MCQs file prepared by Asif Qaisrani Lecture# 18

MGMT 623

1. In the course we discussed concept of power and try to differentiate power, influence
and authority.
2. Power is the ability to influence another person.
3. Influence is the process of affecting the thoughts, behavior, & feelings of another
person.
4. Authority is the right to influence another person. Legitimate power is known as
authority.
5. Organizations are composed of people who come together to achieve their common
goals.
6. When resources are scarce, people and groups have to compete for them.
7. In an organization, leaders have the primary responsibility to ensure that competition
for resources is free and fair.
8. Reward power is the power to give pay raises, promotions, praise, interesting projects,
and other rewards to subordinates.
9. A manager/leader can use reward power to influence and control their behavior.
10. Coercive power is the power to give or withhold punishment.
11. Punishments range from suspension to demotion, termination, unpleasant job
assignments, or even the withholding of praise and goodwill.
12. The ability to reward or punish subordinates gives supervisors great power.
13. Coercive power and reward power are actually counterparts of each other.
14. If you can give someone something of positive value or remove something of
negative value, you have reward power over that person.
15. Expert power is influence wielded as a result of expertise, special skill, or knowledge.
16. Expertise has become a powerful source of influence as the world has become more
technological.
17. People who possess expert power are promoted up the hierarchy of authority.
18. Referent power is the identification with a person who has desirable resources or
personal traits.
19. Referent power develops out of admiration of another and a desire to be like that
person.
20. Fame is one sign that a person has acquired referent power.
21. In formal groups and organizations the most frequent access power is one’s structural
position.
22. Legitimate power is the power a person receives as a result of his/her position in the
formal hierarchy.
23. Positions of authority include coercive and reward powers.
24. Legitimate power is broader than the power to coerce and reward.
25. Legitimate power confers on an individual the legitimate authority to control and use
organizational resources to accomplish organizational goals.
26. Legitimate power is the ultimate source of an individual’s power in an organization.
27. In numbers power the formal and informal power using by an individual same time.
28. Other powers are the legal power uses according to the law.
29. There are five other sources of power.
30. Connection power is the power based on good connection inside and outside the
organization.
31. By using connection power a leader can have achieve the organizational goals.
32. Information power is power stemming from access to and control over information.
33. Many managers are unwilling to share information power.
34. Group decision making power is a power in which leaders make decision in the group
and influence the group members.
35. A division or function becomes powerful when the tasks that it performs give it the
ability to control the behavior of other divisions or functions.
36. Coalition power is “out of power” and seeking to be “in” will first try to increase their
power individually.
37. If ineffective the alternative is to form a coalition.
38. Predictions about Coalition Formation.
39. First coalitions in organizations often seek to maximize their size.
40. Finally coalition formation will be influenced by the actual tasks that workers do.
41. Responses of the use of power can be divided into three different behaviors.
42. If positional power is used appropriately the response of followers will be
compliance.
43. Excessive power use can create resistance behavior.
44. Knowing the persons who matter in your sphere of influence.
45. Three ethical decision criteria are utilitarianism, rights, and justice.
46. Nearly everyone can stand adversity, but if you want to test a person’s true character,
give him power said by Abraham Lincoln.
47. Power corrupts and absolute power corrupts absolutely said by Lord Acton.
48. Management, People, Motivation, Organization, Team, Culture, Influence, Politics
are the key words.
49. Influencing is the process of affecting other’s attitudes and behavior to achieve an
objective.
50. Leadership focuses on the downward influence on their followers.
51. Power does not minimize the importance of lateral and upward influence patterns.
52. There are 7 types of influence tactics.
53. Activities to acquire, develop, and use power and other resources to obtain desired
future outcomes when there is uncertainty or disagreement about choices is called
politics.
54. Political behavior is outside one’s specified job requirements.
55. Politics encompasses efforts to influence the goals, criteria, or processes used for
decision making.
56. Politics is the art of Influencing the Allocation of Scarce Resources.
57. Politics is a fact of life in organizations.
58. Organizations are made up of individuals and groups with different values, goals, and
interests.
59. Resources in organizations are also limited.
60. The most important factor leading to politics within organizations is the realization.
61. Managerial decisions take place in the large and ambiguous middle ground of
organizational life.
62. Activities we call politicking.
63. Political tactics are Attacking or blaming others.
64. When organizations downsize to improve efficiency, people may engage in political
actions to safeguard what they have.
65. The less trust there is within the organization, the higher the level of political behavior
and the more likely it will be illegitimate.
66. Role ambiguity means that the prescribed behaviors of the employee are not clear.
67. There are fewer limits to the scope and functions of the employee’s political actions.
68. The greater the role ambiguity, the more one can engage in political activity with little
chance of it being visible.
69. Subjective criteria in the appraisal process.
70. Subjective performance criteria create ambiguity.
71. Single outcome measures encourage doing whatever is necessary to “look good.”
72. The zero-sum approach treats the reward pie.
73. The more pressure that employees feel to perform well, the more likely they are to
engage in politicking.
74. When employees see top management successfully engaging in political behavior, a
climate is created that supports politicking.
75. Managing Organizational Politics Reduce System Uncertainty.
76. Managing Organizational Politics Reduce Competition.
77. The exercise of power is an essential ingredient of organizational life.
78. Managing Political Behavior Maintain open communication.
79. Managing Political Behavior Provide a supportive organizational climate.