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114 Cards in this Set

  • Front
  • Back
Power
does not require goal companitbility, merely dependence.

Power does NOT minimize the importance of lateral and upward influence patters.
Leadership
requires some congruence between the goals of the leader and those being led

it focuses on downward influence on ones followers.

minimizes the importance of lateral and upward influence paterns.
Coercive power
dependent on fear.
A person reacts to this power out of fear of the negative results that might occur is she failed to comply.
Leadership
requires some congruence between the goals of the leader and those being led

it focuses on downward influence on ones followers.

minimizes the importance of lateral and upward influence paterns.
Reward Power
People comply with the wishes or directives of another because doing so produces positive benefits. one who can distribure rewards that others view as valuable will have power over those others.
Legitimate power.
based on structural position.
Formal authority to contorl and use organizational resources.
Reward Power
People comply with the wishes or directives of another because doing so produces positive benefits. one who can distribure rewards that others view as valuable will have power over those others.
personal power
power that comes from an individuals unique characteristics.
most effective base of power.
Expert Power
Influence wieleded as a result of expertise, special skill or knowledge
Referent Power
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.
Expert Power
Influence wieleded as a result of expertise, special skill or knowledge
What Creates Dependency?
importance-The things you control must be percieved as important.
scarcity- knowledge is scarce.
nonsubstitutability- if you cant be substituted then you are depended on.
power tactics
Legitimacy
relying on ones authority positions or stressing that a request is in accordance with organizational policies or rules
Reward Power
People comply with the wishes or directives of another because doing so produces positive benefits. one who can distribure rewards that others view as valuable will have power over those others.
What Creates Dependency?
importance-The things you control must be percieved as important.
scarcity- knowledge is scarce.
nonsubstitutability- if you cant be substituted then you are depended on.
power tactics
Legitimacy
relying on ones authority positions or stressing that a request is in accordance with organizational policies or rules
power tactics
rational persuation
presenting logical arguments and factual evidence to deomonstrate that a request is reasonable.
Power tactics
inspirational appeals
Developing emotional commitment by appealing to a targets values, needs, hopes and aspirations.
power tactic
Consultation
increasing the targets motivation and support by involving him or her i ndeciding how the plan or change will be accomplished.
power tactic
exchange
rewqrding the target with benefits or favors in exchange for follwoing a request
Power tactic
Personal appeals
asking for compliance based on friendship or loyalty.
power tactic Ingratiation
using flattery, praise, or friendly behavior prior to making a request
power tactic pressure
using warnings, repeated demands and threats
power tactic
Coalisitions
Enlisting in the aid of other poepel to persuade the target or using the support of others as a reason for the target to agree.
which tactics are the most effective?
rational persuasion, inspirational appeals and consulation
Sexual Harrassment
any unwanted activity of a sexual nature that affects an individuals employment and creates a hostile work enviornment.
Defining Sexual harrassment
woman are more likely than men to see a given behavior or sets of behavior as sexual ahrrassment. Men are less likely. Just be careful because what you might think is normal may seem wrong to another party.
Sexual harrassment is more likely to occur
when there are large power differentials.
Political Behavior
activities that are not required as part of ones formal role in the organization but that influence, or attempt to influence the distributions of advantages and disadvantages within the organization. Political behavior is outside ones epceified job requirements.
legitimate political behavior
normal everyday politics, compalining to your supervisor, , by passing the chain or command, forming coalitions, obstructing organizational poilicies or decisions through inaction or excessive adherence to reules, and developing ocntacts outside the organization through ones professional activities.
illegitimate political behaviors
violate the implied rules of the game. playing hardball
sabotage, whitle blowing, and sybolic protests such as unorthodox dress .
Impression management techniques (IM)
conformity
Agreeing with someelse' opinion in order to gain his or her approval.
(IM) excuses
explanations of a predicament creating event aimed at minimizing the apparent severity of the predicament
(IM)Apologies
Admitting responsibitilty for an undesireable event and simultaneously seeking to get a pardon for the action
(IM) Self promotion
Highlighting one's best qualities, downplaying ones deficits, and calling attention to get ones acheivements
(IM) Flattery
Complimentin others about their virtues in an effort to make onesel appear perceptive and likeable.
(IM) Favors
doing something nice for sometone to gain that person approval
(IM) Association
Enhancing or protecting ones image by managing information about people and things with which one is associated.

Example: a job applicant says to an interviewer, what a coincidence, your boss and i were roommates in college.
Traditonal view of conflict
all conflict must be avoided
Human relations view
conflict is natural and inevitable outcome in any group and that it need not be viel but rather has the poential to be a positive force in determining group performance
interactionist view
not only can conflict be a positive fore in a group but explicitly argues that some conflict is absolutely necessary for a group to perform effectively.
Tradtitional view of conflict
dysfunctional outcome resulting from poor communication
a lack of openness and trust between people.
failure of managers to be responsive to the needs and aspirations of their employees.
Functional conflict
some conflict support the goal of the group and improves performance.
Dysfunctional Conflict
hinders group performance
Task condlict
content and goals of the work
Relationship conflict
focuses on interpersonal relationship

studies show that relationship conflicts are almost alwyas disfunctional.

18 percent of managers time is trying to resolve personality conflict.
Process confect
how work gets done.
3 sources of conflict
Communication, Structure and Personal Variables.
communication
communications can be a source of conflict. They represent opposing forces that arise from semantic difficulties, misunderstandings, and noise in the communication channels.
Structure
fighting battles with each other due to the nature of their jobs. like a sales person and credit manager who has to turn down sales.
Personal Variables
personality emotions and values. evidence indicates that certain personality types lead to conflict.
Conflict Management Techniques
major resolution and and stimulation techniques that allow managers to control conflict levels.
Distrubtive Bargaining
Goal: Get as much of the pie as possible

Motivation: Win/Lose

Focus: Positions (i cant go beyond this point on this issue)

Interests: Opposed

Information Sharing: Low(sharing info will only allow the party to take advantage)

Duration Short term
Integrative Bargaining
Expand the pie so that both the parties are satisfied

Win/Win

Focus: interests ( can you explain why this issue is so important to you)

Interests : congruent

Information sharing High( sharing information will allow each party to find ways to satisfy interests of each party)

Long term
The Negotiation process
Preperation and planning
Definition of ground rules
clarification and justification
bargaining and problem solving
closure and implemenation.
Key elements to organizational structure
1. work specialization
2. departmentalization
3. chain of command
4. span of control
5. centralization
6. decentralization
7. formalization
work specialization
the degree to which tasks in an organization are subdivided into separate jobs
departmentalization
the basis by which jobs in an organization are grouped together
chain of command
the unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom
span of control
the number of subordinates a manager can efficiently and effectively direct
centralization
the degree to which decision making is concentrated at a single point in an organization
formalization
the degree to which jobs within an organization are standardized
common organizational designs
simple structure
bureaucracy
matrix structure
simple structure
a structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization
bureaucracy
a structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command
matrix structure
a structure that creates dual lines of authority and combines functional and product departmentalization
virtual organization
a small, core organization that outsources major business functions
determinants of an organizations structure
strategy
organization size
technology
environment
technology
the way in which organization transfers its inputs into ouputs
environment
institutions or forces outside an organization that potentially affects the organizations performance
innovation strategy
a strategy that emphasizes the introduction of major new products and services
key dimensions to any organizations environment
1. capacity
2. volatility
3. complexity
pg. 538, exhibit 16-9
characteristics of an organizational structure
1. Innovation and risk taking
2. Attention to detail
3. Outcome orientation
4. People orientation
5. Team orientation
6. Aggressiveness
7. Stability
Dominant culture
A culture that express the core values that are shared by majority of the organization's members
subculture
mini cultures within an organization, typically defined by department designations and geographical separation
strong culture
a culture in which the core values are intensely held and widely shared
Culture as a liability
Barriers to change
Barriers to diversity
Barriers to acquisitions and mergers
read. pg 557
stages of socialization
prearrival stage
encounter stage
metamorphosis stage
prearrival stage
the period of learning in the socialization process that occurs before a new employee joins the organization
encounter stage
the stage in new socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge
metamorphosis stage
the stage in the socialization process in which a new employee changes and adjusts to the job, work group, and organization.
Rituals
repetitive sequences of activities that express the reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable.
ethical organizational culture
1. be visible role model
2. communicate ethical expectations
3. provide ethical training
4. visible reward ethical acts and punish unethical ones
5. provide protective mechanism
creating a positive organizational culture
a culture that emphasizes buildings on employee strengths, rewards more than punishes the emphasizes individual vitality and growth.
unstructured interview
short in duration, casual, and made up of random questions- is not a very effective selection device
structured interview
interviewers tending to favor applicants who share their attitudes, giving unduly high weight to negative information, and allowing the order in which applicants are interviewed to influence evaluations
Types of skill training
basic literacy skills
technical skills
interpersonal skills
problem - solving skills
purpose of performance evaluation
1. helps management make general human resource decisions
2. identify training and development skills
3. providing feedback to employees
4. basis for reward allocations
methods of performance evaluation
1. written essays
2. critical incidents
3. graphic rating scales
4. behavioral anchored rating scales (BARS)
5. forced comparisons
Types of resistance to change
Resistance can be overt, implicit, immediate, or deferred. Its easiest for management to deal with resistance when it is overt and immediate. For instance, a change is proposed and employees quickly respond by voicing complaints
Individual sources of resistance to change
Habit
Security
Economic factors
Fear of the unknown
Selective information processing
Habit
To copy with lifes complexities, we rely on habits or programmed responses, But when confronted with change, this tendency to respond in our accustomed ways become a source of resistance
Security
People with high need for security are likely to resist change because it threatens their feelings of safety
Economic factor
Changes in job tasks or established work routines can arouse economic fears if people are concerned that they wont be able to perform the new tasks or routines to the their previous standards, especially when pay is closely tied to productivity
Fear of the unknown
Change substitutes ambiguity and uncertainty for the unknown
Selective inforamtion processing
Indivduals are guilty of selectively processing information in order to keep their perceptions intact. They hear what they want to hear and they ignore information that challenges the world they've created.
Organizational sources of resistance to change
Structural inertia
Limited focus of change
Group inertia
Threat to expertise
Threat to established power relationships
Threat to established resource allocations
Structural inertia
Organizations have built-in mechanism- like their selection processes and formalized regulations - to produce stability. When an organization is confronted with change, this structural inertia act's as a counterbalance to sustain stability
Limited focus of change
Organizations are made up of a number of interdependent subsytems. One can't be changed without affecting the others. So limited changes in subsystems to tend to be nullified by the larger system.
Group inertia
Even if individuals want to change their behavior, group norms may act as a constraint
Threat to expertise
Change in organizational patterns may threaten the expertise of specialized groups
Threat to established power relationships
Any redistribution of decision making authority can threaten long established power relationships within the organization
Threat to established resource allocations
Groups in the organization that control sizable resources often see chage as a threat. They ten to be content with they way things are
Politics of change
change invariably threatens the status quo, it inherently implies political activity
Action Research
5 Steps:
1. diagnosis
2. analysis
3. feedback
4. action
5. evaluation
underlying values in most organizational development (OD) efforts:
1. Respect for people
2. Trust and support
3. Power equalization
4. confrontation
5. Participation
Respect for people
Individuals are perceived as being responsible, conscientious, and caring. They should be treated with dignity a nd respect
Trust and support
An effective and healthy organization is characterized by trust, authenticity,openness, and a supportive climate
Power equalization
effective organizations deemphasize hierarchical authority and control
Confrontation
Problems shouldn't be swept under the rug. They should be openly confronted.
Participation
The more that people who will be affected by a change are involved in the decisions surrounding that change the more they will be committed to implementing those decisions.
Innovation
A new idea applied to initiating or improving a product, process, or service
Characteristics of a learning organization
1. There exisits a shared vision that everyone agrees on
2. People discard their old ways of thinking and the standard routine they use for solving problems or doing their jobs.
3. Members think of all organizational processes, activities, functions, and interactions with the environment as part of a system of interrelationships
4. People openly communicate with each other(across vertical and horizontal boundaries) without fear of criticism or punishment.
5. People sublimate their personal self-interest and fragmented departmental interest to work together to achieve the organization's shared vision
Creating learning organizations
Establish a strategy
Redesign the organizations structure
Reshape the organizations culture.