. 366) Contrasting Leadership and Power 85. Power, unlike leadership, does not require a significant degree of goal compatibility, merely dependence. (True; Moderate; p. 366) 86. Power, unlike leadership, focuses on downward influence patterns. (False; Challenging; p. 366) Bases of Power 87. The robbers power is coercive power and is based on fear. (True; Moderate; p. 367) 88. If A can assign B work activities that B finds unpleasant, or treat B in a manner that B finds embarrassing, A possesses expert power over B. (False; Easy; p. 367) 89. Reward power rests on the allocation of things others view as valuable. (True; Moderate; p. 367) 90. For reward power to be effective, the rewards must be financial. (False; Easy; p. 367) 91. Legitimate power represents the formal authority to control and use organizational resources. (True; Easy; p. 367) 92. The managerial position gives its incumbent legitimate power. (True; Easy; p. 367) 93. Information power is a source of formal power. (True; Moderate; p. 367) 94. You must have a formal position in an organization to have power. (False; Easy; p. 368) 95. Personal power comes from an individuals unique characteristics. (True; Moderate; p. 368) 96. The expert power of an individual is weakened when another individual with the same job-related knowledge and skills is hired by the organization. (True; Moderate; p. 368) 97. Expertise has become one of the most powerful sources of influence as the world has become more technologically oriented. (True; Moderate; p. 368)

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A famous NFL quarterbacks power to influence your buying behavior through commercial endorsements is based on his expertise at leading a football team and his ability to throw a football. (False; Challenging; p. 369) 99. Referent power is based on identification with a person who has desirable resources or personal traits. (True; Easy; p. 369) 100. If I like, respect, and admire you, you have referent power over me. (True; Easy; p. 369) 101. Charismatic power is an extension of referent power. (True; Moderate; p. 369) 102. Many organizations will have people with charismatic qualities, who, while not in formal leadership positions, nevertheless, are able to exert influence over others because of the strength of their heroic qualities. (True; Moderate; p. 369) Dependency: The Key to Power 103. An understanding of dependency is central to understanding power. (True; Easy; p. 369) 104. The greater Bs dependence on A, the greater is Bs power in the relationship. (False; Moderate; p. 369) 105. If you can make people dependent upon you, your power is increased. (True; Moderate; p. 369) 106. Dependency explains why organizations use single suppliers. (False; Moderate; p. 370) 107. To create dependency, the thing you control must be perceived as being important. (True; Moderate; pp. 369-370) 108. Labor negotiators become less powerful within the personnel area and the organization as a whole during periods of labor strife. (False; Challenging; p. 370) 109. Power is increased by possession of something that is plentiful and easily available. (False; Easy; p. 370) 110. The scarcity-dependency relationship can be observed in supply/demand relationships between various occupational categories. (True; Challenging; p. 370) 111. Dependency is inversely proportional to the supply of alternatives. (True; Moderate; p. 370) 112. The more a resource has no viable substitutes, the more power control over that resource provides. 36

(True; Moderate; p. 370) 113. In universities where there are strong pressures for the faculty to publish, it can be said that a department heads power over a faculty member is inversely related to the members publication record. (True; Moderate; p. 370) Power Tactics 114. Ways in which individuals translate power bases into specific actions are termed coalitions. (False; Moderate; p. 370) 115. Reason is the power tactic that uses flattery. (False; Moderate; p. 371) 116. Regardless of the direction of influence, the most popular power tactic is the use of reason. (True; Moderate; pp. 371-372) 117. Sanctions, as a power tactic, are inappropriate when individuals attempt to influence their superiors. (True; Moderate; p. 371) 118. Managers who control resources that are valued by others, or who are perceived to be in positions of dominance, use a greater variety of tactics than do those with less power. (True; Moderate; p. 372) 119. Managers with power use assertiveness with less frequency than those with less power. (False; Easy; p. 372) 120. Managers vary their power tactics in relation to their objectives. (True; Moderate; p. 372) 121. The organizational culture in which a manager works will not have a significant bearing on defining which tactics are considered appropriate. (False; Moderate; p. 372) 122. People in different countries tend to prefer different power tactics. (True; Easy; p. 372) Power in Groups: Coalitions 123. When two or more individuals together seek to increase their power as a group, the alternative is to form a subculture. (False; Moderate; p. 372) 124. Successful coalitions have been found to contain fluid membership. (True; Moderate; p. 372) 125. Coalitions in organizations should be expanded to include as many interests as possible. (True; Moderate; p. 373) 37

126. Coalitions in organizations often seek to minimize their size. (False; Moderate; p. 373) 127. The more routine the task of a group, the greater the likelihood that coalitions will form. (True; Moderate; p. 373) Sexual Harassment: Unequal Power in the Workplace 128. Unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature is termed sexual harassment. (True; Easy; p. 373) 129. If no mention is made of a sexual act, sexual harassment has not occurred. (False; Moderate; p. 373) 130. The problems today are likely to surface around more subtle forms of sexual harassment. (True; Easy; p. 373) 131. Sexual harassment is frequently concerned with power abuse. (True; Moderate; p. 374) 132. It is not possible for a subordinate to sexually harass his/her supervisor. (False; Moderate; p. 374) Politics: Power in Action 133. When employees in organizations convert their power into action, we describe them as being engaged in politics. (True; Moderate; p. 374) 134. Power is defined as the distribution of advantages and disadvantages within the organization. (False; Moderate; p. 375) 135. Political behavior is outside ones specified job requirements. (True; Moderate; p. 375) 136. Legitimate political behavior refers to actions that are specified in ones formal job description. (False; Moderate; p. 375) 137. By definition, all political behavior is considered an illegitimate activity. (False; Moderate; p. 375) 138. The vast majority of all organizational political actions are of the legitimate variety. (True; Moderate; p. 375) 139. Politics is a fact of life in organizations. (True; Easy; p. 375) 140. Political behavior is one way to react to limited resources. 38

(True; Moderate; p. 375) 141. Politicking is most likely to be used when decisions are made in a climate of ambiguity. (True; Moderate; p. 376) 142. Networking refers to establishing effective relationships with key people inside and/or outside the organization. (True; Moderate; p. 377) 143. For people who want to get ahead or build their political power within an organization, they should spend time and effort in developing a network of contacts. (True; Challenging; p. 377) 144. Political behavior can be stimulated by individual personalities and characteristics in the organizations internal environment. (True; Moderate; p. 377) 145. Employees with an external locus of control are more likely to engage in political behavior. (False; Moderate; p. 377) 146. The existence of alternative job opportunities and illegitimate political actions would tend to be positively correlated. (True; Challenging; p. 378) 147. Political activity is probably more a function of the organizations characteristics than of individual differences. (True; Moderate; p. 378) 148. Objective performance appraisal criteria tends to encourage politicking. (False; Moderate; p. 379) 149. Cultures emphasizing the zero-sum approach to reward allocations will create breeding grounds for politicking. (True; Moderate; p. 379) 150. In the last twenty-five years, there has been a general move in North America toward making organizations less democratic. (False; Easy; p. 379) 151. Most managers are very comfortable with the move toward less autocracy in organizations in North America. (False; Moderate; p. 379) 152. Politicking by top management, in a sense, gives permission to those lower in the organization to play politics by implying that such behavior is acceptable. (True; Moderate; p. 380) 153. When people perceive politics as a threat rather than an opportunity, they often respond with defensive behaviors. (True; Moderate; p. 381) 39

154.

The process by which individuals attempt to control the impression others form of them is called impression management. (True; Easy; p. 381) 155. Another way to describe impression management might be personal/individual public relations. (True; Challenging; p. 381) 156. In impression management, individuals use association and conformity to manipulate information about themselves. (True; Easy; p. 382) 157. High self-monitors are good at reading situations and molding their appearances and behavior to fit each situation. (True; Moderate; p. 382) 158. The evidence seems to demonstrate that impression management techniques work. (True; Easy; p. 384) 159. Applicants using submissive styles during interviews were offered more positions than those using controlling styles. (False; Moderate; p. 384) 160. Reactive and protective behaviors to avoid action, blame, or change are termed impression management. (False; Moderate; p. 384) 161. Rigid adherence to rules exemplifies the over-conforming defensive behavior. (True; Moderate; Exh. 13-7; p. 382) 162. Defensive behavior when you cover your rear is termed playing safe. (False; Moderate; Exh. 13-7; p. 382) 163. Misrepresenting as a defensive behavior has been used when the employee blames his/her computer for not having a project submitted on time. (False; Moderate; Exh. 13-7; p. 382) 164. There are clear-cut ways to differentiate ethical from unethical politicking. (False; Moderate; p. 384) 165. Ethical decisions may include concern about the privacy rights of others. (True; Moderate; p. 385) SCENARIO-BASED QUESTIONS Application of the Bases of power Your colleagues at work are constantly talking about the vice president in your area. He is feared throughout the organization as a ruthless man who is not to be antagonized. It is necessary for you to bring him a report and you are very nervous about having to deal with him. 40

166.

The vice presidents major base of power seems to be: a. reward. b. coercive. c. referent. d. expert. (b; Moderate; pp. 367-369) 167. You know that the vice president has the authority to accept or reject your report. This is part of his _____ power. a. reward b. coercive c. expert d. legitimate (d; Moderate; pp. 367-369) 168. The one base of power which the vice president does not seem to have is: a. reward. b. referent. c. expert. d. legitimate. (b; Moderate; pp. 367-369) Application of Sexual Harassment: Unequal Power in the Workplace Maries supervisor embarrasses her by constantly telling sexual jokes and by making sexual comments. Marie was shocked when she observed that he had sexually explicit material on his computer screen during working hours. Although he has never directly asked her to sleep with him, she feels threatened and is so uncomfortable that it is difficult for her to do her job. 169. Maries supervisor is guilty of: a. sexual harassment. b. abusing his power. c. creating a hostile work environment. d. all of the above (d; Easy; pp. 373-374) 170. Studies show that this situation is probably more about _____ than about sex. a. power b. coercion c. politics d. impressing you (a; Moderate; pp. 373-374) 171. One basic problem in this situation is: a. Maries clothes are probably too suggestive. b. there is an unequal power relationship between Marie and her supervisor. c. Maries perception is probably very different form her supervisors. d. this is not clearly sexual harassment since he has not requested that she give him sexual favors. (b; Moderate; pp. 373-374) 41

Application of Politics: Power in Action Catherine and Bernice are faculty members at a local college who feel very differently about their academic dean. Catherine believes that he is always engaging in political activity that is not in the best interests of the college. She describes him as a man who passes the buck, is scheming and arrogant. Bernice believes that he is an effective manager. She sees him differently.

172.

Bernices label for what Catherine describes as passing the buck might be: a. delegating authority. b. fixing responsibility. c. encouraging change and innovation. d. practical minded. (a; Challenging; pp. 375-376) 173. Bernices effective management label for Catherines phrase scheming is probably: a. astute. b. planning ahead. c. competent. d. career minded. (b; Challenging; pp. 375-376) 174. What Catherine views as arrogant is probably described by Bernice as: a. astute. b. fixing responsibility. c. confident. d. competent and capable. (c; Challenging; pp. 375-376) Application of Impression Management Jerod is relatively new to Xenon Corporation and wants to make sure that he makes a good impression on his coworkers and supervisor. He agrees with the supervisors opinion most of the time and is always doing nice things for him. Jerod makes sure that he associates with the right people and is constantly complimenting others about their good work. 175. Jerod is attempting to use: a. politics. b. impression management. c. defensive behavior. d. his power base. (b; Moderate; pp. 381-384) 176. Jerod is engaging in which of the following impression management techniques? a. excuses b. acclaiming 42

c. apologies d. conformity (d; Challenging; pp. 381-384) 177. Jerod is engaging in all of the following impression management techniques except: a. conformity. b. flattery. c. excuses. d. association. (c; Moderate; pp. 381-384) Application of Defensive Behaviors Thomas recognizes that his firm is plagued by organizational politics. He is not good at playing games and instead frequently engages in defensive behaviors in order to protect himself and protect his interests. 178. Thomas has had some success by passing the buck and stalling. The defensive behavior that he is engaged in is termed: a. avoiding action. b. avoiding blame. c. avoiding change. d. waffling. (a; Challenging; Exh. 13-6; p. 382) 179. Thomas has decided to play it safe and engage in buffing if he has to. These defensive behaviors are part of: a. avoiding change. b. avoiding action. c. avoiding blame. d. avoiding risk. (c; Moderate; Exh. 13-6; p. 382) 180. Thomas has decided that avoiding blame is his best defense. Which of the following behaviors are included in defensive behaviors termed avoiding blame? a. overconforming b. playing dumb c. scapegoating d. protecting turf (c; Moderate; Exh. 13-6; p. 382) Application of Dependency: The Key to Power Gerald knows that an understanding of dependency is central to understanding power in his organization. 181. The general dependency postulate: a. suggests that dependency is inversely proportional to the alternative sources of power. b. proposes that the greater Bs dependency on A, the greater the power A has over B. c. explains why his organization develops multiple suppliers rather than give their business to only one. d. all of the above (d; Challenging; pp. 369-370) 43

182.

Dependency is increased when the resources you control meet all of the following conditions except: a. important. b. scarce. c. novel. d. nonsubstitutable. (c; Moderate; pp. 369-370) 183. When the supply of personnel is low relative to demand, individuals can negotiate compensation and benefit packages which are far more attractive than can those in occupations where there is an abundance of candidates. This is an example of: a. the scarcity-dependency relationship. b. importance. c. the scarcity-substitutes relationship. d. alternatives. (a; Challenging; pp. 369-370) SHORT DISCUSSION QUESTIONS 184. How is power defined? (Page 366) Power is a capacity that A has to influence the behavior of B, so that B acts in accordance with As wishes. This implies a potential that need not be actualized to be effective and a dependency relationship. Power may exist but not be used. It is, therefore, a capacity or potential. One can have power but not impose it. A person can have power over you only if he/she has something you desire. 185. Contrast leadership and power. (Page 367) Power does not require goal compatibility, merely dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led. A second difference relates to the direction of influence. Leadership focuses on the downward influence on ones followers. It minimizes the importance of lateral and upward influence patterns. Power does not. Still another difference deals with research emphasis. Leadership research, for the most part, emphasizes style. It seeks answers to such questions as: How supportive should a leader be? How much decision making should be shared with followers? In contrast, the research on power has tended to encompass a broader area and focus on tactics for gaining compliance. It has gone beyond the individual as exerciser because power can be used by groups as well as by individuals to control other individuals or groups. 186. What is the general dependency postulate? (Page 366) The general dependency postulate states that the greater Bs dependency on A, the greater the power A has over B. When you possess anything that others require but that you alone control, you make them dependent upon you and, therefore, you gain power over them. Dependency, then, is inversely proportional to the alternative sources of supply. If something is plentiful, possession 44

of it will not increase your power. 187. Define power tactics. (Pages 370-371) Employees translate their power bases into specific actions with power tactics. There are seven tactical dimensions: reason, friendliness, coalition, bargaining, assertiveness, higher authority, and sanctions. 188. Why do coalitions form? (Page 373) Those out of power and seeking to be in will first try to increase their power individually. But if this proves ineffective, the alternative is to form a coalition an informal group bound together by the active pursuit of a single issue. The logic is that there is strength in numbers. 189. What is political behavior? (Page 375) Political behavior in organizations is defined as those activities that are not required as part of ones formal role in the organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization. Political behavior is outside ones specified job requirements. 190. Distinguish between legitimate political behavior and illegitimate political behavior. (Page 375) Legitimate political behavior refers to normal everyday politics complaining to your supervisor, bypassing the chain of command, forming coalitions, obstructing organizational policies or decisions through inaction or excessive adherence to rules, and developing contacts outside the organization through ones professional activities. On the other hand, there are also illegitimate political behaviors that violate the implied rules of the game. Those who pursue such extreme activities are often described as individuals who play hardball. Illegitimate activities include sabotage, whistleblowing, and symbolic protests such as wearing unorthodox dress or protest buttons, and groups of employees simultaneously calling in sick. 191. What are defensive behaviors? (Page 381) Defensive behaviors occur when people perceive politics as a threat rather than an opportunity. They respond with reactive and protective behaviors to avoid action, blame, or change. Defensive behaviors are often associated with negative feelings toward the job and work environment. In the short run, employees may find that defensiveness protects their self-interest. But in the long run, it is the only way they know how to behave. At that point, they lose the trust and support of their peers, bosses, employees, and clients. 192. Explain impression management and give an example of its use in the workplace. (Pages 381-382) The process by which individuals attempt to control the impression others form of them is called impression management. IM techniques are especially widespread in the employment interview. 45

People create an impression to be seen as more attractive than other candidates. This can help them initially get the jobs they want in an organization and, once hired, to get favorable evaluations, superior salary increases and more rapid promotions.

MEDIUM LENGTH DISCUSSION QUESTIONS 193. List and discuss the bases of formal power. (Pages 367-369) Formal power can come from the ability to coerce or reward, from formal authority, or from control of information. The coercive power base is dependent on fear. One reacts to this power out of fear of the negative results that might occur if one failed to comply. A has coercive power over B if A can dismiss, suspend, or demote B, assuming that B values his or her job. The opposite of coercive power is reward power. People comply with the wishes or directives of another because doing so produces positive benefits. Therefore, one who can distribute rewards that others view as valuable will have power over those others. These rewards can be either financial or nonfinancial. Ones structural position is called legitimate power. It represents the formal authority to control and use organizational resources. Information power comes from access to and control over information. People in an organization who have data or knowledge that others need can make those others dependent upon them. 194. List and discuss the bases of personal power. (Pages 368-369) Personal power comes from an individuals unique characteristics. Three bases of personal power are expertise, the respect and admiration of others, and charisma. Expert power is influence wielded as a result of expertise, special skill, or knowledge. Expertise has become one of the most powerful sources of influence as the world has become more technologically oriented. Referent power is based on identification with a person who has desirable resources or personal traits. If I like, respect, and admire you, you can exercise power over me because I want to please you. Charismatic power is really an extension of referent power stemming from an individuals personality and interpersonal style. Charismatic leaders get others to follow them because they can articulate attractive visions, take personal risks, demonstrate environmental and follower sensitivity, and are willing to engage in behavior that most others consider unconventional. 195. Describe three things that create resource dependency. (Pages 369-370) Dependency is increased when the resource you control is important, scarce, and nonsubstitutable. If nobody wants what youve got, its not going to create dependency. To create dependency, therefore, the thing you control must be perceived as being important. If something is plentiful, possession of it will not increase your power. A resource needs to be perceived as scarce to create dependency. The more that a resource has no viable substitutes, the more power that control over that resource provides. 196. What is sexual harassment? What is the role of power? (Pages 373-374)

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Sexual harassment is defined as any unwanted activity of a sexual nature that affects an individuals employment. The supervisor-employee dyad best characterizes an unequal power relationship, where formal power gives the supervisor the capacity to reward or coerce. Because of power inequities, sexual harassment by ones boss typically creates the greatest difficulty for those who are being harassed. Although co-workers dont have legitimate power, they can have influence and use it to sexually harass peers. Most often co-workers harass by providing or withholding information, cooperation, and support. The topic of sexual harassment is about power. Its about an individual controlling or threatening another individual. 197. What are some of the individual factors that are related to political behavior? (Pages 377-378) At the individual level, researchers have identified certain personality traits, needs, and other factors that are likely to be related to political behavior. Employees who are high self-monitors, possess an internal locus of control, and have a high need for power are more likely to engage in political behavior. An individuals investment in the organization, perceived alternatives, and expectations of success will influence the degree to which he or she will pursue illegitimate means of political action. 198. What organizational factors are related to political behavior? (Pages 378-379) Political activity is probably more a function of the organizations characteristics than of individual difference variables. When an organizations resources are declining, when the existing pattern of resources is changing, and when there is opportunity for promotions, politics is more likely to surface. In addition, cultures characterized by low trust, role ambiguity, unclear performance evaluation systems, zero-sum reward allocation practices, democratic decision making, high pressures for performance, and self-serving senior managers will create breeding grounds for politicking. COMPREHENSIVE ESSAYS 199. What power tactics can employees use to translate their power bases into specific actions? (Pages 371) Employees translate their power bases into specific actions with power tactics. There are seven tactical dimensions. Reason is the use of facts and data to make a logical or rational presentation of ideas. Friendliness is use of flattery, creation of goodwill, acting humble, and being friendly prior to making a request. Coalition is getting the support of other people in the organization to back up the request. Bargaining is the use of negotiation through the exchange of benefits or favors. Assertiveness is the use of a direct and forceful approach such as demanding compliance with requests, repeating reminders, ordering individuals to do what is asked, and pointing out that rules require compliance. Higher authority is gaining the support of higher levels in the organization to back up requests. Sanctions are the use of organizationally derived rewards and punishments such as preventing or promising a salary increase, threatening to give an unsatisfactory performance evaluation, or withholding a promotion. 200. Discuss the effectiveness of IM techniques as related to interview success. (Page 384) 47

The process by which individuals attempt to control the impression others form of them is called impression management. The evidence indicates IM behavior works. In one study, interviewers felt that those applicants for a position as a customer service representative who used IM techniques performed better in the interview, and they seemed somewhat more inclined to hire these people. It was the IM techniques alone that influenced the interviewers. It didnt seem to matter if applicants were well or poorly qualified. If they used IM techniques, they did better in the interview. Those applicants who used the controlling style were rated higher by interviewers on factors such as motivation, enthusiasm, and even technical skills and they received more job offers. Another study confirmed the value of a controlling style over a submissive one. Specifically, recent college graduates that used more self-promotion tactics got higher evaluations by interviewers and more follow-up job site visits, even after adjusting for grade point average, gender, and job type.

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