Chapter 10 Power and Politics, Organizations  

True / False Questions 1. (p. 290) Great leaders realize that in order to make things happen, they must be passionate about their vision and have the personal power to enact it. TRUE 

 

2. (p. 290) Every social relationship within an organization involves some exercise of power. TRUE 

 

3. (p. 290) No person or group can have power in isolation. TRUE 

 

4. (p. 291) An individual has authority because of his/her personal characteristics. FALSE 

Rationale: An individual has authority because of the position he/she holds. 

5. (p. 291) Influence and power are essentially the same thing. TRUE 6. (p. 292) Reward power is often used to back up the use of coercive power. FALSE 

Rationale: Reward power is often used to back up the use of legitimate power. 

7. (p. 292) Reward power will not work if employees do not understand how they can achieve rewards. TRUE 

 

8. (p. 292) Experts only have power when their rank in the organization is high. FALSE 

Rationale: Experts have power even when their rank is low. 

9. (p. 292) The degree of authority an individual has is directly related to the difficulty of replacing his/her expertise. FALSE

 

Rationale: The degree of expert power an individual has is directly related to the difficulty of replacing his/her expertise. 

10. (p. 292) A person's legitimate power is dependent on the structure of the organization. TRUE 

11. (p. 293) Gossip or informal communication within an organization can either increase or decrease the interpersonal power of an employee. TRUE 

 

12. (p. 293) Male managers with female subordinates are often rated higher on expert power than are other gender combinations. FALSE 

Rationale: Male managers with female subordinates were rated lower on expert power than other gender combinations. 

13. (p. 293) The manager's gender has a greater effect on employee perceptions of power than does his/her level in the organizational power structure. FALSE 

Rationale: An individual manager's level in the organizational power structure has a greater effect on employee perceptions of power than does the manager's gender. 

14. (p. 293) Need for power (n Pow) is defined as the desire to influence others. TRUE 

 

15. (p. 294) The most effective managers direct their desire for power toward the organization as a whole, not toward their own personal aggrandizement. TRUE 

16. (p. 294) Power is primarily prescribed by the structure of the organization. TRUE  

17. (p. 295) In organizations, resources are allocated upward, along the lines of the hierarchy. FALSE 

Rationale: Resources are allocated downward, along the lines of the hierarchy. 

18. (p. 295) The degree to which individuals can affect decision making determines their level of power. TRUE 

 

19. (p. 296) A person who exerts power upward has authority, but no personal power. FALSE 

Rationale: A person who exerts power upward has personal power, but no authority. 

20. (p. 296) Significant upward power can sometimes be exerted by a relatively low-ranking secretary. TRUE 

21. (p. 296) Expertise, location and information control are important determinants of the power potential of employees at higher levels of the hierarchy. FALSE 

Rationale: Expertise, location and information control are important determinants of the power potential of employees at lower levels of the hierarchy. 

22. (p. 296) All vice presidents at the same level in the managerial hierarchy have the same amount of power. FALSE 

Rationale: Although all vice presidents at the same level in the managerial hierarchy are supposed to have the same amount of power, this isn't usually the case. 

23. (p. 297) Being able to deal with uncertainty provides a subunit with dominant power over other subunits. FALSE 

Rationale: Being able to deal with uncertainty does not provide a subunit with dominant power over other subunits, only a combination of high values on all power indicators does. 

24. (p. 298) Planning departments acquire power when their forecasts prove accurate. TRUE 

 

25. (p. 298) The more a subunit copes with uncertainty, the lower its power within the organization. FALSE 

Rationale: The more a subunit copes with uncertainty, the greater its power within the organization. 

26. (p. 298) Some units within any organization have zero centrality. FALSE 

Rationale: No subunit has zero centrality. 

27. (p. 298) The more pervasive the work flows of a subunit, the greater is its power within the organization. TRUE 

 

28. (p. 298) The higher the immediacy of the work flows of a subunit, the greater is its power within the organization. TRUE 

 

29. (p. 298) Changes in the labor market may result in changes in a subunit's power. TRUE 

 

30. (p. 300) Perceived power is never enough to give one control over others. FALSE 

Rationale: As Milgram's experiments proved, an individual may be able to significantly influence others simply because he/she is perceived to have power. 

31. (p. 300) Political behavior falls outside an organization's normal power system. TRUE 

 

32. (p. 300) Political power can sidetrack or block the formal power within an organization. TRUE 

 

33. (p. 302) Impression management can be used by organizations to regain stakeholder confidence after a controversial event. TRUE 

 

34. (p. 302) Self-presentation strategies focus on agreeing with important others in order to positively influence them. FALSE 

Rationale: Focusing on agreeing with important others is an other-enhancement tactic. 

35. (p. 303) A subordinate can use impression management to influence the performance rating they are given by a supervisor. TRUE 

36. (p. 304) One can acquire power through association with a sponsor. TRUE 

 

37. (p. 304) Forming coalitions with groups outside the organization can enhance the power of a subunit. TRUE 

 

38. (p. 305) Whistleblowers come only from the lower levels in an organization. FALSE 

Rationale: Whistleblowers can come from any level in an organization. 

39. (p. 305) Federal regulations have been able to keep most organizations from retaliating against whistleblowers. FALSE 

Rationale: Most organizations will retaliate against a whistleblower, even though it is a federal offense. 

40. (p. 305) Because of the likelihood of retaliation, it is in the best interests of a whistleblower to keep his or her identity a secret. TRUE 

41. (p. 306) Managers confront ethical dilemmas in their jobs because they frequently use power and politics to accomplish their goals. TRUE 

 

42. (p. 306) Distributive justice means "the greatest good for the greatest number of people." FALSE 

Rationale: This is a utilitarian outcome. 

 

Multiple Choice Questions 43. (p. 291) Authority is used ____________________. A. VerticallyB. HorizontallyC. DiagonallyD. In all directions 

 

44. (p. 291) The limits of legitimate power are determined by an organization's ____________________. A. CultureB. CustomsC. Value systemsD. All of the choices are correct 

 

45. (p. 292) A person derives power from the ability to reward ____________________. A. ProductivityB. ComplianceC. The best employeesD. Peers 

 

46. (p. 292) ____________________ power is the capability to punish followers for noncompliance. A. LegitimateB. RewardC. CoerciveD. Referent 

47. (p. 292) Blocking a promotion is a form of ____________________ power. A. LegitimateB. RewardC. CoerciveD. Referent 

 

48. (p. 292) Managers tend to use ____________________ power in situations where large numbers of employees are being supervised. A. ExpertB. RewardC. CoerciveD. Referent 

 

49. (p. 292) A person with special expertise that is highly valued has ____________________ power. A. LegitimateB. ExpertC. CoerciveD. Referent 

 

50. (p. 292) The charisma of a person is the basis of ____________________ power. A. LegitimateB. RewardC. CoerciveD. Referent 

 

51. (p. 292) Legitimate, reward and coercive power are prescribed by ____________________. A. The organizationB. The positionC. Specific interaction patternsD. All of the choices are correct 

 

52. (p. 292) Pete Townley, a computer programmer, has recently gained a great deal of power in the Ace Company. Pete's programs have helped automate the ordering and inventory system for the company, which made the directors in these areas look good. Pete has ____________________ power. A. RewardB. LegitimateC. ExpertD. Reference 

 

53. (p. 295) Power occurs when a person has an open channel to all of the following except: A. MoneyB. WorkersC. TechnologyD. Friends 

 

54. (p. 295) To ensure compliance with goals, top-level managers allocate resources on the basis of ____________________. A. Seniority and needB. Performance and complianceC. Power and complianceD. Power and need 

55. (p. 295) ____________________ is the best basis for making effective decisions. A. HierarchyB. AuthorityC. InformationD. Power 

 

56. (p. 295) Powerful managers generally do all of the following except: A. Allocate required resourcesB. Manage exceptionally large groupsC. Make crucial decisionsD. Have access to important information 

 

57. (p. 295) All of the following are symptoms of a first-line supervisor's powerlessness except: A. Setting themselves up as expertsB. Supervising too closelyC. Failing to train subordinatesD. Being inclined to do the job him- or herself 

 

58. (p. 296) If a manager proposes a major reorganization for the "good of the company," but in reality is looking to add to his own power base, he is most likely to use the ____________________ technique. A. DeceptionB. Power buildingC. Manipulative persuasionD. Selective argument 

59. (p. 296) If Mary, knowing that her boss didn't review most of the memos he signed, included a requisition for a new computer for herself in the stack of papers for his signature, she would be practicing a form of influence called ____________________. A. ManipulationB. Manipulative persuasionC. Selective riskD. Distortion 

 

60. (p. 297) Jim Peters has decided to roll out two new products at once because he has been unable to determine exactly what the competition will be releasing around the same time. This is an example of the ____________________ method of dealing with uncertainty. A. Coping by preventionB. Coping by innovationC. Coping by informationD. Coping by absorption 

 

61. (p. 297) Hiring two individuals when only one is needed because turnover is expected is an example of coping by ____________________. A. AbsorptionB. InnovationC. InformationD. Prevention 

 

62. (p. 297-298) All of the following are types of coping with uncertainty activities except: A. Coping by preventionB. Coping by innovationC. Coping by informationD. Coping by absorption 

63. (p. 298) Based on centrality, which of the following hospital departments would have the greatest power? A. PsychiatryB. Central supplyC. The emergency roomD. Billing 

 

64. (p. 300) All of the following are examples of political behavior except: A. Behavior that is outside the legitimate, recognized power systemB. Establishing a formal interaction pattern between two or more departmentsC. Behavior that is intentional and designed to acquire and maintain powerD. Behavior that is designed to benefit an individual or subunit, often at the expense of the organization in general 

 

65. (p. 301) Which of the following statements about bullying is false? A. Bullies are a fact of lifeB. Henry Ford and Walt Disney were bullies in the workplaceC. There is no "typical victim" that bullies targetD. Compressed deadlines and downsizing have contributed to an increase in bullying  

66. (p. 302) All of the following are examples of political tactics used to influence another department's decisions except: A. Rule enforcementB. PersuasionC. Changing organizational interaction patternsD. Education 

67. (p. 302) A study of political behavior in California found that all of the following were commonly used political tactics in organizations except: A. Forming power coalitionsB. Creating obligations/reciprocityC. Switching jobs frequentlyD. Praising others, ingratiation 

 

68. (p. 302) All of the following have been identified as the personal characteristics of effective politicians except: A. Highly intelligentB. ArticulateC. PopularD. Socially adept 69. (p. 302) A study in the 1990s found that all of the following defensive political behaviors were exhibited by managers except: A. Passing the buckB. Work alienationC. Playing dumbD. Stalling 70. (p. 303) Which of the following is considered a self-presentation strategy? A. FlatteryB. Doing favorsC. Agreeing with others' opinionsD. Making eye contact

 71. (p. 303) The ____________________ game is played to resist authority. A. Coalition-buildingB. SponsorshipC. InsurgencyD. Line versus staff  72. (p. 303) Jim Hart is told by his manager to discipline an employee for coming in late. Jim tells the employee, "Look, Harry, the boss says you need to start getting to work on time. So next time, try not to get caught, OK?" Jim is practicing Mintzberg's political game of ____________________. A. SponsorshipB. InsurgencyC. Counter-insurgencyD. Line versus staff  73. (p. 303) ____________________ is played to resist authority at all levels within an organization. A. Coalition-buildingB. SponsorshipC. InsurgencyD. Line versus staff  

74. (p. 304) One tactic of the ____________________ game is to occasionally follow up requests given to subordinates with a detailed checking system. A. Coalition-buildingB. CounterinsurgencyC. InsurgencyD. Line versus staff 75. (p. 304) In the ____________________ game, a person attaches herself to someone with power. A. Coalition-buildingB. SponsorshipC. InsurgencyD. Line versus staff  76. (p. 304) The ____________________ game pits line authority to make operating decisions against staff advisors' expertise. A. Coalition-buildingB. SponsorshipC. InsurgencyD. Line versus staff 

 

77. (p. 306) When evaluating the ethical validity of an organizational decision where there is a lack of information or serious conflict among or within criteria, the heaviest weighted criterion should be ____________________. A. Utilitarian outcomeB. Distributive justiceC. Individual rightsD. Overwhelming factors 

 

Fill in the Blank Questions 78. (p. 290) ____________________ is the ability to get others to do what one wants them to do. Power 

 

79. (p. 292) The five bases of interpersonal power can be divided into two major categories: organizational and ____________________. personal 

 

80. (p. 296) ____________________ refers to the form of influence in which both the objective and the attempt are concealed. Manipulation  

81. (p. 298) ____________________ is the extent to which other subunits can perform the job or task of a subunit. Substitutability  82. (p. 304) ____________________ means informing someone about an organizational practice or behavior that violates the law or conflicts with a personal value or belief. Whistle blowing 

Short Answer Questions 83. (p. 290) A person's success or failure at using or reacting to power is largely determined by three things. The first is understanding power. What are the other two? Knowing how and when to use power and being able to anticipate its probable effects. 

 

84. (p. 291) List the five interpersonal bases of power. Legitimate, reward, coercive, expert and referent. 

 

85. (p. 291) List the three characteristics of authority. (a) Authority is vested in a person's position. (b) It is accepted by subordinates. (c) It is used vertically. 

 

86. (p. 295) Sharing too much information can weaken one's power. Why? It reduces one's share of a valuable commodity. 87. (p. 296) What is a strategic contingency? Any event or activity that is of crucial importance to completing a project or accomplishing a goal. 

 

88. (p. 297) What is workflow immediacy? The speed and severity with which the workflow of a subunit affects the final outputs of the organization. 

 

89. (p. 300) Although it caused them great emotional strain and psychological conflict, Milgram's subjects continued to follow his commands to administrator electric shocks to "learners." Why did they do so? Because they perceived that he had the power and legitimacy to make the demands. 

Essay Questions 90. (p. 290) Great leaders have the power to make things happen by doing four things. What are they? (A) Communicating their visions to others.(B) Overcoming resistance to change(C) Mobilizing resources in the required direction(D) Managing their own ambitions so they don't lose perspective in the process of leading 

 

91. (p. 291) What is the difference between power and authority? Power is the ability to get others to do what you want them to do by using force and/or coercion. Authority is based on a person's position in the organizational hierarchy, rather than on the implication of force. Persons respond to authority because they know such directives must be followed 92. (p. 294) Explain what you, as a new employee, can do to develop expert power. I can become as proficient as possible in key aspects of my job. In other words, learning everything there is to know about what I'm supposed to do each day, understanding my customer's needs, knowing the organization's services/products inside and out and understanding how to solve customer's problems. The goal is to become the "go-to" person when others have questions or problems. 93. (p. 293) Identify some of the negative ways in which power seekers are often portrayed. Power seekers are often portrayed as neurotics who are covering up feelings of inferiority, anxiety or hatred. They may also be seen as persons who are substituting power for a lack of affection, being alone or being friendless. Others are described as attempting to compensate for some childhood deprivation.  

94. (p. 301) What is bullying at the workplace? Give an example of such behavior. Bullying is a pattern of destructive and demeaning behavior toward coworkers and subordinates. Examples would be berating an employee in front of his or her coworkers or making comments about someone's looks or personal characteristics, especially in front of others.  

95. (p. 301) Describe the type of person or persons that a bully typically targets. Bullies may target someone who is considered a threat, subordinates who possess less power and persons who have low self-esteem or who are not assertive. They may also target those who are not members of the "in-group" of the department.  

96. (p. 301) What can organizations do to prevent or lessen bullying in the workplace? The leaders or organizations and departments need to set a good example by not bullying subordinates and coworkers. Policies and guidelines regarding bullying need to be developed and enforced. Violators must be disciplined. Management training programs should contain a module that defines bullying and clearly states that such behavior will not be tolerated. New employee orientations should address the issue of bullying and explain how to report violations. 

97. (p. 304) There are four rules to follow when playing the sponsorship game. List them. (1) The person playing the game must be able to show commitment and loyalty to the sponsor. (2) The player must follow each sponsor-initiated request or order. (3) The player must stay in the background and give the sponsor credit for everything. (4) The player must be thankful and show gratitude to the sponsor. 

 

98. (p. N/A) Should all college students be required to take a course on ethics? Explain why or why not. Student answers will vary. There is no right or wrong answer. 

Matching Questions 99. (p. 303) Match the action to the correct impression management tactic. 1. Self-presentation      Smiling  12. Other-enhancement      Making eye contact  13. Self-presentation      Agreeing with others' opinions  24. Self-presentation      Using flattery  25. Self-presentation      Positive tone of voice  16. Other-enhancement      Doing favors for others  27. Self-presentation      High level of energy  18. Other-enhancement      Showing interest in others  29. Other-enhancement      Appropriate dress  110. Other-enhancement      Being an active listener  2 

 

100. (p. 303) Match the game to the correct action or description. 1. Whistle-blowing game      Resisting authority  22. Insurgency game      Countering the resistance to authority  43. Coalition-building game      Building power bases  34. Counterinsurgency game      Defeating rivals  55. Line versus staff game      Affecting organizational change  1