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30 Cards in this Set
- Front
- Back
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The ability to get someone to do something or to make things happen in a specific way is called:
influence coercion Machiavellianism power |
power
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The ability to get someone else to do something you want done is called:
influence power authority compliance |
power
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__________ is the ability to control another’s behaviour because the person wants to identify with the power source.
referent power coercion influence Machiavellianism |
referent power
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Which of the following is a basis for position power?
expert power knowledge power referent power coercive power |
coercive power
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Legitimate power is a form of:
position power expertise personal power coercion |
position power
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Legitimate power is based on the:
subordinate’s beliefs that the superior has the right to command knowledge of the boss rewards available to the boss personality of the boss |
subordinate’s beliefs that the superior has the right to command
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Reward power is the power over subordinates:
due to their belief that the superior has a right to command because of knowledge and experience of the superior because they like to identify with the superior because the superior controls money, compliments etc |
because the superior controls money, compliments etc
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In the experiments on obedience at Yale University:
only a very few subjects would shock another person to a dangerously high level the majority of subjects would shock another person to a dangerously high level most people rejected the apparent authority of the laboratory experimenter a few subjects would shock another person to a dangerously high level |
the majority of subjects would shock another person to a dangerously high level
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The zone of indifference is a:
lack of motivation to follow superior’s directives high level of motivation to follow a superior’s directives willingness of the subordinate to follow directives without critical evaluation or judgment superior ignoring certain mistakes of the subordinates |
willingness of the subordinate to follow directives without critical evaluation or judgment
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The three basic power relationships to ensure success are:
upward, downward and lateral upward, downward and oblique downward, lateral and oblique downward, lateral and external |
upward, downward and lateral
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When achieving upward influence, employees:
can easily use their position power expect their superiors to support them need to use personal power can rely upon loyalty |
need to use personal power
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Reason, coalition, bargaining and assertiveness are all strategies for:
enhancing personal power enhancing position power exercising referent power exercising influence |
exercising influence
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The process by which managers help others acquire and use the power needed to make decisions affecting themselves and their work is called:
empowerment influence zone of indifference coercion |
empowerment
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One guideline for implementing a successful empowerment strategy is:
delegation of authority should be left ambiguous and open to individual interpretation managers should refrain from communicating to subordinates planning should be separated according to the level of empowerment allow room for error: encouraging employees to be more involved inevitably entails some risk-taking |
allow room for error: encouraging employees to be more involved inevitably entails some risk-taking
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Organisational politics is defined to include:
the management of influence to obtain ends not sanctioned by the organisation the artful use of power to develop socially acceptable ends the artful use of power to develop socially acceptable means unsanctioned means to achieve unsanctioned ends and the artful use of power |
the management of influence to obtain ends not sanctioned by the organisation
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Political power is:
power that is directed towards ends not sanctioned by the organisation power used for formally auditing groups and substituting for formal authority power that is overemphasised and upheld by top management power that is used for maintaining the status quo |
power that is directed towards ends not sanctioned by the organisation
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The process of identifying a problem or opportunity and choosing among alternative courses of actions is called:
judgment intuition decision making heuristics |
decision making
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An uncertain decision environment occurs when:
there is only limited certainty of the outcomes of various courses of action those involved in the decision making cannot agree on a course of action information is sufficient to predict the results of each alternative probabilities as to the outcome of various courses of action cannot be predicted |
probabilities as to the outcome of various courses of action cannot be predicted
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Which of the following is NOT one of the four basic steps in systematic decision making?
analysing alternative courses of action choosing a preferred course of action consulting and seeking approval of others involved in the decision recognising and defining the problem |
consulting and seeking approval of others involved in the decision
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The first step in decision making is to:
choose a preferred course of action implement the preferred course of action recognise and define the problem identify alternative course of action |
recognise and define the problem
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Which theory of decision making holds that people act only in terms of what they perceive about a given situation?
classical heuristic perception behavioural |
behavioural
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The key difference between making a decision in the classical style and making one in the behavioural style is:
the individual’s management style the presence of judgemental heuristics whether all parties agree to the course of action the presence of cognitive limitations |
the presence of cognitive limitations
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Satisficing is:
choosing the optimum solution to a problem knowing all action alternatives and their consequences before making a decision choosing the first alternative that appears to give an acceptable resolution to a problem making a decision which satisfies all parties |
choosing the first alternative that appears to give an acceptable resolution to a problem
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Heuristics are:
simplifying strategies based on intuition biases that should always be avoided usually used for non-routine problems |
simplifying strategies
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An escalating commitment is a:
commitment to stick to a proven course of action tendency to continue with a course of action despite negative feedback tendency to continue with a course of action until results on its success are available decision made using classical decision theory |
tendency to continue with a course of action despite negative feedback
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AII — the second variant on the authority decision in the Vroom–Jago model — means that the manager:
shares the problem with subordinates as a group and leads them to a consensus solves the problem alone using information available at that time shares the problem with subordinates individually, and the decision may or may not reflect their input obtains information from subordinates, then solves the problem alone |
obtains information from subordinates, then solves the problem alone
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When a manager shares a problem with subordinates or other group members individually, then makes a decision that may or may not reflect their input, the manager is using which variant of the Vroom–Jago model?
AI — first variant on the authority decision AII — second variant on the authority decision CII — second variant on the consultative decision CI — first variant on the consultative decision |
CI — first variant on the consultative decision
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Groupthink is:
a. believing that most problems can be solved b. an advantage of group decision making c. when members in highly cohesive groups demand conformity and become unwilling to criticise group members’ ideas d. group decision making carried out by all members |
c. when members in highly cohesive groups demand conformity and become unwilling to criticise group members’ ideas
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A situation in which a person must decide whether to do something that (although benefiting the person or the organisation or both) may be considered unethical or perhaps illegal is called
ethical perspective ethical decision-making standard escalating commitment ethical dilemma |
ethical dilemma
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Decision making in ‘collectivist’ cultures:
is fast aims at consensus makes implementation difficult is based on simple majority rate |
aims at consensus
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