True / False
1. Position power is power is derived from top management, and it is delegated down the chain of command.
a.
True
b.
False
2. Personal power is derived from the follower, based on the leader’s behavior.
a.
True
b.
False
True
Easy
p. 146
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
3. Personal power is derived from top management, and it is delegated down the chain of command.
a.
True
b.
False
False
This describes position power.
Moderate
p. 146
MGMT.LUSS.16.05-01 – LO: 05–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
AACSB: Analytic – Analytic skills
Conceptual
True
Easy
p. 146
MGMT.LUSS.16.05-01 – LO: 05–01
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
4. Expert power is a form of position power.
a.
True
b.
False
False
Easy
p. 147, Exhibit 5.1
MGMT.LUSS.16.05-01 – LO: 05–01
Conceptual
5. Referent power is a form of personal power.
a.
True
b.
False
True
Easy
MGMT.LUSS.16.05-01 – LO: 05–01
Conceptual
6. Legitimate power is based on the person’s seniority in the organization.
a.
True
b.
False
False
Easy
p. 146
MGMT.LUSS.16.05-02 – LO: 05–02
7. Consultation influencing tactic is also known as participative management.
a.
True
b.
False
True
Moderate
p. 147
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
8. When you use rational persuasion, you should develop a persuasive case based on your needs.
a.
True
b.
False
False
p. 147
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
9. The ingratiation influencing tactic can be used by paying compliments to others.
a.
True
b.
False
True
Easy
p. 147
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
10. To increase your legitimate power, you should be persistent.
a.
True
b.
False
False
Moderate
p. 147 – 148
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
11. An important part of reward power is having control over resources.
a.
True
b.
False
True
p. 148
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
12. Giving employees praise, recognition, pay raises or bonuses are examples of reward power.
a.
True
b.
False
True
Easy
p. 148
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
13. The exchange influencing tactic should be used with people whom you have authority over.
a.
True
b.
False
False
Moderate
p. 148
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
14. To maintain discipline or enforce rules, you should use coercive power.
a.
True
b.
False
True
p. 148
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
15. Coercion involves making rash threats.
a.
True
b.
False
False
Moderate
p. 148
Conceptual
16. Referent power is based on the user’s personal relationships with others.
a.
True
b.
False
True
Easy
p. 149
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
17. Inspirational appeals generally work well with people whose behavior is more influenced by logical thinking.
a.
True
b.
False
False
Moderate
p. 149
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
18. Referent power is appropriate for people who have no position power.
a.
True
b.
False
True
Moderate
p. 149
Conceptual
19. Expert power is based on the user’s skills and knowledge.
a.
True
b.
False
True
Easy
p. 149
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
20. Experts commonly use the inspirational appeals influencing tactic.
a.
True
b.
False
False
Moderate
p. 149
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
21. A positive self-concept is an important component of expert power.
a.
True
b.
False
True
Moderate
p. 150
Conceptual
22. Leaders use information power when making rational persuasion.
a.
True
b.
False
True
Moderate
p. 150
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
23. Information power is a form of politics.
a.
True
b.
False
False
Moderate
p. 150
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
24. To increase connection power, follow the guidelines for using rational persuasion.
a.
True
b.
False
False
Moderate
p. 151
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
25. Organizational politics are not related to influencing tactics.
a.
True
b.
False
False
Moderate
p. 153
MGMT.LUSS.16.05-03 – LO: 05–03
Conceptual
26. Politics is the process of gaining and using power.
a.
True
b.
False
True
Easy
p. 154
MGMT.LUSS.16.05-03 – LO: 05–03
Conceptual
27. Politics is a medium of exchange.
a.
True
b.
False
True
Easy
p. 154
MGMT.LUSS.16.05-04 – LO: 05–04
Conceptual
28. Reciprocity is the process of developing relationships for the purpose of socializing and politicking.
a.
True
b.
False
False
Moderate
p. 155
MGMT.LUSS.16.05-04 – LO: 05–04
Conceptual
29. Reciprocity and networking are commonly used to achieve ongoing objectives, whereas coalitions are developed for
achieving a specific objective.
a.
True
b.
False
True
Moderate
p. 155
MGMT.LUSS.16.05-04 – LO: 05–04
Conceptual
30. Co-optation is the process of developing relationships for the purpose of socializing and politicking.
a.
True
b.
False
False
Moderate
p. 155
Conceptual
31. One of the guidelines for developing political skills is to learn the power players in your organization.
a.
True
b.
False
True
Easy
p. 156 – 157 and exhibit 5.2
MGMT.LUSS.16.05-04 – LO: 05–04
Conceptual
32. Gaining recognition is a good way to develop political skills.
a.
True
b.
False
True
Easy
p. 158 and exhibit 5.2, p. 156
MGMT.LUSS.16.05-04 – LO: 05–04
Conceptual
33. Networking is a learned skill.
a.
True
b.
False
True
Moderate
p. 160
MGMT.LUSS.16.05-05 – LO: 05–05
MGMT.LUSS.16.05-04 – LO: 05–04
Conceptual
34. The first step in the networking process is to create your one-minute self-sell.
a.
True
b.
False
False
Moderate
p. 161 and exhibit 5.3, p. 160
MGMT.LUSS.16.05-05 – LO: 05–05
Conceptual
35. Your one-minute self-sell should include hobbies and other outside interests.
a.
True
b.
False
False
Moderate
p. 161
MGMT.LUSS.16.05-05 – LO: 05–05
Conceptual
36. Your one-minute self-sell should end with a question to encourage two-way communication.
a.
True
b.
False
True
Moderate
p. 161
Conceptual
37. In contrast to a job interview, you are the interviewer in a networking interview.
a.
True
b.
False
True
Easy
p. 163
MGMT.LUSS.16.05-05 – LO: 05–05
Conceptual
38. A networking interview should be kept under 15 minutes.
a.
True
b.
False
False
15–20 minutes is fine.
Moderate
p. 163
MGMT.LUSS.16.05-05 – LO: 05–05
Conceptual
39. Negotiation is often a zero-sum game in which one party’s gain is the other party’s loss.
a.
True
b.
False
True
Easy
p. 166
MGMT.LUSS.16.05-06 – LO: 05–06
MGMT.LUSS.16.05-05 – LO: 05–05
Conceptual
40. Negotiation skills can be developed.
a.
True
b.
False
True
Easy
p. 166
MGMT.LUSS.16.05-06 – LO: 05–06
Conceptual
41. The negotiation process has three, and possibly four, steps: plan, negotiations, possibly a postponement, and an
agreement or no agreement.
a.
True
b.
False
True
Easy
p. 166
MGMT.LUSS.16.05-06 – LO: 05–06
Conceptual
42. In the planning stage of the negotiation process, the first step is to set objectives.
a.
True
b.
False
False
Moderate
p. 166 – 167
Conceptual
43. During the planning stage in the negotiation process, you should set four objectives: a minimum objective, a lower
limit, a target objective, and an opening objective.
a.
True
b.
False
False
Moderate
p. 167
MGMT.LUSS.16.05-06 – LO: 05–06
Conceptual
44. Written negotiations are generally preferred over face-to-face negotiations because you can articulate your objectives
and objections better.
a.
True
b.
False
False
Face-to-face negotiations are generally preferred.
Moderate
p. 168
MGMT.LUSS.16.05-06 – LO: 05–06
Conceptual
45. While negotiating, you should let the other party make the first offer.
a.
True
b.
False
True
MGMT.LUSS.16.05-06 – LO: 05–06
Conceptual
46. When negotiating, one thing to remember is that when the other party becomes resistant to making the agreement, a
hard sale is generally the best tactic.
a.
True
b.
False
False
Moderate
p. 170
MGMT.LUSS.16.05-06 – LO: 05–06
Conceptual
47. Power can be ethical and unethical.
a.
True
b.
False
True
Easy
p. 171
MGMT.LUSS.16.05-07 – LO: 05–07
Conceptual
48. Not giving information that is not asked for and lying to the other party is essentially considered to be the same thing
during negotiations.
a.
True
b.
False
False
Easy
p. 168
MGMT.LUSS.16.05-06 – LO: 05–06
Conceptual
49. As a manager, you can influence people to do things that they normally would not have done through your use of ____
power, which is derived from top management.
a.
personal
b.
position
c.
political
d.
coercive
Moderate
p. 146
Conceptual
50. You, as an employee and not a manager in your organization, can only have ____ power.
a.
b.
c.
d.
Moderate
p. 146
MGMT.LUSS.16.05-01 – LO: 05–01
Moderate
p. 172
MGMT.LUSS.16.05-07 – LO: 05–07
Conceptual
51. Most day-to-day manager-employee interactions are based on ____ power.
a.
legitimate
b.
reward
c.
coercive
d.
referent
a
Easy
p. 147
MGMT.LUSS.16.05-01 – LO: 05–01
Conceptual
52. Reward power is a form of ____ power.
a.
personal
b.
information
c.
expert
d.
position
Medium
p. 148 and exhibit 5.1, p. 147
MGMT.LUSS.16.05-02 – LO: 05–02
Conceptual
53. Because, as a manager, you can decide who receives what pay raises, bonuses, and promotions, you are using ____
power.
a.
reward
b.
coercive
c.
referent
d.
expert
a
Moderate
Conceptual
54. The consultation influencing tactic is also known as:
a.
participative management.
b.
coalition building.
c.
group influencing.
d.
consultant power.
a
Moderate
p. 147
MGMT.LUSS.16.05-02 – LO: 05–02
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
55. To persuade another person whose behavior is influenced more by thinking than emotion, you would use the tactic of:
a.
rational persuasion.
b.
ingratiation.
c.
pressure.
d.
legitimization.
a
Moderate
p. 147
MGMT.LUSS.16.05-02 – LO: 05–02
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
56. To get people in a good mood, the ____ influencing tactic may be used by being friendly and praising others before
you ask them for what you want.
a.
personal appeals
p, 148
MGMT.LUSS.16.05-02 – LO: 05–02
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
BLOOMS: Comprehension
b.
ingratiation
c.
consultation
d.
inspirational appeals
57. When you develop a rational persuasion, you should do all of the following EXCEPT:
a.
focus on how you and the organization benefit by achieving the objective.
b.
explain the reason the objective needs to be met.
c.
explain how potential problems and concerns will be handled.
d.
provide evidence the objective can be met.
a
Moderate
p. 147
MGMT.LUSS.16.05-02 – LO: 05–02
United States – BUSPROG – Analytic – Business knowledge and analytic skills
and abilities
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge
58. To increase your reward power:
a.
exercise your authority regularly.
b.
develop your people skills.
c.
let people know you control rewards.
d.
use rewards for personal benefit.
c
Easy
p. 148
MGMT.LUSS.16.05-02 – LO: 05–02
and abilities
AACSB: Analytic – Analytic skills
Easy
p. 147
MGMT.LUSS.16.05-02 – LO: 05–02
United States – BUSPROG – Analytic – Business knowledge and analytic skills
AACSB: Analytic – Analytic skills
Conceptual
BLOOMS: Knowledge