Practice More Questions From: Developing High‐Quality Relationships to Enhance Influence and Power
Q:
You have observed two managers, Sally and Kristin. You noticed that Sally and a group of her key contacts nearly always go to lunch together. You have also noticed that some of Kristin’s key contacts, in contrast, do not know one another. Everything else held equal, whose network offers greater informal power?
Q:
Which manager from the list below (Matthew, Kathy, Seema, or neither one) is likely to be in the most vulnerable position in terms of informal power?
Q:
Being an energizer in organizations helps you influence others by
Q:
Increasing your contacts’ dependence on you jointly with increasing your dependence on these contacts can be an effective way to build robust social relationships.
Q:
Which resources would you classify as being generally ineffective in facilitating social exchange and building relationships?
Q:
You can become an energizer by helping people build on and improve their ideas
Q:
The best approach to building one’s reputation is to
Q:
Your informal power derives from your rank and title in the organization.
Q:
To build a network high in informal power, you would recommend a friend to pursue a rotation program at her company.
Q:
The best relationship to have is the one where you do not depend on your contact and where that contact does not depend on you.
Subscribe
0 Comments
