HRM 413 Independent Study Final UPDATED ACTUAL Questions and
CORRECT Answers
Question: paradox of power
Correct Answer: Power is good and can create good, but can also corrupt and be used in the wrong way.
Excessive power is inevitably abused. Lack of power will stop individuals from being able to accomplish
anything.
Question: Indicators (of a Manager's Upward and Outward Power)
Correct Answer: -Intercede Favorably on behalf of someone in trouble -get a desirable placement for a
talented subordinate -get approval for expenditures beyond the budget -get items on and off the agenda at
policy meetings -get fast access to top decision makers -maintain regular, frequent contact with top decision
makers -acquire early information about decisions and policy shifts
Question: Characteristics that derail Mangers' Careers
Correct Answer: -Insensitive to others; abrasive and intimidating -cold, aloof, and arrogant -Betraying
others' trust -Overly ambitious; playing politics and always trying to move up -unable to delegate or to build
a team -Overly dependent on others (like a mentor)
Question: Human Capital
Correct Answer: refers to an individual's abilities and competencies
Question: Social Capital
Correct Answer: refers to a person's social connections within an outside an organization
Question: Sources of Personal Power
Correct Answer: expertise, effort, attractiveness, legitimacy
Question: Expertise (1 of 4 personal powers)
Correct Answer: Work-related Knowledge
Question: Attraction (1 of 4 personal powers)
Correct Answer: Broken up into (Charisma [inspire others, charm, etc], Agreeable Behavior, and Physical
Characteristics)
Question: Legitamacy (1 of 4 personal powers)
Correct Answer: Actions that are congruent with the prevailing value system.
Question: 5 Sources of Position Power
Correct Answer: Centrality, Criticality, Flexibility, Visibility, Relevance
Question: Centrality (1 of 5 Position Powers)
Correct Answer: refers to an individual's position in the communication network.
Question: Criticality (1 of 5 Position Powers)
Correct Answer: refers to the uniqueness of the task assignment.
Question: Flexibility (1 of 5 Position Powers)
,Correct Answer: the amount of discretion vested in the position.
Question: Visibility (1 of 5 Position Powers)
Correct Answer: concerns the degree to which influential leaders in an organization are aware of an
individual's performance.
Question: Relevance (1 of 5 Position Powers)
Correct Answer: refers to the relationship between the tasks performed and the organization's priorities.
Question: Three Influence Strategies
Correct Answer: Retribution, Reciprocity, Reason
Question: Retribution (1 of 3 Influence Strategies)
Correct Answer: Coercion and indimidation
Question: Reciprocity (1 of 3 influence Strategies)
Correct Answer: Exchange. X for Y trade
Question: Reason (1 of 3 influence Strategies)
Correct Answer: Persuasion based on facts, needs, or personal values
Question: Ways to Sell Issues Upward
Correct Answer: -Congruent (With Role) -Credibility (Be honest, open and non-selfish) -Compatability
(With the organization) -Solvability (present alternate Solutions) -Payoff (point out long term payout)
-Expertise (Identify expertise needed to solve the problem) -Responsibility (Point out the responsibility top
managers have to the issue) -Present Well -Bundling (Similar issues together) -Coalitions (Sponsor your
issue by other people willing to help) -Visibility (Present to lots of people to increase odds of it getting to
top management)
Question: Neutralize Retribution Strategies
Correct Answer: -Shift your boss's perspective to the interdependence of your relationship -Confront
directly -Actively resist as a last resort
Question: Neutralize Reciprocity Strategies
Correct Answer: -Examine the intent of the gift/exchange -Confront individuals who are using
manipulative bargaining tactics -Refuse to Bargain with individuals who use high-pressure tactics
Question: Neutralize Reason Strategies
Correct Answer: -Explain the Adverse Effects of complying with a certain plan -Defend Personal Rights
-Firmly refuse to comply
Question: Performance Equation
Correct Answer: Product of ability multiplied by motivation.
Question: Three danger signals for management positions
Correct Answer: 1. Taking refuge in a specialty: managers have less ability when they respond to
situations not by managing, but by retreating to their technical specialty. 2. Focusing on past performance:
Not good to measure one's value to the org in terms of past performance 3. Exaggerating aspects of the
leadership role: Managers without confidence tend to be defensive which leads them to exaggerate their
, role.
Question: Five principal tools available for overcoming poor performance due to lack of *ability*
Correct Answer: -Resupply -Retrain -Refit -Reassign -Release Assess the issue in THIS order, starting
with resupply.
Question: Resupply
Correct Answer: Has to do with ability. Focuses on the support needs of the job. Asks "do you have what
you need to perform this job well?" Helps the manager explore their employee's complaints about lack of
support. Start your discussion of their poor performance like this, which lets them vent about what support
needs they have. DO THIS FIRST
Question: Retrain
Correct Answer: Has to do with ability. Assess this 2nd, after resupply is assessed. Technology changes
quickly so employees' skills can become obsolete. Older employees also ofte need to be retrained.
Question: Refit
Correct Answer: What should you assess with an ability issue after retrain?
Question: Refitting
Correct Answer: Do it 3rd. Refitting poor performers to their task assignments. Components of their work
are analyzed and different tasks and abilities that accomplish organizational goals are explored. If this is not
possible, reassign the poor performer.
Question: Reassign
Correct Answer: Do it 4th if a revised job description is unworkable or inadequate. Poor performer is
assigned to a position of less responsibility or to one requiring less technical knowledge or interpersonal
skills.
Question: Release
Correct Answer: Do this last. If retraining and creative redefinition of task assignments have not worked
and there are no opportunities for reassignment in the org, manager should consider releasing the employee.
Often, management just doesn't fire them because they want to avoid an unpleasant task. They might be put
somewhere where they "won't cause any problems," but this just humiliates them in a different way.
Question: Indulging management style
Correct Answer: Managers who emphasize satisfaction to the exclusion of performance will be seen as
nice, but their management style is indulgent, and this undermines the performance of their subordinates.
The opposite of this is imposing style.
Question: Imposing management style
Correct Answer: A strong emphasis on performance but none on satisfaction. Is ineffective. The manager
doesn't care how the employees feel about their jobs. Boss gives orders and employees must follow them.
Might increase productivity short-term, but bad long-term effects (high turnover, etc).
Question: Ignoring management style
Correct Answer: Managers who don't emphasize satisfaction or performance. They ignore their
responsibilities. Neglect results in lack of management and there is no real leadership. Leads to failure of
work unit.
CORRECT Answers
Question: paradox of power
Correct Answer: Power is good and can create good, but can also corrupt and be used in the wrong way.
Excessive power is inevitably abused. Lack of power will stop individuals from being able to accomplish
anything.
Question: Indicators (of a Manager's Upward and Outward Power)
Correct Answer: -Intercede Favorably on behalf of someone in trouble -get a desirable placement for a
talented subordinate -get approval for expenditures beyond the budget -get items on and off the agenda at
policy meetings -get fast access to top decision makers -maintain regular, frequent contact with top decision
makers -acquire early information about decisions and policy shifts
Question: Characteristics that derail Mangers' Careers
Correct Answer: -Insensitive to others; abrasive and intimidating -cold, aloof, and arrogant -Betraying
others' trust -Overly ambitious; playing politics and always trying to move up -unable to delegate or to build
a team -Overly dependent on others (like a mentor)
Question: Human Capital
Correct Answer: refers to an individual's abilities and competencies
Question: Social Capital
Correct Answer: refers to a person's social connections within an outside an organization
Question: Sources of Personal Power
Correct Answer: expertise, effort, attractiveness, legitimacy
Question: Expertise (1 of 4 personal powers)
Correct Answer: Work-related Knowledge
Question: Attraction (1 of 4 personal powers)
Correct Answer: Broken up into (Charisma [inspire others, charm, etc], Agreeable Behavior, and Physical
Characteristics)
Question: Legitamacy (1 of 4 personal powers)
Correct Answer: Actions that are congruent with the prevailing value system.
Question: 5 Sources of Position Power
Correct Answer: Centrality, Criticality, Flexibility, Visibility, Relevance
Question: Centrality (1 of 5 Position Powers)
Correct Answer: refers to an individual's position in the communication network.
Question: Criticality (1 of 5 Position Powers)
Correct Answer: refers to the uniqueness of the task assignment.
Question: Flexibility (1 of 5 Position Powers)
,Correct Answer: the amount of discretion vested in the position.
Question: Visibility (1 of 5 Position Powers)
Correct Answer: concerns the degree to which influential leaders in an organization are aware of an
individual's performance.
Question: Relevance (1 of 5 Position Powers)
Correct Answer: refers to the relationship between the tasks performed and the organization's priorities.
Question: Three Influence Strategies
Correct Answer: Retribution, Reciprocity, Reason
Question: Retribution (1 of 3 Influence Strategies)
Correct Answer: Coercion and indimidation
Question: Reciprocity (1 of 3 influence Strategies)
Correct Answer: Exchange. X for Y trade
Question: Reason (1 of 3 influence Strategies)
Correct Answer: Persuasion based on facts, needs, or personal values
Question: Ways to Sell Issues Upward
Correct Answer: -Congruent (With Role) -Credibility (Be honest, open and non-selfish) -Compatability
(With the organization) -Solvability (present alternate Solutions) -Payoff (point out long term payout)
-Expertise (Identify expertise needed to solve the problem) -Responsibility (Point out the responsibility top
managers have to the issue) -Present Well -Bundling (Similar issues together) -Coalitions (Sponsor your
issue by other people willing to help) -Visibility (Present to lots of people to increase odds of it getting to
top management)
Question: Neutralize Retribution Strategies
Correct Answer: -Shift your boss's perspective to the interdependence of your relationship -Confront
directly -Actively resist as a last resort
Question: Neutralize Reciprocity Strategies
Correct Answer: -Examine the intent of the gift/exchange -Confront individuals who are using
manipulative bargaining tactics -Refuse to Bargain with individuals who use high-pressure tactics
Question: Neutralize Reason Strategies
Correct Answer: -Explain the Adverse Effects of complying with a certain plan -Defend Personal Rights
-Firmly refuse to comply
Question: Performance Equation
Correct Answer: Product of ability multiplied by motivation.
Question: Three danger signals for management positions
Correct Answer: 1. Taking refuge in a specialty: managers have less ability when they respond to
situations not by managing, but by retreating to their technical specialty. 2. Focusing on past performance:
Not good to measure one's value to the org in terms of past performance 3. Exaggerating aspects of the
leadership role: Managers without confidence tend to be defensive which leads them to exaggerate their
, role.
Question: Five principal tools available for overcoming poor performance due to lack of *ability*
Correct Answer: -Resupply -Retrain -Refit -Reassign -Release Assess the issue in THIS order, starting
with resupply.
Question: Resupply
Correct Answer: Has to do with ability. Focuses on the support needs of the job. Asks "do you have what
you need to perform this job well?" Helps the manager explore their employee's complaints about lack of
support. Start your discussion of their poor performance like this, which lets them vent about what support
needs they have. DO THIS FIRST
Question: Retrain
Correct Answer: Has to do with ability. Assess this 2nd, after resupply is assessed. Technology changes
quickly so employees' skills can become obsolete. Older employees also ofte need to be retrained.
Question: Refit
Correct Answer: What should you assess with an ability issue after retrain?
Question: Refitting
Correct Answer: Do it 3rd. Refitting poor performers to their task assignments. Components of their work
are analyzed and different tasks and abilities that accomplish organizational goals are explored. If this is not
possible, reassign the poor performer.
Question: Reassign
Correct Answer: Do it 4th if a revised job description is unworkable or inadequate. Poor performer is
assigned to a position of less responsibility or to one requiring less technical knowledge or interpersonal
skills.
Question: Release
Correct Answer: Do this last. If retraining and creative redefinition of task assignments have not worked
and there are no opportunities for reassignment in the org, manager should consider releasing the employee.
Often, management just doesn't fire them because they want to avoid an unpleasant task. They might be put
somewhere where they "won't cause any problems," but this just humiliates them in a different way.
Question: Indulging management style
Correct Answer: Managers who emphasize satisfaction to the exclusion of performance will be seen as
nice, but their management style is indulgent, and this undermines the performance of their subordinates.
The opposite of this is imposing style.
Question: Imposing management style
Correct Answer: A strong emphasis on performance but none on satisfaction. Is ineffective. The manager
doesn't care how the employees feel about their jobs. Boss gives orders and employees must follow them.
Might increase productivity short-term, but bad long-term effects (high turnover, etc).
Question: Ignoring management style
Correct Answer: Managers who don't emphasize satisfaction or performance. They ignore their
responsibilities. Neglect results in lack of management and there is no real leadership. Leads to failure of
work unit.
