Managing Human Behavior in Public and Nonprofit Organizations | 4th edition
Robert B. Denhardt • Janet V. Denhardt • Maria P. Aristigueta
Sage 2015
Test Bank | Chapter 8
Power and Organizational Politics
Multiple Choice
1. ________ is the potential for influence, whereas ________ is the exercise or use of that
influence.
A) Politics; power
B) Power; politics
C) Authority; entitlement
D) Entitlement; authority
2. According to Max Weber, the ________ type of power is where laws and constitutional
processes create legitimate authority.
A) Charismatic
B) Non-traditional
C) Legal-rational
D) Traditional
3. Which of the following philosophers introduced the idea that power as a means to an end can
be virtuous but that power as an end is inherently undesirable?
A) Bertrand Russell
B) Max Weber
C) Machiavelli
D) Bierstedt
4. Which of the following is NOT a base of power?
A) Coercive power
B) Reward power
C) Valid power
D) Referent power
5. _________ power is drawn from having a special expertise that is needed or valued in an
organization.
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A) Referent power
B) Coercive power
C) Expert power
D) Legitimate power
6. Debbie’s supervisor controls assignments, initiates transfers, and often gives poor performance
evaluations. What type of power is her supervisor exercising?
A) Referent power
B) Coercive power
C) Expert power
D) Legitimate power
7. Which of the following is NOT a way for managers to create and maintain power?
A) Doing favors for people
B) Discouraging people from emulating managers
C) Reinforcing the perceived dependency of others on managers for rewards, assistance, and
protection
D) Building reputations as experts
8. When the stakes are ________ and resources are ________ power politics can be quite likely.
A) High; limited
B) Low; limited
C) High; unlimited
D) Low; unlimited
9. Sarah’s boss tells her that the promotion she desires is contingent on whether she successfully
completes an important project. What type of power is her boss exercising?
A) Expert power
B) Overt power
C) Managerial power
D) Covert power
10. People with less power can act to equalize or balance power in a relationship by ________
their needs or demands or ________ other people’s alternative sources.
A) Increasing; increasing
B) Increasing; decreasing
C) Decreasing; decreasing
D) Decreasing; increasing
11. ________ power occurs where there are differing spheres of influence between parties.
A) Overt
B) Integral
C) Intercursive
D) None of the above
12. If we have the perception that our power position is ________ than our counterpart’s, we are
________ likely to use power-balancing tactics.
A) Higher; more
B) Lower; more
C) Lower; less
D) None of the above
13. Which of the following is NOT a structural determinant of power?
A) Independence
B) Perceived political power
C) Numerical representation
D) Influence in garnering resources
14. Which of the following is NOT one of the four processes of organizational learning?
A) Interpreting
B) Integrating
C) Influencing
D) Institutionalizing
15. Translating new ideas into coordinated actions is part of which process of organizational
learning?
A) Intuiting
B) Interpreting
C) Integrating
D) Institutionalizing
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16. Which of the following tactics help people to gain power, exercise influence, and balance the
power of others in organizations?
A) Using ambiguity
B) Forming coalitions
C) Incurring obligations
D) All of the above
17. ________ management is an attempt to influence how others perceive us.
A) Political
B) Power
C) Impression
D) None of the above
18. Which of the following is NOT a dimension of political skill?
A) Social astuteness
B) Networking ability
C) Insincerity
D) Interpersonal influence
19. Which of the following is part of the second stage in the process of moving from
powerlessness to empowerment?
A) Feedback
B) Job enrichment
C) Feelings leading to powerlessness
D) Reinforcement
20. According to Wilson, fostering your employees’ participation, listening carefully to their
values and interests, and building and supporting their confidence and skills is known as:
A) Thrilling
B) Respectful
C) Uplifting
D) Powerful
21. People who have and exercise power have a number of personal qualities, including
A) Ambition
B) Self-knowledge
C) Confidence
D) Ability to tolerate conflict
E) All of the above
True/False
22. Bertrand Russell suggested that power can be formalized by granting someone the authority
for its exercise.
23. The human relations movement during the 1960s and 1970s challenged the idea that the job
of management was to manipulate workers for the benefit of organizations.
24. Simply having the positive regard and respect of others is a potential source of power.
25. The use of coercive power tends to increase referent power, whereas the use of reward power
tends to diminish referent power.
26. Covert power is easily observed.
27. In public organizations, legitimate power is often derived from people’s positions or job
titles.
28. All social interactions involve a measure of mutual influence and control.
29. Power and political processes in organizations do not help organizations adapt to or interact
with their environments appropriately.
30. Although members of organizations should invest a significant amount of time in trying to
influence decisions in which they have personal stakes, this may impose costs on organizations.
31. Positive organizational politics is more about self-interest and manipulation and less about
emotional health and intelligence.
32. Power can be a double-edged sword.
Essay
33. Discuss how the views about power, workers, and organizations have changed and evolved
over time.
34. Compare and contrast the different sources or bases of power.
35. Come up with a scenario where a manager in a public organization might face a problem and
develop a strategy that the manager should use to solve the problem. Be sure to discuss power in
your solution.
36. Is power a positive or destructive force? Does it vary based on the situation? Discuss,
bringing in relevant examples where appropriate.
37. Evaluate the tactics and strategies to gain power, exercise influence, and balance the power
of others in organizations. In which types of situations might each of these tactics be most
effective? Discuss, providing relevant examples where appropriate.
38. Machiavelli is commonly known for the philosophy of “the end justifies the means.” What
has been his legacy? Name a recent leader who was considered “Machiavellian.”