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17 Cards in this Set

  • Front
  • Back
Formal power
- four sources
Legitimate power – power to control and use org. resources
Reward power – power to give rewards
Coercive power – power to give or withhold punishment
Information power – power stemming from access to and control over info.
Informal power
- three sources
Expert power – power which stems from superior ability or expertise.
Referent power – power that stems from being liked, admired, respected.
Charismatic power – a rare and intense form of personal power that comes from personality.
General ways to increase individual power
- four ways to increase
Recognize WHO has the power
Control the agenda
Bring in an outside expert
Build coalitions and alliances
Coalitions are a group of two or more individuals who have similar interests and join together to achieve their goals.
Playing politics
- five ways to use politics to your advantage
Make sure everyone benefits
Ask for feedback especially from those in power (learn and build relationship)
Remember the “Law of Reciprocity”
Success breeds contempt and opposition
Think one step ahead
Steps to a successful negotiation
- two steps with subcategories
Research, Research, Research!
Know what issues are important to you
Know the value of the object to you
Know your strengths and weaknesses
Think about what issues important to other
Think about value of object to other
Think about other’s strengths/weaknesses
Set limits
Set Target price
Set Freeze price
Pondy’s model of organizational conflict
- five stages
Stage 1 – Latent conflict
Stage 2 – Perceived conflict
Stage 3 – Felt conflict
Stage 4 – Manifest conflict
Stage 5 – Conflict aftermath
Distributive and integrative negotiations
“Fixed Pie”
Fixed set of issues that must be divided up
One party gains at the expense of the other – adversarial

“Expanding the pie”
The set of issues can be expanded or added to for creative solution
Both parties can walk away satisfied if search for issues successful – they have shared interests
Conflict dimensions
Issue in question
Size of stakes
Interdependence of parties
Continuity of interaction
Structure of parties
Involvement of 3rd parties
Perceived progress of conflict
Categories of diversity
Primary categories- genetic differences that affect self-image and socialization
Secondary categories- learned characteristics that are acquired and modified throughout life
2 ways to increase diversity awareness
Exploration of cultural assumptions
Name game
Personalize the experience
“Class Divided”
Pros and Cons of Diversity
Ethics – right thing to do
Increases d.m. capabilities
Increases creativity
Can enhance performance (div. talents)
Lower satisfaction
More conflict
Can inhibit work being done
Kohlberg’s model of moral development
- Three levels
- Heinz dilemma
Self-centered level – moral value resides in external happenings rather than in individuals and standards

Conformity level – moral value resides in performing good or right roles

Principled level – moral value resides in internalized principles of the individual
Moral consistency
A newer idea that suggests that moral maturity is measured by the consistency of your convictions
Breaking any law is wrong

Theoretical approaches to morality
Utilitarian approach
Identify courses of action available, who will be affected (benefits & harms), choose greatest benefit and least harm
Rights approach
Identify course that respects the rights of everyone
Fairness or justice approach
Identify fair course that does not discriminate or favor anyone
Common-good approach
Identify course that benefits all
Virtue approach
Identify course that a moral/upstanding person would choose and that would be good for “character”
Layers of culture
Layers of culture
Cultural symbols
Shared behaviors
Cultural values
Shared assumptions
Types of culture
Methods of maintaining culture
What managers and teams pay attention to
Reactions to incidents and crises
Role modeling, teaching, and coaching
Allocation of rewards and status
Recruitment, selection and promotion
Rites and ceremonies
Organizational stories