Organizational Behaviour Chapter 10

24 Questions | By Krista_500 | Updated: Mar 21, 2022 | Attempts: 933

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Organizational Behaviour Quizzes & Trivia

Questions and Answers

1.

The capacity of a person, team, or organization to influence others.
- A.
  
  Coercive power
- B.
  
  Legitimate power
- C.
  
  Power
- D.
  
  Countervailing power
- E.
  
  Referent power
2.

The capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship.
- A.
  
  Reward power
- B.
  
  Referent power
- C.
  
  Countervailing power
- D.
  
  Power
- E.
  
  Legitimate power
3.

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.
- A.
  
  Countervailing power
- B.
  
  Coercive power
- C.
  
  Expert power
- D.
  
  Reward power
- E.
  
  Legitimate power
4.

Derived from the person's ability to control the allocation of gifts valued by others and to remove negative sanctions.
- A.
  
  Expert power
- B.
  
  Referent power
- C.
  
  Reward power
- D.
  
  Coercive power
- E.
  
  Legitmate power
5.

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.
- A.
  
  Reward power
- B.
  
  Coercive power
- C.
  
  Referent power
- D.
  
  Legitimate power
- E.
  
  Expert power
6.

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.
- A.
  
  Coercive power
- B.
  
  Referent power
- C.
  
  Countervailing power
- D.
  
  Expert power
- E.
  
  Reward power
7.

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.
- A.
  
  Countervailing power
- B.
  
  Reward power
- C.
  
  Referent power
- D.
  
  Expert power
- E.
  
  Legitimate power
8.

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.
- A.
  
  Substitutability
- B.
  
  Influence
- C.
  
  Centrality
- D.
  
  Power
- E.
  
  Information and power
9.

A contingency power referring to the availability of alternatives.
- A.
  
  Substituability
- B.
  
  Influence
- C.
  
  Centrality
- D.
  
  Upward appeal
- E.
  
  Discretion
10.

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.
- A.
  
  Persuasion
- B.
  
  Substitutability
- C.
  
  Discretion
- D.
  
  Influence
- E.
  
  Centrality
11.

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.
- A.
  
  Information control
- B.
  
  Impression management
- C.
  
  Assertiveness
- D.
  
  Coalition formation
- E.
  
  Silent authority
12.

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.
- A.
  
  Coalition formation
- B.
  
  Upward appeal
- C.
  
  Silent authority
- D.
  
  Information control
- E.
  
  Assertiveness
13.

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.
- A.
  
  Silent authority
- B.
  
  Information control
- C.
  
  Assertiveness
- D.
  
  Coalition formation
- E.
  
  Persuasion
14.

A group that attempts to influence people outside the group by pooling the resources and power of its members.
- A.
  
  Coalition formation
- B.
  
  Exchange
- C.
  
  Assertiveness
- D.
  
  Silent authority
- E.
  
  Information control
15.

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.
- A.
  
  Centrality
- B.
  
  Ingraciation
- C.
  
  Persuasion
- D.
  
  Impression management
- E.
  
  Upward appeal
16.

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.
- A.
  
  Exchange
- B.
  
  Centrality
- C.
  
  Substitutability
- D.
  
  Influence
- E.
  
  Social capital
17.

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.
- A.
  
  Impression management
- B.
  
  Visibility
- C.
  
  Persusasion
- D.
  
  Upward appeal
- E.
  
  Exchange
18.

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.
- A.
  
  Substitutability
- B.
  
  Social capital
- C.
  
  Discretion
- D.
  
  Centrality
- E.
  
  Visibility
19.

The freedom to exercise judgement. Power over employees that is often curtailed by specific rules.
- A.
  
  Social capital
- B.
  
  Discretion
- C.
  
  Visibility
- D.
  
  Centrality
- E.
  
  Substitutability
20.

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.
- A.
  
  Impression management
- B.
  
  Persuasion
- C.
  
  Organizational politics
- D.
  
  Exchange
- E.
  
  Ingratiation
21.

Any attempt to increase liking by, or perceived similarity to, some targeted person.
- A.
  
  Ingratiation
- B.
  
  Impression management
- C.
  
  Exchange
- D.
  
  Social capital
- E.
  
  Organizational politics
22.

The practice of actively shaping our public images.
- A.
  
  Exchange
- B.
  
  Ingratiation
- C.
  
  Organizational politics
- D.
  
  Impression management
- E.
  
  Minimizing organizational politics and its consequences
23.

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.
- A.
  
  Impression management
- B.
  
  Upward appeal
- C.
  
  Persuasion
- D.
  
  Organizational politics
- E.
  
  Ingratiation
24.

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.
- A.
  
  Upward appeal
- B.
  
  Centrality
- C.
  
  Substitutability
- D.
  
  Information and power
- E.
  
  Persuasion