BUSI 405 FINAL EXAM QUESTIONS ANSWERED CORRECTLY LATEST UPDATE 2026
Why does Social Proof work? - Answers Others' actions serve as a shortcut for deciding what is
correct or acceptable.
Culture & Socialization - Answers process by which organizations teach new members their values,
norms, and expected behaviors.
Reciprocity - Answers People feel obligated to return favors or kindness because of the social norm to
repay others and avoid guilt; tactics include giving gifts or favors first and using the door-in-the-face
technique (large request followed by a smaller one).
Foot-in-the-Door Technique - Answers A tactic where agreement to a small request increases the
likelihood of agreeing to a larger request later because people want to remain consistent with their
prior commitment.
What are the six principles of persuasion? - Answers Liking, reciprocity, social proof, consistency,
authority, scarcity.
Why does the Liking principle work? - Answers People are more likely to agree with requests from
people they like and feel similar to because humans value relationships and trust those they feel
connected to.
Why does the Door-in-the-Face technique work? - Answers The second request feels like a
concession and creates pressure to reciprocate.
What are tactics for the Scarcity principle? - Answers Emphasizing exclusivity, limited time, or limited
quantity.
Belongingness and Beliefs - Answers People often keep beliefs that strengthen social connections
because belonging is a fundamental human need, meaning social acceptance can feel more rewarding
than being factually correct.
Self-Disclosure - Answers Sharing meaningful personal information to build trust and closeness, which
helps reduce conflict and makes influence easier.
Procedural Justice - Answers Perceived fairness of the decision-making process; often more
important than outcomes because fair processes build trust and legitimacy.
Procedural Justice (5 Ingredients) - Answers A fair process includes voice (opportunity to be heard),
consistency (no bias), accuracy (decisions based on correct info), correctability (ability to appeal), and
ethicality (moral standards).
Interactional (Interpersonal) Justice - Answers The degree to which people are treated with dignity,
politeness, and respect during interactions.
Power - Answers The ability to make others do what they would not otherwise do, which is important
for mobilizing support and getting things done in organizations.
Resources (in power) - Answers Anything valuable that others depend on such as information,
money, skills, talent, social networks, control of problems, charisma, or reputation.
Dependence and Power - Answers The more others depend on you for valued resources that are hard
to replace, the more power you have.
Increasing Resource-Based Power - Answers Power grows by increasing centrality (connections and
access), criticality (resource is irreplaceable), relevance (importance to the mission), visibility (others
know your value), and flexibility (control over resource use).
Criticality - Answers The extent to which your resource is essential and cannot be replaced.
Relevance - Answers The extent to which your resource is important to organizational goals.
Visibility - Answers The extent to which others are aware of your resources and contributions.
Power of Departments - Answers Departments gain power by solving critical organizational problems
and controlling important resources.
Obedience - Answers Compliance with or submission to the wishes or authority of someone in
power.
Milgram Experiment - Answers A study showing people will obey authority even when asked to
perform morally questionable actions, demonstrating the strong power of authority.
Power Poisons - Answers Psychological risks of power include self-focus and hubris (overconfidence
and feeling invincible).
Contact Hypothesis - Answers Meaningful interaction and friendships between different groups
reduce prejudice and bias.
Veil of Ignorance - Answers A fairness principle suggesting decisions should be made without
knowing which group you belong to, encouraging justice and equality.
, Language as Power - Answers Communication conveys both information and social status, meaning
how people speak affects workplace power dynamics.
Gender and Linguistic Style - Answers On average, women tend to prioritize rapport and connection
while men tend to prioritize status, which can lead to misunderstandings.
Flint Water Crisis - Answers A public health disaster caused when Flint, Michigan switched its water
source to the Flint River without corrosion control, causing lead contamination in drinking water.
Corrosion Control - Answers Chemical treatment that prevents lead from leaching from pipes into
water.
Institutional Trust - Answers Public confidence in institutions like government and healthcare
systems.
Social Capital - Answers Resources gained through relationships with others that help people access
opportunities, information, and support to achieve goals.
Proactivity - Answers Anticipatory action taken to change oneself or the environment.
Ambiguity - Answers Situations that are unclear or uncertain.
Autonomy - Answers Freedom to decide how and when to act.
Voice - Answers Speaking up to challenge the status quo and improve situations.
Risks of Voice - Answers People who speak up may be ignored, labeled troublemakers, or face
retaliation.
Legacy of Flint - Answers Long-term effects include health damage, reduced educational outcomes,
and lasting distrust of government.
Why does Corrosion Control matter? - Answers It would have cost only $80-$100 per day and could
have prevented the crisis.
Organizational Culture - Answers A system of shared assumptions, values, and beliefs that guides
behavior and distinguishes one organization from another.
Schein's 3 Levels of Culture - Answers Framework explaining culture through artifacts (visible), values
(stated), and underlying assumptions (unconscious).
Artifacts (Level 1 culture) - Answers Visible elements like dress, rituals, language, physical space, and
stories that signal culture.
Espoused Values (Level 2 culture) - Answers Stated values and beliefs an organization claims to follow
(mission statements, ideals).
Underlying Assumptions (Level 3 culture) - Answers Deep, unconscious beliefs about reality, people,
and relationships that shape behavior.
Strong Culture - Answers Widely shared and strongly held values that strongly influence behavior.
Strong Culture as Liability - Answers Strong cultures can resist change in fast-moving environments.
Reward and Punishment Systems - Answers Signals what behaviors are valued or discouraged.
Culture as "Invisible Management Tool" - Answers Culture guides behavior without constant
supervision.
Loose Culture - Answers Cultures with weak norms, high tolerance for deviation, and greater
behavioral freedom.
Pascale's Socialization Model - Answers 7-step process organizations use to shape behavior through
selection, training, and reinforcement.
In-the-Trenches Training - Answers Immersive experiences that teach real norms and expected
behavior.
Role Models - Answers Experienced members who demonstrate desired behaviors.
Networks - Answers Systems made up of nodes (actors) and ties (relationships between them).
Node - Answers An individual actor in a network (e.g., person, organization, brand).
Tie (Edge) - Answers A connection or relationship between two nodes.
Complete Network - Answers A network dataset that includes all relationships among all actors in the
system.
Betweenness Centrality - Answers Extent to which a node lies on the shortest paths between other
nodes.
Eigenvector Centrality - Answers Measure of influence based on how well-connected your
connections are.
Regular Network - Answers A network with highly structured and predictable connection patterns.
Network Density - Answers How interconnected a network is overall.
Bridging (in networks) - Answers Connecting otherwise separate groups or clusters within a network.
Network Structure - Answers The overall pattern of connections among nodes in a network.
Why does Social Proof work? - Answers Others' actions serve as a shortcut for deciding what is
correct or acceptable.
Culture & Socialization - Answers process by which organizations teach new members their values,
norms, and expected behaviors.
Reciprocity - Answers People feel obligated to return favors or kindness because of the social norm to
repay others and avoid guilt; tactics include giving gifts or favors first and using the door-in-the-face
technique (large request followed by a smaller one).
Foot-in-the-Door Technique - Answers A tactic where agreement to a small request increases the
likelihood of agreeing to a larger request later because people want to remain consistent with their
prior commitment.
What are the six principles of persuasion? - Answers Liking, reciprocity, social proof, consistency,
authority, scarcity.
Why does the Liking principle work? - Answers People are more likely to agree with requests from
people they like and feel similar to because humans value relationships and trust those they feel
connected to.
Why does the Door-in-the-Face technique work? - Answers The second request feels like a
concession and creates pressure to reciprocate.
What are tactics for the Scarcity principle? - Answers Emphasizing exclusivity, limited time, or limited
quantity.
Belongingness and Beliefs - Answers People often keep beliefs that strengthen social connections
because belonging is a fundamental human need, meaning social acceptance can feel more rewarding
than being factually correct.
Self-Disclosure - Answers Sharing meaningful personal information to build trust and closeness, which
helps reduce conflict and makes influence easier.
Procedural Justice - Answers Perceived fairness of the decision-making process; often more
important than outcomes because fair processes build trust and legitimacy.
Procedural Justice (5 Ingredients) - Answers A fair process includes voice (opportunity to be heard),
consistency (no bias), accuracy (decisions based on correct info), correctability (ability to appeal), and
ethicality (moral standards).
Interactional (Interpersonal) Justice - Answers The degree to which people are treated with dignity,
politeness, and respect during interactions.
Power - Answers The ability to make others do what they would not otherwise do, which is important
for mobilizing support and getting things done in organizations.
Resources (in power) - Answers Anything valuable that others depend on such as information,
money, skills, talent, social networks, control of problems, charisma, or reputation.
Dependence and Power - Answers The more others depend on you for valued resources that are hard
to replace, the more power you have.
Increasing Resource-Based Power - Answers Power grows by increasing centrality (connections and
access), criticality (resource is irreplaceable), relevance (importance to the mission), visibility (others
know your value), and flexibility (control over resource use).
Criticality - Answers The extent to which your resource is essential and cannot be replaced.
Relevance - Answers The extent to which your resource is important to organizational goals.
Visibility - Answers The extent to which others are aware of your resources and contributions.
Power of Departments - Answers Departments gain power by solving critical organizational problems
and controlling important resources.
Obedience - Answers Compliance with or submission to the wishes or authority of someone in
power.
Milgram Experiment - Answers A study showing people will obey authority even when asked to
perform morally questionable actions, demonstrating the strong power of authority.
Power Poisons - Answers Psychological risks of power include self-focus and hubris (overconfidence
and feeling invincible).
Contact Hypothesis - Answers Meaningful interaction and friendships between different groups
reduce prejudice and bias.
Veil of Ignorance - Answers A fairness principle suggesting decisions should be made without
knowing which group you belong to, encouraging justice and equality.
, Language as Power - Answers Communication conveys both information and social status, meaning
how people speak affects workplace power dynamics.
Gender and Linguistic Style - Answers On average, women tend to prioritize rapport and connection
while men tend to prioritize status, which can lead to misunderstandings.
Flint Water Crisis - Answers A public health disaster caused when Flint, Michigan switched its water
source to the Flint River without corrosion control, causing lead contamination in drinking water.
Corrosion Control - Answers Chemical treatment that prevents lead from leaching from pipes into
water.
Institutional Trust - Answers Public confidence in institutions like government and healthcare
systems.
Social Capital - Answers Resources gained through relationships with others that help people access
opportunities, information, and support to achieve goals.
Proactivity - Answers Anticipatory action taken to change oneself or the environment.
Ambiguity - Answers Situations that are unclear or uncertain.
Autonomy - Answers Freedom to decide how and when to act.
Voice - Answers Speaking up to challenge the status quo and improve situations.
Risks of Voice - Answers People who speak up may be ignored, labeled troublemakers, or face
retaliation.
Legacy of Flint - Answers Long-term effects include health damage, reduced educational outcomes,
and lasting distrust of government.
Why does Corrosion Control matter? - Answers It would have cost only $80-$100 per day and could
have prevented the crisis.
Organizational Culture - Answers A system of shared assumptions, values, and beliefs that guides
behavior and distinguishes one organization from another.
Schein's 3 Levels of Culture - Answers Framework explaining culture through artifacts (visible), values
(stated), and underlying assumptions (unconscious).
Artifacts (Level 1 culture) - Answers Visible elements like dress, rituals, language, physical space, and
stories that signal culture.
Espoused Values (Level 2 culture) - Answers Stated values and beliefs an organization claims to follow
(mission statements, ideals).
Underlying Assumptions (Level 3 culture) - Answers Deep, unconscious beliefs about reality, people,
and relationships that shape behavior.
Strong Culture - Answers Widely shared and strongly held values that strongly influence behavior.
Strong Culture as Liability - Answers Strong cultures can resist change in fast-moving environments.
Reward and Punishment Systems - Answers Signals what behaviors are valued or discouraged.
Culture as "Invisible Management Tool" - Answers Culture guides behavior without constant
supervision.
Loose Culture - Answers Cultures with weak norms, high tolerance for deviation, and greater
behavioral freedom.
Pascale's Socialization Model - Answers 7-step process organizations use to shape behavior through
selection, training, and reinforcement.
In-the-Trenches Training - Answers Immersive experiences that teach real norms and expected
behavior.
Role Models - Answers Experienced members who demonstrate desired behaviors.
Networks - Answers Systems made up of nodes (actors) and ties (relationships between them).
Node - Answers An individual actor in a network (e.g., person, organization, brand).
Tie (Edge) - Answers A connection or relationship between two nodes.
Complete Network - Answers A network dataset that includes all relationships among all actors in the
system.
Betweenness Centrality - Answers Extent to which a node lies on the shortest paths between other
nodes.
Eigenvector Centrality - Answers Measure of influence based on how well-connected your
connections are.
Regular Network - Answers A network with highly structured and predictable connection patterns.
Network Density - Answers How interconnected a network is overall.
Bridging (in networks) - Answers Connecting otherwise separate groups or clusters within a network.
Network Structure - Answers The overall pattern of connections among nodes in a network.
