1
Q
- When a group influences its members through implied or actual group pressure, it is called:
a. Suggestibility.
b. Conformity.
c. Obedience.
d. Minority influence.
e. Assertiveness.
A
b. Conformity.
2
Q
- What are the two main reasons for the effects of social influence?
a. Normative and informational influence.
b. Power and conformity.
c. Conformity and obedience.
d. Obedience and normative influence .
e. Assertiveness and suggestibility.
A
a. Normative and informational influence.
3
Q
- Asch’s (1955) study showed:
a. When group pressure is merely implied, people are willing to make bad judgments.
b. People are obedient to authority figures.
c. Power is more influential than rewards.
d. Conformity is not affected by group size.
e. Obedience depends upon anonymity of authority figure.
A
a. When group pressure is merely implied, people are willing to make bad judgments.
4
Q
- In Milgram’s (1974) study, participants:
a. Were mostly reluctant to deliver electric shocks when the learner was a child.
b. Incorrectly judged the length of a line when pressured by others.
c. Delivered electric shocks to innocent strangers when commanded by their peers.
d. Were more likely to obey when authority figure was in the room.
e. Correctly judged the length of a line when alone.
A
d. Were more likely to obey when authority figure was in the room.
5
Q
- The most important finding of Milgram’s (1974) study is that:
a. Obedience occurred even when authority had no reward or punitive power.
b. Conformity is due to two influential processes.
c. Obedience occurs only when authority can punish.
d. Power may be abused by those with status.
e. All of the above.
A
a. Obedience occurred even when authority had no reward or punitive power.
6
Q
- Personal or soft power includes _____ power:
a. Expert.
b. Referent.
c. Information.
d. All of the above.
e. None of the above.
A
d. All of the above.
7
Q
- Power that is based on one’s liking or admiration for a person is known as _______ power.
a. Expert
b. Legitimate
c. Referent
d. Reward
e. Positional
A
c. Referent
8
Q
- When selecting an influence tactic, it is important to know:
a. The organizational status of the target person.
b. Whether the person will resist the influence attempt.
c. The cost of using the influence tactic.
d. All of the above are true.
e. None of the above are true.
A
d. All of the above are true.
9
Q
- The more power a person has, the more likely he/she will:
a. Try to avoid using their power.
b. View the less powerful as worthy of respect.
c. Believe they have control over others.
d. Try to be socially close with others.
e. All of the above are true.
A
c. Believe they have control over others.
10
Q
- Compared to equal status groups, groups with unequal amounts of power or status tend to:
a. Have more communication.
b. Have more autocratic decision making.
c. Have a more even distribution of communication among members.
d. All of the above are true.
e. None of the above are true.
A
b. Have more autocratic decision making.
11
Q
- A minority in a group can become influential by:
a. Being consistent and sticking to their position.
b. Displaying self-confidence in their position.
c. Appearing autonomous and free to make their own choices.
d. All of the above are true.
e. None of the above are true.
A
d. All of the above are true.
12
Q
- Kipnis (1976) documents a cycle of power that shows:
a. The positive effect of power on organizations.
b. The corrupting nature of power.
c. Diminishing power for those who have power.
d. All of the above.
e. None of the above.
A
b. The corrupting nature of power.
13
Q
- The process of giving employees power and control over their work is called:
a. Empowerment.
b. Minority influence.
c. Anti-obedience.
d. Consultative power.
e. Legitimate power.
A
a. Empowerment.
14
Q
- Organizations sometimes encounter problems when trying to empower teams because:
a. Team members do not want to be empowered.
b. Supervisors and middle managers resist empowerment programs.
c. Empowered teams are rarely successful.
d. All of the above are true.
e. None of the above are true.
A
b. Supervisors and middle managers resist empowerment programs.
15
Q
- The success of empowerment programs depends on an organization’s willingness to:
a. Remove all power from top management..
b. Downsize.
c. Dismantle teams so that individuals have more responsibility.
d. Share information and power with its employees.
e. Reward its employees for increased responsibilities.
A
d. Share information and power with its employees.
16
Q
- What factor has encouraged the trend of empowerment?
a. Organizational downsizing.
b. Globalization.
c. Economic pressures.
d. A & B.
e. A & C.
A
e. A & C.
17
Q
- What is the minimum requirement for an empowerment program?
a. Sharing information.
b. Allowing employees to hire their future co-workers.
c. Giving employees reward power.
d. Allowing employees to evaluate themselves.
e. Control over work processes.
A
a. Sharing information.
18
Q
- What organizational factor enhances team empowerment?
a. Involvement of managers in the design of the program.
b. Organizational decentralization.
c. Organizational formalization at higher levels.
d. All of the above.
e. None of the above.
A
d. All of the above.
19
Q
- Which of the power styles is forceful, critical and negative?
a. Passive.
b. Aggressive.
c. Assertive.
d. Submissive.
e. Controlling.
A
b. Aggressive.
20
Q
- When a team member acts assertively, ____________
a. Other team members often respond with resentment and confusion.
b. Other members are likely to withdrawal.
c. He/she will take a problem solving approach to issues.
d. He/she will act forcefully to win their position.
e. He/she should then act deferentially to compensate for being forceful.
A
c. He/she will take a problem solving approach to issues.
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