In the Milgram studies, participants were willing to administer harmful levels of voltage to learners when those learners provided incorrect answers.

TRUE/FALSE

1. Power is the ability to get things done the way you want them to be done.

(True)

2. Power distribution is usually not visible in organizations.

(False)

3. Power has negative consequences but never has positive consequences.

(False)

4. One reason why power can be so easily abused is because individuals are quick to conform.

(True)

5. Conformity is people’s tendencies to behave consistently with social norms.

(True)

6. The Milgram, Asch, and Hawthorne studies illustrate how important it is to create checks and balances to help individuals resist the tendency to conform or abuse authority.

(False)

7. In the Milgram studies, participants were willing to administer harmful levels of voltage to learners when those learners provided incorrect answers.

(True)

8. The Asch experiments showed that a dissenting minority does not have much power.

(False)

9. Meta-analysis suggests that the level of conformity in the United States has been increasing since the 1950s.

(False)

10. The Zimbardo experiment was stopped early because all parties involved became too entrenched in their experimental roles.

(True)

11. The more that a party is dependent upon you, the less power you have.

(False)

12. The scarcer a resource is that you control, the more power you possess.

(True)

13. The more vital the resource you control, the greater the level of power you possess.

(True)

14. The more substitutes available for a resource, the higher the power level of the person possessing that resource.

(False)

15. The CEO of an organization has legitimate power because of his or her role.

(True)

16. Coercive power tends to accompany legitimate power in an organization.

(False)

17. Coercive power works through fear and forces people to do things they otherwise would not consider.

(True)

18. Michael is the individual in the firm who knows everything about computer issues. When anyone has a problem, they go to Michael. Michael has referent power.

(False)

19. Charisma is a type of referent power.

(True)

20. Influence is getting others to do what we want them to do.

(True)

21. The most commonly used influence technique is personal appeal.

(False)

22. Compliance is when the target of influence not only agrees to your request, but actively supports it.

(False)

23. Rational persuasion uses facts, data and logical arguments to influence a target person.

(True)

24. When college students are told by a speaker seeking their support, “You can make a difference. Do this for future generations,” that speaker is using inspirational appeals to convince students to join the cause.

(True)

25. Using any form of flattery in an appeal is an example of the exchange influence tactic.

(False)

26. Research shows that individuals who lived near stairwells in dorms were the most well liked people in those dorms because they were seen most often by everyone who was coming and going. This is an example of the personal appeal influence tactic.

(True)

27. Research shows that managers with high referent power tend to use pressure tactics much more frequently than those with low referent power.

(False)

28. Legitimating tactics are those whose appeal is based upon position power.

(True)

29. Referent power is more effective than formal power bases and is positively related to employees’ satisfaction with supervision.

(True)

30. The most effective approach to impression management on the job is to build credibility and maintain authenticity.

(True)

31. Impression management has been shown to be related to higher performance ratings by increasing liking and perceived similarity.

(True)

32. The tone of your voice, rate of speech, and how you deliver your message are relatively unimportant in the impression management area.

(False)

33. Impression management is particularly salient in job interviews and promotional contexts.

(True)

34. Upward influence includes appealing to a higher authority or citing a firm’s goals as a reason for others to follow your suggestion.

(True)

35. Managers report using personal appeals most frequently with other managers and rational persuasion most frequently with subordinates.

(False)

36. Effective politics is about winning at all costs.

(False)

37. Almost all managers surveyed suggest workplace politics exist in their organizations and that to be successful individuals must engage in politics.

(True)

38. If employees feel their organizations are too driven by politics, they are less committed to the organization and perform worse on the job.

(True)

39. Individuals high in internal locus of control engage in more political behavior.

(True)

40. When resources such as raises or promotions are limited, employees see the organization as more political.

(True)

41. When individuals feel role ambiguity in their jobs, they feel the organization is more political.

(True)

42. The more democratic the decision making is in a firm, the more the firm will be perceived as political.

(True)

43. Social network analysis can reveal who can be trusted in an organization, who is important to decision making and even who is innovative.

(True)

44. Boundary spanners are people who are linked to the greatest number of people in the organization.

(False)

45. Social network analysis indicating strong ties is demonstrating informational, not emotional support.

(False)

46. Peripheral specialists in a social network are those with special expertise who can be called upon for advice even though they work independently from the group.

(True)

47. Strong ties in a social network are especially useful for innovation.

(False)

48. Company presidents usually possess at least legitimate, coercive, and referent power.

(False)

49. High power distance countries are those where power is centralized in the hands of a few.

(True)

50. In low power distance countries, decisions are often made based upon loyalty rather than some formal review process.

(False)