Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
39 Cards in this Set
- Front
- Back
|
power
|
The capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.
|
|
|
dependence
|
B’s relationship to A when A possesses something that B requires.
he most important aspect of power |
|
|
How are the two terms, leadership and power, different?
|
Power does not require goal compatibility, just dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led. A second difference relates to the direction of influence.
|
|
|
for a power situation to exist...
|
one person or group needs to have control over resources that the other person or group values.
|
|
|
Formal power
|
an individual’s position in an organization. It can come from the ability to coerce or reward, or from formal authority.
(coercive, reward, legitimate) |
|
|
coercive power
|
A power base that depends on fear of the negative results from failing to comply.
|
|
|
reward power
|
opposite of coercive power
Compliance achieved based on the ability to distribute rewards that others view as valuable. |
|
|
legitimate power
|
The power a person receives as a result of his or her position in the formal hierarchy of an organization.
the most common access to one or more of the power bases in formal groups and organizations |
|
|
What are two bases of personal power ? |
expertise and the respect and admiration of others.
|
|
|
Expert power
|
Influence based on special skills or knowledge.
doctor’s advice. Computer specialists, tax accountants, economists, industrial psychologists, |
|
|
Referent power
|
Influence based on identification with a person who has desirable resources or personal traits.
(If I like, respect, and admire you, you can exercise power over me because I want to please you.) |
|
|
Dependence increases when?
|
the resource you control is important, scarce, and nonsubstitutable.
|
|
|
social network analysis
|
tool to assess the exchange of resources and dependencies within an organization
examines patterns of communication among organizational members to identify how information flows between them. |
|
|
sociogram
|
A graphical illustration of the associations among individuals in a social network
hows how resources really flow in an organization |
|
|
power tactics
|
Ways in which individuals translate power bases into specific actions.
Legitimacy, Rational persuasion, Inspirational appeals, Consultation, Exchange, Personal appeals, Ingratiation, Pressure, Coalitions. |
|
|
Legitimacy
|
Relying on your authority position or saying that a request is in accordance with organizational policies or rules.
|
|
|
Rational persuasion
|
Presenting logical arguments and factual evidence to demonstrate that a request is reasonable.
|
|
|
Inspirational appeals
|
Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations.
|
|
|
Consultation
|
Increasing support by involving the target in deciding how to accomplish your plan.
|
|
|
Exchange
|
Rewarding the target with benefits or favors in exchange for acceding to a request.
|
|
|
Personal appeals
|
Asking for compliance based on friendship or loyalty.
|
|
|
Ingratiation
|
Using flattery, praise, or friendly behavior prior to making a request.
|
|
|
Presssure |
Using warnings, repeated demands, and threats.
|
|
|
Coalitions
|
Enlisting the aid or support of others to persuade the target to agree.
|
|
|
Which tactics are more effective than others?
|
Rational persuasion, inspirational appeals, and consultation tend to be the most effective, especially when the audience is highly interested in the outcomes of a decision process.
|
|
|
What is the least effective of the nine? |
pressure tactic tends to backfire
|
|
|
The effectiveness of tactics depends on?
|
the audience.
|
|
|
political skill
|
The ability to influence others so that one’s objectives are attained.
politically skilled are more effective users of all influence tactics, leading to many positive outcomes in the workplace |
|
|
Sexual harassment
|
Any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile work environment.
|
|
|
organizational politics
|
this type of politics focuses on the use of power to affect decision making in an organization, sometimes for self-serving and organizationally unsanctioned behaviors.
|
|
|
political behavior
|
Activities that are not required as part of a person’s formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.
|
|
|
politicking
|
One person’s “selfless effort to benefit the organization” is seen by another as a “blatant attempt to further his or her interest.”
|
|
|
is possible for an organization to be politics-free?
|
yes—if all members of that organization hold the same goals and interests, if organizational resources are not scarce, and if performance outcomes are completely clear and objective
|
|
|
Role ambiguity
|
the prescribed employee behaviors are not clear; therefore, there are fewer limits to the scope and functions of the employee’s political actions.
|
|
|
zero-sum approach
|
An approach that treats the reward “pie” as fixed so that any gains by one individual are at the expense of another.
more employees will be motivated to engage in politicking. |
|
|
defensive behaviors
|
Reactive and protective behaviors to avoid action, blame, or change.
|
|
|
impression management (IM).
|
The process by which individuals attempt to control the impressions that others form of them.
|
|
|
Who might we predict will engage in IM?
|
high self-monitors are good at reading situations and molding their appearances and behavior to fit each situation.
|
|
|
Most of the studies to test the effectiveness of IM techniques have related IM to two criteria?
|
interview success and performance evaluations
|
