Power tactics preferred by us managers

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Reference no: EM13928362

1) With downward influence, power tactics preferred by U.S. managers include

  • inspirational appeals
  • personal appeals
  • coalitions
  • influence

2) Hard power tactics best influence those with which following characteristic?

  • Action oriented
  • Intrinsically motivated
  • Reflective orientation
  • High self-esteem

3) Impression management sends _____ messages that may be _____ under other circumstances.

  • convincing, unconvincing
  • true, false
  • false, true
  • ethical, unethical

4) Transformational change in an organization

  • is always necessary to some degree
  • is best delivered by a bottom-up plan
  • has no defined formula
  • is best delivered by a top-down plan

5) Buck passing and scapegoating when politics is seen as a threat are forms of

  • suppression
  • offensive behaviors
  • defensive behaviors
  • aggression

6) A person likely to participate in political behavior

  • has a desire for power
  • believes he or she has little influence
  • is insensitive to social cues
  • is a social nonconformist

7) Organizational momentum relates to

  • willingness to move beyond incremental change
  • patterns of behavior, norms, and values
  • growth in sales, profits, and so forth
  • the rate of change to make improvements

8) Politicking is less likely in organizations that have

  • clear performance appraisal systems
  • democratic decision making
  • adeclining resources
  • high role ambiguity

9) Surveys of seasoned managers reveal they believe politics in the workplace is

  • always unethical
  • ineffective
  • part of some job requirements 
  • a major part of organizational life

10) To keep a strategy in focus, effective managers employ­

  • piecemeal implementation
  • rigid implementation
  • simple goals
  • central themes

11) Political behavior in the workplace

  • attempts to influence decision making
  • works only in an upward or lateral influence direction
  • is unlikely in a well-run organization
  • works only in a lateral influence direction

12) Central to managing a successful organizational strategy implementation are/is 

  • coalition management
  • tracking progress
  • formal models of implementation
  • competitive teams

13) An influence tactic that relies on rank and enforcement of group goals is

  • pressure
  • legitimacy
  • coalitions
  • personal appeals

14) A primary goal of politics in the workplace is to

  • exclude undesirable peers
  • secure limited resources
  • promote organizational goals
  • form alliances

15) Organizational change relies on a balance of change and 

  • vision
  • continuity
  • planning
  • strategy

16) During organizational change, employee-management interfaces such as workshops and retreats

  • distract the participants from the real issues
  • help employees overcome downsizing issues
  • initiate
  • solve communication problems relatively short-term periods of high-energy action

17) In convergent periods, the role of executive management is to

  • reemphasize the mission and core values
  • challenge middle managers to reinvent their departments
  • develop new strategies for the problems at hand
  • shift middle managers to promote new views

18) The validity of a strategy for organizational change lies in its

  • clarity of vision
  • simplicity
  • speed of implementation
  • Adaptability

19) The formulation and implementation of a strategy

  • are separate and sequential processes
  • follow strict, unalterable guidelines
  • must be completely defined before action is taken
  • are ongoing events within an organization

20) Periods of convergence are those in which an organization

  • employs new strategies to advance the organization
  • seeks to improve its situation with relatively minor changes
  • must downsize to conserve resources
  • is in turmoil

Reference no: EM13928362

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