25 Questions
Gatekeepers are individuals who control access to information.
True
Tier 4 gated possess all four attributes and have the highest bargaining power.
True
Expert power comes from accepting judgments of those with specialized knowledge.
True
The politics of powerlessness refers to the use of symbols of power to empower others.
False
Direct democracy is commonly found in communal organizations such as cooperatives and kibbutzim
True
Weber's types of authority include traditional, charismatic, and rational-legal
True
Expert power derives from an individual's formal position in a hierarchy
False
Influence strategies include push (imposing costs) and pull (offering rewards)
True
Organizational politics is the act of preventing people from taking part in affairs which properly concern them.
False
Power is the capacity of individuals to overcome resistance on the part of others, to exert their will, and to produce results consistent with their interests and objectives.
True
Autocracy is a form of government where power is held by an individual or small group and supported by control of critical resources, property or ownership rights, tradition or charisma.
True
Technocracy is a form of rule exercised through the use of knowledge, expert power, and the ability to solve relevant problems.
True
Competing conflict-handling style creates a win/win outcome and results in high-quality solutions through inputs of both parties.
False
Power comes in two forms: negative and positive.
True
Hardy argues that power provides energy for organizational change and identifies additional forms called power over meaning and system power.
True
Functional conflict can lead to positive performance, and optimal conflict inspires innovation and self-criticism.
True
Upward appeal refers to lower level managers' support for ideas and plans.
False
Smith et al. (2013) found gender differences in influence tactics, with women using assertive methods and men using ingratiation and collaboration.
False
Cultural differences have no impact on organizational practices.
False
Kanter (1979) identified four lines of organizational power: lines of supply, lines of information, lines of support, and lines of recognition.
False
Leaders are never expected to intervene and make rulings to resolve a conflict situation.
False
It is sometimes necessary to turn up the heat on a group to force fresh thinking.
True
Using leader behavior to generate energy in support of change is not important.
False
Building stability during change is not helpful.
False
Power audit involves identifying who holds sufficient power to assist change.
True
Study Notes
- Upward appeal refers to higher level managers' support for ideas and plans.
- Smith et al. (2013) found gender differences in influence tactics, with men using assertive methods and women using ingratiation and collaboration. Women may also be less likely to self-promote.
- Cultural differences affect organizational practices, requiring care in assumptions and adaptations.
- Position and powerlessness: some employees feel powerless due to their positions, lacking resources, information, support, and cooperation.
- Kanter (1979) identified three lines of organizational power: lines of supply, lines of information, and lines of support. Power comes from jobs that allow discretion, recognition, and relevance, as well as close contact with sponsors, peer networks, and subordinates.
- Organizational politics, power, and conflict: the unitarist perspective assumes organizations are united, but pluralist views recognize common and divergent interests that lead to conflict. Conflict arises when individuals or groups perceive differences and opposition over interests, beliefs, or values.
- Sources of organizational conflict: interdependence, organizational structures, rules and regulations, and resource limitations can lead to conflict. Cultural differences can also contribute to misunderstandings and inappropriate behavior.
- Strategies for managing conflict: unitarist managers may try to suppress conflict and exclude opposition from decisions, while others prioritize production and people when managing conflict. Five conflict-handling styles include competing, collaborating, compromising, avoiding, and accommodating.
Test your knowledge on the influence tactics used by men and women in the workplace, as well as the impact of national culture on power dynamics. Explore the differences in assertive, collaborative, and self-promotion tactics used by different genders and the influence of cultural diversity on organizational dynamics.
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