Business 107 Chapter 5 Shevchuk

Front 1

Define power.

Back 1

Power = the potential to influence behavior.

Front 2

List the four changes calling for empowerment.

Back 2

1) Organizations are becoming less hierarchical as they downsize or outsource work, resulting in more temporary employees. Must give them more power to get work done.

2) Information technology is decentralizing flow of information. Many employees are now working off-site, so we must cede power to them.

3) traditional boundaries between and within organizations are getting blurred, shifting nature of authority relationships as well.

4) Many companies now have fewer than 100 employees.

Front 3

What are the two basic factors that determine a person's power in an organization?

Back 3

1) personal attributes
2) position characteristics

Front 4

according to text, what's the difference between west and east regarding power.

Back 4

western - person-oriented (skills, abilities)

eastern - situation -oriented (who you know, where you from)

Front 5

define human capital

Back 5

human capital - refers to individual's abilities and competencies

Front 6

define social capital

Back 6

social capital - refers to a person's social connections within and outside an organization

Front 7

list and define the four sources of power

Back 7

1) expertise - task- relevant knowledge or experience

2) personal attraction - desirable characteristics associated with friendship

3) effort - higher - than-expected commitment of time

4) legitimacy - behavior consistent with key organizational values

Front 8

what is the pitfall of the source of power: expertise

Back 8

over-specialization leads to obsolescence, and lessens opportunity for promotion. be broad!

Front 9

list the characteristics of the source of power: attraction

Back 9

1) charisma
2) agreeable behavior - seem like potentially good friend
3) physical appearance

Front 10

what are the characteristics of likable people?

Back 10

likable people
1) support an open, honest, and loyal relationship
2) foster intimacy by being emotionally accessible
3) provide unconditional, positive regard and acceptance
4) endure some sacrifices if the relationship should demand them
5) provide social reinforcement in the form of sympathy or empathy
6) engage in the social exchanges necessary to sustain a relationship

Front 11

what is the source of power - effort - a sign of?

Back 11

high commitment and dedication

Front 12

relate cognitive dissonance to the source of power - effort.

Back 12

high effort results in increased responsibility and opportunity - when more effort is exerted than EXPECTED, managers see an inconsistency with compensation and work, and counterbalance with rewards/promotion

Front 13

how do you achieve the source of power - legitimacy

Back 13

1) conforming to company norms creates a consistency that increases communication efficiency.

2) being different and innovative in a way that benefits the interests of the firm

3) above 2 points are to gain TRUST

Front 14

equate the sources of personal power to a certain personal characteristic

Back 14

expertise - reliable
effort - dependable

(for above 2: "CAN they do what they need to do?")

attraction - likable
legitimacy - acceptable
("WILL they do what they need to?")

Front 15

List and define the four characteristics of POSITION power

Back 15

1) centrality - access to information in a communication network

2) flexibility - amount of discretion vested in a position

3) visibility - degree to which task performance is seen by influential people in the organization

4) relevance - alignment of assigned tasks and organizational priorities

Front 16

define strategic contingencies and what positional power characteristic it is related to

Back 16

related to centrality - refers to how power is proportional to influence on different parts of the organization

Front 17

what is a pitfall that takes away from positional power - centrality

Back 17

isolation, working too hard on your own to get ahead.

Front 18

Name a pitfall where positional power - flexibility - is lost in group decision making

Back 18

coming in LATE to a group makes it more difficult to change their made-choices, come in early to make an influence

Front 19

What type of organizations encourage the positional power - flexibility. what type of orgs don't?

Back 19

innovation and unusual performance rewarded - discretion encouraged

strict following of rules - discretion discouraged

Front 20

what's the best form of positional power - visibility?

Back 20

face to face contact with leaders

Front 21

Give an example of visibility leading to high power

Back 21

executive secretary - acts as gatekeeper. chooses what the CEO will see and NOT see.

Front 22

how do you gain positional power - relevance?

Back 22

what you do must be relevant to company's main function

Front 23

list the three influence strategies, define them, and name a direct approach and an indirect approach.

Back 23

1) retribution: force others to do what you say
direct: coercion (threaten)
indirect: intimidation (pressure)

2) reciprocity: help others want to do what you say
direct: bargaining (exchange)
indirect: ingratiation (obligate)

3) reason: show others that it makes sense to do what you say
direct: present facts (or needs)
indirect:appeal to personal values (or goals)

Front 24

Give examples of influence strategy - retribution

Back 24

general: if you don't do X, you'll regret.

threat: "if you don't do X, you'll be punished

social pressure: "others in your group have agreed; what's your decision?"

had enough?: "do it or i'll keep nagging."

perceived scarcity and time pressure: "do this now or you'll lose this opportunity/cause problems for others"

avoid causing pain to others: "do it or others will be hurt"

Front 25

give examples of influence strategy - reciprocity

Back 25

general: if you do X, you'll get Y

promise: if you do X, i'll reward you

esteem: people will like you more if you do this

pregiving: if i hook you up, then will you hook me up

obligation: you owe me for what i did for you

reciprocal compromise: i have lowered my initial offer, now you should do something in return

escalation of commitment: i only want a small commitment (but i'll come back for more)

Front 26

give examples of influence strategy - reason

Back 26

general: i want you to do X, because it's consistent with/good for/necessary to

evidence: these facts/experts' opinions demonstrate the merits of my position/request

need: this is what i need; will you help me out

goal attainment: compliance will enable you to reach a personally important objective

value congruence: this action is consistent with your commitment to X

ability: this endeavor would be enhanced if we could count on your skills

loyalty: since we are friends, can you do this?

altruism: the group needs your help, will you do it for our good?

Front 27

When is it proper to use influence strategy - retribution (7)

Back 27

1) unequal power, in influencer's favor
2) commitment and quality not important
3) tight time constraints
4) serious violation
5) if issue is important, retribution not likely
6) specific, unambiguous request
7) resistance to request is likely

Front 28

possible advantages of influence strategy - retribution

Back 28

quick, direct action

Front 29

possible disadvantages of retribution 4

Back 29

1) stifles commitment, creativity
2) insecurity of boss
3) engenders resentment
4 ) must increase seriousness of threats to maintain pressure

Front 30

possible complaints of retribution

Back 30

1) violation of rights
2) ethical violations

Front 31

when to use 'reciprocity' (6)

Back 31

- parties mutually dependent
- each party has resources valued by other
- adequate time for negotiating
- established exchange norms exist
- parties viewed as trustworthy
-commitment to broad goals and values not critical
-needs are specific and short-term

Front 32

possible advantages of reciprocity

Back 32

low incidence of resentment
- justification for request not required

Front 33

possible disadvantages of reciprocity

Back 33

- engenders instrumental view of work
- encourages people to feel that the terms of assignments are open for negotiation

Front 34

possible complaints of reciprocity

Back 34

- unfairness, dashed expectations, and manipulation

Front 35

when to use "reason"n4

Back 35

- adequate time for extensive discussion
- common goals/values
- parties share mutual respect/credibility
- parties share ongoing relationship

Front 36

possible advantages of 'reason'

Back 36

need for surveillance reduced

Front 37

possible disadvantages of reason

Back 37

-considerable time required to build trust ( time increases as number of people increases)
- requires common goals and values

Front 38

possible complaints of reason

Back 38

difference of opinions, conflicting perceptions of priorities

Front 39

In regards to power, what are two ways to harm personal performance of workers

Back 39

1) flagrant, excessive abuse of power
2) lack of empowerment

Front 40

List characteristics of abusive bosses (6)

Back 40

-micromanager
- inexplicit direction with decisive delivery (everything is important and urgent)
- mercurial mood swings - response is unpredictable
- obsession with loyalty and obedience - with me or against me
- status derogation - criticize in public
- capricious actions - fickle, hypocrite
- exercises raw power for personal gain - wants the spoils of victory

Front 41

List the three steps to neutralize retribution strategies

Back 41

1) use countervailing power to shift dependency to interdependence - "respect me or else"

2) confront the exploiting individual directly - talk it out

3) actively resist - fight back by reporting, slowing down work pace, disobedience

Front 42

list three steps to neutralize reciprocity influence strategy

Back 42

1) examine the intent of any gift or favor-giving activity - what are his motives, possible profits?

2) confront individuals who are using manipulative bargaining tactics - "I don't approve of your tactics, and here is another way we can do this."

3) refuse to bargain with individuals who use high-pressure tactics - "no, i'm not dealing with you til you stop your bullshit tactics."

Front 43

list three steps to neutralizing reason strategies

Back 43

1) explain the adverse effects of compliance on performance - "timing is bad, i have to miss my own deadlines."

2) defend your personal rights - "is it right to get behind my own work to help you out?"

3) firmly refuse to comply with the request - "no means no."