MIDTERM​ ​REVIEWER

1. Participation in goal formation tends to increase performance when employees

lack​ ​commitment​ ​to​ ​assigned​ ​goals.
❏ True
❏ False

2. Antecedents​ ​cause​ ​behavior.

❏ True
❏ False

3. Feedback to employees is most effective when it is frequent, credible, and

general.
❏ True
❏ False

4. A way to increase a person's P-to-O expectancy is to measure his or her job

performance more accurately and distribute more valued rewards to those with
higher​ ​job​ ​performance.
❏ True
❏ False

5. Motivation​ ​is​ ​closely​ ​related​ ​to​ ​the​ ​concept​ ​of​ ​employee​ ​engagement.
❏ True
❏ False

6. Antecedents are events preceding the behavior, informing employees that a

particular​ ​action​ ​will​ ​produce​ ​specific​ ​consequences.
❏ True
❏ False

7. People with a high need for achievement tend to avoid risks and prefer working
in​ ​teams.
❏ True
❏ False

8. Compliments or teasing received from co-workers when an employee wears

safety​ ​goggles​ ​are​ ​referred​ ​to​ ​as​ ​consequences.
 ❏ True
❏ False

9. Everyone has the same drives, but they develop different intensities of needs in a
particular​ ​situation.
❏ True
❏ False

10. In expectancy theory, the P-to-O expectancy is the perceived probability that a
specific​ ​behavior​ ​or​ ​performance​ ​level​ ​will​ ​lead​ ​to​ ​a​ ​particular​ ​outcome.
❏ True
❏ False

11. Self-concept,​ ​social​ ​norms,​ ​and​ ​past​ ​experiences​ ​help​ ​us​ ​to:
❏ fully​ ​regulate​ ​our​ ​decisions​ ​and​ ​behaviors.
❏ minimize​ ​cognitive​ ​dissonances.
❏ have​ ​stronger​ ​or​ ​weaker​ ​needs​ ​by​ ​amplifying​ ​or​ ​suppressing​ ​emotions.

12. According to learned needs theory, people with a high personalized need for
power​ ​desire​ ​power​ ​as​ ​a​ ​means​ ​to​ ​help​ ​others.
❏ True
❏ False

13. The​ ​typical​ ​employee​ ​is​ ​very​ ​engaged​ ​with​ ​the​ ​organization.
❏ True
❏ False

14. According​ ​to​ ​expectancy​ ​theory,​ ​a​ ​skill-development​ ​training​ ​program​ ​would:
❏ have​ ​no​ ​effect​ ​on​ ​employee​ ​motivation
❏ mainly​ ​increase​ ​the​ ​effort-to-performance​ ​expectancy
❏ mainly increase the valence of pay increases and other organizational
outcomes

15. Goal setting potentially improves employee performance by increasing motivation

and​ ​clarifying​ ​role​ ​perceptions.
❏ True
❏ False
16. Balanced scorecard goals are rarely weighted, but are scored to create a
composite​ ​measure​ ​of​ ​goal​ ​achievement​ ​across​ ​the​ ​organization​ ​each​ ​year.
❏ True
❏ False

17. The​ ​_____​ ​of​ ​human​ ​beings​ ​are​ ​also​ ​called​ ​primary​ ​needs.
❏ beliefs
❏ values
❏ drives

18. According to four-drive theory, the drive to acquire, bond, and learn are
proactive.
❏ True
❏ False

19. According to learned needs theory, companies should hire leaders with a strong
need​ ​for​ ​personalized​ ​power.
❏ True
❏ False

20. Which​ ​of​ ​the​ ​following​ ​does​ ​Maslow's​ ​needs​ ​hierarchy​ ​theory​ ​include?
❏ Frustration-regression
❏ Desire​ ​to​ ​know
❏ Self-actualization

21. The concept of employee engagement is related to motivation, but not to role
clarity.
❏ True
❏ False

22. Goal setting tends to be more effective when goals are specific rather than
general.
❏ True
❏ False

23. According to four-drive theory, organizations maximize motivation by focusing

employees​ ​on​ ​opportunities​ ​to​ ​fulfill​ ​only​ ​one​ ​of​ ​the​ ​four​ ​drives.
❏ True
❏ False
24. According to expectancy theory, employee motivation will remain high when the
P-to-O​ ​expectancy​ ​falls​ ​to​ ​zero.
❏ True
❏ False

25. Self-concept and past experiences regulate a person's motivated decisions and
behavior,​ ​but​ ​social​ ​norms​ ​have​ ​little​ ​to​ ​no​ ​influence​ ​on​ ​them.
❏ True
❏ False

26. The most effective reinforcement schedule for learning new tasks is variable ratio
schedule.
❏ True
❏ False

27. People​ ​with​ ​a​ ​high​ ​need​ ​for​ ​affiliation​ ​tend​ ​to:
❏ choose​ ​tasks​ ​with​ ​a​ ​moderate​ ​degree​ ​of​ ​risk.
❏ actively​ ​support​ ​others.
❏ rely​ ​on​ ​persuasive​ ​communication

28. A way to increase an employee's E-to-P expectancy regarding a specific task is

to​ ​increase​ ​the​ ​person's​ ​self-confidence​ ​through​ ​counseling​ ​and​ ​coaching.
❏ True
❏ False

29. Self-reinforcement is when people reward and punish themselves for exceeding
or​ ​falling​ ​short​ ​of​ ​their​ ​self-set​ ​standards​ ​of​ ​excellence.
❏ True
❏ False

30. Four-drive theory states that everyone has the drive to acquire, bond, learn, and
defend.
❏ True
❏ False

31. Needs hierarchy theory explains how people develop perceptions of fairness in
the​ ​distribution​ ​and​ ​exchange​ ​of​ ​resources.
❏ True
 ❏ False

32. Which of these theories states that we are motivated by several needs, but the
strongest​ ​source​ ​is​ ​the​ ​lowest​ ​unsatisfied​ ​need?
❏ Four-drive​ ​theory
❏ Needs​ ​hierarchy​ ​theory
❏ Learned​ ​needs​ ​theory

33. Employee engagement is on the minds of many business leaders these days
because it seems to be a strong predictor of employee and work unit
performance.
❏ True
❏ False

34. In​ ​the​ ​context​ ​of​ ​motivation,​ ​drives​ ​are​ ​also​ ​called​ ​primary​ ​needs.
❏ True
❏ False

35. According to four-drive theory, when observing something that is inconsistent

with or beyond our current knowledge, we experience tension that causes us to
block​ ​out​ ​the​ ​discrepancy.
❏ True
❏ False

36. Behavior​ ​is​ ​learned​ ​only​ ​through​ ​personal​ ​interaction​ ​with​ ​the​ ​environment.
❏ True
❏ False

37. Studies have concluded that people progress through the Maslow’s Needs
Hierarchy​ ​as​ ​predicted.
❏ True
❏ False

38. Drives are innate, universal, and are the "prime movers” of behavior because
they generate emotions, which put people in a state of readiness to act on their
environment.
❏ True
❏ False
39. The desire to seek approval from others, conform to their wishes and
expectations,​ ​and​ ​avoid​ ​conflict​ ​and​ ​confrontations​ ​is​ ​referred​ ​to​ ​as​ ​the​ ​need​ ​for:
❏ affiliation
❏ power
❏ achievement

40. People with a high need for affiliation tend to be more effective in jobs that
allocate​ ​scarce​ ​resources​ ​among​ ​employees.
❏ True
❏ False

41. According to expectancy theory, providing counseling and coaching to an

employee​ ​who​ ​lacks​ ​self-confidence​ ​is​ ​most​ ​likely​ ​to​ ​increase​ ​the​ ​employee’s:
❏ P-E​ ​expectancy.
❏ O-P​ ​expectancy.
❏ E-P​ ​expectancy.

42. Employee​ ​engagement​ ​is​ ​often​ ​described​ ​in​ ​terms​ ​of:

❏ self-efficacy
❏ self-esteem
❏ self-concept

43. Successful​ ​entrepreneurs​ ​tend​ ​to​ ​have​ ​a​ ​high​ ​need​ ​for​ ​achievement.
❏ True
❏ False

44. _____ are the motivational forces of emotions channeled toward particular goals
to​ ​correct​ ​deficiencies​ ​or​ ​imbalances.
❏ Beliefs
❏ Thoughts
❏ Needs

45. People with a high need for affiliation tend to be more effective in jobs that
require​ ​them​ ​to​ ​mediate​ ​conflicts.
❏ True
❏ False
46. A need for achievement is when people want to accomplish extremely
challenging goals and do not want any feedback outside of recognition for their
success.
❏ True
❏ False

47. Employees with _____, in which work output is exchanged back and forth among
individuals, should be organized into teams to facilitate coordination in their
interwoven​ ​relationship.
❏ high​ ​levels​ ​of​ ​social​ ​loafing
❏ reciprocal​ ​interdependence
❏ pooled​ ​interdependence

48. A role is a set of behaviors that people are expected to perform because they
hold​ ​certain​ ​positions​ ​in​ ​a​ ​team​ ​and​ ​organization.
❏ True
❏ False

49. Two company divisions produce completely different products but must seek
funding from head office for a capital expansion project. The relationship
between​ ​these​ ​two​ ​divisions​ ​would​ ​be​ ​best​ ​described​ ​as:
❏ sequential​ ​interdependence.
❏ pooled​ ​interdependence.
❏ reciprocal​ ​interdependence.

50. Groups​ ​are​ ​considered​ ​teams​ ​only​ ​when:

❏ they​ ​operate​ ​without​ ​any​ ​supervisor.
❏ employees​ ​directly​ ​interact​ ​with​ ​each​ ​other​ ​and​ ​coordinate​ ​work​ ​activities.
❏ everyone​ ​in​ ​the​ ​department​ ​has​ ​the​ ​same​ ​set​ ​of​ ​skills.

51. Social​ ​loafing​ ​is​ ​most​ ​common​ ​in​ ​teams​ ​that​ ​are​ ​very​ ​small.
❏ True
❏ False

52. Homogeneous teams tend to have "fault lines" that may split the team to along
gender,​ ​professional,​ ​or​ ​other​ ​dimensions.
❏ True
❏ False
53. Teams are groups of two or more people who have equal influence over each
other​ ​regarding​ ​the​ ​team's​ ​goals​ ​and​ ​means​ ​of​ ​achieving​ ​those​ ​goals.
❏ True
❏ False

54. Pooled​ ​interdependence​ ​is:

❏ the​ ​best​ ​way​ ​to​ ​avoid​ ​social​ ​loafing
❏ is​ ​the​ ​lowest​ ​level​ ​of​ ​interdependence.
❏ the​ ​same​ ​as​ ​reciprocal​ ​interdependence.

55. Quincy works in a team of four other accounting professionals within a company.
Quincy doesn't particularly agree with many of her teammates' ideas, such as
leaving work early and failing to double-check some account entries. However,
she works comfortably with the group because their behavior and decisions are
predictable.​ ​What​ ​foundation​ ​of​ ​trust​ ​does​ ​Quincy​ ​have​ ​in​ ​this​ ​team?
❏ Calculus-based
❏ Knowledge-based
❏ Identification-based

56. Our​ ​desire​ ​for​ ​informal​ ​groups​ ​is​ ​mostly​ ​influenced​ ​by​ ​our​ ​drive​ ​to​ ​defend.
❏ True
❏ False

57. Informal groups exist primarily to complete tasks for the organization that
management​ ​doesn't​ ​know​ ​about.
❏ True
❏ False

58. Having​ ​plenty​ ​of​ ​structure​ ​is​ ​a​ ​success​ ​factor​ ​for​ ​virtual​ ​teams.
❏ True
❏ False

59. Which​ ​of​ ​the​ ​following​ ​are​ ​described​ ​as​ ​virtual​ ​teams?
❏ Cross-functional groups of employees that operate across space, time and
organizational​ ​boundaries.
❏ Formal work teams in which most members do not feel that they are really
part​ ​of​ ​the​ ​team.
❏ Informal​ ​groups​ ​that​ ​meet​ ​only​ ​in​ ​cyberspace.
60. Which of the following types of task interdependence exists among production
employees​ ​working​ ​on​ ​assembly​ ​lines?
❏ Sequential​ ​interdependence
❏ Pooled​ ​interdependence
❏ Reciprocal​ ​interdependence

61. Task forces are temporary groups that typically investigate a particular problem
and​ ​disband​ ​when​ ​the​ ​decision​ ​is​ ​made.
❏ True
❏ False

62. Social​ ​loafing​ ​is​ ​more​ ​prevalent​ ​when​ ​the​ ​task​ ​is​ ​interesting.
❏ True
❏ False

63. Which of the following is a major problem associated with team building
activities?
❏ They​ ​are​ ​used​ ​as​ ​general​ ​solutions​ ​rather​ ​than​ ​specific​ ​solutions.
❏ Team​ ​building​ ​attempts​ ​slow​ ​down​ ​the​ ​team​ ​development​ ​process.
❏ Team​ ​building​ ​consists​ ​of​ ​informal​ ​activities​ ​rather​ ​than​ ​formal​ ​activities.

64. The trust that new team members feel towards their teammates is fragile and
easily​ ​weakened.
❏ True
❏ False

65. Calculus-based trust is based on the belief that the other party will deliver its
promises because punishments would be applied if they fail to deliver those
promises.
❏ True
❏ False

66. Norms are the informal rules and shared expectations that groups establish to
regulate​ ​the​ ​behavior​ ​of​ ​their​ ​members.
❏ True
❏ False

67. Identification-based trust alone cannot sustain a team's relationship, because it

relies​ ​on​ ​deterrence.
 ❏ True
❏ False

68. Process losses are the resources expended to develop and maintain an effective
team.
❏ True
❏ False

69. Team members do not conform to team norms unless other team members apply
reinforcement​ ​or​ ​punishment.
❏ True
❏ False

70. Teams are well-suited to complex work that can be divided into more specialized
roles.
❏ True
❏ False

71. During the adjourning stage of team development, team members shift their
attention away from relationships and instead focus mainly on completing the
task.
❏ True
❏ False

72. Keeping the team size sufficiently small and designing tasks such that each team
member's​ ​performance​ ​is​ ​measurable​ ​are​ ​two​ ​ways​ ​to:
❏ minimize​ ​social​ ​loafing.
❏ minimize​ ​team​ ​cohesiveness.
❏ add​ ​more​ ​roles​ ​to​ ​the​ ​team.

73. Knowledge-based​ ​trust​ ​is​ ​confidence​ ​in​ ​one's​ ​own​ ​ability​ ​or​ ​knowledge.
❏ True
❏ False

74. The norming stage of team development is marked by interpersonal conflict as

team​ ​members​ ​compete​ ​for​ ​leadership​ ​and​ ​other​ ​positions​ ​on​ ​the​ ​team.
❏ True
❏ False
75. When highly cohesive teams have norms that conflict with organizational goals,
team​ ​performance​ ​is​ ​reduced.
❏ True
❏ False

76. Employees in a department are considered a team only when they directly
interact​ ​and​ ​coordinate​ ​work​ ​activities​ ​with​ ​each​ ​other.
❏ True
❏ False

77. Team members typically hold one or more formal roles in the team as well as
roles​ ​that​ ​they​ ​informally​ ​fulfill​ ​at​ ​various​ ​times.
❏ True
❏ False

78. The Beswick Company has an organizational team whose members are highly
interdependent, but have different goals. The organization should try to reduce
the​ ​level​ ​of​ ​interdependence.
❏ True
❏ False

79. Identification-based trust is potentially the strongest and most robust form of trust
in​ ​work​ ​relationships.
❏ True
❏ False

80. Teams develop their first real sense of cohesion during the norming stage of
team​ ​development.
❏ True
❏ False

81. To maximize cohesiveness, the team should be as small as possible without

jeopardizing​ ​its​ ​ability​ ​to​ ​accomplish​ ​the​ ​task.
❏ True
❏ False

82. Reciprocal interdependence is the highest level of task interdependence in

organizations.
❏ True
 ❏ False

83. Teams​ ​tend​ ​to​ ​have​ ​more​ ​cohesion​ ​when​ ​entry​ ​to​ ​the​ ​team​ ​is​ ​restricted.
❏ True
❏ False

84. Diversity among team members often makes it more difficult for teams to become
cohesive.
❏ True
❏ False

85. Social identity theory provides one of the reasons why people join informal
groups.
❏ True
❏ False

86. Students experience sequential interdependence when they are lined up at the
laser​ ​printers​ ​trying​ ​to​ ​get​ ​their​ ​assignments​ ​printed​ ​just​ ​before​ ​a​ ​class​ ​deadline.
❏ True
❏ False

87. ​ ​Informal​ ​groups:

❏ perform​ ​routine​ ​organizational​ ​goals.
❏ exist​ ​primarily​ ​for​ ​the​ ​benefit​ ​of​ ​their​ ​members.
❏ are​ ​initiated​ ​by​ ​the​ ​organization​ ​for​ ​special​ ​purposes.

88. Production blocking refers to a constraint in team decision making that

discourages​ ​employees​ ​from​ ​mentioning​ ​their​ ​ideas​ ​in​ ​front​ ​of​ ​coworkers.
❏ True
❏ False

89. Team processes in the team effectiveness model include team development,
norms,​ ​cohesion,​ ​and​ ​trust.
❏ True
❏ False

90. Team cohesiveness decreases with increased interaction because there are
more​ ​chances​ ​for​ ​conflicts​ ​to​ ​emerge.
❏ True
 ❏ False

91. The most appropriate influence tactic depends in part on the influencer's power
base​ ​and​ ​position​ ​in​ ​the​ ​organization.
❏ True
❏ False

92. Legitimate power has restrictions; it only gives the power holder the right to ask
for a range of behaviors from others. This range is known as the "norm of
reciprocity."
❏ True
❏ False

93. The four contingencies of power are prevention, forecasting, coercion, and
distribution.
❏ True
❏ False

94. As people become more powerful they tend to become less goal-oriented, less
motivated,​ ​and​ ​more​ ​focused​ ​on​ ​gaining​ ​additional​ ​power.
❏ True
❏ False

95. The effectiveness of _____ as an influence tactic depends on characteristics of

the​ ​power​ ​holder,​ ​message​ ​content,​ ​communication​ ​medium,​ ​and​ ​the​ ​audience.
❏ persuasion
❏ upward​ ​appeal
❏ information​ ​control

96. Soft influence tactics such as persuasion tend to build compliance rather than
commitment​ ​to​ ​the​ ​influencer's​ ​request.
❏ True
❏ False

97. Extreme​ ​forms​ ​of​ ​assertiveness​ ​include​ ​bullying​ ​colleagues.

❏ True
❏ False

98. Organizational​ ​politics​ ​refers​ ​to​ ​any​ ​use​ ​of​ ​power​ ​to​ ​influence​ ​others.
 ❏ True
❏ False

99. _____ involves calling upon higher authority or expertise, or symbolically relying
on​ ​these​ ​sources​ ​to​ ​support​ ​the​ ​influencer's​ ​position.
❏ Assertiveness
❏ Upward​ ​appeal
❏ Exchange

100. People who have more power over others engage in more automatic rather
than​ ​mindful​ ​thinking.
❏ True
❏ False

101. Peer​ ​pressure​ ​typically​ ​represents​ ​a​ ​form​ ​of​ ​coercive​ ​power.
❏ True
❏ False

102. Referent​ ​power​ ​is​ ​typically​ ​associated​ ​with:

❏ uncertainty​ ​avoidance
❏ charisma.
❏ power​ ​distance.

103. In persuasive communication, the inoculation effect involves warning listeners

that others will try to influence them in the future and that they should be aware
of​ ​the​ ​opponent's​ ​arguments.
❏ True
❏ False

104. Organizational​ ​politics​ ​typically​ ​involves:

❏ an​ ​unconscious​ ​attempt​ ​to​ ​increase​ ​your​ ​own​ ​power.
❏ a​ ​conscious​ ​attempt​ ​to​ ​motivate​ ​others​ ​to​ ​work​ ​harder​ ​for​ ​the​ ​firm.
❏ attempts​ ​to​ ​influence​ ​others​ ​to​ ​promote​ ​personal​ ​objectives.

105. Employees have _____, ranging from sarcasm to ostracism, to ensure that
coworkers​ ​conform​ ​to​ ​team​ ​norms.
❏ referent​ ​power
❏ coercive​ ​power
❏ expert​ ​power
106. Expert and referent power originate mainly from the power holder's own
characteristics.
❏ True
❏ False

107. People with expertise tend to have more influence using persuasion, whereas
those with a strong legitimate power base are usually more successful applying
_____.
❏ silent​ ​authority
❏ upward​ ​appeal
❏ information​ ​control

108. People have ______ power when others identify with them, like them, or
otherwise​ ​respect​ ​them.
❏ expert
❏ referent
❏ reward

109. Introducing​ ​clear​ ​rules​ ​for​ ​resource​ ​allocation​ ​is​ ​one​ ​way​ ​of:
❏ increasing​ ​the​ ​company's​ ​substitutability​ ​in​ ​the​ ​marketplace.
❏ eliminating​ ​countervailing​ ​power​ ​in​ ​the​ ​organization.
❏ reducing​ ​organizational​ ​politics​ ​regarding​ ​that​ ​decision.

110. By avoiding written documentation of how to operate equipment or serve

customers, employees are maximizing their expert power through
non-substitutability.
❏ True
❏ False

111. Influence​ ​tactics​ ​that​ ​rely​ ​on​ ​expert​ ​power:

❏ tend​ ​to​ ​create​ ​resistance.
❏ tend​ ​to​ ​produce​ ​compliance.
❏ tend​ ​to​ ​build​ ​commitment.

112. People​ ​who​ ​have​ ​expertise​ ​tend​ ​to​ ​have​ ​more​ ​influence​ ​using​ ​persuasion.
❏ True
❏ False
113. Referent​ ​power​ ​is​ ​mainly​ ​developed​ ​through​ ​a​ ​person's​ ​interpersonal​ ​Skills.
❏ True
❏ False

114. Reward​ ​power​ ​is​ ​associated​ ​with​ ​charisma.

❏ True
❏ False

115. Playing "face time" instead of working productively behind closed doors is a
strategy​ ​for​ ​gaining​ ​increased​ ​visibility​ ​at​ ​work.
❏ True
❏ False

116. People​ ​with​ ​power​ ​over​ ​others​ ​have​ ​more​ ​difficulty​ ​empathizing.
❏ True
❏ False

117. Three factors determine your centrality in a social network: betweenness,

closeness,​ ​and​ ​degree​ ​(number)​ ​centrality.
❏ True
❏ False

118. First-line supervisors often hold legitimate, reward, and coercive power over
their​ ​subordinates,​ ​as​ ​well​ ​as​ ​high​ ​levels​ ​of​ ​discretion.
❏ True
❏ False

119. Ingratiation​ ​is​ ​part​ ​of​ ​a​ ​larger​ ​influence​ ​tactic​ ​known​ ​as​ ​_____.
❏ impression​ ​management
❏ risk​ ​management
❏ persuasion

120. Organizational politics can result in lower job satisfaction, and high levels of
work-related​ ​stress.
❏ True
❏ False

121. People might gain power by convincing others that they have something of
value.
 ❏ True
❏ False

122. Even though your job entails that you should be visiting clients most of the
time, you make it a point to stop by the office everyday so your boss sees that
you​ ​are​ ​working.​ ​This​ ​increases​ ​your​ ​power​ ​by​ ​increasing​ ​your​ ​centrality.
❏ True
❏ False

123. Legitimate power is created whenever the organization assigns a supervisor

with​ ​formal​ ​authority​ ​over​ ​subordinates.
❏ True
❏ False

124. Silent​ ​authority​ ​is​ ​also​ ​known​ ​as​ ​deference​ ​to​ ​authority.
❏ True
❏ False

125. Janelle wears a business suit to work every day in her job as a college
business​ ​professor.​ ​Which​ ​of​ ​the​ ​following​ ​influence​ ​tactic​ ​does​ ​this​ ​refer​ ​to?
❏ Impression​ ​management
❏ Persuasion
❏ Exchange

126. Which of the following is an example of the influence tactic of forming

coalitions?
❏ A new executive immediately posts her diplomas and awards on the office
wall​ ​for​ ​others​ ​to​ ​see.
❏ Employees get together to show management that they collectively
request​ ​that​ ​the​ ​company​ ​purchase​ ​new​ ​computer​ ​equipment.
❏ Some employees of an airline threaten to go on strike just a few weeks
before the company begins its busiest season and most profitable part of
the​ ​year.

127. The power of the CEO of an organization is not as extensive as most people
realize​ ​because​ ​their​ ​discretion​ ​is​ ​restricted.
❏ True
❏ False
128. The​ ​preferred​ ​influence​ ​tactics​ ​vary​ ​across​ ​cultures.
❏ True
❏ False

129. Research indicates that ingratiation is more commonly used by managers in

high​ ​power​ ​distance​ ​cultures​ ​than​ ​by​ ​managers​ ​in​ ​low​ ​power​ ​distance​ ​cultures.
❏ True
❏ False

130. Managers with an internal locus of control are viewed as more powerful
because​ ​they​ ​don’t​ ​act​ ​like​ ​they​ ​lack​ ​discretion​ ​in​ ​their​ ​job.
❏ True
❏ False

131. A feature of influence is that it operates down the corporate hierarchy but not
up​ ​or​ ​across​ ​that​ ​hierarchy.
❏ True
❏ False

132. Juan wears his "signature” clothing to work every day: black shirt, black tie,
black​ ​pants.​ ​This​ ​could​ ​be​ ​called​ ​his​ ​"personal​ ​brand.”
❏ True
❏ False

133. The​ ​only​ ​way​ ​employees​ ​get​ ​ahead​ ​is​ ​by​ ​developing​ ​their​ ​competencies.
❏ True
❏ False

134. To understand how much social capital people have from their social
networks, we need to consider the number, depth, variety, and centrality of the
connections​ ​that​ ​they​ ​have​ ​in​ ​their​ ​networks.
❏ True
❏ False

135. Which​ ​of​ ​the​ ​following​ ​does​ ​ingratiation​ ​include?

❏ flattering​ ​a​ ​professor.
❏ appearing​ ​neutral.
❏ offering​ ​advice​ ​to​ ​the​ ​classmates.