Ob Test # 4

Front 1

Methods of social influence

Back 1

Giving impressions of who is in power and who is not

Front 2

Rational Persuasion

Back 2

having evidence to make an argument (attorneys)

Front 3

Emotional Appeals

Back 3

Language matters in both ways

Front 4

Two attempts for emotional appeal

Back 4

Consultation, Impression management /Appreciation

Front 5

Consultation

Back 5

influencer knows but the influenced person doesn’t (asking advice)

Front 6

Impression management /Appreciation

Back 6

knowing when to say or ask things in a current mood

Front 7

Sources of individual power

Back 7

-If you’re the top dog, you have more power
-Rational persuasion (you know more)
-Inspirational appeal
-If that doesn’t work, consultation

Front 8

Tactics for social influence from the bottom

Back 8

-Appreciation
-Flattery
-Knowledge
-Consultation

Front 9

Multiple requests

Back 9

Foot in the door
Door in the face

Front 10

2 Things that show the sources of power

Back 10

Person, Position

Front 11

4 things from a Position power

Back 11

Reward Power, Coercive, Legitionate, Information power

Front 12

4 things from a Person Power about their Personality

Back 12

Expert, Referent, Rational Persuasion, Charisma

Front 13

Reward Power

Back 13

paying people more for power

Front 14

Coercive

Back 14

power to punish

Front 15

Legitionate

Back 15

agreed upon that they can do the things they do (status)

Front 16

Information power

Back 16

knowing things for power (knowing before other people)

Front 17

Expert

Back 17

experience

Front 18

Referent

Back 18

well-liked, ethical

Front 19

Rational persuasion

Back 19

know how to present your argument

Front 20

Charisma

Back 20

confidence, bigger than life quality

Front 21

Epistemology

Back 21

how you know what you know

Front 22

Two theories of group power

Back 22

Resource dependency theory & Strategic Contingencies Theory

Front 23

Resource dependency theory

Back 23

dependent on resources from other firms

Front 24

Strategic Contingencies Theory

Back 24

Centrality, Substitutability, Answer important questions (Uncertainty)

Front 25

Centrality

Back 25

what group is most essential to a mission

Front 26

Substitutability

Back 26

people who are hard to replace

Front 27

Answer important questions (Uncertainty)

Back 27

people who can answer these questions have more power

Front 28

Political behavior & games

Back 28

outside job description
Self or group improvement (not good for organization)
not sanctioned behavior
Acquire Alliances- able to get the work done better
Whistle Blowing

Front 29

3 things to determine if it's clear vs. unethical

Back 29

Information, Stattering IOU’s, Responsibility

Front 30

Clear VS. Unethical: Information

Back 30

selectively withhold info and give to certain others, distort info, lie, excessive presentation

Front 31

Clear VS. Unethical: Stattering IOU’s

Back 31

doing a favor and you’re able to cash in to get what you want

Front 32

Clear VS. Unethical: Responsibility

Back 32

able to come up with excuses for problems (having a scapegoat)

Front 33

Why a Game?

Back 33

There are moves that players can make which are predictable and that there’s a payoff after determing the steps

Front 34

Authority

Back 34

-Insurgency
-Counter-insurgency – (cat and mouse game)

Front 35

Formation of alliances

Back 35

Sponsorship, Empire building, Change games (Young Turks)

Front 36

Sponsorship

Back 36

those above you

Front 37

Empire building

Back 37

Those below you

Front 38

Change games (Young Turks)

Back 38

younger people taking us down the wrong path

Front 39

Predictors of POl. Behav.: When

Back 39

Not at the beginning, usually when an organization is old and losing market share

Front 40

Predictors of POl. Behav.: Where

Back 40

Further up the political chart, more likely to engage in political behavior
Exception: Human Resources

Front 41

Predictors of POl. Behav.: Who

Back 41

Machiavelli’s, achievement oriented, high self-monitoring

Front 42

Managers

Back 42

Day to day tasks need to be completed
Short term
Evaluate on tasks completed through the work of others
Interested in maintaining the current vision; time horizon is now

Front 43

Leaders

Back 43

Long term
More removed from the people getting the tasks done
Overall performance of the organization
Look into the future and change; “how can we do things differently”

Front 44

Is it possible for a person to have both roles?

Back 44

Yes

Front 45

Frequently the kind of leader an organization:

Back 45

fluctuates from one side to the other (the two sides being a visionary or a manager

Front 46

Strategic planning

Back 46

thinking about a vision that isn’t in existence

Front 47

Qualities of a Leader

Back 47

1. Energy/Drive
2. Confidence
3. Know the business
4. Intelligence
a) Integrate information
b) Emotional
c) Cultural
5. Flexibility
6. Desire to be influential (social power oriented)

Front 48

Leader Behaviors

Back 48

Decision making and supervision styles

Front 49

Decision making styles

Back 49

Autocratic, Democratic

Front 50

Autocratic

Back 50

one individual decision

Front 51

Supervision style

Back 51

Directive leaders, Permissive

Front 52

Directive leaders

Back 52

watching over the shoulder

Front 53

Permissive

Back 53

let others do what they want

Front 54

4 Different styles

Back 54

Autocratic/directive
Permissive democrat
Directive democrat
Permissive autocrat

Front 55

Issues with Leadership behaviors

Back 55

Cultures have an impact on these different styles

Front 56

OSU/Mich Studies: Conclusions

Back 56

Task-Orientation/Imitating Structure/Productivity; Showing Consideration/Person Oriented/Relational

Front 57

Task-Orientation/Imitating Structure/Productivity

Back 57

Leaders are interested in getting the task done, performance faster, telling people how to do things

Front 58

Showing Consideration/Person Oriented/Relational

Back 58

Leader who is spending time with the people; giving emotional support, not about task, it’s about the person

Front 59

These are independent;

Back 59

a leader can be both in these two fields

Front 60

Black & Moutan's "Managerial Grid"

Back 60

Grid which ranks from 0-9 on both task and person scales
Best score is 9,9

Front 61

Issues with the Managerial Grid

Back 61

It assumes that there is only one right way to do things

Front 62

Leader Member Exchange Theory (LMX)

Back 62

Leaders are able to identity who is going to be in the “In” group and that there are “followers” who “are not worthy”

-Members of that in group get more and more opportunities where as the people in the out group get less and less.
-Member of the in group is highly satisfied with the leader where as the member of the out group dislike the leader

Front 63

Attribution Theory

Back 63

Followers see leaders behavior as cause of success failure
-Things go bad, blame leader; things go great, praise leader

Front 64

Types of Leaders

Back 64

Laissez faire,
Management-by-exception,
Charismatic leader,
Transformational Leader

Front 65

Laissez faire

Back 65

leader does whatever they want

Front 66

Management-by-exception

Back 66

don’t do things unless things start to go in the wrong direction

Front 67

Transactional leader

Back 67

- leader who is far more active, busy by trying to get the people do the right things (mostly dealing with themselves

Front 68

Charismatic leader

Back 68

person who is capable to get other people to follow them and respect them

Front 69

Characteristics of a Charismatic leader

Back 69

1. Have a vision who is able to communicate with others; others haven’t seen before
2. Hugely confident
3. Quirky
4. Knowledge of when to take action

Front 70

Example of a Charismatic Leader

Back 70

Ghandi

Front 71

Bad side to a Charismatic Leader

Back 71

Nothing that has to do with ethics
2. Potential to lead people the wrong way
3. Getting people’s uncritical adderation, can have people lose their critical thinking skills; no successor

Front 72

Transformational Leader

Back 72

same characteristics of a charismatic leader, but bigger changes

Front 73

More info. on a Transformational Leader

Back 73

the transformational leader expects the people to use their brain, and not sheep
-Recognition of different needs for each person
-people exceed their own expectation

Front 74

Example of a Transformational Leader

Back 74

Steve Jobbs

Front 75

Can you learn how to become a good leader?

Back 75

People can be taught how to communicate their vision

Front 76

4 Contingency Theories of Leadership

Back 76

LPC Contingency Theory (Fiedler), Situational Leadership (Hersey & Blanchard), Path-Goal Theory (House), Normative Decision Model (Vroom)

Front 77

Basics of LPC

Back 77

According to Dr. Feedler, you really like deadlines and doing the work, or you’re the people person and you are able to deal with the people. You also can’t change your stripes and be the other side

Front 78

Feedler gave you a test:

Back 78

Think of all the people you have worked with and pick the person you have the hardest time working with
You would rate this person from pleasant to unpleasant, creative to non creative, etc.
If you gave fairly positive responded to the traits to the terrible co-worker, you turn out to be the compassionate leader
If you gave fairly negative responded to the traits, you are a task-oriented person

Front 79

3 factors: Situational Control (Feedler)

Back 79

Leader group relations, Task Structure, Position power

Front 80

Leader group relations

Back 80

If there is a lot of trust since of loyalty, then that’s a situation when there’s more control than if there was a lot of conflict with each other

Front 81

Task Structure

Back 81

Clear rules and goals

Front 82

Position power

Back 82

Can make people’s lives good or bad, situational control make sense

Front 83

Fiedler's Final thoughts

Back 83

you’re a high LPC or not and because people cannot change, and because people can’t change you have to match that person with a certain situation

Front 84

Situational Leadership

Back 84

A good leader can switch from task to relational
The maturity of your followers

Front 85

2 components of Situational Leadership

Back 85

How are you able
How are you not able

Front 86

Key Reason with Situational Leadership

Back 86

the effective leader is monitoring the people and pushing them to reach the goals.

Front 87

Problem with Situational Leadership

Back 87

not all of the followers are going to change at the same time

Front 88

Path Goal Theory (House)

Back 88

Still deals with task and relational

Front 89

4 Different Leadership styles

Back 89

Directive, Supportive, Participative, Achievement-oriented

Front 90

Directive

Back 90

task oriented; when people don’t know what to do

Front 91

Supportive

Back 91

Relationship oriented

Front 92

Participative

Back 92

decision making that includes from lower groups

Front 93

Achievement-oriented

Back 93

challenging people with goals, giving people hard but possible goals, reassurance that they can do it

Front 94

Basic Idea of Path-Goal Theory

Back 94

If followers believe that with help from the leader arrives at the path, then in the estimation of those followers, that person is a leader (leader in the eyes of the follower)
If person has low ability-Directive
If person has high ability- achievement or Relationship
Group already cohesive- Participant

Front 95

Normative Decision Model (Vroom)

Back 95

Leadership is defined on how you decide

Front 96

5 Decisions the leader can make

Back 96

AI, AII, CI, CII, Group

Front 97

Autocratic Decisions, AI,AII

Back 97

decisions made by the leader with out the consult of others

Front 98

AI

Back 98

person makes decision but doesn’t ask for information

Front 99

AII

Back 99

person makes a decision but asked for more information

Front 100

Consultative decisions: CI, CII

Back 100

Still make the decision on your own but with more consult with others

Front 101

CI

Back 101

bring people in one by one, and you make the decision

Front 102

CII

Back 102

bring people all together, get information and you make the decision

Front 103

Group

Back 103

makes the decision (Leader brings everyone together and they all make a decision)

Front 104

Good Leaders

Back 104

have range of decision making methods and they know when to use them

Front 105

Questions before making a decision

Back 105

1. Do I have enough information to make a decision
2. How might my decision made alone be sabotaged (will it be acceptable to the followers)

Front 106

People:

Back 106

overestimate how leaders are

Front 107

There are circumstances where leadership is irrelevant

Back 107

Technology
Demand has gone up
Quality of the product
Monopoly
Employees are trained, goal-oriented
Good communications

Front 108

Culture

Back 108

values, behaviors, attitudes that are shared by an organization

Front 109

What is the key to culture

Back 109

to find out what everyone can agree on

Front 110

Common issues addressed by OC

Back 110

Way people are treated, risk, employee involvement, how communication is done, people doing what they do because they've done it that way, organization values

Front 111

Issues: The way people are treated:

Back 111

How friendly are they to each other
and are people seen as "machines"

Front 112

Issues: Risk

Back 112

Companies that don't mind being in a vulnerable spot where others are

Front 113

Issues: Employee Involvement

Back 113

to strip out a lot of the management and find out whats going on

Front 114

Issues: Communication

Back 114

Everybody is circulate; few secrets
Others are more private

Front 115

Issues: Org. Values

Back 115

Price, Quality, Service
Hard to have all 3 things
Companies choose what means the most to them

Front 116

Strong Cultures

Back 116

has very few subcultures
Living in a culture long enough makes you realize you're in it
(Fish don't know they are wet)

Front 117

Effects of Strong culture

Back 117

Easier Recruitment
Easier Training
Higher Attendance
Quicker Decisions

Front 118

Competing Values

Back 118

Flexibility and Focus

Front 119

High Flex; Internal Focus

Back 119

Clan (people want to work for this the most)

Front 120

Low Flex; Internal Focus

Back 120

Hierarchy (ruled bounded organization)
Ex. Government agency

Front 121

High Flex; External Focus

Back 121

Adhocracy (lots of innovation and change is that they're thrilled by), trying to beat competition
Ex. Apple

Front 122

Low Flex; External Focus

Back 122

Market ( disinterest in people, want to make money, listening to authority)
Ex. McDonalds

Front 123

Signs of culture

Back 123

Symbols, Slogan, Stories, Jargon, Ritual, Ceremony, Mission Statement

Front 124

Symbols

Back 124

Non-verbal ways, "this is us, not them"

Front 125

Slogan

Back 125

a saying that everbody knows
"Like a good Neighbor state farm is there"

Front 126

Stories

Back 126

Convey what we care about, talks about the founder and how much adversity the founder went through

Front 127

Jargon

Back 127

language unique to certain cultures

Front 128

Rituals

Back 128

actions that happen on a daily basis

Front 129

Ceremony

Back 129

actions that happen on big events

Front 130

Mission Statement

Back 130

Rules that the company should value

Front 131

How a culture can change

Back 131

founder, new leader, mergers

Front 132

Founder

Back 132

Characteristic of a founder makes a difference

Front 133

New Leader

Back 133

wants to instill new rules and changes

Front 134

Mergers

Back 134

sees which culture overpowers, used to be on paper but now people can help manage them

Front 135

Being in an Environment

Back 135

Workplaces giving some outline, but not too much
Places where people fail, the dramatic failure is celebrated
Just plain fun
Give people the chance to do what they love doing
Intrinsic motivation

Front 136

Creativity - what helps people become innovators

Back 136

New, Useful, Training, Knowing Patterns, Using Heuristics
When to stop working on something, not coming to a solution prematurely

Front 137

Creativity: New

Back 137

a different idea

Front 138

Creativity: Useful

Back 138

an idea that can be used

Front 139

Creativity: Training

Back 139

helps establish a good idea, have to put in your dues (Domain specific knowledge)

Front 140

Creativity: Knowing Patterns

Back 140

Analogies thinking - thinking "this thing is kind of like this other thing"

Front 141

Creativity: Using Heuristics

Back 141

Seeing and thinking things differently than other people

Front 142

Creativity: When to stop on a program

Back 142

Productive Forgetting- giving a different topic to attend to, unconsciously able to find solutions

Front 143

Creativity: Not coming to a solution prematurely

Back 143

They work at things, looking for something that might be new and useful

Front 144

From creativity to innovation: How

Back 144

Work on what you want to work on, Encouragement, What ppeals

Front 145

Innovation Management

Back 145

Finding balance
Some kind of relationship to the organization
Incentives