Mgt 4620 Exam 3

Front 1

refers to a capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes

Back 1

power

Front 2

Leaders use power as a way to attain ___.

Back 2

group goals

Front 3

Power is a means for facilitating leaders' ___.

Back 3

achievement

Front 4

2 bases of power

Back 4

1. formal
2. personal

Front 5

3 types of formal power

Back 5

1. coercive
2. reward
3. legitimate

Front 6

one reacts to this power out of fear of the negative results that might occur if one failed to comply

Back 6

coercive power

Front 7

people comply with the wishes or directives of another because doing so produces positive benefits

Back 7

reward power

Front 8

represents the formal authority to control and use organizational resources

Back 8

legitimate power

Front 9

2 types of personal power

Back 9

1. expert
2. referent

Front 10

influence wielded as a result of expertise, special skill, or knowledge

Back 10

expert power

Front 11

based on identification with a person who has desirable resources or personal traits

Back 11

referent power

Front 12

___ sources of power are most effective.

Back 12

Personal

Front 13

___ and ___ power are positively related to performance and commitment.

Back 13

Expert; referent

Front 14

___ and ___ power are unrelated.

Back 14

Reward; legitimate

Front 15

___ power is negatively related to employee satisfaction and commitment.

Back 15

Coercive

Front 16

9 influence tactics

Back 16

1. Legitimacy
2. Rational persuasion
3. Inspirational appeals
4. Consultation
5. Exchange
6. Personal appeals
7. Ingratiation
8. Pressure
9. Coalitions

Front 17

What are the 3 most effective influence tactics?

Back 17

1. Rational persuasion
2. Inspirational appeals
3. Consultation

Front 18

What is the least effective influence tactic?

Back 18

Pressure

Front 19

Using more than one compatible influence tactic at the same time or sequentially (increases, decreases) chance of success

Back 19

increases

Front 20

___ influence tactics work better than ___ influence tactics.

Back 20

"Softer;" "harder"

Front 21

- an informal group bound together by the active pursuit of a single issue
- often seek to maximize their size in an organization
- more of these will likely be created when there is a great deal of task and resource interdependence
- the more routine the task of a group, the greater likelihood that these will form

Back 21

coalitions

Front 22

activities that are not required as part of one's formal role in the organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization

Back 22

political behavior

Front 23

6 individual factors contributing to political behavior

Back 23

1. high self-monitors
2. internal locus of control
3. high need for power
4. large investment in the organization
5. more perceived job alternatives
6. high expectations of success

Front 24

8 organizational factors contributing to political behavior

Back 24

1. existing pattern of resources is changing
2. opportunity for promotion
3. subjective performance criteria
4. low trust
5. role ambiguity
6. zero-sum reward allocation practices
7. high pressures for performance
8. politicking by top management

Front 25

For most people with modest political skills or who are unwilling to play the politics game, responses to organizational politics are negative, including (5 things):

Back 25

1. low job satisfaction
2. increased anxiety and stress
3. feeling of losing ground to politickers
4. quitting
5. demotivation

Front 26

How people respond to organizational politics is moderated by the individual's understanding of (2 things):

Back 26

1. who makes decisions
2. why they were selected

Front 27

When organizational politics are perceived as a threat, people respond with ___ behaviors.

Back 27

defensive

Front 28

3 categories of defensive behaviors

Back 28

1. avoiding action
2. avoiding blame
3. avoiding change

Front 29

5 types of avoiding action defensive behaviors

Back 29

1. overconforming
2. buck passing
3. playing dumb
4. stretching
5. stalling

Front 30

strictly interpreting your responsibility by saying things like "The rules clearly state..." or "This is the way we've always done it."

Back 30

overconforming

Front 31

transferring responsibility for the execution of a task or decision to someone else

Back 31

buck passing

Front 32

avoiding an unwanted task by falsely pleading ignorance or inability

Back 32

playing dumb

Front 33

prolonging a task so that one person appears to be occupied - for example, turning a two-week task into a four-month job.

Back 33

stretching

Front 34

appearing to be more or less supportive publicly while doing little or nothing privately

Back 34

stalling

Front 35

5 types of avoiding blame defensive behaviors

Back 35

1. bluffing
2. playing safe
3. justifying
4. scapegoating
5. misrepresenting

Front 36

This is a nice way to refer to "covering your rear." It describes the practice of rigorously documenting activity to project an image of competence and thoroughness.

Back 36

bluffing

Front 37

Evading situations that may reflect unfavorably. It includes taking on only projects with a high probability of success, having risky decisions approved by superiors, qualifying expressions of judgment, and taking neutral positions in conflicts.

Back 37

playing safe

Front 38

developing explanations that lessen one's responsibility for a negative outcome and/or apologizing to demonstrate remorse

Back 38

justifying

Front 39

placing the blame for a negative outcome on external factors that are not entirely blameworthy

Back 39

scapegoating

Front 40

manipulation of information by distortion, embellishment, deception, selective presentation, or obfuscation

Back 40

misrepresenting

Front 41

2 types of avoiding change defensive behaviors

Back 41

1. prevention
2. self-protection

Front 42

trying to prevent a threatening change from occurring

Back 42

prevention

Front 43

acting in ways to protect one's self-interest during change by guarding information or other resources

Back 43

self-protection

Front 44

the process by which individuals attempt to control the impression others form of them

Back 44

impression management (IM)

Front 45

7 techniques of IM

Back 45

1. conformity
2. excuses
3. apologies
4. self-promotion
5. flattery
6. favors
7. association

Front 46

When impression management is used in interviews it works; ___ and ___ work well.

Back 46

self-promotion; ingratiation

Front 47

When using impression management in performance evaluations, ___ works well but ___ does not.

Back 47

ingratiation; self-promotion

Front 48

3 questions to consider when it comes to the ethics of behaving politically

Back 48

1. What is the utility of engaging in the behavior?
2. How does the utility of engaging in the political behavior balance out any harm it will do to others?
3. Does the political activity conform to standards of equity and justice?

Front 49

Managers should accept the ___ of organizations.

Back 49

political nature

Front 50

Managers should increase power by: (3 ways)

Back 50

1. Acquire the bases of power that are most useful (expert, referent)
2. Use the power tactics that are most effective (consultation, inspirational appeal)
3. Avoid tactics that tend to backire (coercion)

Front 51

Process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

Back 51

conflict

Front 52

conflict that relates to the content and goals of the work

Back 52

task conflict

Front 53

conflict that focuses on interpersonal relationships

Back 53

relationship conflict

Front 54

conflict that relates to how the work gets done

Back 54

process conflict

Front 55

3 sources of conflict in Stage I of the conflict process: Potential Opposition

Back 55

1. communication
2. structure
3. personal variables

Front 56

- potential for opposition becomes realized
- when individuals become emotionally involved - parties experience anxiety, tension, frustration, or hostility

Back 56

Stage II of the conflict process: Cognition and Personalization

Front 57

5 aspects of Stage III of the conflict process: Intentions

Back 57

1. competing
2. collaborating
3. avoiding
4. accommodating
5. compromising

Front 58

- where conflict becomes visible
- are usually overt attempts to implement each party's intentions
- a dynamic process that moves along a continuum of intensity

Back 58

Stage IV of the conflict process: Behavior

Front 59

2 types of outcomes of Stage V of the conflict process: Outcomes

Back 59

1. functional outcomes
2. dysfunctional outcomes

Front 60

Conflict is constructive when it:
- improves the quality of decisions
- stimulates creativity and innovation
- encourages interest and curiosity among group members

Back 60

functional outcomes

Front 61

uncontrolled opposition breeds discontent, which acts to dissolve common ties, and eventually leads to the destruction of the group

Back 61

dysfunctional outcomes

Front 62

5 stages of the conflict process

Back 62

I. Potential Opposition
II. Cognition and Personalization
III. Intentions
IV. Behavior
V. Outcomes

Front 63

- potential opposition or incompatibility
- antecedent conditions
- communication
- structure
- personal variables

Back 63

Stage I of the conflict process

Front 64

- cognition and personalization
- perceived conflict
or
- felt conflict

Back 64

Stage II of the conflict process

Front 65

- intentions
- conflict-handling intentions
- competing
- collaborating
- compromising
- avoiding
- accommodating

Back 65

Stage III of the conflict process

Front 66

- behavior
- overt conflict
- party's behavior
- other's reaction

Back 66

Stage IV of the conflict process

Front 67

- outcomes
- increased group performance
or
- decreased group performance

Back 67

Stage V of the conflict process

Front 68

process in which 2 or more parties exchange goods or services and attempt to agree on the exchange rate for them

Back 68

negotiation

Front 69

2 types of bargaining strategies

Back 69

1. distributive bargaining
2. integrative bargaining

Front 70

- goal: get as much of the pie as possible
- motivation: win-lose
- focus: positions ("I can't go beyond this point on this issue.")
- interests: opposed
- information sharing: low (sharing information will only allow other party to take advantage)
- duration of relationship: short term

Back 70

distributive bargaining

Front 71

- goal: expand the pie so that both parties are satisfied
- motivation: 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)
- duration of relationship: long term

Back 71

integrative bargaining

Front 72

3 individual differences in negotiation

Back 72

1. personality
2. gender
3. cultural

Front 73

The best distributive bargainer appears to be a ___.

Back 73

disagreeable introvert

Front 74

Those who can ___ are able to negotiate better agreements.

Back 74

check their egos at the door

Front 75

___ have been found to negotiate better outcomes than ___, although the difference is relatively small.

Back 75

Men; women

Front 76

___ may unduly penalize themselves by failing to engage in negotiations when such action would be in their best interest.

Back 76

Women

Front 77

When it comes to negotiations, cultural context significantly influences: (4 things)

Back 77

1. the amount and type of preparation for bargaining
2. the relative emphasis on task versus interpersonal relationships
3. the tactics used
4. where the negotiation should be conducted

Front 78

To improve negotiation skills, managers should: (5 things)

Back 78

1. set ambitious goals
2. pay little attention to initial offers
3. research your opponent
4. address the problem, not the personalities
5. be creative and emphasize win-win solutions

Front 79

set of key characteristics that the organization values that distinguishes the organization from other organizations

Back 79

organizational culture

Front 80

7 characteristics of organizational culture

Back 80

1. innovation and risk taking
2. attention to detail
3. outcome orientation
4. people orientation
5. team orientation
6. aggressiveness
7. stability

Front 81

A ___ culture expresses the core values that are shared by a majority of the organization's members.

Back 81

dominant

Front 82

set of key characteristics that the organization values that distinguishes the organization from other organizations

Back 82

organizational culture

Front 83

___ tend to develop in large organizations to reflect common problems, situations, or experiences that members face.

Back 83

Subcultures

Front 84

- In a ___ culture, the organization's core values are both intensely held and widely shared.
- They will:
- Have great influence on the behavior of its members
- Result in lower employee turnover

Back 84

strong

Front 85

7 characteristics of organizational culture

Back 85

1. innovation and risk taking
2. attention to detail
3. outcome orientation
4. people orientation
5. team orientation
6. aggressiveness
7. stability

Front 86

5 functions of culture

Back 86

1. Boundary-defining role
2. Conveys a sense of identity
3. Facilitates the generation of commitment
4. Enhances social system stability
5. Sense-making and control mechanism

Front 87

A ___ culture expresses the core values that are shared by a majority of the organization's members.

Back 87

dominant

Front 88

3 aspects of culture as a liability

Back 88

1. Shared values do not agree with organization's effectiveness
2. Dilemma of hiring a diverse workforce but wanting people to fit into a single culture
3. Cultural incompatibility in mergers and acquisitions

Front 89

___ tend to develop in large organizations to reflect common problems, situations, or experiences that members face.

Back 89

Subcultures

Front 90

The ultimate source of an organization's culture is its ___.

Back 90

founders

Front 91

- In a ___ culture, the organization's core values are both intensely held and widely shared.
- They will:
- Have great influence on the behavior of its members
- Result in lower employee turnover

Back 91

strong

Front 92

3 ways culture is created

Back 92

1. Founders hire and keep those who think and feel the same way they do
2. They indoctrinate and socialize these employees to their way of thinking and feeling
3. Their behavior acts as a role model encouraging employees to identify with them

Front 93

5 functions of culture

Back 93

1. Boundary-defining role
2. Conveys a sense of identity
3. Facilitates the generation of commitment
4. Enhances social system stability
5. Sense-making and control mechanism

Front 94

3 aspects of culture as a liability

Back 94

1. Shared values do not agree with organization's effectiveness
2. Dilemma of hiring a diverse workforce but wanting people to fit into a single culture
3. Cultural incompatibility in mergers and acquisitions

Front 95

3 methods of keeping culture alive

Back 95

1. selection
2. top management
3. socialization

Front 96

The ultimate source of an organization's culture is its ___.

Back 96

founders

Front 97

3 ways culture is created

Back 97

1. Founders hire and keep those who think and feel the same way they do
2. They indoctrinate and socialize these employees to their way of thinking and feeling
3. Their behavior acts as a role model encouraging employees to identify with them

Front 98

3 methods of keeping a culture alive

Back 98

1. selection
2. top management
3. socialization

Front 99

method of keeping a culture alive that involves seeking out those who would fit in

Back 99

selection

Front 100

One method of keeping a culture alive involves ___ establishing norms of behavior through what they say and do.

Back 100

senior executives (top management)

Front 101

method of keeping a culture alive that involves helping new employees adapt to the culture

Back 101

socialization

Front 102

3 steps of the socialization process in the socialization model

Back 102

1. prearrival
2. encounter
3. metamorphosis

Front 103

3 outcomes in the socialization model after the socialization process is complete

Back 103

1. productivity
2. commitment
3. turnover

Front 104

4 ways that employees learn culture

Back 104

1. stories
2. rituals
3. material symbols
4. language

Front 105

Cultural change is most likely to take place when the following conditions exist: (4 conditions)

Back 105

1. Dramatic crisis exists or is created
2. Turnover in leadership
3. Young and small organization
4. Weak culture

Front 106

5 ways to create an ethical organizational culture

Back 106

1. Be a visible role model
2. Communicate ethical expectations
3. Provide ethical training
4. Visibly reward ethical acts and punish unethical ones
5. Provide protective mechanisms

Front 107

Companies recognize that creating a ___ is the path to customer loyalty and long-term profitability.

Back 107

customer responsive culture

Front 108

6 variables that are routinely evident when creating a customer responsive culture

Back 108

1. Type of employees
2. Low formalization
3. Widespread use of empowerment
4. Good listening skills
5. Role clarity
6. Organizational leadership behavior

Front 109

7 managerial actions to make culture more customer responsive

Back 109

1. selection
2. training
3. structural design
4. empowerment
5. leadership
6. performance evaluation
7. reward systems

Front 110

Managers should create the culture they want when the organization is ___.

Back 110

small

Front 111

If the established culture needs to be changed, then managers should expect it to take ___.

Back 111

years

Front 112

6 forces for change

Back 112

1. nature of the workforce
2. technology
3. economic shocks
4. competition
5. social trends
6. world politics

Front 113

Examples of force for change:
- more cultural diversity
- aging population
- many new entrants with inadequate skills

Back 113

nature of the workforce

Front 114

Examples of force for change:
- faster, cheaper, and more mobile computers
- online music sharing
- deciphering of the human genetic code

Back 114

technology

Front 115

Examples of force for change:
- volatility of stock market
- immigration in high- and low-skill jobs
- skyrocketing energy costs

Back 115

economic shocks

Front 116

Examples of force for change:
- global competitors
- mergers and consolidations
- growth of e-commerce

Back 116

competition

Front 117

Examples of force for change:
- Internet chat rooms
- retirement of baby boomers
- rise in discount and "big box" retailers

Back 117

social trends

Front 118

Examples of force for change:
- Iraq-U.S. war
- opening of markets in Pacific Rim
- war on terrorism

Back 118

world politics

Front 119

- persons in organization responsible for managing change activities
- can be managers or nonmanagers, current employees, newly hired employees or outside consultants

Back 119

change agents

Front 120

3 phases of planned change in the "Calm Waters" Simile

Back 120

1. unfreezing
2. changing
3. refreezing

Front 121

phase of planned change in the "Calm Waters" Simile that involves preparing a situation for change by disconfirming existing attitudes and behaviors

Back 121

unfreezing

Front 122

phase of planned change in the "Calm Waters" Simile that involves taking action to modify a situation by altering the targets of change

Back 122

changing

Front 123

phase of planned change in the "Calm Waters" Simile that involves maintaining momentum and eventually institutionalizing the change

Back 123

refreezing

Front 124

- stability and predictability don't exist
- disruptions in the status quo happen all the time
- face constant change, bordering on chaos

Back 124

"White-Water Rapids" Simile

Front 125

8 reasons why people resist change

Back 125

1. fear of the unknown
2. lack of good information
3. fear for loss of security
4. no reasons to change
5. fear for loss of power
6. lack of resources
7. bad timing
8. habit

Front 126

5 steps to overcoming resistance to change

Back 126

1. Education and Communication
2. Participation
3. Building Support and Commitment
4. Selecting People who Accept Change
5. Coercion

Front 127

a collection of planned-change intervention built on humanistic values that seek to improve organizational effectiveness and employee well-being

Back 127

organizational development (OD)

Front 128

5 interventions in OD

Back 128

1. Sensitivity Training
2. Survey Feedback
3. Process Consultation
4. Intergroup Development
5. Appreciative Inquiry

Front 129

2 aspects of technology in the workplace

Back 129

1. Continuous Improvement Process
2. Process Reengineering

Front 130

aspect of technology in the workplace that recognizes that good isn't good enough and performance should be improved upon; constant reduction in variability

Back 130

Continuous Improvement Process

Front 131

aspect of technology in the workplace that involves how you would do things if you could start over from scratch

Back 131

Process Reengineering

Front 132

an organization that has developed the continuous capacity to adapt and change

Back 132

learning organization

Front 133

2 aspects of creating a learning organization

Back 133

1. single-loop learning
2. double-loop learning

Front 134

aspect of creating a learning organization that when errors are detected, the correction process relies on past routines and present policies

Back 134

single-loop learning

Front 135

aspect of creating a learning organization that when an error is detected, it's corrected in ways that involve the modification of the organization's objectives, policies and standard routines

Back 135

double-loop learning

Front 136

When it comes to managing change, cultures influence answers to: (5 questions)

Back 136

1. Do people believe change is possible?
2. If it's possible, how long will it take to bring about?
3. Is resistance to change greater in some cultures than in others?
4. Does culture influence how change efforts will be implemented?
5. Do successful idea champions do things differently in different cultures?

Front 137

4 contemporary issues in managing change

Back 137

1. How are changes in technology affecting the work lives of employees?
2. How do I reduce stress among my work staff?
3. How do managers create organizations that continually learn and adapt?
4. Is managing change culture-bound?

Front 138

the person or event that triggers the stress response

Back 138

stressor

Front 139

the unconscious preparation to fight or flee that a person experiences when faced with any demand

Back 139

stress

Front 140

a state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities

Back 140

work stress

Front 141

the adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events

Back 141

distress/strain

Front 142

2 types of stress involved in stress and performance

Back 142

1. constructive stress (or eustress)
2. destructive stress (or distress)

Front 143

moderate levels of stress act in a positive way for both individuals and the organization

Back 143

constructives stress (or eustress)

Front 144

- high levels of stress act in a negative way for both individuals and the organization
- job burnout

Back 144

destructive stress (or distress)

Front 145

a loss of interest in and satisfaction with a job due to stressful working conditions

Back 145

job burnout

Front 146

3 stages of prevention in preventive stress management

Back 146

1. primary prevention
2. secondary prevention
3. tertiary prevention

Front 147

stage of prevention in preventive stress management that reduces stressors

Back 147

primary prevention

Front 148

stage of prevention in preventive stress management that reduces the level of stress

Back 148

secondary prevention

Front 149

stage of prevention in preventive stress management that reverses the negative impact of stress

Back 149

tertiary prevention

Front 150

3 aspects of the primary prevention stage of preventive stress management

Back 150

1. learned optimism
2. time management
3. leisure time activities

Front 151

alters the person's internal self-talk & reduces depression

Back 151

learned optimism

Front 152

improves planning & prioritizes activities

Back 152

time management

Front 153

balance work & non-work activities

Back 153

leisure time activities

Front 154

3 aspects of secondary prevention in preventive stress management

Back 154

1. physical exercise
2. relaxation training
3. diet

Front 155

improves cardiovascular function & muscular flexibility

Back 155

physical exercise

Front 156

lowers all indicators of the stress response

Back 156

relaxation training

Front 157

lowers the risk of cardiovascular disease & improves overall physical health

Back 157

diet

Front 158

2 aspects of tertiary prevention of preventive stress management

Back 158

1. opening up
2. professional help

Front 159

releases internalized traumas & emotional tensions

Back 159

opening up

Front 160

provides information, emotional support, & therapeutic guidance

Back 160

professional help

Front 161

The ___ encompasses almost all the concepts within OB.

Back 161

need for change

Front 162

The real world is turbulent, requiring organizations and their members to undergo ___ if they are to perform at competitive levels.

Back 162

dynamic change

Front 163

Managers must continually act as ___.

Back 163

change agents