Practice Handout Chapter 5 1) Using power for personal reasons means that a manager will definitely achieve his or her career 2) Interpersonal attraction, as a source of personal power, involves charisma, agreeable behaviors, and aspirations. False physical characteristics. Frees Jrue3) Building networks that are tich in structural holes comes easye information. True natural tendency to seek connections that give us unique information. 4) The ability to transform power into influence hinges on securingent instead of resistance and resentment. True engender support and commitment instead of resistance and resentme fall into three categories: retaliation, 5) Influence strategies used by 6) If you ask your employees to work overtime in exchange for an extended weekend, you are utilizing 7) In order to neutralize reciprocity strategies, one should first examine the content of any favor-giving the retribution influence strategy false. activity. Toue 8) Because reason strategies involve trusting the good intent of other people, it is not oralse neutralize these attempts by appealing to a higher autority in the organization. in order to feel higher status in the organization 9) What should subordinates and to feel higher morale? A) He is on their side. C) He has considerable "clout." (power and influence over other people or events) B) He has considerable downward influence. 10) What are the two basic factors that influence a person's power in an organization? D) He is equal to them. A) Personal goals and position characteristics B) Position characteristics and personal aspirations C) Personal attributes and position manipulation D) Personal attributes and position characteristics 11) Which of the following characteristics is not an important source of personal power? A) Flexibility B) Effort C) Personal attraction D) Expertise 12) Which of the following is not a determinant associated with position power? E) Legitimacy A) Expertise B) Relevance C) Visibility D) Flexibility 13) If you would like to expand your power base horizontally, what could you do? E) Centrality A) Have lunch with co-workers in your department every day B) Have lunch with workers from other departments C) Focus on increasing your power through the formal organizational powers C) Incortect. Formal organizational powers may have some influence, but the key factor distinguishing D) Do an excellent job on all your assignments high performers from low periormers is the ability to establish informal relationships through network managers)