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The capacity of a person, team, or organization to influence others.
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The capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship.
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An agreement among organizational memers that people in certain roles can request certain behaviours of others. Depends on more than job descriptions and mutual agreement from those expected to abide by authority. Operates within a zone of indifference - the range within which people are willing to accept someone else's authority. People in high power distance cultures tend to have higher obedience of authority. The organization's culture represents another factor.
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Derived from the person's ability to control the allocation of gifts valued by others and to remove negative sanctions.
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The ability to apply pusnishment. Used by employers to suppress and remove employees who had revealed wrongdoings. Ranges from sarcasm to ostracism to peer pressure. Many firms rely on this to control co-worker behaviour.
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Originates from within the person. It is an individual's or work unit's capacity to influence others by possessing knowledge or skills that they value. Apparent when observing how people respond to authority figures.
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The capacity to influence others based on an identification and respect for the powerholder. Comes from within the person. Largely a function of the person's interpersonal skills and tends to develop slowly. Usually associated with charismatic leadership.
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People gain knowledge power when they control, through legitimate power, the flow of information to others. Relates to the ability to cope with organizational uncertainties. There are three general strategies. Prevention - preventing environmental changes from occurring. Forecasting - predicting environmental changes or variations. Absorption - people and work units also gain power by asorbing or neturalizing the impact of environmental shifts as they occur.
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A contingency power referring to the availability of alternatives.
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Any behaviour that attempts to alter someone's attitudes or behaviour. Applies one or more power bases to get people to alter their beliefs, feelings, and activities. People coordinate their effort and act in concert to achieve organizational objectives. Operates down, across, and up the corporate hierachy. Conseqences of these type of tactics include people reacting more favourably to soft tactics rather than hard tactics which tend to build commitment to the influencer's request. A second contiengency is whether the person is higher, lower, or at the same level in the organization. Finally, the appropriate tactic depends on personal, organizational, and cultural values.
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When someone complies with a request because of the requester's legitimate power as well as the target person's role expectations. The most common form of influence in high power distance cultures.
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Vocal authority involving actively applying legitmate and coercive power to influence others. Includes persistently reminding the target of his or her obligations, frequently checking the target's work and confronting the target.
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Involves explicitly manipulating others access to information for the purpose of changing their attitudes and/or behaviour. Employees also influence executive decisions by screening out (filtering) information.
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A group that attempts to influence people outside the group by pooling the resources and power of its members.
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A type of influence in which someone with higher authority or expertise is called upon in reality or symbolically to support the influencer's position. Along with seeking out support from higher sources, it occurs when relying on the authority of the firm's policies or values. By reminding others that your request is consistent with the organization's overaching goals, you are implying support from senior executives without formally involving them.
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The knowledge and other resources available to people or social units (teams, organizations) due to a durable network that connects them to others. Cultivating social relationships with others to acoomplish one's goals. Durable networks connects people to networks. The more you network, the more likely you will receive valuale information that increases your expert power in the organization. People tend to identify more with partners within their own networks which increases referent power among people within each network.
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Presents facts, logical arguments, and emotional appeals to change another person's attitudes and behaviour. Depends on characteristics of the person, message content, communication medium, and the audience being persuaded.
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Some people strategically locate themselves in better offices. Many professionals display their educational diplomas and awards on office wall. Medical professionals wear white coats with a stethoscope around their neck to symbolize their neck to symbolize their legitmate and expert power in hospital settings.
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The freedom to exercise judgement. Power over employees that is often curtailed by specific rules.
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Involves the promises of benefits or resources in return for the target person's compliance with your request. Also includes reminding the target person of past benefits or favours with the expectation that he or she will now make up for that debt.
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Any attempt to increase liking by, or perceived similarity to, some targeted person.
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The practice of actively shaping our public images.
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Minimizing organizational politics and its consequences
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Behaviours that others perceive as self-serving tactics for personal gain at the expense of other people and possible the organization. One of the conditions is scarce resources. This flourishes when resource allocation decisions are ambiguouis, complex, or lack formal rules. Change in an organization encourages such behaviours. To minimize this, introduce clear rules and regulations to specify the use of scare resources. Can also be minimized through effective change practices. Leaders also need to actively management group norms to curtail self-servinng influence activies. Leaders should become role models of organizational citizenship. They should give employee more control over their work and keep them inform of events in the organization.
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A contingency of power referring to the degree and nature of independence between the powerholder and others. If you have a high amount of this, most people in the organization would be adversely affected by your absence, and they would be affected quickly. Actions affect many p eople, and those actions affect others very quickly.
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