Robbins Eob11 Tif Ch12

Essentials of Organizational Behavior, 11e (Robbins/Judge)
Chapter 12 Power and Politics

1) Which one of the following is not implied in the definition of power?
A) influence
B) potential
C) dependency
D) actualization
E) capacity
Answer: D
Eplanation: D) !ower refers to a capacity that A has to influence the "eha#ior of B so B acts in
accordance with A$s wishes% &omeone can thus ha#e power "ut not use it' it is a capacity or
potential% !ro"a"ly the most important aspect of power is that it is a function of dependency%
Diff: ( !age )ef: 1*+
,"-ecti#e: !ower
.uest% Category: Concept/Definitional
0,: 1
() !ower is a function of 11111111%
A) goal congruency
B) realization
C) inheritence
D) dependency
E) altruism
Answer: D
Eplanation: D) !ower is a function of dependency%
,"-ecti#e: !ower and Dependency
0,: 1
2) Which of the following statements is true regarding power?
A) A is said to ha#e power o#er B if B controls something that A desires%
B) 3he greater A$s dependence on B4 the greater A$s power in the relationship%
C) 5f A has the capacity to influence the "eha#ior of B4 then A is said to ha#e power o#er B%
D) A can ha#e power o#er B only if A is the B$s leader%
E) A can ha#e power o#er B only when A and B ha#e similar goals%
Answer: C
Eplanation: C) 5f A has the capacity to influence the "eha#ior of B then A is said to ha#e power
o#er B% 3he most important aspect of power is that it is a function of dependency% 3he greater
B$s dependence on A4 the greater A$s power in the relationship%
,"-ecti#e: !ower
0,: 1
1
Copyright 6 (+1( !earson Education4 5nc% !u"lishing as !rentice 7all
8) Which of the following terms "est represents a point of difference "etween power and
leadership?
A) control
B) influence
C) cogniti#e dissonance
D) goal compati"ility
E) negati#e affect
Answer: D
Eplanation: D) !ower does not re9uire goal compati"ility4 merely dependence% 0eadership4 on
the other hand4 re9uires some congruence "etween the goals of the leader and those "eing led%
Diff: ( !age )ef: 1*1
,"-ecti#e: !ower
0,: 1
:) 0eadership re9uires 11111111%
A) congruence "etween the goals of the leader and those "eing led
B) focus on tactics for gaining compliance
C) a dependency of those "eing led on the leader
D) followers who share "eha#ioral traits with their leaders
E) a dependency of the leader on those "eing led
Answer: A
Eplanation: A) !ower does not re9uire goal compati"ility4 merely dependence% 0eadership4 on
the other hand4 re9uires some congruence "etween the goals of the leader and those "eing led%
,"-ecti#e: 0eadership
0,: 1
;) 0eadership focuses on the 11111111%
A) importance of lateral and upward influence patterns
B) elimination of dependency relationships
C) downward influence of a leader on his or her followers
D) ways of esta"lishing control o#er followers
E) resolution of conflicts among followers
Answer: C
Eplanation: C) ,ne difference "etween power and leadership relates to the direction of
influence% 0eadership focuses on the downward influence on followers% 5t minimizes the
importance of lateral and upward influence patterns% !ower does not%
,"-ecti#e: 0eadership
0,: 1
(
*) <nli=e leadership research4 research on power tends to focus on 11111111%
A) indi#idual styles in using power
B) strategies for goal attainment
C) tactics for gaining compliance
D) the administration of rewards
E) gaining dependency
Answer: C
Eplanation: C) )esearch on power focuses on tactics for gaining compliance% 5t goes "eyond
the indi#idual as the eerciser of power "ecause groups as well as indi#iduals can use power to
control other indi#iduals or groups%
,"-ecti#e: !ower
0,: 1
>) 3he two general groupings of power are 11111111%
A) informational and personal
B) formal and informal
C) informal and legitimate
D) personal and formal
E) direct and indirect
Answer: D
Eplanation: D) 3he "ases or sources of power are di#ided into two general groupings4 formal
and personal% 3hese two groupings are then "ro=en down into more specific categories%
,"-ecti#e: Bases of !ower
0,: 1
?) 3he 11111111 power is "ased on the fear of the negati#e results from failing to comply%
A) legitimate
B) coerci#e
C) puniti#e
D) referent
E) a"usi#e
Answer: B
Eplanation: B) 3he coerci#e power "ase depends on fear of the negati#e results from failing to
comply% 5t rests on the application4 or the threat of application4 of physical sanctions such as the
infliction of pain4 frustration through restriction of mo#ement4 or the controlling "y force of "asic
physiological or safety needs%
,"-ecti#e: Coerci#e !ower
0,: (
2
1+) At the organizational le#el4 if @enn can dismiss4 suspend4 or demote !olene4 assuming !olene
#alues his or her -o"% @enn has 11111111 power o#er !olene%
A) reward
B) legitimate
C) coerci#e
D) epert
E) referent
Answer: C
Eplanation: C) 3he coerci#e power "ase depends on fear of the negati#e results from failing to
comply% At the organizational le#el4 A has coerci#e power o#er B if A can dismiss4 suspend4 or
demote B4 assuming B #alues his or her -o"%
,"-ecti#e: Dependency
0,: (
11) When a "an= ro""er points a gun at a "an= employee4 his "ase of power is 11111111%
A) coerci#e
B) referent
C) positional
D) authoritati#e
E) epert
Answer: A
Eplanation: A) 3he coerci#e power "ase depends on fear of the negati#e results from failing to
physiological or safety needs% 3he "an= teller is forced to comply%
AAC&B: Analytic &=ills
.uest% Category: Application
0,: (
8
1() 0arry can assign ,li#er wor= acti#ities that ,li#er finds unpleasant% 0arry possesses
11111111 power o#er ,li#er%
A) reward
B) epert
C) legitimate
D) coerci#e
E) referent
Answer: D
Eplanation: D) 3he coerci#e power "ase depends on fear of the negati#e results from failing to
comply% 5f A can assign B wor= acti#ities B finds unpleasant or treat B in a manner B finds
em"arrassing4 A possesses coerci#e power o#er B%
,"-ecti#e: Aormal !ower
0,: (
12) 3he opposite of coerci#e power is 11111111 power%
A) referent
B) reward
C) legitimate
D) charismatic
E) epert
Answer: B
Eplanation: B) 3he opposite of coerci#e power is reward power4 with which people comply
"ecause it produces positi#e "enefits' someone who can distri"ute rewards others #iew as
#alua"le will ha#e power o#er them% 3hese rewards can "e either financial4 such as controlling
pay rates4 or nonfinancial4 including recognition4 or promotions%
,"-ecti#e: )eward !ower
0,: (
:
18) 5f your superior tells you that she will offer you a raise pro#ided you perform additional
wor= "eyond the re9uirements of your -o"4 he/she is eercising 11111111 power%
A) legitimate
B) coerci#e
C) reward
D) personal
E) reflecti#e
Answer: C
Eplanation: C) 3he opposite of coerci#e power is reward power4 with which people comply
"ecause it produces positi#e "enefits' someone who can distri"ute rewards others #iew as
#alua"le will ha#e power o#er them% 3hese rewards can "e either financial4 such as controlling
pay rates4 or nonfinancial4 including recognition4 or promotions%
,"-ecti#e: )eward !ower
0,: (
1:) 0egitimate power is "ased on 11111111 in the organization%
A) the a"ility to pro#ide rewards
B) interpersonal trust
C) structural position
D) epert =nowledge
E) respect and admiration
Answer: C
Eplanation: C) 5n formal groups and organizations4 pro"a"ly the most common access to one or
more of the power "ases is through legitimate power% 5t represents the formal authority to control
and use organizational resources "ased on structural position in the organization%
Diff: ( !age )ef: 1*(
,"-ecti#e: 0egitimate !ower
0,: (
1;) Which of the following types of power re9uires acceptance of the leader$s authority "y
mem"ers of the organization?
A) referent
B) coerci#e
C) legitimate
D) epert
E) charismatic
Answer: C
Eplanation: C) 0egitimate power is "roader than the power to coerce and reward% &pecifically4
it includes mem"ers$ acceptance of the authority of a position%
0,: (
;
1*) 3he power that the College Dean has "een granted "y the <ni#ersity o#er the faculty is
referred to as 11111111 power%
A) academic
B) positional
C) legitimate
D) referent
E) charismatic
Answer: C
Eplanation: C) 0egitimate power represents the formal authority to control and use
organizational resources "ased on structural position in the organization% 5t includes mem"ers$
acceptance of the authority of a position% A College Dean holds legitimate power%
Diff: 2 !age )ef: 1*(
0,: (
1>) Which of the following statements is true regarding legitimate power?
A) 0egitimate power de#elops out of admiration of another and a desire to "e li=e that person%
B) 0egitimate power comes from an indi#idual$s uni9ue characteristics%
C) 0egitimate power is "roader than the power to coerce and reward%
D) Cele"rities who endorse products in commercials wield legitimate power o#er people%
E) 0egitimate power is a type of personal power%
Answer: C
Eplanation: C) 5n formal groups and organizations4 pro"a"ly the most common access to one or
more of the power "ases is through legitimate power% 5t represents the formal authority to control
and use organizational resources "ased on structural position in the organization% 0egitimate
power is "roader than the power to coerce and reward%
,"-ecti#e: Epert !ower
0,: (
1?) Which of the following types of power can "e categorized as personal power?
A) coerci#e
B) legitimate
C) reward
D) referent
E) positional
Answer: D
Eplanation: D) !ersonal power comes from an indi#idual$s uni9ue characteristics% 3here are
two "ases of personal power: epert power and referent power%
,"-ecti#e: !ersonal !ower
0,: (
*
(+) Bost of us follow our doctor$s ad#ice "ecause our doctor has 11111111 power%
A) legitimate
B) reward
C) referent
D) epert
E) coerci#e
Answer: D
Eplanation: D) Epert power is influence wielded as a result of epertise4 special s=ill4 or
=nowledge% As -o"s "ecome more specialized4 we "ecome increasingly dependent on eperts to
achie#e goals% 5t is generally ac=nowledged that physicians ha#e epertise and hence epert
power: Bost of us follow our doctor$s ad#ice%
0,: (
(1) 11111111 power is "ased on identification with a person who has desira"le resources or
personal traits%
A) Coerci#e
B) 0egitimate
C) )eferent
D) Epert
E) )eward
Answer: C
Eplanation: C) )eferent power is "ased on identification with a person who has desira"le
resources or personal traits% 5f 5 li=e4 respect4 and admire you4 you can eercise power o#er me
"ecause 5 want to please you%
,"-ecti#e: )eferent !ower
0,: (
>
(() @ohn is good with num"ers4 "ut he wasn$t sure what he wanted to study in college% During his
senior year in high school he had a math teacher4 Br )oury% @ohn li=ed his teaching style and got
interested in num"ers% 7e also -oined the Bath Clu" to spend more time with Br% )oury% As a
result4 @ohn went on to study math and later engineering in college4 and today tells his =ids that
he owes his career to Br% )oury% Br% )oury ehi"ited 11111111 power o#er @ohn%
A) positional
B) referent
C) coerci#e
D) reward
E) legitimate
Answer: B
Eplanation: B) )eferent power is "ased on identification with a person who has desira"le
resources or personal traits% 5f a person is respected and admired he can eercise power and
influence o#er others that desire to please him% @ohn admired Br% )oury and wanted to please
him4 which influenced his career choice%
0,: (
(2) Cele"rities are paid millions of dollars to endorse products in commercials "ecause the
ad#ertisers "elie#e the cele"rities ha#e 11111111 power%
A) coerci#e
B) referent
C) epert
D) legitimate
E) reward
Answer: B
Eplanation: B) )eferent power de#elops out of admiration of another and a desire to "e li=e
that person% 5t helps eplain4 for instance4 why cele"rities are paid millions of dollars to endorse
products in commercials%
0,: (
?
(8) ,f the "ases of power4 research indicates that 11111111 power is most effecti#e%
A) personal
B) coerci#e
C) reward
D) legitimate
E) positional
Answer: A
Eplanation: A) ,f the three "ases of formal power Ccoerci#e4 reward4 legitimate) and two "ases
of personal power Cepert4 referent)4 research suggests pretty clearly that the personal sources of
power are most effecti#e%
0,: (
(:) Which of the following types of power is most li=ely to "e negati#ely related to employee
satisfaction and commitment?
A) epert power
B) reward power
C) legitimate power
D) coerci#e power
E) referent power
Answer: D
Eplanation: D) 3he coerci#e power "ase depends on fear of the negati#e results from failing to
comply% 5t is negati#ely related to employee satisfaction and commitment%
Diff: 1 !age )ef: 1*2
,"-ecti#e: Dependency
0,: (
(;) Which of the following power tactics in#ol#es increasing the target$s support "y in#ol#ing
him or her in decision ma=ing?
A) personal appeals
B) echange
C) consultation
D) ingratiation
E) pressure
Answer: C
Eplanation: C) 3he power tactic of consultation in#ol#es increasing the target$s support "y
in#ol#ing him or her in decision ma=ing%
,"-ecti#e: Creating Dependency
0,: 2
1+
(*) !ower tactics can "e defined as 11111111%
A) approaches for resol#ing conflicts
B) techni9ues for translating power "ases into specific action
C) strategies for gathering and maintaining support
D) organizational structural characteristics
E) approaches for winning arguments
Answer: B
Eplanation: B) !ower tactics are defined as ways in which indi#iduals translate power "ases
into specific actions% 3hey are the specific options that people ha#e for influencing their "osses4
coDwor=ers4 or employees%
,"-ecti#e: !ower 3actics
0,: 2
(>) Which of the following is not considered to "e a power tactic?
A) consultation
B) su"stitution
C) rational persuasion
D) ingratiation
E) coalition
Answer: B
Eplanation: B) 3he nine power tactics are legitimacy4 rational persuasion4 inspirational appeals4
consultation4 echange4 personal appeals4 ingratiation4 pressure4 and coalitions% &u"stitution is
not a power tactic%
0,: 2
(?) @oe comes to you with a re9uest for funds for a pro-ect% 7e reminds you that company policy
supports his position% 7e is using the tactic of 11111111%
A) coalition
B) consultation
C) ingratiation
D) legitimacy
E) pressure
Answer: D
Eplanation: D) 0egitimacy means relying on your authority position or saying a re9uest
accords with organizational policies or rules% @oe is relying on legitimacy%
,"-ecti#e: 0egitimacy
0,: 2
11
2+) @ames approaches his super#isor with data and a logical presentation supporting his re9uest
for additional personnel% Which of the following power tactics is used "y @ames?
A) consultation
B) legitimacy
C) rational persuasion
D) inspirational appeal
E) echange
Answer: C
Eplanation: C) )ational persuasion is presenting logical arguments and factual e#idence to
demonstrate a re9uest is reasona"le% @ames is using rational persuasion to try to get what he
wants%
,"-ecti#e: )ational !ersuasion
0,: 2
21) Which of the following power tactics tends to "ac=fire and is typically the least effecti#e of
the power tactics?
A) coalitions
B) echange
C) pressure
D) rational persuasion
E) consultation
Answer: C
Eplanation: C) !ressure tends to "ac=fire and is typically the least effecti#e of the nine tactics%
,"-ecti#e: 5nspirational Appeals
0,: 2
2() 3he power tactic of using flattery and creating goodwill "efore ma=ing a re9uest is =nown as
11111111%
A) ingratiation
B) consultation
C) inspirational appeal
D) moti#ational appeal
E) affecti#e appeal
Answer: A
Eplanation: A) 5ngratiation is defined as using flattery4 praise4 or friendly "eha#ior prior to
ma=ing a re9uest4 hoping that the =indness will help get what is desired%
,"-ecti#e: 5ngratiation
0,: 2
1(
22) Ei#ian has not "een handling one portion of her duties in a satisfactory manner% As a result4
her manager threatens to withhold her promotion% Which power tactic is "eing used "y Ei#ian$s
manager?
A) echange
B) ingratiation
C) pressure
D) personal appeals
E) inspirational appeals
Answer: C
Eplanation: C) !ressure is the use of warnings4 repeated demands4 and threats to try to get what
is desired% 5t is usually applied in a downward direction%
,"-ecti#e: !ressure
0,: 2
28) Which of the following power tactics is more effecti#e when the audience is highly
interested in the outcomes of a decision process?
A) ingratiation
B) consultation
C) personal appeals
D) echange
E) pressure
Answer: B
Eplanation: B) )ational persuasion4 inspirational appeals4 and consultation tend to "e the most
effecti#e power tactics4 especially when the audience is highly interested in the outcomes of a
decision process%
0,: 2
2:) When the power tactic of 11111111 wor=s4 it$s generally downward only%
A) echange
B) coalition
C) ingratiation
D) pressure
E) legitimacy
Answer: D
Eplanation: D) !ressure tends to "ac=fire and is typically the least effecti#e of the nine tactics%
When pressure wor=s4 it$s generally downward only%
,"-ecti#e: !ower and &eual 7arassment
0,: 2
12
2;) Which of the following power tactics can "e used most effecti#ely for eerting lateral
influence?
A) legitimacy
B) inspirational appeal
C) coalition
D) ingratiation
E) pressure
Answer: C
Eplanation: C) !ersonal appeals and coalitions are most effecti#e as lateral influence%
,"-ecti#e: &eual 7arassment
0,: 2
2*) Which of the following power tactics is effecti#e for eerting upward influence?
A) pressure
B) inspirational appeals
C) echange
D) rational persuasion
E) legitimacy
Answer: D
Eplanation: D) )ational persuasion is an effecti#e tactic for eerting upward influence% 5t is the
only tactic effecti#e across organizational le#els%
0,: 2
2>) 11111111 is the only power tactic that is effecti#e for eerting upward influence4 downward
influence4 and lateral influence%
A) 0egitimacy
B) Echange
C) 5ngratiation
D) !ressure
E) )ational persuasion
Answer: E
Eplanation: E) )ational persuasion is the only tactic effecti#e across organizational le#els%
0,: 2
18
2?) Which of the following influence tactics is considered a FharderF tactic that emphasizes
formal power and incurs greater costs and ris=s?
A) personal appeal
B) coalition
C) rational persuation
D) inspirational appeal
E) consultation
Answer: B
Eplanation: B) Gou$re more li=ely to "e effecti#e if you "egin with FsofterF tactics that rely on
personal power4 such as personal and inspirational appeals4 rational persuasion4 and consultation%
5f these fail4 you can mo#e to FharderF tactics4 such as echange4 coalitions4 and pressure4 which
emphasize formal power and incur greater costs and ris=s%
0,: 2
8+) !eople especially li=ely to comply with soft power tactics tend to 11111111%
A) "e more action oriented
B) ha#e greater desire for control
C) "e etrinsically moti#ated
D) ha#e low selfDesteem
E) "e more focused on getting along with others than with getting their own way
Answer: B
Eplanation: B) !eople especially li=ely to comply with soft power tactics tend to "e more
reflecti#e4 are intrinsically moti#ated4 ha#e high selfDesteem4 and ha#e greater desire for control%
0,: 2
81) Which of the following s=ills "est represents the a"ility of people to influence others to
enhance their own o"-ecti#es?
A) analytical s=ill
B) critical thin=ing s=ill
C) political s=ill
D) reflecti#e thin=ing s=ill
E) cogniti#e s=ill
Answer: C
Eplanation: C) !olitical s=ills of people indicate their a"ility to influence others to enhance
their own o"-ecti#es%
0,: 2
1:
8() !olitical "eha#iors usually 11111111%
A) lie outside of an indi#idual$s specified -o" re9uirements
B) are counter producti#e to indi#idual goals
C) are seen only in large organizations
D) are frowned upon "y organizational leaders
E) are epected as part of each -o" re9uirement
Answer: A
Eplanation: A) !olitical "eha#ior is defined as acti#ities that are not re9uired as part of a
person$s formal role in the organization "ut that influence4 or attempt to influence4 the
distri"ution of ad#antages and disad#antages within the organization%
Diff: ( !age )ef: 1*:
,"-ecti#e: !olitical Beha#ior
0,: 2
82) Which of the following is a form of illegitimate political "eha#ior?
A) "ypassing the chain of command
B) forming coalitions
C) sym"olic protests
D) ecessi#e adherence to rules
E) complaining to super#isors
Answer: C
Eplanation: C) 5llegitimate acti#ities include sa"otage4 whistleD"lowing4 and sym"olic protests
such as wearing unorthodo dress or protest "uttons and calling in sic= as a group%
,"-ecti#e: 5llegitimate !olitical Beha#iors
0,: 2
88) !laying hard"all means 11111111%
A) engaging in negotiation acti#ities
B) complaining to your super#isor
C) "ypassing the chain of command
D) forming coalitions
E) engaging in illegitimate political "eha#ior
Answer: E
Eplanation: E) 5llegitimate political "eha#ior #iolates the implied rules of the game% 3hose who
pursue such acti#ities are often said to Fplay hard"all%F
,"-ecti#e: 0egitimate !olitical Beha#iors
0,: 2
1;
8:) Which of the following statements is true regarding legitimate political "eha#ior?
A) Engaging in legitimate political "eha#ior is also =nown as Fplaying hard"all%F
B) WhistleD"lowing is considered legitimate political "eha#ior%
C) 0egitimate political "eha#ior is a part of once formal responsi"ilities%
D) 3he #ast ma-ority of all organizational political actions are of the legitimate #ariety%
E) &a"otage is considered legitimate political "eha#ior%
Answer: D
Eplanation: D) 0egitimate political "eha#ior refers to normal e#eryday politics% 3he #ast
ma-ority of all organizational political actions are of the legitimate #ariety%
Diff: 2 !age )ef: 1*:
,"-ecti#e: &elfDBonitors
0,: 8
8;) 11111111 occurs when people within organizations use whate#er influence they can to taint
the facts to support their goals and interests%
A) 0egitimate political "eha#ior
B) !olitic=ing
C) 5llegitimate political "eha#ior
D) &a"otage
E) WhistleD"lowing
Answer: B
Eplanation: B) Bost decisions in an organization ha#e to "e made in a climate of am"iguity
where facts are rarely fully o"-ecti#e and thus are open to interpretation% <nder such
circumstances4 people within organizations will use whate#er influence they can to taint the facts
to support their goals and interests% 3hat creates the acti#ities called politic=ing.
Diff: ( !age )ef: 1*;
,"-ecti#e: !olitic=ing
0,: 2
8*) Employees ehi"iting which of the following traits are more li=ely to engage in political
"eha#ior?
A) lac= of sensiti#ity to social cues
B) eternal locus of control
C) low need for power
D) Bachia#ellian personality
E) low selfDmonitoring
Answer: D
Eplanation: D) 3he Bachia#ellian personalityHcharacterized "y the will to manipulate and the
desire for powerHis comforta"le using politics as a means to further his or her selfDinterest%
Diff: ( !age )ef: 1*;
,"-ecti#e: 5ndi#idual Aactors 3hat 5nfluence !olitical Beha#ior
0,: 8
1*
8>) 5f an indi#idual 111111114 then he is less li=ely to engage in illegitimate political "eha#ior%
A) has in#ested a lot in the organization in terms of time and efforts
B) possesses a scarce s=ill or =nowledge
C) has influential contacts outside the organization
D) does not epect any future "enefits from the organization
E) has an eternal locus of control
Answer: A
Eplanation: A) An indi#idual$s in#estment in the organization4 percei#ed alternati#es4 and
epectations of success influence the degree to which he or she will pursue illegitimate means of
political action% 3he more a person epects increased future "enefits from the organization4 the
more that person has to lose if forced out and the less li=ely he or she is to use illegitimate
means%
Diff: ( !age )ef: 1**
0,: 8
8?) Which of the following factors encourages politic=ing?
A) clear performance e#aluation systems
B) role clarity
C) zeroDsum reward allocation practices
D) increase in organizational resources
E) low pressures for performance
Answer: C
Eplanation: C) Cultures characterized "y low trust4 role am"iguity4 unclear performance
e#aluation systems4 zeroDsum reward allocation practices4 democratic decision ma=ing4 high
pressures for performance4 and selfDser#ing senior managers will create "reeding grounds for
politic=ing%
Diff: 2 !age )ef: 1**
,"-ecti#e: ,rganizational Aactors 3hat 5nfluence !olitical Beha#ior
0,: 8
:+) Which of the following organizational factors encourages political "eha#ior?
A) use of o"-ecti#e criteria in the appraisal
B) using multiple outcomes to measure performance
C) allowing significant time to pass "etween the time of an action and its appraisal
D) a#oiding the zeroDsum approach for resource allocation
E) ensuring role clarity
Answer: C
Eplanation: C) 3he more organizations use su"-ecti#e criteria in the appraisal4 emphasize a
single outcome measure4 or allow significant time to pass "etween the time of an action and its
appraisal4 the greater the li=elihood that an employee can get away with politic=ing%
Diff: ( !age )ef: 1*>
0,: 8
1>
:1) 3o a#oid politic=ing during performance e#aluations4 an organization should 11111111%
A) use su"-ecti#e criteria
B) use democratic decision ma=ing
C) use a single outcome measure
D) use o"-ecti#e criteria
E) allow a long time lapse
Answer: D
Eplanation: D) 3he more organizations use su"-ecti#e criteria in the appraisal4 emphasize a
single outcome measure4 or allow significant time to pass "etween the time of an action and its
appraisal4 the greater the li=elihood that an employee can get away with politic=ing%
Diff: ( !age )ef: 1*>
0,: 8
:() )eacti#e and protecti#e "eha#iors designed to a#oid action4 "lame4 or change are termed
11111111%
A) zeroDsum approach
B) defensi#e "eha#iors
C) protectionism
D) impression management
E) shielding "ias
Answer: B
Eplanation: B) When employees see politics as a threat4 they often respond with defensi#e
"eha#iors4 which is reacti#e and protecti#e "eha#iors to a#oid action4 "lame4 or change%
Diff: ( !age )ef: 1*?
,"-ecti#e: Defensi#e Beha#iors
0,: 8
:2) Which of the following defensi#e "eha#iors is demonstrated "y indi#iduals who de#elop
eplanations and documentation to lessen their responsi"ility for negati#e outcomes?
A) "uffing
B) -ustifying
C) pre#ention
D) stretching
E) misrepresenting
Answer: A
Eplanation: A) Buffing is a nice way to refer to Fco#ering your rear%F 5t descri"es the practice
of rigorously documenting acti#ity to pro-ect an image of competence and thoroughness%
Diff: 2 !age )ef: 1>+
,"-ecti#e: Buffing
0,: 8
1?
:8) !lacing the "lame for a negati#e outcome on eternal factors that are not entirely
"lameworthy is =nown as 11111111%
A) scapegoating
B) "uffing
C) stalling
D) "uc= passing
E) o#erconfirming
Answer: A
Eplanation: A) &capegoating is placing the "lame for a negati#e outcome on eternal factors
that are not entirely "lameworthy%
0,: 8
::) Which of the following is an asserti#e impression management techni9ue?
A) conformity
B) apologies
C) selfDpromotion
D) flattery
E) "uffing
Answer: D
Eplanation: D) Alattery and eemplification are asserti#e impression management techni9ues%
Diff: ( !age )ef: 1>1
,"-ecti#e: 5mpression Banagement
0,: :
:;) Which of the following impression management C5B) techni9ues is used "y a sales manager
who says to her "oss4 FWe failed to get the ad in the paper on time4 "ut no one responds to those
ads anyway?F
A) flattery
B) enhancement
C) ecuses
D) conformity
E) eemplification
Answer: C
Eplanation: C) Ecuses are eplanations of a predicamentDcreating e#ent aimed at minimizing
the apparent se#erity of the predicament% 5t is a defensi#e 5B techni9ue%
,"-ecti#e: Aa#ors
0,: :
(+
:*) A manager tells his "oss4 FGou$re a"solutely right on your reorganization plan for the
western regional office% 5 couldn$t agree with you more%F 5n this eample the manager is using
the impression management C5B) techni9ue of 11111111%
A) fa#or
B) flattery
C) conformity
D) eemplification
E) enhancement
Answer: C
Eplanation: C) Conformity is agreeing with someone else$s opinion to gain his or her appro#al%
5t is a form of ingratiation%
,"-ecti#e: Ethics and !olitics
0,: :
:>) Which of the following is an eample of the impression management C5B) techni9ue of
Feemplification?F
A) A manager tells his "oss4 FGou$re a"solutely right on your reorganization plan for the western
regional office% 5 couldn$t agree with you more%F
B) A salesperson says to a prospecti#e client4 F5$#e got two tic=ets to the theater tonight that 5
can$t use% 3a=e them% Consider it a than=Dyou for ta=ing the time to tal= with me%F
C) An employee says to his "oss4 F5$m sorry 5 made a mista=e on the report% !lease forgi#e me%F
D) A salesperson tells his "oss4 FBatt wor=ed unsuccessfully for three years to try to get that
account% 5 sewed it up in si wee=s% 5$m the "est closer this company has%F
E) An employee sends eDmails from his wor= computer when he wor=s late so that his super#isor
will =now how long he$s "een wor=ing%
Answer: E
Eplanation: E) Eemplification is doing more than you need to in an effort to show how
dedicated and hard wor=ing you are% 5t is an asserti#e 5B techni9ue%
0,: :
(1
:?) Which of the following is a selfDfocused impression management techni9ue?
A) flattery
B) enhancement
C) apology
D) ecuses
E) conformity
Answer: B
Eplanation: B) Enhancement and selfDpromotion are selfDfocused impression management
techni9ues%
0,: :
;+) Which of the following statements is true regarding impression management C5B)
techni9ues?
A) During inter#iews4 applicants appear to use ingratiation more than selfDpromotion%
B) 5ngratiation is negati#ely related to performance ratings%
C) 3hose who selfDpromote recei#e higher performance e#aluations%
D) 5ngratiation wor=s well in inter#iews%
E) Ii#ing ecuses is considered as an asserti#e 5B techni9ue%
Answer: D
Eplanation: D) 5ngratiation wor=s well in inter#iews% Applicants who compliment the
inter#iewer4 agree with his or her opinions4 and emphasize areas of fit do "etter than those who
don$t%
Diff: ( !age )ef: 1>(
0,: :
;1) Delray is a"out to sit down with his "oss for his performance re#iew% Which 5B techni9ue
should Delray a#oid using in the performance e#aluation?
A) ingratiation
B) selfDpromotion
C) flattery
D) conformity
E) rationalization
Answer: B
Eplanation: B) &elfDpromotion appears to "ac=fire during performance e#aluations% 3hose who
selfDpromote actually seem to recei#e lower performance e#aluations%
Diff: ( !age )ef: 1>(D1>2
,"-ecti#e: 5mpression Banagement 3echni9ues
0,: :
((
;() E#idence indicates people in different countries tend to prefer different power tactics%
Chinese managers prefer 11111111%
A) rational persuasion
B) echange
C) ingratiation
D) coalition
E) inspirational appeals
Answer: D
Eplanation: D) <%&% managers prefer rational appeal4 whereas Chinese managers preferred
coalition tactics%
,"-ecti#e: Ilo"al 5mplications
0,: ;
;2) Which of the following statements is true regarding effecti#eness of power tactics in
different countries?
A) !eople from politically tur"ulent countries in the Biddle East tend to "e less willing to use
aggressi#e political tactics in the wor=place4 than people from countries such as Ireat Britain or
&witzerland%
B) <%&% managers tend to e#aluate Fgentle persuasionF tactics such as consultation and
inspirational appeal as less effecti#e than their Chinese counterparts%
C) 5n 5srael4 perception of organizational politics relates to decreased -o" satisfaction%
D) 5n countries that are more politically unsta"le4 employees seem to demonstrate lower
tolerance of intense political processes in the wor=place%
E) Chinese managers prefer the influence tactic of rational persuasion%
Answer: C
Eplanation: C) 5n 5srael4 perception of organizational politics relates to decreased -o"
satisfaction% 5n countries that are more politically unsta"le4 such as 5srael4 employees seem to
demonstrate greater tolerance of intense political processes in the wor=place%
,"-ecti#e: Creating Dependency
0,: ;
(2
Gour colleagues at wor= are constantly tal=ing a"out the #iceDpresident in your region% 7e is
percei#ed throughout the organization as a ruthless man who is not to "e antagonized% 5t is
necessary for you to "ring him a report4 and you are #ery ner#ous a"out ha#ing to deal with him%
;8) 3he #ice president$s ma-or "ase of power seems to "e 11111111%
A) reward
B) coerci#e
C) referent
D) epert
E) personal
Answer: B
Eplanation: B) 3he coerci#e power "ase depends on fear of the negati#e results from failing to
physiological or safety needs%
0,: (
;:) Gour immediate super#isor is a nice person% 7e helps you sol#e your pro"lems and gi#es
#alua"le ad#ice% Gou admire your super#isor and aspire to "ecome li=e him% 3he power that your
super#isor possesses o#er you is =nown as 11111111 power%
A) transactional
B) coerci#e
C) epert
D) reward
E) referent
Answer: E
Eplanation: E) )eferent power is "ased on identification with a person who has desira"le
resources or personal traits%
Diff: 1 !age )ef: 1*(
0,: (
(8
;;) Gou =now that the #iceDpresident has the authority to accept or re-ect your report% 3his is part
of his 11111111 power%
A) reward
B) coerci#e
C) epert
D) legitimate
E) personal
Answer: D
Eplanation: D) 0egitimate power represents the formal authority to control and use
organizational resources "ased on structural position in the organization%
0,: (
3homas recognizes that his firm is plagued "y organizational politics% 7e is not good at playing
games and instead fre9uently engages in defensi#e "eha#iors in order to protect himself and his
interests% 3homas is frustrated "ecause he "elie#es that he has little control o#er his en#ironment4
and his en#ironment is uncomforta"le to him% 7e has had some success at esta"lishing a sense of
control for himself "y appearing to "e more supporti#e pu"licly while doing little or nothing
pri#ately%
;*) Which of the following "eha#iors is 3homas engaged in?
A) o#erconforming
B) stalling
C) playing dum"
D) stretching
E) "uc= passing
Answer: B
Eplanation: B) &talling is appearing to "e more or less supporti#e pu"licly while doing little or
nothing pri#ately%
Diff: ( !age )ef: 1>+
,"-ecti#e: &talling
0,: 8
(:
;>) 3he defensi#e "eha#ior that 3homas engages in falls under the category of a#oiding
11111111%
A) action
B) "lame
C) change
D) power
E) responsi"ility
Answer: A
Eplanation: A) ,#erconforming4 "uc= passing4 playing dum"4 stretching4 and stalling are all
defensi#e "eha#iors that fall under the category of a#oiding action%
,"-ecti#e: A#oiding Action
0,: 8
;?) 3homas also attempts to pro-ect an image of competence and thoroughness "y rigorously
documenting all of his acti#ity% 3his defensi#e "eha#ior is =nown as 11111111%
A) -ustifying
B) o#erconfirming
C) "uffing
D) scapegoating
E) "uc= passing
Answer: C
Eplanation: C) Buffing descri"es the practice of rigorously documenting acti#ity to pro-ect an
image of competence and thoroughness%
,"-ecti#e: Buffing
0,: 8
*+) Buffing falls under the category of a#oiding 11111111%
A) responsi"ility
B) power
C) change
D) action
E) "lame
Answer: E
Eplanation: E) Buffing is a defensi#e "eha#ior that falls under the category of a#oiding "lame
for actions in the organization%
,"-ecti#e: A#oiding Blame
0,: 8
@errod is relati#ely new to Jenon Corporation and wants to ma=e sure that he ma=es a good
(;
impression on his cowor=ers and super#isor% 7e agrees with the super#isor$s opinion most of the
time and constantly compliments others a"out their good wor=%
*1) @errod is attempting to use 11111111%
A) illegitimate political "eha#ior
B) impression management
C) defensi#e "eha#ior
D) referral power
E) epert power
Answer: B
Eplanation: B) 5mpression management C5B) is the process "y which indi#iduals attempt to
control the impression others form of them% @arrod hopes to control his super#isor$s opinion of
him "y ingratiating himself%
0,: :
*() @errod is engaging in which of the following impression management techni9ues as far as his
super#isor is concerned?
A) enhancement
B) selfDpromotion
C) ecuses
D) conformity
E) apologizing
Answer: D
Eplanation: D) Conformity is agreeing with someone else$s opinion to gain his or her appro#al%
5t is a form of ingratiation%
,"-ecti#e: Conformity
0,: :
(*
*2) Which of the following is most li=ely to help @errod earn higher performance e#aluations?
A) apologies
B) ingratiation
C) ecuses
D) "uffing
E) selfDpromotion
Answer: B
Eplanation: B) 5ngratiation is positi#ely related to performance ratings4 meaning those who
ingratiate with their super#isors get higher performance e#aluations%
,"-ecti#e: 5ngratiation
0,: :
*8) <nli=e power4 leadership re9uires a significant degree of goal compati"ility%
Answer: 3)<E
Eplanation: !ower does not re9uire goal compati"ility4 merely dependence% 0eadership4 on the
other hand4 re9uires some congruence "etween the goals of the leader and those "eing led%
,"-ecti#e: 0eadership and !ower
0,: 1
*:) 0eadership focuses on the lateral and upward influence patterns%
Answer: AA0&E
Eplanation: 0eadership focuses on the downward influence on followers% 5t minimizes the
importance of lateral and upward influence patterns%
0,: 1
*;) !ower does not re9uire goal compati"ility%
Answer: 3)<E
Eplanation: !ower does not re9uire goal compati"ility4 merely dependence% 0eadership4 on the
other hand4 re9uires some congruence "etween the goals of the leader and those "eing led%
,"-ecti#e: Epert !ower
0,: 1
(>
**) !ersonal power is "ased on an indi#idual$s position in an organization% 5t can come from the
a"ility to coerce or reward4 or from formal authority%
Answer: AA0&E
Eplanation: Aormal power is "ased on an indi#idual$s position in an organization% 5t can come
from the a"ility to coerce or reward4 or from formal authority%
0,: (
*>) Epert power is the opposite of coerci#e power%
Answer: AA0&E
Eplanation: )eward power is the opposite of coerci#e power%
,"-ecti#e: Dependency and &carcity
0,: (
*?) 0egitimate power is influence wielded as a result of epertise4 special s=ill4 or =nowledge%
Answer: AA0&E
Eplanation: 0egitimate power represents the formal authority to control and use organizational
resources "ased on structural position in the organization% Epert power is influence wielded as a
result of epertise4 special s=ill4 or =nowledge%
0,: (
>+) Epert power de#elops out of admiration of another and a desire to "e li=e that person%
Answer: AA0&E
Eplanation: )eferent power de#elops out of admiration of another and a desire to "e li=e that
person% Epert power is influence wielded as a result of epertise4 special s=ill4 or =nowledge%
,"-ecti#e: !ower into Action
0,: (
>1) )ational persuasion is the only power tactic that is effecti#e across all organizational le#els%
Answer: 3)<E
Eplanation: 3he effecti#eness of some influence tactics depends on the direction of influence
"ut rational persuasion is the only tactic effecti#e across organizational le#els%
,"-ecti#e: )ational !ersuasion
0,: 2
(?
>() Gou$re more li=ely to "e effecti#e if you "egin with FharderF tactics and mo#e to FsofterF
tactics only if the harder tactics fail%
Answer: AA0&E
Eplanation: Gou$re more li=ely to "e effecti#e if you "egin with FsofterF tactics and mo#e to
FharderF tactics only if the softer tactics fail%
,"-ecti#e: 5llegitimate !olitical Beha#iors
0,: 2
>2) !eople especially li=ely to comply with soft power tactics tend to "e more reflecti#e and
ha#e greater desire for control%
Answer: 3)<E
Eplanation: !eople especially li=ely to comply with soft power tactics tend to "e more
reflecti#e4 are intrinsically moti#ated4 ha#e high selfDesteem4 and ha#e greater desire for control%
,"-ecti#e: )esponse to ,rganizational !olitics
0,: 2
>8) !eople especially li=ely to comply with hard power tactics tend to "e intrinsically moti#ated%
Answer: AA0&E
Eplanation: !eople li=ely to comply with hard power tactics are more action oriented and
etrinsically moti#ated and are more focused on getting along with others than with getting their
own way%
,"-ecti#e: &elfDBonitors and 5mpression Banagement
0,: 2
>:) Etra#erts tend to "e more influential in teamDoriented organizations%
Answer: 3)<E
Eplanation: !eople who fit the culture of the organization tend to o"tain more influence%
&pecifically4 etra#erts tend to "e more influential in teamDoriented organizations4 and highly
conscientious people are more influential in organizations that #alue wor=ing alone on technical
tas=s%
0,: 2
2+
>;) WhistleD"lowing is considered legitimate political "eha#ior%
Answer: AA0&E
Eplanation: 5llegitimate political "eha#ior #iolates the implied rules of the game% 5llegitimate
acti#ities include sa"otage4 whistleD"lowing4 and sym"olic protests such as wearing unorthodo
dress or protest "uttons and calling in sic= as a group%
0,: (
>*) 3he #ast ma-ority of all organizational political actions are of the illegitimate #ariety%
Answer: AA0&E
Eplanation: 3he #ast ma-ority of all organizational political actions are of the legitimate
#ariety% 3his is "ecause etreme forms of illegitimate political "eha#ior pose a #ery real ris= of
losing organizational mem"ership or incurring etreme sanctions4 particularly if those who use
these tactics don$t ha#e enough power to ensure they wor=%
0,: 2
>>) Employees with an internal locus of control are more li=ely to engage in political "eha#ior%
Answer: 3)<E
Eplanation: Employees with internal locus of control "elie#e that they can control their
en#ironment and they are more prone to ta=e a proacti#e stance and attempt to manipulate
situations in their fa#or%
0,: 8
>?) 3he more alternati#e -o" opportunities an indi#idual has4 the more li=ely that indi#idual is to
ris= illegitimate political actions%
Answer: 3)<E
Eplanation: 3he more alternati#e -o" opportunities an indi#idual hasHdue to a fa#ora"le -o"
mar=et or the possession of scarce s=ills or =nowledge4 a prominent reputation4 or influential
contacts outside the organizationHthe more li=ely that indi#idual is to ris= illegitimate political
actions%
0,: 8
21
?+) 3he more organizations use o"-ecti#e criteria in the appraisal4 the greater the li=elihood that
an employee can get away with politic=ing%
Answer: AA0&E
Eplanation: 3he more organizations use su"-ecti#e criteria in the appraisal4 the greater the
li=elihood that an employee can get away with politic=ing% &u"-ecti#e performance criteria create
am"iguity%
Diff: 2 !age )ef: 1*>
0,: 8
?1) Employees who selfDpromote recei#e lower performance e#aluations than employees who
ingratiate%
Answer: 3)<E
Eplanation: 5ngratiation is positi#ely related to performance ratings4 meaning those who
ingratiate with their super#isors get higher performance e#aluations% 7owe#er4 selfDpromotion
appears to "ac=fire: 3hose who selfDpromote actually seem to recei#e lower performance
e#aluations%
0,: :
?() Define power%
Answer: !ower refers to a capacity that A has to influence the "eha#ior of B so B acts in
accordance with A$s wishes% &omeone can thus ha#e power "ut not use it' it is a capacity or
potential% !ro"a"ly4 the most important aspect of power is that it is a function of dependency%
3he greater B$s dependence on A4 the greater A$s power in the relationship% Dependence4 in turn4
is "ased on alternati#es that B percei#es4 and the importance B places on the alternati#eCs) A
controls% A person can ha#e power o#er you only if he or she controls something you desire%
,"-ecti#e: !ower 3actics and 5llegitimate Beha#ior
0,: 1
?2) Contrast leadership and power%
Answer: !ower does not re9uire goal compati"ility4 merely dependence% 0eadership4 on the
other hand4 re9uires some congruence "etween the goals of the leader and those "eing led% A
second difference relates to the direction of influence% 0eadership focuses on the downward
influence on one$s followers% 5t minimizes the importance of lateral and upward influence
patterns% !ower does not% &till another difference deals with research emphasis% 0eadership
research4 for the most part4 emphasizes style% 5t see=s answers to such 9uestions as: 7ow
supporti#e should a leader "e? 7ow much decision ma=ing should "e shared with followers? 3he
research on power encompasses a "roader area and focus on tactics for gaining compliance%
!ower can "e used "y groups as well as "y indi#iduals to control other indi#iduals or groups%
,"-ecti#e: 0eadership and !ower
0,: 1
2(
?8) 0ist and discuss the "ases of formal power%
Answer: Aormal power can come from the a"ility to coerce or reward4 from formal authority4 or
from control of information%
a) Coerci#e power: 3he coerci#e power "ase is dependent on fear% ,ne reacts to this power out
of fear of the negati#e results that might occur if one failed to comply% A has coerci#e power
o#er B if A can dismiss4 suspend4 or demote B4 assuming that B #alues his or her -o"%
") )eward power: 3he opposite of coerci#e power is reward power% !eople comply with the
wishes or directi#es of another "ecause doing so produces positi#e "enefits% 3herefore4 one who
can distri"ute rewards that others #iew as #alua"le will ha#e power o#er those others% 3hese
rewards can "e either financial or nonfinancial%
c) 0egitimate power: 5n formal groups and organizations4 pro"a"ly the most common access to
one or more of the power "ases is through legitimate power% 5t represents the formal authority to
control and use organizational resources "ased on structural position in the organization%
0,: (
?:) 0ist and discuss the "ases of personal power%
Answer: !ersonal power comes from an indi#idual$s uni9ue characteristics% 3hree "ases of
personal power are epertise4 the respect and admiration of others4 and charisma%
a) Epert power is influence wielded as a result of epertise4 special s=ill4 or =nowledge%
Epertise has "ecome one of the most powerful sources of influence as the world has "ecome
more technologically oriented%
") )eferent power is "ased on identification with a person who has desira"le resources or
personal traits% 5f 5 li=e4 respect4 and admire you4 you can eercise power o#er me "ecause 5 want
to please you%
0,: (
22
?;) What power tactics can employees use to translate their power "ases into specific actions and
how does each one wor=?
Answer: )esearch has identified nine distinct tactics of political influence%
a) Legitimacy in#ol#es relying on one$s authority position or stressing that a re9uest is in
accordance with organizational policies or rules%
") Rational persuasion in#ol#es presenting logical arguments and factual e#idence to
demonstrate that a re9uest is reasona"le%
c) Inspirational appeals in#ol#e de#eloping emotional commitment "y appealing to a target$s
#alues4 needs4 hopes4 and aspirations%
d) Consultation in#ol#es increasing a target$s moti#ation and support "y in#ol#ing him or her in
deciding how a plan or change will "e implemented%
e) !change in#ol#es rewarding targets with "enefits or fa#ors in echange for following a
re9uest%
f) Personal appeals in#ol#e as=ing for compliance "ased on friendship or loyalty%
g) Ingratiation in#ol#es using flattery4 praise4 or friendly "eha#ior prior to ma=ing a re9uest%
h) Pressure in#ol#es using warnings4 repeated demands4 and threats%
i) Ainally4 coalitions in#ol#e enlisting the aid of other people to persuade a target or using the
support of others as a reason for the target to agree%
0,: 2
?*) Discuss the effecti#eness of #arious influence tactics%
Answer: 3he effecti#eness of some influence tactics depends on the direction of influence%
)ational persuasion is the only tactic effecti#e across organizational le#els% 5nspirational appeals
wor= "est as a downwardDinfluencing tactic with su"ordinates% When pressure wor=s4 it$s
generally downward only% !ersonal appeals and coalitions are most effecti#e as lateral influence%
,ther factors that affect the effecti#eness of influence include the se9uencing of tactics4 a
person$s s=ill in using the tactic4 and the organizational culture%
Gou$re more li=ely to "e effecti#e if you "egin with FsofterF tactics that rely on personal power4
such as personal and inspirational appeals% 5f these fail4 you can mo#e to FharderF tactics4 such as
echange and coalitions% !eople differ in their political s=ill4 or their a"ility to influence others to
enhance their own o"-ecti#es% 3he politically s=illed are more effecti#e users of all of the
influence tactics% 3he organizational culture in which a person wor=s will ha#e a "earing on
which tactics are considered appropriate% &ome cultures encourage participation and
consultation4 some encourage reason4 and still others rely on pressure% !eople who fit the culture
of the organization tend to o"tain more influence%
0,: 2
28
?>) Eplain with eample legitimate political "eha#ior and illegitimate political "eha#ior%
Answer: 0egitimate political "eha#ior refers to normal e#eryday politicsDcomplaining to your
super#isor4 "ypassing the chain of command4 forming coalitions4 o"structing organizational
policies or decisions through inaction or ecessi#e adherence to rules4 and de#eloping contacts
outside the organization through one$s professional acti#ities% ,n the other hand4 there are also
illegitimate political "eha#iors that #iolate the implied rules of the game% 3hose who pursue such
etreme acti#ities are often descri"ed as indi#iduals who Fplay hard"all%F 5llegitimate acti#ities
include sa"otage4 whistleD"lowing4 and sym"olic protests such as wearing unorthodo dress or
protest "uttons4 and groups of employees simultaneously calling in sic=%
,"-ecti#e: 0egitimate and 5llegitimate !olitical Beha#iors
0,: 2
??) What are the #arious indi#idual factors that ma=e a person more li=ely to engage in political
"eha#ior?
Answer: At the indi#idual le#el4 researchers ha#e identified certain personality traits4 needs4 and
other factors li=ely to "e related to political "eha#ior% 5n terms of traits4 employees who are high
selfDmonitors4 possess an internal locus of control4 and ha#e a high need for power are more
li=ely to engage in political "eha#ior% 3he high selfDmonitor is more sensiti#e to social cues4
ehi"its higher le#els of social conformity4 and is more li=ely to "e s=illed in political "eha#ior
than the low selfDmonitor% Because they "elie#e they can control their en#ironment4 indi#iduals
with an internal locus of control are more prone to ta=e a proacti#e stance and attempt to
manipulate situations in their fa#or% Kot surprisingly4 the Bachia#ellian personality4
characterized "y the will to manipulate and the desire for power4 is comforta"le using politics as
a means to further his or her selfDinterest%
Diff: 2 !age )ef: 1**
,"-ecti#e: !ower
0,: 8
1++) Descri"e the #arious organizational factors that are related to political "eha#ior%
Answer: !olitical acti#ity is pro"a"ly more a function of the organization$s characteristics than
of indi#idual difference #aria"les% When an organization$s resources are declining4 when the
eisting pattern of resources is changing4 and when there is opportunity for promotions4 politics
is more li=ely to surface% 5n addition4 cultures characterized "y low trust4 role am"iguity4 unclear
performance e#aluation systems4 zeroDsum reward allocation practices4 democratic decision
ma=ing4 high pressures for performance4 and selfDser#ing senior managers will create "reeding
grounds for politic=ing%
,"-ecti#e: ,rganizational Aactors 3hat 5nfluence !olitical Beha#ior
0,: 8
2:
1+1) 7ow do people react to organizational politics?
Answer: &trong e#idence indicates that perceptions of organizational politics are negati#ely
related to -o" satisfaction% 3he perception of politics also tends to increase -o" aniety and stress%
3his seems due to the perception that4 "y not engaging in politics4 a person may "e losing ground
to others who are acti#e politic=ers or4 con#ersely4 to the additional pressures felt from ha#ing
entered into and competing in the political arena% When politic=ing "ecomes too much to handle4
it can lead employees to 9uit% Ainally4 e#idence suggests that politics leads to selfDreported
declines in employee performance4 perhaps "ecause employees percei#e political en#ironments
to "e unfair4 which demoti#ates them%
Diff: ( !age )ef: 1*?
0,: 8
1+() What are defensi#e "eha#iors? !ro#ide three eamples of defensi#e "eha#iors and eplain
why an employee would engage in the "eha#ior%
Answer: Defensi#e "eha#iors occur when people percei#e politics as a threat rather than an
opportunity% 3hey respond with reacti#e and protecti#e "eha#iors to a#oid action4 "lame4 or
change% Defensi#e "eha#iors are often associated with negati#e feelings toward the -o" and wor=
en#ironment% 5n the short run4 employees may find that defensi#eness protects their selfDinterest%
But in the long run4 it is the only way they =now how to "eha#e% At that point4 they lose the trust
and support of their peers4 "osses4 employees4 and clients%
Buc= passing is transferring responsi"ility for the eecution of a tas= or decision to someone
else% Employees engage in "uc= passing with the goal of a#oiding action%
!laying safe is e#ading situations that may reflect unfa#ora"ly% 5t includes ta=ing on only
pro-ects with a high pro"a"ility of success4 ha#ing ris=y decisions appro#ed "y superiors4
9ualifying epressions of -udgment4 and ta=ing neutral positions in conflicts% Employees engage
in playing it safe with the goal of a#oiding "lame%
&elfDprotection is acting in ways to protect one$s selfDinterest during change "y guarding
information or other resources% Employees engage in selfDprotection in order to a#oid change%
Diff: 2 !age )ef: 1*?D1>+
,"-ecti#e: Defensi#e Beha#iors
0,: 8
1+2) What is impression management? Who is more li=ely to engage in impression
management?
Answer: 3he process "y which indi#iduals attempt to control the impression others form of
them is called impression management% 7igh selfDmonitors are more li=ely to engage in
impression management% 0ow selfDmonitors tend to present images of themsel#es that are
consistent with their personalities4 regardless of the "eneficial or detrimental effects for them% 5n
contrast4 high selfDmonitors are good at reading situations and molding their appearances and
"eha#ior to fit each situation%
0,: :
2;
1+8) Eplain with eample4 the defensi#e impression management techni9ues%
Answer: Ecuses and apologies are the two defensi#e impression management techni9ues%
Ecuses: Eplanations of a predicamentDcreating e#ent aimed at minimizing the apparent
se#erity of the predicament% Aor eample: A sales manager says to her "oss4 FWe failed to get the
ad in the paper on time4 "ut no one responds to those ads anyway%F
Apologies: Admitting responsi"ility for an undesira"le e#ent and simultaneously see=ing to get a
pardon for the action% Aor eample: An employee says to his "oss4 F5$m sorry 5 made a mista=e
on the report% !lease forgi#e me%F
0,: :
1+:) Descri"e with eample the selfDfocused impression management techni9ues%
Answer: &elfDpromotion and enhancement are the two selfDfocused impression management
techni9ues%
&elfDpromotion: 7ighlighting one$s "est 9ualities4 downplaying one$s deficits4 and calling
attention to one$s achie#ements% Aor eample: A salesperson tells his "oss4 FBatt wor=ed
unsuccessfully for three years to try to get that account% 5 sewed it up in si wee=s% 5$m the "est
closer this company has%F
Enhancement: Claiming that something you did is more #alua"le than most other mem"ers of the
organizations would thin=% Aor eample: A -ournalist tells his editor4 FBy wor= on this cele"rity
di#orce story was really a ma-or "oost to our salesF Ce#en though the story only made it to page 2
in the entertainment section)%
0,: :
1+;) Eplain with eample the asserti#e impression management techni9ues%
Answer: Alattery and eemplification are the two asserti#e impression management techni9ues%
Alattery: Complimenting others a"out their #irtues in an effort to ma=e oneself appear percepti#e
and li=ea"le% Aor eample4 a new sales trainee says to her peer4 FGou handled that client$s
complaint so tactfullyL 5 could ne#er ha#e handled that as well as you did%F
Eemplification: Doing more than you need to in an effort to show how dedicated and hard
wor=ing you are% Aor eample4 an employee sends eDmails from his wor= computer when he
wor=s late so that his super#isor will =now how long he$s "een wor=ing%
Diff: 2 !age )ef: 1>1
,"-ecti#e: ,rganizational !olitics
0,: :
2*
1+*) Descri"e impression management C5B) techni9ues and the impact they ha#e on inter#iew
success%
Answer: 3he process "y which indi#iduals attempt to control the impression others form of
them is called impression management% 3he e#idence indicates 5B "eha#ior wor=s% 5n one study4
inter#iewers felt that those applicants for a position as a customer ser#ice representati#e who
used 5B techni9ues performed "etter in the inter#iew4 and they seemed somewhat more inclined
to hire these people% 5t was the 5B techni9ues alone that influenced the inter#iewers% 5t didn$t
seem to matter if applicants were well or poorly 9ualified% 5f they used 5B techni9ues4 they did
"etter in the inter#iew%
)esearch indicates that some 5B techni9ues wor= "etter than others in the inter#iew% )esearchers
ha#e compared applicants who used 5B techni9ues that focused on promoting one$s
accomplishments Ccalled self-promotion) to applicants who used techni9ues that focused on
complimenting the inter#iewer and finding areas of agreement Creferred to as ingratiation)% 5n
general4 applicants appear to use selfDpromotion more than ingratiation% What$s more4 selfD
promotion tactics may "e more important to inter#iewing success% Applicants who wor= to create
an appearance of competence "y enhancing their accomplishments4 ta=ing credit for successes4
and eplaining away failures do "etter in inter#iews% 3hese effects reach "eyond the inter#iew:
Applicants who use more selfDpromotion tactics also seem to get more followDup -o"Dsite #isits4
e#en after ad-usting for gradeDpoint a#erage4 gender4 and -o" type% 5ngratiation also wor=s well in
inter#iews4 meaning that applicants who compliment the inter#iewer4 agree with his or her
opinions4 and emphasize areas of fit do "etter than those who don$t%
Diff: 2 !age )ef: 1>(
0,: :
2>

Robbins Eob11 Tif Ch12

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Essentials of Organizational Behavior, 11e (Robbins/Judge)

Chapter 12 Power and Politics

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