Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
Chapter 07: Power and Politics
1) Power is defined as
a. the capacity to persuade others.
b. dependency upon others.
c. the right to make rules.
d. being rewarded by others.
e. independence.
2) Dianne is very good at influencing the behaviour of others so that they act in
accordance with her wishes. Therefore, Dianne has
a. power.
b. influence.
c. expertise.
d. empowerment.
e. charisma.
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.
e. is the major focus of leadership.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
4) Zhubin is a manager at EXX Co. He believes that part of his job is to make things
happen quickly. Consequently, he uses ________ power where he makes things difficult
for his employees, who in turn want to avoid confrontations and heated exchanges with
him.
a. coercive
b. legitimate
c. referent
d. political
e. harassment
5) Ted is very good about being friendly at all times with his employees, and he always
makes a point of praising them when they do good work. What type of power is Ted
using?
a. legitimate
b. information
c. legitimate
d. reward
e. expert
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
6) The most effective power bases for improving commitment are
a. referent and coercive.
b. legitimate and expert.
c. coercive and legitimate.
d. expert and referent.
e. reward and expert.
7) Chanel used ________ power in its television commercials starring Brad Pitt, which
urged viewers to buy Chanel No 5 perfume so that they could “attract someone like
Brad.”
a. expert
b. referent
c. information
d. legitimate
e. reward
8) The power base of an office bully is
a. coercive.
b. dependent.
c. positional.
d. legitimate.
e. referent.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
9) Carrie is one of the most important people in the office because she is the person to
turn to when people have problems with their computers. Carrie has ________ power.
a. positional.
b. legitimate.
c. expert.
d. referent.
e. dependent.
10) The statement “That director can make things very difficult for those people she does
not like, so you might want to avoid getting her angry,” describes someone with what
type of power?
a. referent
b. reinforcement
c. legitimate
d. coercive
e. dependent
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
11) Madeleine is the manager of her department. Les works in her department. Over the
years, Madeleine has learned to be very dependent on Les’s judgment because of his vast
experience and knowledge. Les has ________ power over Madeleine.
a. reward
b. coercive
c. legitimate
d. referent
e. expert
12) Aisha is the manager of her department and she expects Tia to comply with her
requests regarding workplace policies and directives. Aisha is using the ________ power
base to influence Tia.
a. reward
b. coercive
c. legitimate
d. referent
e. expert
13) Rein is in the position to help you get the information you need to do your job better.
You have the resources to compensate Rein for his efforts, and you mention this to him in
the hope that he will share the information you need. Which power base are you relying
upon to influence Rein’s decision?
a. reward
b. coercive
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
c. legitimate
d. referent
e. expert
14) Truyen is the office bully. He can make things very difficult for people in the
workplace because of his yelling and intimidating manner. All staff want to avoid getting
him angry. Which power base does Truyen rely upon to convince people in the office to
do things “his way”?
a. reward
b. coercive
c. expert
d. legitimate
e. referent
15) Claude is the only salesperson in his company who has sold its products extensively
and received a “Salesperson of the Year” award. You would expect him to have
________ power originating from his ________.
a. dependent; expertise
b. expert; skills
c. political; position
d. legitimate; skills
e. legitimate; status
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
16) Quinn is specialized in product development, and has been with Silver Widgets Inc.
for 10 years. His knowledge and years of experience have increased his ________ and
________ power bases, as his manager depends more and more upon him in order to
ensure product development goes smoothly.
a. expert; reward
b. information; reward
c. expert; information
d. information; referent
e. legitimate; referent
17) Celebrities are paid millions of dollars to endorse products in commercials because
the advertisers believe the celebrities have ________ power that will sell their products.
a. coercive
b. referent
c. expert
d. reward
e. status
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
18) A review of the research on the effectiveness of the various forms of power found
that using coercive power tends to
a. have zero impact on performance.
b. decrease trust.
c. have a positive impact on individuals who are unmotivated.
d. stimulate innovation, after no impact on productivity initially.
e. reduce costs.
19) SCENARIO 7-1
Your colleagues at work often talk about the vice-president in your area. She has a
reputation for being intimidating, abrasive, ruthless, and antagonistic. You have been
appointed to discuss the latest report from your department with her. You are very
nervous about your meeting with her and wonder how it will all turn out.
Referring to SCENARIO 7-1, the vice-president’s major base of power seems to bea.
reward.
b. coercive.
c. referent.
d. expert.
e. information.
20) SCENARIO 7-1
Your colleagues at work often talk about the vice-president in your area. She has a
reputation for being intimidating, abrasive, ruthless, and antagonistic. You have been
appointed to discuss the latest report from your department with her. You are very
nervous about your meeting with her and wonder how it will all turn out.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
Referring to SCENARIO 7-1, you know that the vice-president has the authority to
accept or reject your report. This is part of her ________ power.a. reward
b. coercive
c. expert
d. legitimate
e. information
21) SCENARIO 7-1
Your colleagues at work often talk about the vice-president in your area. She has a
reputation for being intimidating, abrasive, ruthless, and antagonistic. You have been
appointed to discuss the latest report from your department with her. You are very
nervous about your meeting with her and wonder how it will all turn out.
Referring to SCENARIO 7-1, the one base of power that the vice-president does NOT
seem to have isa. reward.
b. referent.
c. expert.
d. legitimate.
e. information.
22) When a union goes on strike and management is not permitted to replace the striking
employees, the union has considerable control over the organization’s ability to carry out
its tasks. This is known as
a. a general dependency postulate.
b. a tactic of ingratiation.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
c. a coalition tactic.
d. nonsubstitutability.
e. an empowerment tactic.
23) Dependency is increased when the resource you control is
a. important, scarce, and powerful.
b. important, scarce, and lacks substitution.
c. important, legitimate, and lacks substitution.
d. empowered, legitimate, and lacks substitution.
e. important, legitimate, and powerful.
24) The opposite of coercive power is ________ power.
a. reward
b. expert
c. referent
d. information
e. dependent
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
25) The more that Elise is dependent on her brother Edward for funding to attend
university, the more power Edward has over Elise. This example shows the
a. empowerment tactic.
b. coalition tactic.
c. tactic of ingratiation.
d. general dependency postulate.
e. effect of politicking.
26) Research suggests that ________ is among the most effective influence tactics.
a. exchange
b. pressure
c. ingratiation
d. coalition
e. consultation
27) “Buttering up” someone before making a request is equivalent to which influence
tactic?
a. ingratiation
b. consultation
c. coalition
d. bargaining
e. exchange
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
28) James comes to you with data and a logical presentation supporting his request for
additional personnel. Which of the following influence tactics is he using?
a. consultation
b. legitimacy
c. rational persuasion
d. exchange
e. ingratiation
29) If a supervisor threatens to write a damaging performance appraisal that would deny
an employee her pay increase, which influence tactic is being used?
a. consultation
b. inspirational appeal
c. pressure
d. legitimacy
e. rational persuasion
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
30) Wendy has a way with people. She is very friendly at all times with her co-workers,
so when she needs something from them, this helps her get it. Which influence tactic is
she using?
a. pressure
b. consultation
c. legitimacy
d. ingratiation
e. inspirational appeal
31) Suppose you were appointed to the position of supervisor, and were given the
opportunity to lead a group of professionals. You realize that each of the professionals
you supervise has a high growth need and is very responsible, so you decide that
________ would be an effective strategy to redistribute power and then increase
productivity.
a. ingratiation
b. politics
c. lobbying
d. harassment
e. empowerment
32) Samir is a very charismatic person. Whenever he needs something from someone, he
is usually successful in getting what he wants by appealing to the person’s values or
goals. Which influence tactic is he using?
a. pressure
b. consultation
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
c. legitimacy
d. inspirational appeal
e. ingratiation
33) “You are such a good friend. Thank you for taking the time to talk with me and for
your advice. You really know your laws and rules. By the way, could you get me two
tickets to the game tonight? I heard you can get tickets at a discount.” This is an example
of which influence tactic?
a. inspirational appeal and exchange
b. consultation and legitimacy
c. exchange and pressure
d. personal appeal and ingratiation
e. pressure and rational persuasion
34) Joseph comes to you with a request for funds for a project. He reminds you that
company policy supports his position. He is using the influence tactic of
a. rational persuasion.
b. coalition.
c. ingratiation.
d. exchange.
e. legitimacy.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
35) William is considered to be an effective boss who uses facts and data to logically
present his ideas to others, and then gets others to support his objectives. Thus, he is
using ________ and ________ as influence tactics.
a. pressure; consultation
b. exchange; pressure.
c. rational persuasion; consultation
d. legitimacy; consultation
e. exchange; rational persuasion
36) Although managers have many influence tactics available to them to achieve
organizational goals, they most frequently use
a. ingratiation.
b. exchange.
c. coalitions.
d. legitimacy.
e. rational persuasion.
37) Ed has been successful in instilling in his staff a sense of ownership of the work that
they do by giving them a lot of decision-making responsibility. He has thus ________
them.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
a. persuaded
b. empowered
c. influenced
d. politicized
e. harassed
38) Empowered people are not micromanaged and are free to choose how to do their
work. Thus, it can be said that they have a sense of
a. competence.
b. meaning.
c. self-determination.
d. impact
e. self-respect.
39) In order for employees to be truly ________, they need to have the skills necessary to
handle the job and be effective in decision making.
a. dependent
b. influenced
c. lobbied
d. empowered
e. ingratiated
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
40) Studies have shown that empowerment
a. is best supported by rational persuasion in most organizations.
b. is not effective in all cultures.
c. is effective in all workplaces.
d. is effective in all cultures.
e. depends upon the expertise of the leader.
41) SCENARIO 7-2
There is little consensus on what empowerment means. One study of executives identified
two definitions. Some executives consider empowerment to be mostly about delegating
within predefined parameters. Others consider empowerment to be about giving
employees the latitude to make their own decisions and providing them with the
information, tools, and the authority to act.
Referring to SCENARIO 7-2, before implementing your new initiative, it will be
necessary to convince your superiors of the benefits of empowering your staff. Which of
the following is the best reason, based on research, to proceed?a. It is consistent with
democratic and legitimate power.
b. It leads to happier employees.
c. It will help develop your organization’s reputation.
d. It will lead to greater productivity.
e. It will reduce work-related stress.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
42) SCENARIO 7-2
There is little consensus on what empowerment means. One study of executives identified
two definitions. Some executives consider empowerment to be mostly about delegating
within predefined parameters. Others consider empowerment to be about giving
employees the latitude to make their own decisions and providing them with the
information, tools, and the authority to act.
Referring to SCENARIO 7-2, while you are making your pitch to your superiors, one of
them asks, “How will you know if your employees truly feel empowered?” At this point
in your presentation, you show them the characteristics that empowered people have in
common, based on research. Your list will state that employees a. don’t necessarily need
to have an ownership mentality.
b. must have a sense of self-determination.
c. must have a low sense of competence.
d. don’t necessarily need to be recognized for their efforts.
e. don’t necessarily need to know or understand the values of the company
43) SCENARIO 7-3
Your supervisor often makes you feel uncomfortable by offering you special perks even
though you have previously told him that you do not want them. However, each time he
makes such offers, your supervisor insists that you accept his generosity. You have been
with the company for eight years, the longest of all the employees. Your supervisor has
been with the company only seven months. The other day your supervisor told you that in
exchange for your ideas and contributions in the last regional meeting, you could have an
extra two days off next month. You have told him that you are reluctant to take the two
days off, as all the other employees will find out about the special perk and may not want
to work with you after that, which will be even more uncomfortable. As usual, your
supervisor insists that you accept his offer.
Referring to SCENARIO 7-3, your supervisor a. is using his expertise.
b. is being an expert.
c. is creating a co-operative work environment.
d. is using common sense.
e. is engaging in harassment.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
44) SCENARIO 7-3
Your supervisor often makes you feel uncomfortable by offering you special perks even
though you have previously told him that you do not want them. However, each time he
makes such offers, your supervisor insists that you accept his generosity. You have been
with the company for eight years, the longest of all the employees. Your supervisor has
been with the company only seven months. The other day your supervisor told you that in
exchange for your ideas and contributions in the last regional meeting, you could have an
extra two days off next month. You have told him that you are reluctant to take the two
days off, as all the other employees will find out about the special perk and may not want
to work with you after that, which will be even more uncomfortable. As usual, your
supervisor insists that you accept his offer.
Referring to SCENARIO 7-3, studies show that this situation is probably more about
________ than about work efficiency.a. power
b. coercion
c. politics
d. lobbying
e. impressions
45) SCENARIO 7-3
Your supervisor often makes you feel uncomfortable by offering you special perks even
though you have previously told him that you do not want them. However, each time he
makes such offers, your supervisor insists that you accept his generosity. You have been
with the company for eight years, the longest of all the employees. Your supervisor has
been with the company only seven months. The other day your supervisor told you that in
exchange for your ideas and contributions in the last regional meeting, you could have an
extra two days off next month. You have told him that you are reluctant to take the two
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 7— Power and Politics
days off, as all the other employees will find out about the special perk and may not want
to work with you after that, which will be even more uncomfortable. As usual, your
supervisor insists that you accept his offer.
Referring to SCENARIO 7-3, a basic problem in this situation is thata. you are probably
too assertive.
b. there is an unequal power relationship between your supervisor and you.
c. your perception is probably very different from your supervisor’s.
d. the special perk is cost-free to the supervisor.
e. other employees will probably start to be assertive in meetings.
46) SCENARIO 7-3
Your supervisor often makes you feel uncomfortable by offering you special perks even
though you have previously told him that you do not want them. However, each time he
makes such offers, your supervisor insists that you accept his generosity. You have been
with the company for eight years, the longest of all the employees. Your supervisor has
been with the company only seven months. The other day your supervisor told you that in
exchange for your ideas and contributions in the last regional meeting, you could have an
extra two days off next month. You have told him that you are reluctant to take the two
days off, as all the other employees will find out about the special perk and may not want
to work with you after that, which will be even more uncomfortable. As usual, your
supervisor insists that you accept his offer.
Referring to SCENARIO 7-3, the supervisor has also told you that you will be expected
to return the favour in the future. The supervisor isa. using information.
b. creating obligations.
c. building a coalition.
d. involved in strategic planning activities.
e. power brokering activities.