Organizational Behavior Arab World Edition 1st Edition Robbins Test Bank

Organizational Behavior Arab World
Edition 1st Edition Robbins Test Bank

Visit to download the full and correct content document: https://testbankdeal.com/dow
nload/organizational-behavior-arab-world-edition-1st-edition-robbins-test-bank/
Exam
Name___________________________________
MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
1) One reacts to ________ power out of fear of the negative ramifications that might result if one fails 1)
to comply.
A) coercive B) abusive C) referent D) legitimate E) punitive
Answer: A
Explanation: A)
B)
C)
D)
E)
2) Leadership focuses on the ________. 2)

A) elimination of dependency relationships
B) importance of lateral and upward influence patterns
C) downward influence of a leader on his or her followers
D) all of the above
E) none of the above
Answer: C
Explanation: A)
B)
C)
D)
E)
Jabir 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 supervisor's opinion most of the time and is always doing nice things for him. Jabir makes
sure that he associates with the "right" people and is constantly complimenting others about their good work.
3) Jabir is engaging in which of the following impression management techniques? 3)

A) conformity
B) apologizing
C) mirroring
D) groveling
E) acclaiming
Answer: A
Explanation: A)
B)
C)
D)
E)
1
4) Which of the following does not describe high self-monitors? 4)
A) They exhibit higher levels of social conformity.
B) They are more likely to be skilled in political behavior.
C) The show greater sensitivity to social cues.
D) They possess an external locus of control.
E) They believe that they can control their environment.
Answer: D
Explanation: A)
B)
C)
D)
E)
5) People who are able to negotiate higher salaries and other benefits may benefit from ________. 5)
A) the importance of their skills
B) the scarcity of individuals with their skills
C) the nonsubstitutability of their skills
D) all of the above
Answer: D
Explanation: A)
B)
C)
D)
E)
6) Which of the following is not true? 6)

A) The more an organization's culture emphasizes zero-sum reward allocations, the more
employees will be motivated to engage in politicking.
B) The greater the opportunity for promotion or advancement within a company, the more
employees will compete to positively influence outcomes.
C) The more growth stability a company demonstrates, the more likely its employees are to
engage in politicking.
D) The greater the role ambiguity within a company, the more its employees can engage in
political activity with little chance of it being visible.
E) The more pressure that employees feel to perform well, the more likely they are to engage in
politicking.
Answer: C
Explanation: A)
B)
C)
D)
E)
2
7) Which of the following statements is true concerning power? 7)
A) A person can have power over you only if he or she controls something you desire.
B) Trust and mistrust affect the expression of power.
C) In order to have power, a person must impose their control over others.
D) Power requires some congruence between the goals of the leader and those being led.
E) To be effective, power must be actualized.
Answer: A
Explanation: A)
B)
C)
D)
E)
8) Which of the following is not an example of an impression management technique? 8)

A) ingratiating
B) granting favors
C) admitting responsibility
D) capitulating
E) flattery
Answer: D
Explanation: A)
B)
C)
D)
E)
9) Which of the following is least likely to create dependency? 9)

A) power legitimacy
B) nonsubstitutability
C) importance
D) supply and demand
E) scarcity
Answer: A
Explanation: A)
B)
C)
D)
E)
10) Evidence suggests that ________ tends to be one of the most effective power tactics. 10)
A) rational persuasion
B) flattery
C) pressure or coercion
D) exchange or rewards
E) personal appeals or friendship
Answer: A
Explanation: A)
B)
C)
D)
E)
3
11) The power tactic of using flattery and creating goodwill before making a request is known as 11)
________.
A) affective appeal
B) inspirational appeal
C) motivational appeal
D) ingratiation
E) exchange
Answer: D
Explanation: A)
B)
C)
D)
E)
12) The process by which individuals attempt to control the perceptions that others form of them is 12)
called ________.
A) defensive behavior
B) perception management
C) impression management
D) reflection control
E) information management
Answer: C
Explanation: A)
B)
C)
D)
E)
13) Which of the following tactics involves involving an individual in the decision-making process? 13)
A) exchange
B) ingratiation
C) consultation
D) pressure
E) inspirational appeals
Answer: E
Explanation: A)
B)
C)
D)
E)
4
14) Legitimate power is based on ________. 14)
A) respect and admiration
B) expert knowledge
C) structural position
D) interpersonal trust
E) positive rewards
Answer: C
Explanation: A)
B)
C)
D)
E)
Your colleagues at work are constantly talking about the vice president in your region. He is perceived 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.
15) The one base of power which the vice president does not seem to have is ________. 15)
A) legitimate
B) referent
C) formal
D) reward
Answer: B
Explanation: A)
B)
C)
D)
E)
16) Power does not require goal compatibility, merely ________. 16)
A) dependence
B) understanding
C) confidence
D) reliance
E) communication
Answer: A
Explanation: A)
B)
C)
D)
E)
5
17) You know that the vice president has the authority to accept or reject your report. This is part of his 17)
________ power.
A) personal B) reward C) coercive D) legitimate E) expert
Answer: D
Explanation: A)
B)
C)
D)
E)
18) Jabir is engaging in all of the following impression management techniques except ________. 18)
A) mirroring
B) association
C) favors.
D) flattery
E) conformity
Answer: A
Explanation: A)
B)
C)
D)
E)
19) Which of the following is most likely to help Jabir earn higher performance evaluations? 19)
A) excuses
B) ingratiation
C) apologies
D) self-promotion
E) buffing
Answer: B
Explanation: A)
B)
C)
D)
E)
6
20) Reactive and protective behaviors designed to avoid action, blame, or change are termed ________. 20)
A) defensive behaviors
B) shielding bias
C) protectionism
D) impression management
E) political behaviors
Answer: A
Explanation: A)
B)
C)
D)
E)
Isra and Karima are faculty members at a local college who feel very differently about their academic dean. Isra 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
transfers blame and who is scheming and arrogant. Karima believes that the dean is an effective manager.
21) Karima's label for what Isra describes as "transferring blame" might be ________. 21)
A) facilitating cooperation
B) showing responsibility
C) demonstrating conscientiousness
D) delegating authority
E) encouraging dependency
Answer: D
Explanation: A)
B)
C)
D)
E)
22) Which of the following types of power requires acceptance of the leader's authority by members of 22)
the organization?
A) legitimate
B) balanced
C) organizational
D) positional
E) personal
Answer: A
Explanation: A)
B)
C)
D)
E)
7
23) The power that the College Dean has been granted by the University over the faculty is termed 23)
________ power.
A) legitimate
B) balanced
C) positional
D) academic
E) organizational
Answer: A
Explanation: A)
B)
C)
D)
E)
Shakil 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 his interests. Shakil is frustrated because he believes that he
has little control over his environment, and his environment is uncomfortable to him. He has had some success at
establishing a sense of control for himself by appearing to be more or less supportive publicly while doing little or nothing
privately.
24) Shakil's rigorous documentation allows him to accomplish which of the following? 24)
A) avoiding responsibility
B) avoiding action
C) avoiding power
D) avoiding change
E) avoiding blame
Answer: E
Explanation: A)
B)
C)
D)
E)
25) Shakil has decided that in general, his best defense is to focus on behaviors that enable him to avoid 25)
blame. Which of the following behaviors is he most likely to engage in?
A) protecting turf
B) overconforming
C) playing dumb
D) scapegoating
E) stalling
Answer: D
Explanation: A)
B)
C)
D)
E)
8
26) The defensive behavior that he is engaged in falls under the category of ________. 26)
A) avoiding blame
B) avoiding change
C) avoiding action
D) avoiding power
E) avoiding responsibility
Answer: C
Explanation: A)
B)
C)
D)
E)
27) ________ power is generally related to an individual's unique characteristics. 27)

A) Idiosyncratic
B) Expert
C) Legitimate
D) Reward
E) Personal
Answer: E
Explanation: A)
B)
C)
D)
E)
28) Most organizations develop multiple suppliers rather than give their business to only one in order 28)
to ________.
A) reduce dependency
B) develop interdependence
C) maximize power
D) increase knowledge and information
E) avoid uncertainty
Answer: A
Explanation: A)
B)
C)
D)
E)
9
Mariam's supervisor embarrasses her by constantly telling sexual jokes and by making sexual comments. Mariam was
shocked when she observed that he had sexually explicit material on his computer screen during working hours. Although
the supervisor has never directly approached Mariam in a physical way, she feels threatened and is so uncomfortable that it
is difficult for her to do her job.
29) The CEO of Mariam's company overhears an inappropriate remark made by Mariam's supervisor. 29)
He decides to implement measures to protect the company and its employees from sexual
harassment. He should implement all of the following except ________.
A) establish a clear company policy that defines what constitutes sexual harassment
B) establish company procedures for how sexual harassment complaints can be made
C) investigate only those sexual harassment complaints that appear to be most legitimate
D) ensure employees that they will not be retaliated against if they issue a complaint
E) inform employees that they can be fired for harassing other employees
Answer: C
Explanation: A)
B)
C)
D)
E)
30) Political behaviors usually ________. 30)

A) are seen only in large organizations
B) are expect as part of each job requirement
C) are counterproductive to individual goals
D) lie outside of an individual's specified job requirements
E) are frowned upon by organizational leaders
Answer: D
Explanation: A)
B)
C)
D)
E)
privately.
31) Which of the following behaviors is Shakil engaged in? 31)

A) stalling
B) stretching
C) playing dumb
D) buck passing
E) overconforming
Answer: A
Explanation: A)
B)
C)
D)
E)
10
32) Which of the following is not considered to be a power tactic? 32)
A) consultation
B) rational persuasion
C) substitution
D) enforcing legitimacy
E) ingratiation
Answer: C
Explanation: A)
B)
C)
D)
E)
33) Harun comes to you with a request for funds for a project. He reminds you that company policy 33)
supports his position. He is using the tactic of ________.
A) rational persuasion
B) coalitions
C) consultation
D) legitimacy
E) pressure
Answer: D
Explanation: A)
B)
C)
D)
E)
34) The opposite of coercive power is ________ power. 34)

A) legitimate
B) reward
C) charismatic
D) resourcive
E) referent
Answer: B
Explanation: A)
B)
C)
D)
E)
35) Dependency is inversely proportional to ________. 35)

A) the type of informational analysis conducted in a situation
B) the level of an individual's personal power
C) a leader's influence over policy decisions
D) the number of alternative sources of a particular resource
E) the financial resources required to solve a problem
Answer: D
Explanation: A)
B)
C)
D)
E)
11
36) Which of the following is a form of illegitimate political behavior? 36)
A) complaining to supervisors
B) forming coalitions
C) symbolic protests
D) bypassing the chain of command
E) excessive adherence to rules
Answer: C
Explanation: A)
B)
C)
D)
E)
37) Vivian has not been handling one portion of her duties in a satisfactory manner. As a result, her 37)
manager threatens to withhold her promotion. Which power tactic is being used?
A) ingratiation
B) personal appeals
C) exchange
D) inspirational appeals
E) pressure
Answer: E
Explanation: A)
B)
C)
D)
E)
38) An individual most likely to engage in political behavior would have all of the following except 38)
a/an ________.
A) high need for power
B) internal locus of control
C) high ability to self monitor
D) high charisma rating
E) high Machiavellian personality
Answer: D
Explanation: A)
B)
C)
D)
E)
12
39) Now that the CEO of Mariam's company is aware of the supervisor's propensity for inappropriate 39)
behaviors, which of the following is most likely to be true in the case of a sexual harassment lawsuit
against the supervisor?
A) The supervisor can escape liability by claiming he was also being harassed.
B) The company can be held liable, but not the supervisor.
C) The supervisor can escape liability by claiming he was unaware of the harassment.
D) Both the supervisor and the company can be held liable.
E) The supervisor can be held liable, but not the company.
Answer: D
Explanation: A)
B)
C)
D)
E)
40) Personal power is generally perceived as a result of all the following except ________. 40)
A) charisma
B) expertise
C) skill
D) admiration
E) persuasiveness
Answer: E
Explanation: A)
B)
C)
D)
E)
41) Power can be defined as ________. 41)

A) downward influence on one's followers
B) upward influence on one's leaders
C) the ability to influence the behavior of others
D) congruence between the goals of the leader and those being led
E) the actualization of the dependency of others
Answer: C
Explanation: A)
B)
C)
D)
E)
13
42) Mariam's supervisor is guilty of ________. 42)

A) sexual harassment
B) creating a hostile work environment
C) abusing his power
D) all of the above
Answer: D
Explanation: A)
B)
C)
D)
E)
43) Ismat approaches his supervisor with data and a logical presentation supporting his request for 43)
additional personnel. He is using ________.
A) informational power
B) consultation
C) legitimacy
D) exchange
E) rational persuasion
Answer: E
Explanation: A)
B)
C)
D)
E)
44) Which of the following is not an individual factor related to political behavior? 44)
A) organizational investment
B) level of self-monitoring
C) expectations of success
D) perceived job alternatives
E) zero-sum reward practices
Answer: E
Explanation: A)
B)
C)
D)
E)
14
45) Studies show that this situation is probably more about ________ than about sex. 45)
A) attitudes
B) politics
C) power
D) impressions
E) coercion
Answer: C
Explanation: A)
B)
C)
D)
E)
46) Jabir is attempting to use ________. 46)

A) impression management
B) defensive behavior
C) interdependence
D) politics
E) his power base
Answer: A
Explanation: A)
B)
C)
D)
E)
47) The most important aspect of power is probably that it ________. 47)
A) is a function of dependency
B) is counterproductive
C) involves control
D) is needed to get things done in an organization
E) tends to corrupt people
Answer: A
Explanation: A)
B)
C)
D)
E)
15
48) Individuals who develop explanations to lessen their responsibility for negative outcomes are 48)
demonstrating which of the following defensive behaviors?
A) justifying
B) prevention
C) buffing
D) stretching
E) misrepresenting
Answer: C
Explanation: A)
B)
C)
D)
E)
49) Formal power can arise out of which of the following? 49)
A) control of information
B) formal authority
C) the ability to coerce or reward
D) all of the above
Answer: D
Explanation: A)
B)
C)
D)
E)
50) Which one of the following is not implied in the definition of power? 50)
A) potential
B) actualization
C) dependency
D) capacity
E) influence
Answer: B
Explanation: A)
B)
C)
D)
E)
16
51) ________ occurs when people within organizations use whatever influence they can to taint the 51)
facts to support their goals and interests.
A) Illegitimate political behavior
B) Legitimate political behavior
C) Camouflage
D) Politicking
E) Sabotage
Answer: D
Explanation: A)
B)
C)
D)
E)
52) Your doctor has advised you to take a series of medications. You comply because of her ________ 52)
power.
A) personal
B) referent
C) expert
D) information
E) formal
Answer: C
Explanation: A)
B)
C)
D)
E)
53) Power tactics can be defined as ________. 53)

A) organizational structural characteristics
B) approaches for winning arguments
C) strategies for gathering and maintain support
D) techniques for translating power bases into specific action
E) the only legitimate sources of power
Answer: D
Explanation: A)
B)
C)
D)
E)
17
54) ________ power is based on an individual's position in an organization. 54)
A) Influential
B) Informal
C) Leadership
D) Formal
E) Static
Answer: D
Explanation: A)
B)
C)
D)
E)
55) The vice president's major base of power seems to be ________. 55)
A) personal B) reward C) referent D) expert E) coercive
Answer: E
Explanation: A)
B)
C)
D)
E)
56) Leaders achieve goals, and power is ________. 56)

A) a goal in and of itself
B) defined by leaders' hopes and aspirations
C) usually used by poor leaders
D) a strong influence on leaders' goals
E) a means of achieving goals
Answer: E
Explanation: A)
B)
C)
D)
E)
57) When your superior offers you a raise if you will perform additional work beyond the 57)
requirements of your job, he/she is exercising ________ power.
A) reward B) personal C) reflective D) coercive E) legitimate
Answer: A
Explanation: A)
B)
C)
D)
E)
18
58) Most political activities in organizations would be described as ________ political behaviors. 58)
A) legitimate
B) effective
C) professional
D) functional
E) illegitimate
Answer: A
Explanation: A)
B)
C)
D)
E)
59) When a bank robber points a gun at a bank employee, his base of power is ________. 59)
A) punitive
B) fractional
C) authoritative
D) coercive
E) positional
Answer: D
Explanation: A)
B)
C)
D)
E)
60) The most likely reason for the success of this vice president in your organization is that his 60)
subordinates ________.
A) find his leadership style inspiring
B) fear negative sanctions if they fail to comply
C) strive to emulate him
D) strive to make themselves indispensable to him
E) are envious of his success
Answer: B
Explanation: A)
B)
C)
D)
E)
19
61) Leadership research emphasizes ________. 61)
A) power
B) persuasion
C) style
D) commitment
E) communication
Answer: C
Explanation: A)
B)
C)
D)
E)
62) "I've got two tickets to the game tonight that I can't use. Take them. Consider it a thank you for 62)
taking the time to talk with me." This is an example of which impression management behavior?
A) favors
B) self-promotion
C) conformity
D) association
E) flattery
Answer: A
Explanation: A)
B)
C)
D)
E)
63) What is one basic problem in this situation? 63)

A) There is an unequal power relationship between Mariam and her supervisor.
B) Mariam's clothes are probably too suggestive.
C) Mariam's perception is probably very different from her supervisor's.
D) It's not clearly sexual harassment since he has not physically approached her.
E) It is very ambiguous as to who is at fault.
Answer: A
Explanation: A)
B)
C)
D)
E)
20
64) Karima sees the dean as always paying careful attention to detail. Isra would most likely describe 64)
the dean instead as ________.
A) ambitious
B) overachieving
C) cunning
D) a perfectionist
E) opportunistic
Answer: D
Explanation: A)
B)
C)
D)
E)
65) Dependency is decreased when the resource you control is ________. 65)
A) insufficient
B) static
C) scarce
D) easily replaced
E) important
Answer: D
Explanation: A)
B)
C)
D)
E)
66) Some individuals promote their image by describing others with whom they are associated in a 66)
positive light. These individuals are using the impression management technique of ________.
A) flattery
B) conformity
C) self-promotion
D) association
E) attribution denial
Answer: D
Explanation: A)
B)
C)
D)
E)
21
67) Karima's effective management label for Isra's phrase "scheming" is probably ________. 67)
A) establishing expertise
B) displaying charisma
C) planning ahead
D) fixing responsibility
E) distributing rewards
Answer: C
Explanation: A)
B)
C)
D)
E)
68) The two general groupings of power are ________. 68)

A) informational and personal
B) formal and informal
C) informal and legitimate
D) static and fluid
E) personal and formal
Answer: E
Explanation: A)
B)
C)
D)
E)
69) Behaviors that Isra views as "arrogant" are probably viewed by Karima as ________. 69)
A) responsible
B) astute
C) practical-minded
D) confident
E) competent
Answer: D
Explanation: A)
B)
C)
D)
E)
22
privately.
70) If Shakil wishes to avoid change at work, he will most likely ________. 70)
A) build coalitions
B) divide alliances
C) share resources
D) overachieve
E) guard information
Answer: E
Explanation: A)
B)
C)
D)
E)
71) ________ power is based on identification with a person who has desirable resources or personal 71)
traits.
A) Associational
B) Source
C) Referent
D) Legitimate
E) Personal
Answer: C
Explanation: A)
B)
C)
D)
E)
72) Activities that influence the distribution of advantages and disadvantages within an organization 72)
are known as ________.
A) influential power moves
B) interactive initiatives
C) sexual harassment
D) political behaviors
E) human resources
Answer: D
Explanation: A)
B)
C)
D)
E)
23
73) Unlike leadership research, research on power tends to focus on ________. 73)
A) the administration of rewards
B) individual styles in using power
C) the effective use of threats
D) strategies for goal attainment
E) tactics for gaining compliance
Answer: E
Explanation: A)
B)
C)
D)
E)
74) Most studies confirm that the concept of ________ is central to understanding sexual harassment. 74)
A) unethical behavior
B) abuse
C) reasonableness
D) love
E) power
Answer: E
Explanation: A)
B)
C)
D)
E)
75) An individual could be subjected to sexual harassment perpetrated by ________. 75)

A) a supervisor
B) a coworker
C) a subordinate
D) all of the above
Answer: D
Explanation: A)
B)
C)
D)
E)
76) Leadership requires ________. 76)

A) a dependency of the leader on those being led
B) followers to share behavioral traits with their leaders
C) a dependency of those being led on the leader
D) strong two-way communication between the leader and those being led
E) some compatibility between the goals of the leader and those being led
Answer: E
Explanation: A)
B)
C)
D)
E)
24
77) Celebrities are paid millions of dollars to endorse products in commercials because the advertisers 77)
believe the celebrities have ________ power.
A) expert B) star C) legitimate D) personal E) referent
Answer: E
Explanation: A)
B)
C)
D)
E)
privately.
78) Shakil also attempts to project an image of competence and thoroughness by rigorously 78)
documenting all of his activity. This defensive behavior is termed ________.
A) misrepresenting
B) playing safe
C) scapegoating
D) buffing
E) justifying
Answer: D
Explanation: A)
B)
C)
D)
E)
TRUE/FALSE. Write 'T' if the statement is true and 'F' if the statement is false.
79) Power is a function of dependency. 79)

Answer: True False
Explanation:
80) Personal appeal is a power tactic based on flattery. 80)

Answer: True False
Explanation:
81) The organizational culture in which a manager works will have an insignificant bearing on 81)
defining which power tactics are considered appropriate.
Answer: True False
Explanation:
82) The effect of scarcity on dependency can be observed in the supply/demand relationships that exist 82)
regarding personnel within various industries.
Answer: True False
Explanation:
25
83) If A can assign B work activities that B finds unpleasant, or treat B in a manner that B finds 83)
embarrassing, A possesses referent power over B.
Answer: True False
Explanation:
84) As the world has become more technologically oriented, expertise has declined as a source of 84)
influence due to the increased availability of information.
Answer: True False
Explanation:
85) High self-monitors are good at reading situations and molding their appearances and behavior. 85)
Answer: True False
Explanation:
86) The more dependent person A is on person B, the more power person A wields in the relationship. 86)
Answer: True False
Explanation:
87) An understanding of interdependence is central to understanding power. 87)

Answer: True False
Explanation:
88) Power is an action, not a potential. 88)

Answer: True False
Explanation:
89) In universities where there are strong pressures for the faculty to publish, a department head's 89)
power over a faculty member is inversely related to the faculty member's publication record.
Answer: True False
Explanation:
90) Politicking is fostered within organizations that emphasize a zero-sum approach to the allocation of 90)
rewards.
Answer: True False
Explanation:
91) Rational persuasion is the only power tactic that is effective across all organizational levels. 91)
Answer: True False
Explanation:
92) Having a formal position in an organization is a prerequisite to have power. 92)

Answer: True False
Explanation:
93) For reward power to be effective, the rewards involved must be financial. 93)
Answer: True False
Explanation:
26
94) When employees in organizations convert their power into action, we describe them as being 94)
engaged in politics.
Answer: True False
Explanation:
95) When people perceive politics as an opportunity, they respond with defensive behaviors. 95)
Answer: True False
Explanation:
96) Political activity is generally more influenced by an organization's characteristics than by 96)
individual differences.
Answer: True False
Explanation:
97) Evidence demonstrates that impression management techniques are rarely successful. 97)
Answer: True False
Explanation:
98) Power focuses on downward influence patterns. 98)

Answer: True False
Explanation:
99) Referent power is based on identification with a person who is famous and wealthy. 99)
Answer: True False
Explanation:
100) Individuals use association and conformity to manipulate the impressions that others hold of them. 100)
Answer: True False
Explanation:
101) Sexual harassment is frequently concerned with power dynamics between individuals. 101)
Answer: True False
Explanation:
102) Because of the coalition factor, the expert power of an individual within an organization is 102)
strengthened when another individual with the same job-related knowledge and skills is hired by
the organization.
Answer: True False
Explanation:
103) Research has produced clear guidelines for differentiating ethical from unethical politicking. 103)
Answer: True False
Explanation:
104) If no mention is made of a sexual act, sexual harassment has not occurred. 104)
Answer: True False
Explanation:
27
105) Unlike power, leadership requires a significant degree of goal compatibility. 105)
Answer: True False
Explanation:
106) Sexual harassment problems today are likely to surface around more subtle forms of harassment. 106)
Answer: True False
Explanation:
107) By definition, all political behavior is considered an illegitimate activity. 107)

Answer: True False
Explanation:
108) The defensive behavior known as "playing it safe" can also be described as "covering your rear." 108)
Answer: True False
Explanation:
109) A bully's power can be understood as coercive power. 109)

Answer: True False
Explanation:
110) Formal power is a measure of an individual's ability to control organizational resources. 110)
Answer: True False
Explanation:
111) People in different countries tend to prefer different power tactics. 111)
Answer: True False
Explanation:
112) Reactive behaviors to avoid action, blame, or change are called impression management. 112)
Answer: True False
Explanation:
113) Politicking is most likely to be used when decisions are made in a climate of certainty. 113)
Answer: True False
Explanation:
114) Because of the power inequity present in a subordinate-supervisor relationship, it is not possible 114)
for a subordinate to sexually harass his/her supervisor.
Answer: True False
Explanation:
115) Objective performance appraisal criteria tend to encourage politicking. 115)

Answer: True False
Explanation:
116) Legitimate political behavior refers to actions that are specified in one's formal job description. 116)
Answer: True False
Explanation:
28
117) Political behavior encompasses efforts to influence organizational decision-making. 117)
Answer: True False
Explanation:
118) Employees of companies in politically stable countries generally demonstrate greater tolerance for 118)
political processes in the workplace.
Answer: True False
Explanation:
119) Reward power rests on the allocation of things others view as valuable. 119)
Answer: True False
Explanation:
120) Pressure is effective as a power tactic when individuals attempt to influence their superiors. 120)
Answer: True False
Explanation:
121) To create dependency, the thing you control must be perceived as being extraneous. 121)
Answer: True False
Explanation:
ESSAY. Write your answer in the space provided or on a separate sheet of paper.
122) Define the power tactic of ingratiation and provide an example of its use.
Answer: Ingratiation involves using flattery, praise, or friendly behavior prior to making a request. Individuals
often use ingratiation in interviews to compliment an interviewer and find areas of agreement.
123) List and discuss the bases of formal power.

Answer: Formal power can come from the ability to coerce or reward, from formal authority, or from control of
information.
a) 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.
b) 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.
c) One's structural position is called legitimate power. It represents the formal authority to control and
use organizational resources.
d) 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.
29
124) List and discuss the bases of personal power.
Answer: Personal power comes from an individual's unique characteristics. Three bases of personal power are
expertise, the respect and admiration of others, and charisma.
a) 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.
b) 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.
c) Charismatic power is really an extension of referent power stemming from an individual's 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.
125) How is power defined?

Answer: Power is a capacity that A has to influence the behavior of B, so that B acts in accordance with A's 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 a capacity or potential. A person may have power over you if he/she
controls something you want.
126) Distinguish between legitimate political behavior and illegitimate political behavior.
Answer: 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 one's 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.
30
127) Describe the reality of politics in organizations.
Answer: Politics is a fact of life in organizations. Organizations are made up of individuals and groups with
different values, goals, and interests. This sets up the potential for conflict over resources. Departmental
budgets, space allocations, project responsibilities, and salary adjustments are just a few examples of the
resources about whose allocation organizational members will disagree.
Resources in organizations are also limited, which often turns potential conflict into real conflict. If
resources were abundant, then all the various constituencies within the organization could satisfy their
goals. But because they are limited, not everyone's interests can be provided for. Whether true or not,
gains by one individual or group are often perceived as being at the expense of others within the
organization. These forces create a competition among members for the organization's limited resources.
Maybe the most important factor leading to politics within organizations is the realization that most of
the "facts" that are used to allocate the limited resources are open to interpretation. What, for instance, is
good performance? What's an adequate improvement? What constitutes an unsatisfactory job? One
person's view that an act is a "selfless effort to benefit the organization" is seen by another as a "blatant
attempt to further one's interest."
Finally, because most decisions have to be made in a climate of ambiguity–where facts are rarely fully
objective, and thus are open to interpretation–people within organizations will use whatever influence
they can to taint the facts to support their goals and interests. That, of course, creates the activities we call
politicking.
Therefore, to answer the earlier question of whether it is possible for an organization to be politics-free, we
can say: "Yes," if all members of that organization hold the same goals and interests, if organizational
resources are not scarce, and if performance outcomes are completely clear and objective. But that doesn't
describe the organizational world that most of us live in.
128) What are defensive behaviors?

Answer: 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.
129) What are some of the individual factors related to political behavior?
Answer: 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
individual's 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.
130) Explain impression management and give an example of its use in the workplace.
Answer: 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. 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.
31
131) Contrast leadership and power.
Answer: 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 one's 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? The research on power encompasses a broader area and focus on tactics for gaining
compliance. Power can be used by groups as well as by individuals to control other individuals or
groups.
132) What organizational factors are related to political behavior?

Answer: Political activity is probably more a function of the organization's characteristics than of individual
difference variables. When an organization's 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.
133) Describe impression management (IM) techniques and describe their effectiveness on interview success.
Answer: 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 didn't seem to matter if applicants were well or
poorly qualified. If they used IM techniques, they did better in the interview.
Research indicates that some IM techniques work better than others in the interview. Researchers have
compared applicants who used IM techniques that focused on promoting one's accomplishments (called
self-promotion) to applicants who used techniques that focused on complimenting the interviewer and
finding areas of agreement (referred to as ingratiation). In general, applicants appear to use
self-promotion more than ingratiation. What's more, self-promotion tactics may be more important to
interviewing success. Applicants who work to create an appearance of competence by enhancing their
accomplishments, taking credit for successes, and explaining away failures do better in interviews. These
effects reach beyond the interview: Applicants who use more self-promotion tactics also seem to get more
follow-up job-site visits, even after adjusting for grade-point average, gender, and job type. Ingratiation
also works well in interviews, meaning that applicants who compliment the interviewer, agree with his
or her opinions, and emphasize areas of fit do better than those who don't.
134) List and explain the three questions that can help determine if a political action is ethical.
Answer: a) The first question you need to answer addresses self-interest versus organizational goals. Ethical
actions are consistent with the organization's goals.
b) The second question concerns the rights of other parties.
c) The final question that needs to be addressed relates to whether the political activity conforms to
standards of equity and justice.
32
135) What power tactics can employees use to translate their power bases into specific actions and how does each
one work?
Answer: Research has identified nine distinct tactics of political influence.
a) Legitimacy involves relying on one's authority position or stressing that a request is in accordance with
organizational policies or rules.
b) Rational persuasion involves presenting logical arguments and factual evidence to demonstrate that a
request is reasonable.
c) Inspirational appeals involve developing emotional commitment by appealing to a target's values, needs,
hopes, and aspirations.
d) Consultation involves increasing a target's motivation and support by involving him or her in deciding
how a plan or change will be implemented.
e) Exchange involves rewarding targets with benefits or favors in exchange for following a request.
f) Personal appeals involve asking for compliance based on friendship or loyalty.
g) Ingratiation involves using flattery, praise, or friendly behavior prior to making a request.
h) Pressure involves using warnings, repeated demands, and threats.
i) Finally, coalitions involve enlisting the aid of other people to persuade a target or using the support of
others as a reason for the target to agree.
136) What is sexual harassment? Define the role of power in cases of sexual harassment.
Answer: Sexual harassment is defined as any unwanted activity of a sexual nature that affects an individual's
employment. The supervisor-employee relationship 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 one's boss typically creates the greatest difficulty for those who are being harassed.
Although coworkers don't have legitimate power, they can have influence and use it to sexually harass
peers. Most often coworkers harass by providing or withholding information, cooperation, and support.
Sexual harassment is about power. It's about an individual controlling or threatening another individual.
137) What is political behavior?

Answer: Political behavior in organizations is defined as those activities that are not required as part of one's
formal role in the organization, but that influence, or attempt to influence, the distribution of advantages
and disadvantages within the organization.
33
Answer Key
Testname: C11
1) A
2) C
3) A
4) D
5) D
6) C
7) A
8) D
9) A
10) A
11) D
12) C
13) E
14) C
15) B
16) A
17) D
18) A
19) B
20) A
21) D
22) A
23) A
24) E
25) D
26) C
27) E
28) A
29) C
30) D
31) A
32) C
33) D
34) B
35) D
36) C
37) E
38) D
39) D
40) E
41) C
42) D
43) E
44) E
45) C
46) A
47) A
48) C
49) D
50) B
34
Answer Key
Testname: C11
51) D
52) C
53) D
54) D
55) E
56) E
57) A
58) A
59) D
60) B
61) C
62) A
63) A
64) D
65) D
66) D
67) C
68) E
69) D
70) E
71) C
72) D
73) E
74) E
75) D
76) E
77) E
78) D
79) TRUE
80) FALSE
81) FALSE
82) TRUE
83) FALSE
84) FALSE
85) TRUE
86) FALSE
87) FALSE
88) FALSE
89) TRUE
90) FALSE
91) TRUE
92) FALSE
93) FALSE
94) TRUE
95) FALSE
96) TRUE
97) FALSE
98) FALSE
99) FALSE
100) TRUE
35
Answer Key
Testname: C11
101) TRUE
102) FALSE
103) FALSE
104) FALSE
105) TRUE
106) TRUE
107) FALSE
108) FALSE
109) TRUE
110) FALSE
111) TRUE
112) FALSE
113) FALSE
114) FALSE
115) FALSE
116) FALSE
117) TRUE
118) FALSE
119) TRUE
120) FALSE
121) FALSE
122) Ingratiation involves using flattery, praise, or friendly behavior prior to making a request. Individuals often use
ingratiation in interviews to compliment an interviewer and find areas of agreement.
123) Formal power can come from the ability to coerce or reward, from formal authority, or from control of information.
a) 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.
b) 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.
c) One's structural position is called legitimate power. It represents the formal authority to control and use
organizational resources.
d) 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.
124) Personal power comes from an individual's unique characteristics. Three bases of personal power are expertise, the
respect and admiration of others, and charisma.
a) 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.
b) 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.
c) Charismatic power is really an extension of referent power stemming from an individual's 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.
125) Power is a capacity that A has to influence the behavior of B, so that B acts in accordance with A's 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 a capacity or potential. A person may have power over you if he/she controls something you want.
36
Answer Key
Testname: C11
126) 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 one's 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.
127) Politics is a fact of life in organizations. Organizations are made up of individuals and groups with different values,
goals, and interests. This sets up the potential for conflict over resources. Departmental budgets, space allocations,
project responsibilities, and salary adjustments are just a few examples of the resources about whose allocation
organizational members will disagree.
Resources in organizations are also limited, which often turns potential conflict into real conflict. If resources were
abundant, then all the various constituencies within the organization could satisfy their goals. But because they are
limited, not everyone's interests can be provided for. Whether true or not, gains by one individual or group are often
perceived as being at the expense of others within the organization. These forces create a competition among members
for the organization's limited resources.
Maybe the most important factor leading to politics within organizations is the realization that most of the "facts" that
are used to allocate the limited resources are open to interpretation. What, for instance, is good performance? What's
an adequate improvement? What constitutes an unsatisfactory job? One person's view that an act is a "selfless effort to
benefit the organization" is seen by another as a "blatant attempt to further one's interest."
Finally, because most decisions have to be made in a climate of ambiguity–where facts are rarely fully objective, and
thus are open to interpretation–people within organizations will use whatever influence they can to taint the facts to
support their goals and interests. That, of course, creates the activities we call politicking.
Therefore, to answer the earlier question of whether it is possible for an organization to be politics-free, we can say:
"Yes," if all members of that organization hold the same goals and interests, if organizational resources are not scarce,
and if performance outcomes are completely clear and objective. But that doesn't describe the organizational world
that most of us live in.
128) 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.
129) 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 individual's 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.
130) 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. 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.
131) 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 one's 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? The research on power encompasses a broader area
and focus on tactics for gaining compliance. Power can be used by groups as well as by individuals to control other
individuals or groups.
37
Answer Key
Testname: C11
132) Political activity is probably more a function of the organization's characteristics than of individual difference
variables. When an organization's 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.
133) 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 didn't seem to matter if applicants were well or poorly qualified. If they used IM techniques, they did better in the
interview.
Research indicates that some IM techniques work better than others in the interview. Researchers have compared
applicants who used IM techniques that focused on promoting one's accomplishments (called self-promotion) to
applicants who used techniques that focused on complimenting the interviewer and finding areas of agreement
(referred to as ingratiation). In general, applicants appear to use self-promotion more than ingratiation. What's more,
self-promotion tactics may be more important to interviewing success. Applicants who work to create an appearance
of competence by enhancing their accomplishments, taking credit for successes, and explaining away failures do better
in interviews. These effects reach beyond the interview: Applicants who use more self-promotion tactics also seem to
get more follow-up job-site visits, even after adjusting for grade-point average, gender, and job type. Ingratiation also
works well in interviews, meaning that applicants who compliment the interviewer, agree with his or her opinions,
and emphasize areas of fit do better than those who don't.
134) a) The first question you need to answer addresses self-interest versus organizational goals. Ethical actions are
consistent with the organization's goals.
b) The second question concerns the rights of other parties.
c) The final question that needs to be addressed relates to whether the political activity conforms to standards of equity
and justice.
135) Research has identified nine distinct tactics of political influence.
a) Legitimacy involves relying on one's authority position or stressing that a request is in accordance with
organizational policies or rules.
b) Rational persuasion involves presenting logical arguments and factual evidence to demonstrate that a request is
reasonable.
c) Inspirational appeals involve developing emotional commitment by appealing to a target's values, needs, hopes, and
aspirations.
d) Consultation involves increasing a target's motivation and support by involving him or her in deciding how a plan
or change will be implemented.
e) Exchange involves rewarding targets with benefits or favors in exchange for following a request.
f) Personal appeals involve asking for compliance based on friendship or loyalty.
g) Ingratiation involves using flattery, praise, or friendly behavior prior to making a request.
h) Pressure involves using warnings, repeated demands, and threats.
i) Finally, coalitions involve enlisting the aid of other people to persuade a target or using the support of others as a
reason for the target to agree.
136) Sexual harassment is defined as any unwanted activity of a sexual nature that affects an individual's employment. The
supervisor-employee relationship 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 one's boss typically
creates the greatest difficulty for those who are being harassed. Although coworkers don't have legitimate power, they
can have influence and use it to sexually harass peers. Most often coworkers harass by providing or withholding
information, cooperation, and support. Sexual harassment is about power. It's about an individual controlling or
threatening another individual.
38
Answer Key
Testname: C11
137) Political behavior in organizations is defined as those activities that are not required as part of one's formal role in the
organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the
organization.
39

Organizational Behavior Arab World Edition 1st Edition Robbins Test Bank

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Organizational Behavior Arab World Edition 1st Edition Robbins Test Bank

Uploaded by

Copyright:

Available Formats

Organizational Behavior Arab World

Edition 1st Edition Robbins Test Bank

2) Leadership focuses on the ________. 2)

3) Jabir is engaging in which of the following impression management techniques? 3)

6) Which of the following is not true? 6)

8) Which of the following is not an example of an impression management technique? 8)

9) Which of the following is least likely to create dependency? 9)

27) ________ power is generally related to an individual's unique characteristics. 27)

30) Political behaviors usually ________. 30)

31) Which of the following behaviors is Shakil engaged in? 31)

34) The opposite of coercive power is ________ power. 34)

35) Dependency is inversely proportional to ________. 35)

41) Power can be defined as ________. 41)

42) Mariam's supervisor is guilty of ________. 42)

46) Jabir is attempting to use ________. 46)

53) Power tactics can be defined as ________. 53)

56) Leaders achieve goals, and power is ________. 56)

63) What is one basic problem in this situation? 63)

68) The two general groupings of power are ________. 68)

75) An individual could be subjected to sexual harassment perpetrated by ________. 75)

76) Leadership requires ________. 76)

79) Power is a function of dependency. 79)

80) Personal appeal is a power tactic based on flattery. 80)

87) An understanding of interdependence is central to understanding power. 87)

88) Power is an action, not a potential. 88)

92) Having a formal position in an organization is a prerequisite to have power. 92)

98) Power focuses on downward influence patterns. 98)

107) By definition, all political behavior is considered an illegitimate activity. 107)

109) A bully's power can be understood as coercive power. 109)

115) Objective performance appraisal criteria tend to encourage politicking. 115)

123) List and discuss the bases of formal power.

125) How is power defined?

128) What are defensive behaviors?

132) What organizational factors are related to political behavior?

137) What is political behavior?

You might also like