Fundamentals Of General Organic And Biological Chemistry 7th Edition By John E. McMurry – Test Bank A+

$35.00
Fundamentals Of General Organic And Biological Chemistry 7th Edition By John E. McMurry – Test Bank A+

Fundamentals Of General Organic And Biological Chemistry 7th Edition By John E. McMurry – Test Bank A+

$35.00
Fundamentals Of General Organic And Biological Chemistry 7th Edition By John E. McMurry – Test Bank A+

1) Terrance is reviewing his company’s policy on environmental responsibility in preparation for a meeting. He is engaging in ________ a message.

  1. encoding
  2. decoding
  3. filtering
  4. forcing
  5. distributing

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 6-1 How does communication work?

2) Who of the following is encoding a message?

  1. Marta, who is writing a technical report
  2. Hillary, who is hearing a rumour on the grapevine
  3. Flora, who is reading an email from her boss
  4. Heather, who is the target of upward communication
  5. Elise, who is giving a speech

Answer: a

Diff: 2

Type: MC

Skill: Recall

Objective: 6-1 How does communication work?

3) The final step in the communication process is

  1. decoding the message.
  2. the feedback loop.
  3. deciding on the channel of feedback.
  4. deciding on the context of communication.
  5. translating the process.

Answer: b

Diff: 1

Type: MC

Skill: Recall

Objective: 6-1 How does communication work?

4) “What is communicated” is the actual physical product originating from the source encoding. This is called

  1. the channel.
  2. the message.
  3. jargon.
  4. the medium.
  5. the feedback loop.

Answer: b

Diff: 2

Type: MC

Skill: Recall

Objective: 6-1 How does communication work?

5) The medium through which communication travels is called

  1. the receiver.
  2. the message.
  3. the feedback mechanism.
  4. the channel.
  5. the translation mechanism.

Answer: d

Diff: 1

Type: MC

Skill: Recall

Objective: 6-1 How does communication work?

6) Whenever Riley is at a meeting, he feels stress because he fears being asked a question and having to respond to it in front of the group. Riley is experiencing

  1. defensiveness.
  2. communication apprehension.
  3. feedback.
  4. selective perception.
  5. filtering.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 6-1 How does communication work?

7) It is important to consider the ________ of the situation when deciding upon the message, the communication channel, and the formality of the message.

  1. defensiveness
  2. goals
  3. workplace
  4. context
  5. dimensions

Answer: d

Diff: 1

Type: MC

Skill: Recall

Objective: 6-1 How does communication work?

8) Channel richness is determined by the ability of the channel to

  1. handle multiple cues, and appeal to a diverse group of individuals.
  2. handle multiple cues at the same time, be personal, and allow rapid feedback.
  3. handle multiple cues, and aid in downward communication.
  4. be accurate, and support the encoder and decoder.
  5. support the grapevine, be impersonal, and allow for immediate feedback.

Answer: b

Diff: 2

Type: MC

Skill: Recall

Objective: 6-1 How does communication work?

9) Samir has to lay off a long-term employee as a result of the downturn in the economy. Which communication channel would be most appropriate to deliver this message?

  1. email
  2. telephone
  3. instant messaging
  4. face-to-face
  5. memo

Answer: d

Diff: 2

Type: MC

Skill: Applied

Objective: 6-1 How does communication work?

10) ________ is a richer communication channel than ________.

  1. Live speech; videoconferencing
  2. A memo; email
  3. A telephone conversation; videoconferencing
  4. Videoconferencing; online discussion group
  5. A prerecorded speech; live speeches

Answer: d

Diff: 1

Type: MC

Skill: Applied

Objective: 6-1 How does communication work?

11) Face-to-face communication

  1. scores highest in terms of channel richness.
  2. provides for a minimum amount of information to be transmitted.
  3. delays feedback.
  4. offers minimal information cues.
  5. provides the poorest quality of information and meaning.

Answer: a

Diff: 1

Type: MC

Skill: Recall

Objective: 6-1 How does communication work?

12) SCENARIO 6-1

Mackenzie, a sales representative for Alliance Ltd., is having trouble explaining the benefits of his product to potential customers. Mackenzie has thought about how he does things and is thinking that he should improve the way he communicates. He has decided to examine the communication process model and hopes it will help him. Currently, Mackenzie calls potential customers on the phone, and has a brief phone conversation with them, telling them what new products are available. He then sends them the products via ground transportation. His customers frequently return the products because they are not what they were expecting, or because the customers did not want them in the first place.

Referring to SCENARIO 6-1, if Mackenzie’s customers complain that they don’t understand the products. This problem seems to be ina. encoding.

  1. filtering.
  2. affective conflict.
  3. selective perception.
  4. proxemics.

Answer: a

Diff: 3

Type: MC

Skill: Applied

Objective: 6-1 How does communication work?

13) SCENARIO 6-1

Mackenzie, a sales representative for Alliance Ltd., is having trouble explaining the benefits of his product to potential customers. Mackenzie has thought about how he does things and is thinking that he should improve the way he communicates. He has decided to exam the communication process model and hopes it will help him. Currently, Mackenzie calls potential customers on the phone, and has a brief phone conversation with them, telling them what new products are available. He then sends them the products via ground transportation. His customers frequently return the products because they are not what they were expecting, or because the customers did not want them in the first place.

Referring to SCENARIO 6-1, returned goods are a form ofa. feedback.

  1. information overload.
  2. encoding.
  3. defensiveness.
  4. decoding.

Answer: a

Diff: 3

Type: MC

Skill: Applied

Objective: 6-1 How does communication work?

14) SCENARIO 6-1

Mackenzie, a sales representative for Alliance Ltd., is having trouble explaining the benefits of his product to potential customers. Mackenzie has thought about how he does things and is thinking that he should improve the way he communicates. He has decided to exam the communication process model and hopes it will help him. Currently, Mackenzie calls potential customers on the phone, and has a brief phone conversation with them, telling them what new products are available. He then sends them the products via ground transportation. His customers frequently return the products because they are not what they were expecting, or because the customers did not want them in the first place.

Referring to SCENARIO 6-1, if Mackenzie is having problems understanding what customers are trying to tell him, he is having a problem witha. the channel.

  1. decoding.
  2. encoding.
  3. the medium.
  4. information overload.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 6-1 How does communication work?

15) SCENARIO 6-1

Mackenzie, a sales representative for Alliance Ltd., is having trouble explaining the benefits of his product to potential customers. Mackenzie has thought about how he does things and is thinking that he should improve the way he communicates. He has decided to exam the communication process model and hopes it will help him. Currently, Mackenzie calls potential customers on the phone, and has a brief phone conversation with them, telling them what new products are available. He then sends them the products via ground transportation. His customers frequently return the products because they are not what they were expecting, or because the customers did not want them in the first place.

Referring to SCENARIO 6-1, Mackenzie could improve his channel of communication by using a richer channel such asa. online pictures.

  1. videoconferencing.
  2. formal reports.
  3. email.
  4. prerecorded descriptions of the products.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 6-1 How does communication work?

16) Wilhelm, a senior salesperson at YKD Ltd., met with his manager the other day about the report of projected sales for his department. Wilhelm wanted his manager to feel confident about the abilities of the department, so Wilhelm spoke highly of the report. However, Wilhelm knows that the projected sales data are inaccurate and likely unattainable. Wilhelm is

  1. using selective perception.
  2. using filtering.
  3. communicating favourably.
  4. being defensive in his communication.
  5. preventing information overload.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 6-2 What are the barriers to communication?

17) The more levels a message must go through to reach the bottom of the organizational hierarchy, the more likely that

  1. diversity will confuse the message.
  2. there will be information overload.
  3. emails will be used.
  4. filtering will occur.
  5. there will be defensiveness.

Answer: d

Diff: 2

Type: MC

Skill: Recall

Objective: 6-2 What are the barriers to communication?

18) SCENARIO 6-2

Dave is Janice’s supervisor in the research department. When Dave asked Janice how soon she could start a new research project, Janice answered: “I honestly don’t know because I have too much to do, but you can help me by editing the report I’m working on.” Dave replied, “Are you telling me that you do not have enough time to do some minor editing? I don’t really think that it is a two-person job and, by the way, I’m busy too!”

Referring to SCENARIO 6-2, which barrier of effective communication would most likely describe Dave’s response?a. defensiveness

  1. use of a second language
  2. filtering
  3. selective perception
  4. cultural differences

Answer: a

Diff: 3

Type: MC

Skill: Applied

Objective: 6-2 What are the barriers to communication?

19) SCENARIO 6-2

Dave is Janice’s supervisor in the research department. When Dave asked Janice how soon she could start a new research project, Janice answered: “I honestly don’t know because I have too much to do, but you can help me by editing the report I’m working on.” Dave replied, “Are you telling me that you do not have enough time to do some minor editing? I don’t really think that it is a two-person job and, by the way, I’m busy too!”

Referring to SCENARIO 6-2, if one explained Dave’s response as due to tension and anxiety about oral communication, written communication, or both, according to your text, this would describea. a feedback loop.

  1. information overload.
  2. filtering.
  3. selective communication.
  4. communication apprehension.

Answer: e

Diff: 3

Type: MC

Skill: Applied

Objective: 6-1 How does communication work?

20) SCENARIO 6-2

Dave is Janice’s supervisor in the research department. When Dave asked Janice how soon she could start a new research project, Janice answered: “I honestly don’t know because I have too much to do, but you can help me by editing the report I’m working on.” Dave replied, “Are you telling me that you do not have enough time to do some minor editing? I don’t really think that it is a two-person job and, by the way, I’m busy too!”

Referring to SCENARIO 6-2, Dave’s answer seems to be influenced bya. cognition.

  1. selective perception.
  2. filtering.
  3. defensiveness.
  4. emotions.

Answer: e

Diff: 1

Type: MC

Skill: Recall

Objective: 6-2 What are the barriers to communication?

21) Monty has often been accused by his boss of only remembering what he wants to remember according to what he finds interesting. This is known as

  1. communication apprehension.
  2. selective perception.
  3. emotions.
  4. filtering.
  5. communication overload.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 6-2 What are the barriers to communication?

22) Pierre is a good listener, but sometimes he feels overwhelmed and can’t remember anything when too much information comes at him at the same time. Pierre is experiencing

  1. communication apprehension.
  2. selective perception.
  3. information overload.
  4. filtering.
  5. emotions.

Answer: c

Diff: 3

Type: MC

Skill: Applied

Objective: 6-2 What are the barriers to communication?

23) A form of communication that is often misinterpreted and which can be taken as expressing either dissatisfaction or agreement with the majority is

  1. prejudice.
  2. selective perception.
  3. defensiveness.
  4. filtering.
  5. silence.

Answer: e

Diff: 3

Type: MC

Skill: Applied

Objective: 6-2 What are the barriers to communication?

24) Filtering, selective perception, defensiveness, and language are all

  1. potential barriers to effective communication.
  2. communication techniques.
  3. necessary for effective communication.
  4. part of channel richness.
  5. part of face-to-face communication.

Answer: a

Diff: 1

Type: MC

Skill: Recall

Objective: 6-2 What are the barriers to communication?

25) A manager has her product development team participate in online meetings whenever she has an idea, regardless of the time or day. This is an example of

  1. blurring the line between employee’s work and non-work life.
  2. communicating under stress.
  3. information overload for all.
  4. downward communication.
  5. social networking.

Answer: a

Diff: 3

Type: MC

Skill: Applied

Objective: 6-3 What are other issues in communication?

26) The best approach to delivering a long message that needs to be saved is

  1. a text message.
  2. an instant message.
  3. email.
  4. face-to-face communication.
  5. a telephone call.

Answer: c

Diff: 1

Type: MC

Skill: Recall

Objective: 6-3 What are other issues in communication?

27) Yoko could tell that her assistant was unhappy just from the way he sat at his desk. Yoko is observing her assistant’s

  1. perceptions.
  2. proxemics.
  3. kinesics.
  4. affect.
  5. encoding.

Answer: c

Diff: 3

Type: MC

Skill: Applied

Objective: 6-2 What are the barriers to communication?

28) Messages conveyed through body movements, the intonations or emphasis we give to words, and the physical distance between the sender and receiver are all referred to as

  1. nonverbal communication.
  2. kinesics.
  3. reflex.
  4. proxemics.
  5. informal communication.

Answer: a

Diff: 1

Type: MC

Skill: Recall

Objective: 6-2 What are the barriers to communication?

29) Allan’s boss asked for a report on the customer who received the wrong merchandise and then decided to cancel her order as a result. Allan sent his boss a memo that left out some key facts that would have pinned the blame on his best friend. Allan has thus engaged in

  1. selective perception.
  2. defensiveness.
  3. filtering.
  4. decoding.
  5. kinesics.

Answer: c

Diff: 3

Type: MC

Skill: Applied

Objective: 6-2 What are the barriers to communication?

30) Kerry is known among her peers as a “close talker” because she is in the habit of standing very close to people when she speaks with them. Kerry’s physical distance to those she speaks with is known as

  1. kinesics.
  2. proxemics.
  3. silence.
  4. yielding.
  5. forcing.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 6-2 What are the barriers to communication?

31) SCENARIO 6-3

You are a professor who is trying to mediate a dispute that occurred during your class. Four members of a team who have been asked to make a presentation cannot agree on how to proceed. The members are standing approximately 2 metres apart from one another, they are frowning, and they are not speaking with one another. When asked to explain what is going on, the tone of their voices indicates that they are unhappy with the situation.

Referring to SCENARIO 6-3, you assess the situation, and by studying the ________ cues, you conclude that this group is having difficulty communicating.a. filtering

  1. reflex
  2. nonverbal
  3. cultural
  4. emoticon

Answer: c

Diff: 3

Type: MC

Skill: Applied

Objective: 6-2 What are the barriers to communication?

32) SCENARIO 6-3

You are a professor who is trying to mediate a dispute that occurred during your class. Four members of a team who have been asked to make a presentation cannot agree on how to proceed. The members are standing approximately 2 metres apart from one another, they are frowning, and they are not speaking with one another. When asked to explain what is going on, the tone of their voices indicates that they are unhappy with the situation.

Referring to SCENARIO 6-3, the field of study that would help you understand the message communicated by the physical distance between members would bea. organizational communications.

  1. proxemics.
  2. cross-cultural communications.
  3. emoticons.
  4. kinesics.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 6-2 What are the barriers to communication?

33) SCENARIO 6-3

You are a professor who is trying to mediate a dispute that occurred during your class. Four members of a team who have been asked to make a presentation cannot agree on how to proceed. The members are standing approximately 2 metres apart from one another, they are frowning, and they are not speaking with one another. When asked to explain what is going on, the tone of their voices indicates that they are unhappy with the situation.

Referring to SCENARIO 6-3, you have interpreted the message througha. verbal communication.

  1. silence.
  2. proxemics.
  3. kinesics.
  4. All of the above.

Answer: e

Diff: 3

Type: MC

Skill: Applied

Objective: 6-2 What are the barriers to communication?

34) Research by Deborah Tannen shows that men use conversation in order to ________, whereas women use conversation in order to ________.

  1. emphasize status; create connections
  2. build relationships; get promotions
  3. establish boundaries; emphasize status
  4. create networks; emphasize separateness
  5. create networks; manage impressions

Answer: a

Diff: 1

Type: MC

Skill: Recall

Objective: 6-3 What are other issues in communication?

35) Organizational boundaries have become less important as a result of

  1. multiculturalism in Canada.
  2. electronic communication.
  3. jargon.
  4. email.
  5. globalization.

Answer: b

Diff: 2

Type: MC

Skill: Recall

Objective: 6-3 What are other issues in communication?

36) When comparing communication styles between males and females, Deborah Tannen found that

  1. men criticize women for not listening.
  2. women criticize other women for seeming to apologize all the time.
  3. women prefer being indirect and being subtle.
  4. men use the opportunity to explain a problem as a means of developing cohesiveness.
  5. men use talk to emphasize dependence.

Answer: c

Diff: 1

Type: MC

Skill: Recall

Objective: 6-3 What are other issues in communication?

37) Communication technologies that allow users to set up lists of contacts, updating casual information, and hosting chat rooms for personal contacts are examples of

  1. communication networks.
  2. instant messaging.
  3. social networking.
  4. silent communication.
  5. email.

Answer: c

Diff: 1

Type: MC

Skill: Recall

Objective: 6-1 How does communication work?

38) The ability of employees to “tweet” on any work topic can

  1. create barriers to formal communications.
  2. lead to increase in internal email communication.
  3. lead to less organizational control over sensitive information.
  4. explain confusing messages in more detail.
  5. lead to information overload.

Answer: c

Diff: 2

Type: MC

Skill: Recall

Objective: 6-3 What are other issues in communication?

39) Conflict exists

  1. if there is diversity among the parties involved.
  2. only if it is perceived as such by the parties involved.
  3. even if it is not perceived as such by the parties involved.
  4. if there are differences of opinion by the parties involved.
  5. if there is disagreement between the parties involved.

Answer: b

Diff: 1

Type: MC

Skill: Recall

Objective: 6-4 What is conflict?

40) ________ conflict is generally ________ conflict, while ________ conflict is generally ________ conflict.

  1. Cognitive; functional; affective; dysfunctional
  2. Cognitive; dysfunctional; affective; functional
  3. Cognitive; incompatible; affective; goal
  4. Dysfunctional; affective; functional; cognitive
  5. Dysfunctional; cognitive; functional; affective

Answer: a

Diff: 2

Type: MC

Skill: Recall

Objective: 6-4 What is conflict?

41) Whenever Irene has a disagreement with a co-worker, it isn’t long before she launches a personal attack on the other person. When she does this, she is engaging in ________ conflict.

  1. effective
  2. cognitive
  3. functional
  4. affective
  5. cross-cultural

Answer: d

Diff: 3

Type: MC

Skill: Applied

Objective: 6-4 What is conflict?

42) Tim was usually very vocal at staff meetings. It was true that he often opposed the ideas of others at these meetings, but most would agree that his opposition often led to some new and better ideas. Tim is engaging in ________ conflict.

  1. dysfunctional
  2. kinesics
  3. functional
  4. proxemics
  5. encoding

Answer: c

Diff: 3

Type: MC

Skill: Applied

Objective: 6-4 What is conflict?

43) Based on the research findings discussed in your text, you would expect that teams experiencing ________ conflict to generate better decisions than teams that experience ________ conflict.

  1. affective; cognitive
  2. effective; cognitive
  3. cognitive; affective
  4. defective; affective
  5. creative; no

Answer: c

Diff: 2

Type: MC

Skill: Applied

Objective: 6-4 What is conflict?

44) Researchers use ______________ to describe people’s conflict management strategies.

  1. functional conflict
  2. filtering
  3. dual concern theory
  4. cognitive conflict
  5. selective perception

Answer: c

Diff: 2

Type: MC

Skill: Recall

Objective: 6-4 What is conflict?

45) The conflict-handling strategy that combines assertiveness and cooperation is

  1. problem solving.
  2. forcing.
  3. avoiding.
  4. yielding.
  5. compromising.

Answer: a

Diff: 1

Type: MC

Skill: Recall

Objective: 6-5 How can conflict be resolved?

46) When Steve complained loudly to Ron that he was overworked, Ron got permission from his boss to extend the deadline for the project that Steve was working on. Which conflict-handling approach is Ron using?

  1. forcing
  2. compromising
  3. problem solving
  4. avoiding
  5. yielding

Answer: c

Diff: 3

Type: MC

Skill: Applied

Objective: 6-5 How can conflict be resolved?

47) The conflict-handling strategy that represents the mid-range on both assertiveness and cooperativeness is

  1. problem solving.
  2. forcing.
  3. avoiding.
  4. yielding.
  5. compromising.

Answer: e

Diff: 1

Type: MC

Skill: Recall

Objective: 6-5 How can conflict be resolved?

48) The assertiveness dimension of the conflict-handling strategy is the degree to which

  1. one party attempts to satisfy his/her own concerns.
  2. one party attempts to satisfy the other party’s concerns.
  3. one party attempts to satisfy everyone’s concerns.
  4. one party is competitive.
  5. all parties attempt to satisfy organizational goals.

Answer: a

Diff: 2

Type: MC

Skill: Recall

Objective: 6-5 How can conflict be resolved?

49) A director who dislikes a recent hire is spreading rumours that no one wants to work with this particular person, in the hopes that he will quit or get fired. This is an example of the conflict-handling strategy of

  1. forcing.
  2. avoiding.
  3. yielding.
  4. compromising.
  5. problem solving.

Answer: a

Diff: 3

Type: MC

Skill: Applied

Objective: 6-5 How can conflict be resolved?

50) Pearl’s preferred approach to getting her way when there is a conflict is to make persuasive arguments, and if that doesn’t work, she makes threats and bluffs. This approach to conflict-handling is known as

  1. forcing.
  2. avoiding.
  3. compromising.
  4. problem solving.
  5. yielding.

Answer: a

Diff: 3

Type: MC

Skill: Applied

Objective: 6-5 How can conflict be resolved?

51) The conflict-handling strategy that emphasizes “splitting the difference” is called

  1. avoiding.
  2. problem solving.
  3. yielding.
  4. compromising.
  5. forcing.

Answer: d

Diff: 1

Type: MC

Skill: Recall

Objective: 6-5 How can conflict be resolved?

52) Ed is considered to be a “good boss” by his staff mostly because they know that if they complain loudly enough to him about something, he will give them everything that they want and ask for nothing in return. Ed’s approach to conflict handling is known as

  1. forcing.
  2. yielding.
  3. compromising.
  4. problem solving.
  5. avoiding.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 6-5 How can conflict be resolved?

53) A variety of factors leads to personality conflicts at work, including

  1. lack of motivation in teams.
  2. blaming others for mistakes.
  3. too much work.
  4. ineffective delegation.
  5. need for power.

Answer: b

Diff: 2

Type: MC

Skill: Recall

Objective: 6-5 How can conflict be resolved?

54) Mia wants to use a problem-solving strategy to resolve a conflict in her office. Three employees are disputing the number of hours they have been paid for in their last paycheques. Mia

  1. views the conflict as constructive.
  2. plans to examine the hours on the employees’ time sheets, compare these with those recorded by accounts payable, and address any discrepancies.
  3. believes that the conflicting parties must show good faith by giving up something of true value.
  4. will take the dominating role when resolving the conflict.
  5. will attempt to reach a quick and/or temporary solution.

Answer: b

Diff: 2

Type: MC

Skill: Applied

Objective: 6-5 How can conflict be resolved?

55) A process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them is

  1. negotiation.
  2. conflict management.
  3. problem solving.
  4. BATNA.
  5. selective perception.

Answer: a

Diff: 2

Type: MC

Skill: Recall

Objective: 6-6 How does one negotiate effectively?

56) Every negotiation has three elements:

  1. issues, positions, and time.
  2. interests, alternatives, and resistance.
  3. resistance, interests, and time.
  4. issues, positions, and interests.
  5. party interests, individual interests, and time.

Answer: d

Diff: 1

Type: MC

Skill: Recall

Objective: 6-6 How does one negotiate effectively?

57) Distributive bargaining involves

  1. varying levels of resources.
  2. an unlimited amount of resources.
  3. negotiation based on the other party’s schedule.
  4. a limited amount of resources.
  5. ending with both parties as winners.

Answer: d

Diff: 1

Type: MC

Skill: Recall

Objective: 6-6 How does one negotiate effectively?

58) Mike is an expert negotiator who is always looking to find a solution to issues that enables all parties to feel like they have won. This approach is known as ________ bargaining.

  1. integrative
  2. distributive
  3. BATNA
  4. collective
  5. good faith

Answer: a

Diff: 3

Type: MC

Skill: Applied

Objective: 6-6 How does one negotiate effectively?

59) According to your text, which bargaining strategy is recommended for use in intra-organizational behaviour?

  1. BATNA
  2. distributive bargaining
  3. integrative bargaining
  4. problem solving bargaining
  5. interest based bargaining

Answer: c

Diff: 2

Type: MC

Skill: Recall

Objective: 6-6 How does one negotiate effectively?

60) SCENARIO 6-4

Labour and management at DJ Trucking Ltd. cannot agree upon a contract for the truck drivers. Each side contends that they are bargaining fairly, but no agreement appears to be possible.

Referring to SCENARIO 6-4, both sides have agreed that resources are limited. Each feels that whatever side wins, the other side loses. They believe they are engaged ina. integrative bargaining.

  1. distributive bargaining.
  2. mediation.
  3. BATNA.
  4. company bargaining.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 6-6 How does one negotiate effectively?

61) SCENARIO 6-4

Labour and management at DJ Trucking Ltd. cannot agree upon a contract for the truck drivers. Each side contends that they are bargaining fairly, but no agreement appears to be possible.

Referring to SCENARIO 6-4, which of the following is a characteristic of distributive bargaining?a. a win-win solution

  1. a long-term focus
  2. primary interests that are congruent with each other
  3. opposition to the other bargaining party
  4. sensitivity to each other’s needs

Answer: d

Diff: 1

Type: MC

Skill: Applied

Objective: 6-6 How does one negotiate effectively?

62) SCENARIO 6-4

Labour and management at DJ Trucking Ltd. cannot agree upon a contract for the truck drivers. Each side contends that they are bargaining fairly, but no agreement appears to be possible.

Referring to SCENARIO 6-4, another term for bargaining isa. negotiating.

  1. compromising.
  2. yielding.
  3. forcing.
  4. filtering.

Answer: a

Diff: 1

Type: MC

Skill: Recall

Objective: 6-6 How does one negotiate effectively?

63) If one accepts Deborah Tannen’s research, which suggests that men and women communicate differently, and for different purposes, then it would be reasonable to assume that gender differences in negotiations show that

  1. men are more difficult to negotiate with.
  2. women are better negotiators.
  3. women are more confident negotiators.
  4. there could be a difference in the way men and women negotiate.
  5. men will use BATNA more.

Answer: d

Diff: 2

Type: MC

Skill: Applied

Objective: 6-6 How does one negotiate effectively?

64) The lowest acceptable outcome, when negotiating, is called

  1. the victory point.
  2. the goal.
  3. the target point.
  4. the resistance point.
  5. the bargaining zone

Answer: d

Diff: 2

Type: MC

Skill: Recall

Objective: 6-6 How does one negotiate effectively?

65) When Ricki is at the annual budget meeting with her managers, she knows in advance that some of them will end up being unhappy because there is only so much money to go around. So some will lose, and some will win. This situation involves ________ bargaining.

  1. collective
  2. integrative
  3. bad faith
  4. distributive
  5. BATNA

Answer: d

Diff: 3

Type: MC

Skill: Applied

Objective: 6-6 How does one negotiate effectively?

66) Decoding a message is affected by one’s skill, attitude, knowledge, and social-cultural system.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 6-1 How does communication work?

67) Managers should communicate non-routine messages through channels that are high in richness.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 6-1 How does communication work?

68) No group can exist without communication, which is the transfer and understanding of a message between two or more people.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 6-1 How does communication work?

69) Face to face is the richest of all communication channels.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 6-1 How does communication work?

70) Memos, bulletins, and formal reports are ranked the lowest in terms of channel richness.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 6-1 How does communication work?

71) The feedback loop assists in the filtering process.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 6-1 How does communication work?

72) Selective perception refers to the sender manipulating information so that it will be seen more favourably by the receiver.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 6-1 What are the barriers to communication?

73) How organizations communicate with their employees plays an important role in whether the employees actually hear the message.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 6-2 What are the barriers to communication?

74) Research shows that executives devote many hours to responding to emails. Thus, it would be safe to conclude that for those executives who desire a lot of social contact in their jobs, a heavy reliance on electronic communication will likely lead to job dissatisfaction.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 6-3 What are other issues in communication?

75) The word efficiency cannot be translated directly into Russian. This is an example of the communication barrier called a connotation.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 6-3 What are other issues in communication?

76) The word yes may mean “yes, I am listening,” or it may mean “yes, I agree.” This is an example of a cross-cultural communication barrier called semantics.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 6-3 What are other issues in communication?

77) When communicating with people from different countries, it is safe to assume that they are similar to us.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 6-3 What are other issues in communication?

78) Blogging is a growing communication tool. While many blogs are written by individuals, many organizational leaders have blogs that speak for the organization.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 6-3 What are other issues in communication?

79) According to Deborah Tannen’s research, it was found that gender often creates oral communication barriers.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 6-3 What are other issues in communication?

80) Instant messaging has existed for years, being used mostly by teens and those in informal groups. The technology has not advanced into the business world and it is unlikely that it will, given the fact that it is time consuming and not readily available.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 6-3 What are other issues in communication?

81) What is considered proper physical distance between people is universal.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 6-2 What are the barriers to communication?

82) Organizational boundaries become less relevant as a result of electronic communication.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 6-3 What are other issues in communication?

83) Cognitive conflict can actually lead to better decisions because more alternatives are being generated, which leads employees to feel that they have ownership of decisions.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 6-4 What is conflict?

84) Teams experiencing affective conflict make poorer decisions and have a lower acceptance level for those decisions.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 6-4 What is conflict?

85) Cognitive conflict, which is task-oriented and occurs because of differences in perspectives and judgments, seldom results in identifying potential solutions to problems.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 6-4 What is conflict?

86) Martha thinks that she and her co-worker Kim are in a conflict over the job assignment they have been working on for over a week. Martha believes that Kim has negatively affected their work by being absent too many days. Kim is unaware of how Martha feels. Given the definition of conflict, in reality there is no conflict between Kim and Martha because both parties must be aware of the conflict for it to exist.

  1. True
  2. False

Answer: b

Diff: 3

Type: TF

Skill: Applied

Objective: 6-4 What is conflict?

87) Whether a conflict is good or bad depends on the type of conflict.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 6-4 What is conflict?

88) Playing down differences while emphasizing common interests with the other party is known as smoothing.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 6-5 How can conflict be resolved?

89) Henri, a manager at Coopers Ltd., knows that he is right about an important and urgent issue at work. He has decided to use a yielding strategy to resolve the conflict. Henri has chosen an effective conflict resolution strategy, given the situation.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Applied

Objective: 6-5 How can conflict be resolved?

90) In compromising, there is not a clear or definitive winner.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 6-5 How can conflict be resolved?

91) When management chooses to use its formal authority to resolve a conflict, and then communicates its desires to the parties involved, management is using authoritative command as the conflict-resolution technique.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 6-5 How can conflict be resolved?

92) Balancing concern for oneself with concern for the other party in order to reach a solution is known as problem solving.

  1. True
  2. False

Answer: b

Diff: 1

Type: TF

Skill: Recall

Objective: 6-5 How can conflict be resolved?

93) Social networking is a communication tool limited to workplace internal networks.

  1. True
  2. False

Answer: b

Diff: 1

Type: TF

Skill: Recall

Objective: 6-3 What are other issues in communication?

94) In terms of intra-organizational behaviour, all things being equal, distributive bargaining is preferable to integrative bargaining.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 6-6 How does one negotiate effectively?

95) Fred and Theo were negotiating the price that Theo would have to pay Fred for supplies in the next year. Fred knew the bottom price he would accept for his supplies. This price is the resistance point.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Applied

Objective: 6-6 How does one negotiate effectively?

96) Negotiators who recognize the underlying interests of themselves and the other party may have more flexibility in achieving a resolution.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 6-6 How does one negotiate effectively?

97) Jersey and Jamal had been embroiled in a heated debate over a perceived inequity issue at work. The conflict had escalated and later turned into a personality conflict. Jersey decided to seek the help of Steve, a third-party observer, and co-worker. Jersey expected Steve to take his side. Steve decided to avoid taking sides and in fact suggested to Jersey that he and Jamal work things out in a constructive and positive way. Steve handled the request to get involved in an effective way.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Applied

Objective: 6-6 How does one negotiate effectively?

98) As long as there is an overlap between the buyer’s and seller’s aspiration ranges, there exists a bargaining zone.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 6-6 How does one negotiate effectively?

99) Describe in detail the components of the communication process model and provide specific examples at each stage.

Answer:

Suggested answer:

– Sender: the person initiating a message in writing, by speaking, using body language, etc.

– Encoding: converting the message into symbolic form; affected by skill, attitudes, knowledge, and cultural differences

– Message: what is communicated; the actual physical product from the source encoding; speech; writing; pictures; gestures and movements; expressions

– Channel: the medium through which the message travels; formal; informal; authority network in the organization; formal memos; voice mail, email; meetings

– Decoding: retranslating the sender’s message into a form understood by the receiver; translated into a form that can be understood by the receiver

– Receiver: the intended person to whom the message is directed; affected by skill, attitudes, knowledge, cultural differences; must be skilled in reading, listening, and reasoning

– Feedback loop: the final link in the communication process; checks how successful the message was transferred according to original intent; determines whether understanding has been achieved

(Examples can be drawn from the text, class discussion, students’ own experiences, the Internet, newspapers such as the Globe and Mail, . . .)

Diff: 3

Type: ES

Skill: General Concept

Objective: 6-1 How does communication work?

100) Using the concept of channel richness, describe the type of messages best conveyed by face-to-face communications, email, and a company bulletin board in organizations. Give specific examples/instances where each type of channel would be most suitable.

Answer:

Suggested answer:

Students may begin their answer in a broad context by first identifying that the three media are channels through which to send a message. They could also provide a definition of channel. Also, they may identify the concept of channel richness and link the definition to the fact that each of the three media listed varies in richness. Then they may list each of the three media and the appropriate messages each could deliver and explain why.

– Face-to-face communications: The richest of the channels, it is typically used for non-routine types of messages; for example, discipline issues, personal reviews, client/customer feedback on personal performance, emotionally upsetting news involving job cuts, budget cuts, etc.

– Email: It is a channel that is less rich. It does not include non-verbal communication cues in order to verify the meaning of the message. It does allow for some interaction between parties. Some routine and nonroutine messages can be communicated via email with success: messages that need to be dispersed quickly (time-sensitive content such as computer repair notifications telling staff that the system will be down on a certain time/date); employee notifications of operating policies; more personal messages, like feedback on a presentation and things that need to be considered in the future; and a verification of a meeting location/time/date.

– Company bulletin board: It is one of the channels with the lowest channel richness. It does not include verbal or non-verbal cues (just like email). It is typically used for one-direction (non-interaction) messages. Situations that are spread out over time would be appropriately communicated in this manner; for example, office hours during holidays, community events and/or sponsorships, donations for a social event/gift for a colleague.

(Examples can be drawn from the text, class discussion, the Internet, newspapers such as the Globe and Mail, . . .)

Diff: 3

Type: ES

Skill: General Concept

Objective: 6-1 How does communication work?

101) Describe in detail at least five barriers to effective communication within organizations and explain how these barriers can be overcome. Give specific examples to illustrate your answers.

Answer:

Suggested answer:

– Filtering: The sender manipulates information so it will be viewed more favourably by the receiver; the sender is influenced by personal interests and perceptions of what is important; and opportunities for filtering are determined by the number of organizational levels.

– Selective perception: The receiver selectively sees and hears based on his or her needs, motivations, experience, background, and other personal characteristics; and the receiver projects his or her interests and expectations onto the decoding process.

– Defensiveness: People’s perception of being threatened causes behaviours such as verbal attacks, sarcasm, being overly judgmental, questioning motives; defensiveness reduces the ability to achieve mutual understanding.

– Language: Age, education, and cultural background influence the words used and the meaning attached to them; specialists develop their own jargon or technical language; geographical idiosyncrasies come into play; senders tend to assume that the words they use mean the same thing to receivers.

– Information overload: individuals have a finite capacity for processing data; this interferes with the memory of and the processing of needed information; they tend to select out, pass over, ignore, or forget information, and procrastinate in dealing with the information.

– Emotions.

– Silence.

– Nonverbal communication.

– Stress.

(Examples can be drawn from the text, class discussion, students’ own experiences, the Internet, newspapers such as the Globe and Mail, . . .)

Diff: 3

Type: ES

Skill: General Concept

Objective: 6-2 What are the barriers to communication?

102) Most organizations operate with and rely on electronic communications. Discuss in detail the various types of electronic communication tools commonly used by companies. Give examples of situations where these tools are useful and those where they might present problems.

Suggested answer:

Answer:

– Email: Utility—Messages can be quickly written, edited, and stored; they are easily distributed to many recipients. Email represents a low cost. Drawbacks—Email adds to working hours, its increasing volume may hinder productivity, and junk mail is a problem. Messages are open to misinterpretation. Messages can be perceived as negative. Email is overused. Messages can be highly emotional. Messages are permanent. Email raises privacy concerns.

– Instant and text messaging: Utility—It is increasingly used in business. It’s a fast and inexpensive way to keep in touch. It’s not a luxury but an imperative. Drawbacks—It’s only useful for short messages, it’s intrusive and distracting, and its shorthand language can be too informal for business communication.

– Social networking: Utility—It can be used to set up lists of contacts. It is used for promotion, data mining, and recruitment. Drawbacks—The danger is posting too detailed personal information that can be misused.

– Blog: Utility—This web log is usually updated with information daily. Drawbacks—Entries can raise privacy concerns, and some posts could affect a company’s reputation.

– Twitter: Utility—It provides leaders with a direct line of communication to those following his or her Twitter account. Drawbacks—Organizations have little control over what employees communicate.

Diff: 3

Type: ES

Skill: General Concept

Objective: 6-3 What are other issues in communication?

103) What is conflict? Explain the different types of conflict. Is conflict functional or is it dysfunctional? Present arguments for each side of the debate. Provide specific examples of each type of conflict.

Suggested answer:

– Conflict: It is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect something that the first party cares about. Cognitive conflict is task-oriented and related to differences in perspectives and judgments. Affective conflict is emotional and aimed at a person rather than an issue.

Answer:

– Conflict is functional: It brings about changes that are sometimes very radical, revolutionary, and not easily initiated and accepted; it can facilitate and stimulate team cohesiveness; common threats serve to solidify a group; conflict can spark the search for new ideas and innovative ways; conflict can serve as a motivator to get things done.

– Conflict is dysfunctional: The outcomes can be negative (e.g., turnover, absenteeism etc.); conflict is in opposition to teamwork; competition is different from conflict—competition is good but conflict can be negative; executives in organizations tend to view conflict in the traditional sense, that it is negative and dysfunctional. How can an organization progress if there is turmoil, turnover, etc.?

(Examples can be drawn from the text, class discussion, students’ own experiences, the Internet, newspapers such as the Globe and Mail, . . .)

Diff: 3

Type: ES

Skill: General Concept

Objective: 6-4 What is conflict?

104) Your book presents five conflicthandling strategies. Describe each strategy in detail. What types of situations would be suitable for each strategy? Give examples of situations for each strategy.

Answer:

Suggested answer:

– Forcing: When one person seeks to satisfy his or her own interests, regardless of the impact on the other parties to the conflict, he or she is competing.

– Problem solving: When the intention of the parties is to solve the problem by clarifying differences rather than by accommodating various points of view, they are collaborating for mutually beneficial outcome.

– Avoiding: A person may recognize that a conflict exists and wants to withdraw from it or suppress it.

– Yielding: One party seeks to appease an opponent by placing the opponent’s interests above his or her own.

– Compromising: When each party to the conflict seeks to give up something, sharing occurs, resulting in a compromised outcome. In compromising, there is no clear winner or loser, and each party intends to give up something.

(Examples can be drawn from the text, class discussion, students’ own experiences, the Internet, newspapers such as the Globe and Mail, . . .)

Diff: 3

Type: ES

Skill: Applied

Objective: 6-5 How can conflict be resolved?

105) What is negotiation and why is it important to understand negotiation tactics in business environments? Explain the five-step negotiation process, giving specific examples for each step.

Suggested answer:

Answer:

– Negotiation (or bargaining) is a process in which two parties exchange goods or services to both parties’ satisfaction. Negotiation is a common business tool used in various aspects of managing an organization. Negotiations take place in relation to hiring, salaries, benefits, customer services/goods, office space, promotions, etc.

– The negotiation process steps: (1) developing a strategy; (2) defining ground rules; (3) clarification and justification; (3) bargaining and problem solving; and (4) closure and implementation.

Diff: 3

Type: ES

Skill: General Concept

Objective: 6-6 How does one negotiate effectively?

Chapter 07: Power and Politics

1) Power is defined as

  1. the capacity to persuade others.
  2. dependency upon others.
  3. the right to make rules.
  4. being rewarded by others.
  5. independence.

Answer: a

Diff: 1

Type: MC

Skill: Recall

Objective: 7-1 What is power?

2) Dianne is very good at influencing the behaviour of others so that they act in accordance with her wishes. Therefore, Dianne has

  1. power.
  2. influence.
  3. expertise.
  4. empowerment.
  5. charisma.

Answer: a

Diff: 3

Type: MC

Skill: Applied

Objective: 7-1 What is power?

3) The most important aspect of power is that it

  1. is needed to get things done in an organization.
  2. is a function of dependency.
  3. tends to corrupt people.
  4. is counterproductive.
  5. is the major focus of leadership.

Answer: b

Diff: 1

Type: MC

Skill: Recall

Objective: 7-1 What is power?

4) Zhubin is a manager at EXX Co. He believes that part of his job is to make things happen quickly. Consequently, he uses ________ power where he makes things difficult for his employees, who in turn want to avoid confrontations and heated exchanges with him.

  1. coercive
  2. legitimate
  3. referent
  4. political
  5. harassment

Answer: a

Diff: 2

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

5) Ted is very good about being friendly at all times with his employees, and he always makes a point of praising them when they do good work. What type of power is Ted using?

  1. legitimate
  2. information
  3. legitimate
  4. reward
  5. expert

Answer: d

Diff: 3

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

6) The most effective power bases for improving commitment are

  1. referent and coercive.
  2. legitimate and expert.
  3. coercive and legitimate.
  4. expert and referent.
  5. reward and expert.

Answer: d

Diff: 1

Type: MC

Skill: Recall

Objective: 7-2 How does one get power?

7) Chanel used ________ power in its television commercials starring Brad Pitt, which urged viewers to buy Chanel No 5 perfume so that they could “attract someone like Brad.”

  1. expert
  2. referent
  3. information
  4. legitimate
  5. reward

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

8) The power base of an office bully is

  1. coercive.
  2. dependent.
  3. positional.
  4. legitimate.
  5. referent.

Answer: a

Diff: 1

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

9) Carrie is one of the most important people in the office because she is the person to turn to when people have problems with their computers. Carrie has ________ power.

  1. positional.
  2. legitimate.
  3. expert.
  4. referent.
  5. dependent.

Answer: c

Diff: 3

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

10) The statement “That director can make things very difficult for those people she does not like, so you might want to avoid getting her angry,” describes someone with what type of power?

  1. referent
  2. reinforcement
  3. legitimate
  4. coercive
  5. dependent

Answer: d

Diff: 1

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

11) Madeleine is the manager of her department. Les works in her department. Over the years, Madeleine has learned to be very dependent on Les’s judgment because of his vast experience and knowledge. Les has ________ power over Madeleine.

  1. reward
  2. coercive
  3. legitimate
  4. referent
  5. expert

Answer: e

Diff: 1

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

12) Aisha is the manager of her department and she expects Tia to comply with her requests regarding workplace policies and directives. Aisha is using the ________ power base to influence Tia.

  1. reward
  2. coercive
  3. legitimate
  4. referent
  5. expert

Answer: c

Diff: 1

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

13) Rein is in the position to help you get the information you need to do your job better. You have the resources to compensate Rein for his efforts, and you mention this to him in the hope that he will share the information you need. Which power base are you relying upon to influence Rein’s decision?

  1. reward
  2. coercive
  3. legitimate
  4. referent
  5. expert

Answer: a

Diff: 1

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

14) Truyen is the office bully. He can make things very difficult for people in the workplace because of his yelling and intimidating manner. All staff want to avoid getting him angry. Which power base does Truyen rely upon to convince people in the office to do things “his way”?

  1. reward
  2. coercive
  3. expert
  4. legitimate
  5. referent

Answer: b

Diff: 1

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

15) Claude is the only salesperson in his company who has sold its products extensively and received a “Salesperson of the Year” award. You would expect him to have ________ power originating from his ________.

  1. dependent; expertise
  2. expert; skills
  3. political; position
  4. legitimate; skills
  5. legitimate; status

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

16) Quinn is specialized in product development, and has been with Silver Widgets Inc. for 10 years. His knowledge and years of experience have increased his ________ and ________ power bases, as his manager depends more and more upon him in order to ensure product development goes smoothly.

  1. expert; reward
  2. information; reward
  3. expert; information
  4. information; referent
  5. legitimate; referent

Answer: c

Diff: 3

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

17) Celebrities are paid millions of dollars to endorse products in commercials because the advertisers believe the celebrities have ________ power that will sell their products.

  1. coercive
  2. referent
  3. expert
  4. reward
  5. status

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

18) A review of the research on the effectiveness of the various forms of power found that using coercive power tends to

  1. have zero impact on performance.
  2. decrease trust.
  3. have a positive impact on individuals who are unmotivated.
  4. stimulate innovation, after no impact on productivity initially.
  5. reduce costs.

Answer: b

Diff: 2

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

19) SCENARIO 7-1

Your colleagues at work often talk about the vice-president in your area. She has a reputation for being intimidating, abrasive, ruthless, and antagonistic. You have been appointed to discuss the latest report from your department with her. You are very nervous about your meeting with her and wonder how it will all turn out.

Referring to SCENARIO 7-1, the vice-president’s major base of power seems to bea. reward.

  1. coercive.
  2. referent.
  3. expert.
  4. information.

Answer: b

Diff: 2

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

20) SCENARIO 7-1

Your colleagues at work often talk about the vice-president in your area. She has a reputation for being intimidating, abrasive, ruthless, and antagonistic. You have been appointed to discuss the latest report from your department with her. You are very nervous about your meeting with her and wonder how it will all turn out.

Referring to SCENARIO 7-1, you know that the vice-president has the authority to accept or reject your report. This is part of her ________ power.a. reward

  1. coercive
  2. expert
  3. legitimate
  4. information

Answer: d

Diff: 3

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

21) SCENARIO 7-1

Your colleagues at work often talk about the vice-president in your area. She has a reputation for being intimidating, abrasive, ruthless, and antagonistic. You have been appointed to discuss the latest report from your department with her. You are very nervous about your meeting with her and wonder how it will all turn out.

Referring to SCENARIO 7-1, the one base of power that the vice-president does NOT seem to have isa. reward.

  1. referent.
  2. expert.
  3. legitimate.
  4. information.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 7-2 How does one get power?

22) When a union goes on strike and management is not permitted to replace the striking employees, the union has considerable control over the organization’s ability to carry out its tasks. This is known as

  1. a general dependency postulate.
  2. a tactic of ingratiation.
  3. a coalition tactic.
  4. nonsubstitutability.
  5. an empowerment tactic.

Answer: d

Diff: 3

Type: MC

Skill: Applied

Objective: 7-3 How does dependency affect power?

23) Dependency is increased when the resource you control is

  1. important, scarce, and powerful.
  2. important, scarce, and lacks substitution.
  3. important, legitimate, and lacks substitution.
  4. empowered, legitimate, and lacks substitution.
  5. important, legitimate, and powerful.

Answer: b

Diff: 2

Type: MC

Skill: Recall

Objective: 7-3 How does dependency affect power?

24) The opposite of coercive power is ________ power.

  1. reward
  2. expert
  3. referent
  4. information
  5. dependent

Answer: a

Diff: 2

Type: MC

Skill: Recall

Objective: 7-3 How does dependency affect power?

25) The more that Elise is dependent on her brother Edward for funding to attend university, the more power Edward has over Elise. This example shows the

  1. empowerment tactic.
  2. coalition tactic.
  3. tactic of ingratiation.
  4. general dependency postulate.
  5. effect of politicking.

Answer: d

Diff: 3

Type: MC

Skill: Applied

Objective: 7-3 How does dependency affect power?

26) Research suggests that ________ is among the most effective influence tactics.

  1. exchange
  2. pressure
  3. ingratiation
  4. coalition
  5. consultation

Answer: e

Diff: 2

Type: MC

Skill: Recall

Objective: 7-4 What tactics can be used to increase power?

27) “Buttering up” someone before making a request is equivalent to which influence tactic?

  1. ingratiation
  2. consultation
  3. coalition
  4. bargaining
  5. exchange

Answer: a

Diff: 3

Type: MC

Skill: Recall

Objective: 7-4 What tactics can be used to increase power?

28) James comes to you with data and a logical presentation supporting his request for additional personnel. Which of the following influence tactics is he using?

  1. consultation
  2. legitimacy
  3. rational persuasion
  4. exchange
  5. ingratiation

Answer: c

Diff: 2

Type: MC

Skill: Applied

Objective: 7-4 What tactics can be used to increase power?

29) If a supervisor threatens to write a damaging performance appraisal that would deny an employee her pay increase, which influence tactic is being used?

  1. consultation
  2. inspirational appeal
  3. pressure
  4. legitimacy
  5. rational persuasion

Answer: c

Diff: 3

Type: MC

Skill: Applied

Objective: 7-4 What tactics can be used to increase power?

30) Wendy has a way with people. She is very friendly at all times with her co-workers, so when she needs something from them, this helps her get it. Which influence tactic is she using?

  1. pressure
  2. consultation
  3. legitimacy
  4. ingratiation
  5. inspirational appeal

Answer: d

Diff: 3

Type: MC

Skill: Applied

Objective: 7-4 What tactics can be used to increase power?

31) Suppose you were appointed to the position of supervisor, and were given the opportunity to lead a group of professionals. You realize that each of the professionals you supervise has a high growth need and is very responsible, so you decide that ________ would be an effective strategy to redistribute power and then increase productivity.

  1. ingratiation
  2. politics
  3. lobbying
  4. harassment
  5. empowerment

Answer: e

Diff: 3

Type: MC

Skill: Applied

Objective: 7-5 What does it mean to be empowered?

32) Samir is a very charismatic person. Whenever he needs something from someone, he is usually successful in getting what he wants by appealing to the person’s values or goals. Which influence tactic is he using?

  1. pressure
  2. consultation
  3. legitimacy
  4. inspirational appeal
  5. ingratiation

Answer: d

Diff: 3

Type: MC

Skill: Applied

Objective: 7-4 What tactics can be used to increase power?

33) “You are such a good friend. Thank you for taking the time to talk with me and for your advice. You really know your laws and rules. By the way, could you get me two tickets to the game tonight? I heard you can get tickets at a discount.” This is an example of which influence tactic?

  1. inspirational appeal and exchange
  2. consultation and legitimacy
  3. exchange and pressure
  4. personal appeal and ingratiation
  5. pressure and rational persuasion

Answer: d

Diff: 3

Type: MC

Skill: Applied

Objective: 7-4 What tactics can be used to increase power?

34) Joseph comes to you with a request for funds for a project. He reminds you that company policy supports his position. He is using the influence tactic of

  1. rational persuasion.
  2. coalition.
  3. ingratiation.
  4. exchange.
  5. legitimacy.

Answer: e

Diff: 2

Type: MC

Skill: Applied

Objective: 7-4 What tactics can be used to increase power?

35) William is considered to be an effective boss who uses facts and data to logically present his ideas to others, and then gets others to support his objectives. Thus, he is using ________ and ________ as influence tactics.

  1. pressure; consultation
  2. exchange; pressure.
  3. rational persuasion; consultation
  4. legitimacy; consultation
  5. exchange; rational persuasion

Answer: c

Diff: 3

Type: MC

Skill: Applied

Objective: 7-4 What tactics can be used to increase power?

36) Although managers have many influence tactics available to them to achieve organizational goals, they most frequently use

  1. ingratiation.
  2. exchange.
  3. coalitions.
  4. legitimacy.
  5. rational persuasion.

Answer: e

Diff: 2

Type: MC

Skill: Recall

Objective: 7-4 What tactics can be used to increase power?

37) Ed has been successful in instilling in his staff a sense of ownership of the work that they do by giving them a lot of decision-making responsibility. He has thus ________ them.

  1. persuaded
  2. empowered
  3. influenced
  4. politicized
  5. harassed

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 7-5 What does it mean to be empowered?

38) Empowered people are not micromanaged and are free to choose how to do their work. Thus, it can be said that they have a sense of

  1. competence.
  2. meaning.
  3. self-determination.
  4. impact
  5. self-respect.

Answer: c

Diff: 3

Type: MC

Skill: Applied

Objective: 7-5 What does it mean to be empowered?

39) In order for employees to be truly ________, they need to have the skills necessary to handle the job and be effective in decision making.

  1. dependent
  2. influenced
  3. lobbied
  4. empowered
  5. ingratiated

Answer: d

Diff: 2

Type: MC

Skill: Applied

Objective: 7-5 What does it mean to be empowered?

40) Studies have shown that empowerment

  1. is best supported by rational persuasion in most organizations.
  2. is not effective in all cultures.
  3. is effective in all workplaces.
  4. is effective in all cultures.
  5. depends upon the expertise of the leader.

Answer: b

Diff: 2

Type: MC

Skill: Recall

Objective: 7-5 What does it mean to be empowered?

41) SCENARIO 7-2

There is little consensus on what empowerment means. One study of executives identified two definitions. Some executives consider empowerment to be mostly about delegating within predefined parameters. Others consider empowerment to be about giving employees the latitude to make their own decisions and providing them with the information, tools, and the authority to act.

Referring to SCENARIO 7-2, before implementing your new initiative, it will be necessary to convince your superiors of the benefits of empowering your staff. Which of the following is the best reason, based on research, to proceed?a. It is consistent with democratic and legitimate power.

  1. It leads to happier employees.
  2. It will help develop your organization’s reputation.
  3. It will lead to greater productivity.
  4. It will reduce work-related stress.

Answer: d

Diff: 3

Type: MC

Skill: Applied

Objective: 7-5 What does it mean to be empowered?

42) SCENARIO 7-2

There is little consensus on what empowerment means. One study of executives identified two definitions. Some executives consider empowerment to be mostly about delegating within predefined parameters. Others consider empowerment to be about giving employees the latitude to make their own decisions and providing them with the information, tools, and the authority to act.

Referring to SCENARIO 7-2, while you are making your pitch to your superiors, one of them asks, “How will you know if your employees truly feel empowered?” At this point in your presentation, you show them the characteristics that empowered people have in common, based on research. Your list will state that employees a. don’t necessarily need to have an ownership mentality.

  1. must have a sense of self-determination.
  2. must have a low sense of competence.
  3. don’t necessarily need to be recognized for their efforts.
  4. don’t necessarily need to know or understand the values of the company

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 7-5 What does it mean to be empowered?

43) SCENARIO 7-3

Your supervisor often makes you feel uncomfortable by offering you special perks even though you have previously told him that you do not want them. However, each time he makes such offers, your supervisor insists that you accept his generosity. You have been with the company for eight years, the longest of all the employees. Your supervisor has been with the company only seven months. The other day your supervisor told you that in exchange for your ideas and contributions in the last regional meeting, you could have an extra two days off next month. You have told him that you are reluctant to take the two days off, as all the other employees will find out about the special perk and may not want to work with you after that, which will be even more uncomfortable. As usual, your supervisor insists that you accept his offer.

Referring to SCENARIO 7-3, your supervisor a. is using his expertise.

  1. is being an expert.
  2. is creating a co-operative work environment.
  3. is using common sense.
  4. is engaging in harassment.

Answer: e

Diff: 3

Type: MC

Skill: Applied

Objective: 7-6 How are power and harassment related?

44) SCENARIO 7-3

Your supervisor often makes you feel uncomfortable by offering you special perks even though you have previously told him that you do not want them. However, each time he makes such offers, your supervisor insists that you accept his generosity. You have been with the company for eight years, the longest of all the employees. Your supervisor has been with the company only seven months. The other day your supervisor told you that in exchange for your ideas and contributions in the last regional meeting, you could have an extra two days off next month. You have told him that you are reluctant to take the two days off, as all the other employees will find out about the special perk and may not want to work with you after that, which will be even more uncomfortable. As usual, your supervisor insists that you accept his offer.

Referring to SCENARIO 7-3, studies show that this situation is probably more about ________ than about work efficiency.a. power

  1. coercion
  2. politics
  3. lobbying
  4. impressions

Answer: a

Diff: 3

Type: MC

Skill: Applied

Objective: 7-6 How are power and harassment related?

45) SCENARIO 7-3

Your supervisor often makes you feel uncomfortable by offering you special perks even though you have previously told him that you do not want them. However, each time he makes such offers, your supervisor insists that you accept his generosity. You have been with the company for eight years, the longest of all the employees. Your supervisor has been with the company only seven months. The other day your supervisor told you that in exchange for your ideas and contributions in the last regional meeting, you could have an extra two days off next month. You have told him that you are reluctant to take the two days off, as all the other employees will find out about the special perk and may not want to work with you after that, which will be even more uncomfortable. As usual, your supervisor insists that you accept his offer.

Referring to SCENARIO 7-3, a basic problem in this situation is thata. you are probably too assertive.

  1. there is an unequal power relationship between your supervisor and you.
  2. your perception is probably very different from your supervisor’s.
  3. the special perk is cost-free to the supervisor.
  4. other employees will probably start to be assertive in meetings.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 7-6 How are power and harassment related?

46) SCENARIO 7-3

Your supervisor often makes you feel uncomfortable by offering you special perks even though you have previously told him that you do not want them. However, each time he makes such offers, your supervisor insists that you accept his generosity. You have been with the company for eight years, the longest of all the employees. Your supervisor has been with the company only seven months. The other day your supervisor told you that in exchange for your ideas and contributions in the last regional meeting, you could have an extra two days off next month. You have told him that you are reluctant to take the two days off, as all the other employees will find out about the special perk and may not want to work with you after that, which will be even more uncomfortable. As usual, your supervisor insists that you accept his offer.

Referring to SCENARIO 7-3, the supervisor has also told you that you will be expected to return the favour in the future. The supervisor isa. using information.

  1. creating obligations.
  2. building a coalition.
  3. involved in strategic planning activities.
  4. power brokering activities.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 7-7 Why do people engage in politics?

47) Workplace bullying and sexual harassment are

  1. the advantages of power.
  2. coalition strategies of power.
  3. political examples.
  4. effective strategies to implement legitimate power.
  5. abuses of power.

Answer: e

Diff: 1

Type: MC

Skill: Recall

Objective: 7-6 How are power and harassment related?

48) Stephanie is a stern boss who gets the most out of her employees by trying to intimidate them. She regularly makes them work overtime for no additional compensation by threatening them. This is an example of

  1. postulating.
  2. workplace bullying.
  3. influence.
  4. power.
  5. dependency.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 7-6 How are power and harassment related?

49) Most studies confirm that understanding the concept of ________ is central to addressing the injustices associated with sexual harassment.

  1. power
  2. politicking
  3. politics
  4. ingratiation
  5. dependency

Answer: a

Diff: 2

Type: MC

Skill: Recall

Objective: 7-6 How are power and harassment related?

50) Political behaviour is

  1. outside one’s specified job requirements.
  2. part of each job requirement.
  3. seen only in large organizations.
  4. counterproductive to individual goals.
  5. seen as accepted business behaviour.

Answer: a

Diff: 2

Type: MC

Skill: Recall

Objective: 7-7 Why do people engage in politics?

51) Quinton is an employee who is in the habit of spreading rumours about others and sometimes leaking confidential information in the process. This is known as

  1. intimidation.
  2. political behaviour.
  3. lobbying.
  4. whistle-blowing
  5. deception.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 7-7 Why do people engage in politics?

52) One of the most important factors that determines politics in an organization is

  1. that resources are seldom scarce.
  2. that facts are open to interpretation.
  3. that decisions are usually made in a climate of precision based on policies and rules.
  4. leadership capabilities.
  5. ethical philosophy.

Answer: b

Diff: 1

Type: MC

Skill: Recall

Objective: 7-7 Why do people engage in politics?

53) Sam is always willing to help someone in need at the office, but he also makes a point of letting the people that he helps know that they “owe him” as a result. This is known as ________ behaviour.

  1. childish
  2. referent
  3. empowered
  4. political
  5. coercive

Answer: d

Diff: 3

Type: MC

Skill: Applied

Objective: 7-7 Why do people engage in politics?

54) According to your text, the process by which individuals attempt to control the perception others form about them is referred to as

  1. impression management.
  2. deceit.
  3. self-promotion.
  4. perception management.
  5. value management.

Answer: a

Diff: 1

Type: MC

Skill: Recall

Objective: 7-7 Why do people engage in politics?

55) Ted is always trying to manipulate conditions so that his peers think highly of him. Ted takes great care to protect his reputation and what others think of him. Ted is focusing on

  1. networking.
  2. forming coalitions.
  3. creating obligations.
  4. managing impressions.
  5. value management.

Answer: d

Diff: 2

Type: MC

Skill: Applied

Objective: 7-7 Why do people engage in politics?

56) With impression management,

  1. all impressions people convey are false.
  2. those who intend to become leaders and who engage in impression management are more likely to be chosen as leaders.
  3. false images are always rewarded.
  4. those presenting a false image are always discredited.
  5. low self-monitors are more likely to use impression management techniques than high self-monitors.

Answer: b

Diff: 2

Type: MC

Skill: Recall

Objective: 7-7 Why do people engage in politics?

57) Famous athletes like David Beckham put a lot of effort into trying to carefully control how others view them. This is known as

  1. politicking.
  2. deception.
  3. impression management.
  4. ingratiation.
  5. consultation.

Answer: c

Diff: 3

Type: MC

Skill: Applied

Objective: 7-7 Why do people engage in politics?

58) Studies show that impression management behaviour is ________ associated with job-interview success.

  1. negatively
  2. positively
  3. not
  4. sometimes
  5. frequently

Answer: b

Diff: 2

Type: MC

Skill: Recall

Objective: 7-7 Why do people engage in politics?

59) SCENARIO 7-4

Igor is relatively new to Xenon Corporation and wants to make a good first impression on his co-workers and supervisor. He agrees with the supervisor’s opinion most of the time and is always doing special things for him. Igor makes sure that he associates with the “right” people and is constantly complimenting others about their good work.

Referring to SCENARIO 7-4, Igor is attempting to usea. politics.

  1. impression management.
  2. defensive behaviour.
  3. his power base.
  4. influence networking.

Answer: b

Diff: 3

Type: MC

Skill: Applied

Objective: 7-7 Why do people engage in politics?

60) SCENARIO 7-4

Igor is relatively new to Xenon Corporation and wants to make a good first impression on his co-workers and supervisor. He agrees with the supervisor’s opinion most of the time and is always doing special things for him. Igor makes sure that he associates with the “right” people and is constantly complimenting others about their good work.

Referring to SCENARIO 7-4, Igor is engaging in which political activity?a. using information

  1. building coalitions
  2. creating obligations
  3. associating with influential people
  4. building support for ideas

Answer: d

Diff: 3

Type: MC

Skill: Applied

Objective: 7-7 Why do people engage in politics?

61) An organization can be politics-free if

  1. goals are set by the owners, policies are fair, and employees are trained appropriately.
  2. employees receive proper orientation and training, resources are plentiful, and policies are clear.
  3. employees feel empowered, goals are set by the management, and resources are regulated.
  4. management only uses legitimate power, rewards are given out equally, and there is widespread empowerment.
  5. performance outcomes are completely clear and objective, resources are not scarce, and everyone has the same goals and interests.

Answer: e

Diff: 2

Type: MC

Skill: Recall

Objective: 7-7 Why do people engage in politics?

62) There has been an increase in “uncivil and aggressive workplace behaviours” due to

  1. downsizing and pressures for increased productivity.
  2. a lack of re-engineering.
  3. enhanced budgets.
  4. more employee training.
  5. empowerment.

Answer: a

Diff: 1

Type: MC

Skill: Recall

Objective: 7-7 Why do people engage in politics?

63) Workplace civility can be defined with which of the following characteristics?

  1. politeness toward others
  2. violation of workplace norms
  3. disregard for others
  4. argument and critique
  5. rude behaviour

Answer: a

Diff: 1

Type: MC

Skill: Recall

Objective: 7-7 Why do people engage in politics?

64) A major cause of incivility in the workplace is

  1. that employees are viewed simply as economic input variables that increase total cost.
  2. long-term employee contracts that are supported by a strong collective agreement.
  3. major distortions of the communication process within the workplace.
  4. the availability of employee support resources, such as Employee Assistance Programs, that will deal with the incivility.
  5. a culture that pushes high-performing teams.

Answer: a

Diff: 2

Type: MC

Skill: Recall

Objective: 7-7 Why do people engage in politics?

65) A psychological contract

  1. is a legally binding employee contract between an employer and an employee.
  2. is an imaginary bond that occurs around six weeks into a newly hired employee’s job experience.
  3. is an understanding of expectations that strengthens over time between an employee and the employer.
  4. can never be broken once established between a manager and an employee.
  5. is the “tool” used by the office bully to establish a territory of influence.

Answer: c

Diff: 2

Type: MC

Skill: Recall

Objective: 7-7 Why do people engage in politics?

66) Power is a function of dependency.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 7-1 What is power?

67) A person can have power over you only if he or she controls something you desire.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 7-1 What is power?

68) Matt has noticed that employees respond to legitimate power generally in three different ways. They show commitment, compliance, or resistance.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Applied

Objective: 7-2 How does one get power?

69) Fear and intimidation are coercive bases of power.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 7-2 How does one get power?

70) Of all the bases of power available, the power to hurt others is possibly the most often used, most often condemned, and most difficult to control.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 7-2 How does one get power?

71) Resistance occurs when a person goes along with a request grudgingly, puts in minimal effort, and takes little initiative in carrying out the request.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 7-2 How does one get power?

72) When you possess something that others require but that you alone control, you make them dependent upon you and therefore you gain power over them.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 7-3 How does dependency affect power?

73) The ability to make people dependent upon you will serve to increase your power.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 7-3 How does dependency affect power?

74) The more scarce a person’s skill is, the less power that person has.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 7-3 How does dependency affect power?

75) Power is increased by possession of something that is plentiful and easily available.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 7-3 How does dependency affect power?

76) Researchers have found that there are few differences in the tactics used to influence actions, regardless of whether people are interacting with someone above or below them in rank.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 7-4 What tactics can be used to increase power?

77) Claiming the authority or right to make a request or showing that the request supports organizational goals or policies are examples of the legitimacy influence tactic.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 7-4 What tactics can be used to increase power?

78) Studies show that the effects of empowerment depend upon the job requirements and personality of the employee. From this generalization, we could predict that if Bob’s personality is such that he blames himself when things go wrong, he is more likely to experience stress if given control and is empowered.

  1. True
  2. False

Answer: a

Diff: 3

Type: TF

Skill: Recall

Objective: 7-5 What does it mean to be empowered?

79) Research investigating empowerment at the workplace has shown that empowering those who do not want to be empowered or those who are not confident about their new responsibilities may actually lead to illness, thus decreasing productivity.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 7-5 What does it mean to be empowered?

80) Empowerment is defined as the freedom and the ability of employees to make decisions and commitments.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 7-5 What does it mean to be empowered?

81) In Canadian and US workplaces, there is a trend to flatten organizations, give employees more responsibility for decisions, and share power with employees.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 7-5 What does it mean to be empowered?

82) As employee empowerment increases, offices across Canada have witnessed an increase in workplace incivility.

  1. True
  2. False

Answer: b

Diff: 3

Type: TF

Skill: Recall

Objective: 7-5 What does it mean to be empowered?

83) Research confirms that workplace incivility and harassment, such as gender and sexual harassment, generally do not occur together at places of work.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 7-6 How are power and harassment related?

84) Sexual harassment occurs only if there is physical contact of a sexual nature.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 7-6 How are power and harassment related?

85) Research shows that job dissatisfaction arises when it appears to those who do not participate in politicking that those who do are getting ahead at their expense.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 7-7 Why do people engage in politics?

86) Political behaviour is an accepted part of working in an organization.

  1. True
  2. False

Answer: b

Diff: 1

Type: TF

Skill: Recall

Objective: 7-7 Why do people engage in politics?

87) Political behaviour can be stimulated by individual personalities and characteristics in the organization’s internal environment.

  1. True
  2. False

Answer: a

Diff: 2

Type: TF

Skill: Recall

Objective: 7-7 Why do people engage in politics?

88) Organizational politics is known to have a motivating influence on individuals and, consequently, increase productivity levels of the organization.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 7-7 Why do people engage in politics?

89) Impression management implies that the impressions people convey are necessarily false.

  1. True
  2. False

Answer: b

Diff: 2

Type: TF

Skill: Recall

Objective: 7-7 Why do people engage in politics?

90) A low level of resources in the organization could contribute to political behaviour if gains by one party are perceived as being at the expense of another.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 7-7 Why do people engage in politics?

91) Studies show that impression management is not positively associated with job interview success.

  1. True
  2. False

Answer: b

Diff: 1

Type: TF

Skill: Recall

Objective: 7-7 Why do people engage in politics?

92) Studies show that impression management works for job applicants.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 7-7 Why do people engage in politics?

93) An organization can be politics-free.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 7-7 Why do people engage in politics?

94) Workplace violence and toxicity is a concern in such countries as France, Romania, and the United States but not in Canada, due to our collectivistic culture.

  1. True
  2. False

Answer: b

Diff: 1

Type: TF

Skill: Recall

Objective: 7-7 Why do people engage in politics?

95) When trust breaks down between employees and their employer, employees will feel less like accepting decisions.

  1. True
  2. False

Answer: a

Diff: 1

Type: TF

Skill: Recall

Objective: 7-7 Why do people engage in politics?

96) Describe in detail the six bases, or sources, of power generally used within organizations, and how people respond to each type of power. Provide examples to support your response.

Answer:

Suggested answer:

Six bases of power:

– Coercive: dependent on fear; negative results for failure to comply; threat of physical sanctions such as pain, frustration, restriction of movement; power to hurt others; control of economic resources; suspend, demote, unpleasant treatment. People’s response: resistance.

– Reward: distribution of rewards viewed as valuable by others; money, favourable performance appraisals, promotions, interesting work assignments, important information, preferred work shifts; counterpart to coercive power; friendliness, acceptance, praise. People’s response: compliance.

– Legitimate: result of position in formal hierarchy; positions of authority; acceptance of the authority of the position. People’s response: compliance.

– Expert: result of expertise, special skill, or knowledge; powerful source of influence; technological orientation; dependence on experts to achieve goals. People’s response: commitment.

– Referent: desirable resources or personal traits; admiration of another and desire to be like that person; similar to charisma; modelling behaviour after someone. People’s response: commitment.

– Information: a result of having information, having access to it, or having control of information particularly in the context of high uncertainty. People’s response: compliance.

Generally, people will respond in one of three ways when faced with the people who use the bases of power described above:

– Commitment: The person is enthusiastic about the request and shows initiative and persistence in carrying it out.

– Compliance: The person goes along with the request grudgingly, puts in minimal effort, and takes little initiative in carrying out the request.

– Resistance: The person is opposed to the request and tries to avoid it with such tactics as refusing, stalling, or arguing about it.

(Examples can be drawn from the text, class discussion, students’ own experiences, the Internet, newspapers such as the Globe and Mail, . . .)

Diff: 3

Type: ES

Skill: General Concept

Objective: 7-2 How does one get power?

97) Explain what empowerment means. What do employees need to feel fully empowered? Why do some managers not want to empower their employees? Give specific examples to support your answer.

Answer:

Suggested answer:

– Empowerment is the freedom and the ability of employees to make decisions and commitments. The other two definitions are: empowerment is about delegating decision making within a set of clear boundaries; and empowerment is a process of risk taking and personal growth.

– To feel empowered, employees need access to information required to make decisions; rewards for acting in appropriate, responsible ways; and the authority to make the necessary decisions.

– Managers don’t want to empower employees because they fear giving up power; they feel that employees may make decisions that are contrary to the organization’s best interests; and some managers don’t know what empowerment means and how to apply it.

(Examples can be drawn from the text, class discussion, students’ own experiences, the Internet, newspapers such as the Globe and Mail, . . .)

Diff: 3

Type: ES

Skill: General Concept

Objective: 7-5 What does it mean to be empowered?

98) Explain in detail what influence tactics one could use to gain a stronger base of power and become more influential within an organization. How do these tactics relate to “impression management”? Give specific examples to support your answer.

Answer:

Suggested answer:

– Rational persuasion: using facts and information to present ideas and back up your conclusion and recommendations

– Inspirational appeals: requesting the support of others by appealing to their values and goals

– Consultation: asking for ideas from others; getting others involved even at a basic level

– Ingratiation: complimenting, flattering, creating goodwill, and then making a request

– Personal appeals: reminding others of their obligations, friendships, and loyalty before making a request

– Exchange: showing or offering to others what you think you can do for them in return for their support of your request

– Coalitions: getting the support of others to provide backing when making a request; associating with others who can complement your power base

– Pressure: using threats, demands, and reminders on others as a way of influencing them

– legitimacy: claiming the authority to make your request; showing that your request supports organizational goals or policies

Some tactics are more effective than others. Rational persuasion, inspirational appeals, and consultation tend to be most effective. More than one tactic can be used at the same time. You are most successful if you begin with “softer” tactics first.

(Examples can be drawn from the text, class discussion, students’ own experiences, the Internet, newspapers such as the Globe and Mail, . . .)

Diff: 3

Type: ES

Skill: Applied

Objective: 7-4 What tactics can be used to increase power?

99) Discuss in detail the abuse of power in the workplace. What are the various ways power is abused, the impact of abuse on employees and the organization, and the ways management can address abuse?

Suggested answer:

– Explain the issues of harassment: what constitutes harassment and how it relates to use of power bases; the categories of harassment that have long been illegal in Canada.

– The concept of power is central to harassment.

– Workplace bullying: The answer would include a description of workplace bullying and how it manifests itself in the workplace. Cases include the use of coercive power, workplace violence, and intimidation.

– Sexual harassment: It includes unwanted physical touching, looks, or comments, off-colour jokes, sexual artifacts, and innuendo. The answer could discuss where being friendly ends and harassment begins.

Answer:

(Examples can be drawn from the text, class discussion, students’ own experiences, the Internet, newspapers such as the Globe and Mail, . . .)

Diff: 3

Type: ES

Skill: General Concept

Objective: 7-6 How are power and harassment related?

100) Discuss in detail the concept of organizational politics. What constitutes political behaviour, why and how does it occur in organizations, and how do people use politics for their own benefit? Give specific examples to support your answer.

Suggested answer:

Answer:

– Political behaviour constitutes those activities that are outside one’s formal role and that influence, or try to influence, the distribution of advantages and disadvantages within the organization.

– Political behaviour is often used in conflict situations. The biggest conflict that occurs in organizations is the competition for scarce resources.

Within organizations, people engage in a variety of political activities, including the following:

– Attacking or blaming others: used when trying to avoid responsibility for failure

– Using information: withholding or distorting information, particularly to hide negative information

– Managing impressions: bringing positive attention to one’s self or taking credit for the positive accomplishments of others

– Building support for ideas: making sure that others will support one’s ideas before they are presented

– Praising others: making important people feel good

– Building coalitions: joining with other people to create a powerful group

– Associating with influential people: building support networks

– Creating obligations: doing favours for others so they will owe you favours later

(Examples can be drawn from the text, class discussion, students’ own experiences, the Internet, newspapers such as the Globe and Mail, . . .)

Diff: 3

Type: ES

Skill: General Concept

Objective: 7-7 Why do people engage in politics?

101) The main component of the concept of power is dependency. Explain how dependency relates to power, what creates dependency, and how dependency can be used to increase one’s power.

Suggested answer:

– Dependency happens when one possesses anything that others require that he/she alone controls, making others dependent. The person who has the most need is the one most dependent.

Dependency is created and increases when what you control is important, scarce, and cannot be substituted:

– Importance: To create dependency, what you control must be perceived as important by others.

– Scarcity: If something is plentiful, possession of it will not increase power. Possession of a scarce resources makes whose who do not have it depend on those who do.

– Nonsubsitutability: If there are few or no substitutes to what someone desires, then the person who has the resource has power.

Answer:

(Examples can be drawn from the text, class discussion, students’ own experiences, the Internet, newspapers such as the Globe and Mail, . . .)

Diff: 3

Type: ES

Skill: General Concept

Objective: 7-3 How does dependency affect power?

102) Impression management is one type of political activity that people engage in to increase and retain their power. Why do people try to manage impressions? What could be the results in an organizational context? Give specific examples to support your answer.

Suggested answer:

– Impression management is the process by which individuals attempt to control the impression others form of them. They might use impression management to get hired or to get favourable evaluations, superior salary increases, or rapid promotions.

– Impressions are not necessarily false; sometimes they are sincere. Be cautious not to be perceived as insincere or manipulative.

– Job applicants who use impression management tend to be successful. It did not matter if the applicants were well or poorly qualified; if they used impression management techniques, they did better in interviews.

Techniques:

– Job applicants who use self-promotion create an appearance of competence and get more follow-up calls.

– Ingratiation seems to work well in job interviews.

– Employees who engage in ingratiation get better performance evaluations. However, self-promotion seems to lead to poorer performance evaluations. Ingratiation works because everyone likes to be treated nicely. Self-promotion works less well because in performance evaluations, the manager has already had the opportunity to observe the employee for a long period of time.

(Examples can be drawn from the text, class discussion, students’ own experiences, the Internet, newspapers such as the Globe and Mail, . . .)

Answer:

Diff: 3

Type: ES

Skill: General Concept

Objective: 7-7 Why do people engage in politics?

+
-
Only 0 units of this product remain

You might also be interested in