Organizational Behavior 10E - Ch.10

Front 1

Power

Back 1

is the ability to get someone else to do something you want donce, or the abilitty to make things happen or get things done the way you want

Front 2

Influence

Back 2

is a behavioral response to the exercise of power

Front 3

Legitimate power

Back 3

formal authority is the extent to which a manager can use the "right of command" to control other people

Front 4

Reward power

Back 4

is the extent to which a manager can use extrinsic and intrinsic rewards to control other people.

Front 5

Coercive power

Back 5

is the extent to which a manager can deny desired rewards or administer punishment to control other people

Front 6

Process power

Back 6

is the control over methods of production and analysis

Front 7

Information power

Back 7

is the access to and / or the control of information

Front 8

Representative power

Back 8

is the formal right conferred by the firm to speak for and to a potentially important group

Front 9

Expert power

Back 9

is the ability to control another's behavior because of the possession of knowledge, experience, or judgment that the other person does not have but needs

Front 10

Rational persuasion

Back 10

is the ability to control another's behavior because, through the individual's efforts, the person accepts the desirability of an offered goal and a reasonable way of achieving it

Front 11

Referent power

Back 11

is the ability to control another's behavior because of the individual's desire to identify with the power source

Front 12

Coalition power

Back 12

is the ability to control another's behavior indirectly because the individual owes an obligation to you or another as part of a larger collective interest

Front 13

Empowerment

Back 13

is the process by which managers help others acquire and use the power needed to make decisions affecting themselves and their work

Front 14

Organizational politics

Back 14

is the management of influence to obtain ends not sanctioned by the organization or to obtain sanctioned ends through nonsanctioned means; it is also the art of creative compromise among competing interests

Front 15

Agent theory

Back 15

suggests that public corporations can function effectively even though their managers are self-interested and do not automatically bear the full consequences of their managerial actions

Front 16

Resource dependencies

Back 16

is the firm's need for resources that are controlled by tohers

Front 17

Organizational governance

Back 17

is the pattern of authority, influence, and acceptable managerial behavior established at the top of the organization

Front 18

___ is the ability to get someone else to do what you want him or her to do

Back 18

Power

Front 19

Power vested in managerial positions derives from three sources: ___, ___, and ______

Back 19

rewards, punishments, and legitimacy (formal authority)

Front 20

___ us what you have when you exercise power

Back 20

Influence

Front 21

___ ___ is formal authority based on the manager's position in the hierarchy

Back 21

Position pwer

Front 22

___ ___ is based on one's expertise and referent capabilities

Back 22

Personal Power

Front 23

Managers can pursue various ways of acquiring both ___ and ___ power

Back 23

position and personal power

Front 24

Managers can also become skilled at using various techniques - such as ___, ___, ___, and ___ - to influence superiors, peers, and subordinates

Back 24

reason, friendliness, ingratiation, and bargaining

Front 25

Individual are socialized to accept ___ (the potential to control the behavior of others) and ___ ___ ( the potential to exert such control through the legitimacy of a managerial position)

Back 25

power, formal authority

Front 26

___ ___ ___ illustrate that people have a tendency to obey directives coming from others who appear powerfull and authoritative

Back 26

The Milgram experiments

Front 27

___ and ___ work only if the individual "___" them as legitimate

Back 27

power, authority, "accepts"

Front 28

The ___ of ___ defines the boundaries within which people in organizations let others influence their behavior

Back 28

zone of indifference

Front 29

___ is the process through which managers help others acquire and use the power needed to make decisions that affect them and their work

Back 29

empowerment

Front 30

Clear ___ of ___, ___ ___, and the ___ of ___ ___ are all important to implementing empowerment

Back 30

delegation of authority, integrated planning, and the involvement of senior management

Front 31

Empowerment emphasizes power as the ability to ________ rather that the ability to ________

Back 31

get things done, get others to do what you want

Front 32

___ involves the use of power to obtain ends not officially sanctioned; ir also involves the use of power to find ways of balancing individual and collective interests in otherwise difficult circumstances

Back 32

Politics

Front 33

For the manager, ___ often occurs in decision situations when the interests of another manager or individual must be reconciled with one's own

Back 33

politics

Front 34

For managers, politics also involves ___ that ___ for ___ and _________

Back 34

For managers, politics also involves subunits that jockey for power and advantageous positions vis-a-vis one another

Front 35

The politics of self-protection involves efforts to ___ ___, ___ ___, and ___ ___ ___

Back 35

avoid accountability, redirect responsibility, and defend one's turf

Front 36

Although some suggest that ___ are agents of the ___, politics also comes into play as ___ ___ with ___ ___ elements must be strategically managed

Back 36

executives, owners, resource dependencies, external environmental

Front 37

___ ___ is the pattern of authority, influence, and acceptable managerial behavior established at the top of the organization

Back 37

Organizational governance

Front 38

CEOs and managers can develop and ___ ___ ___ system that is free from rationalizations

Back 38

ethical organizational governance

Front 39

Three basses of position power are ___, ___, and ___ power

Back 39

reward, coercive, knowledge

Front 40

___ ___ is the ability to control anther's behavior because, through the individual's efforts, the other person accepts the desirability of an offered goal and a reasonable way of achieving it

Back 40

Rational persuasion

Front 41

A worker who behaves in a certain manner to ensure an effective boss-subordinate relationship shows ___ power

Back 41

referent

Front 42

One guideline for implementing a successful empowerment strategy is that _________

Back 42

the authority delegated to lower levels should be clear and precise

Front 43

The major lesson of the Milgram experiments is that _________

Back 43

individuals will obey an authority figure even if it does appear to hurt someone else

Front 44

The range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation of judgment is called the ___ of ___

Back 44

zone of indifference

Front 45

The three basic power relationships that ensure success are ___, ___, and ___

Back 45

upward, downward, and lateral

Front 46

In which dimensions of power and influence would a manager find the use of both position power and personal power most advantageous? ___

Back 46

downward

Front 47

Reason, coalition, bargaining , and assertiveness are strategies for ___ ___

Back 47

exercising influence

Front 48

Negotiating the interpretation of a union contract is an example of ___ ___

Back 48

organizational politics

Front 49

___ ___ is the ability to control another's behavior because of the possession of knowledge, experience, or judgment that the other person does not have but needs

Back 49

Expert power

Front 50

A ___ of ___ is the range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation of judgment

Back 50

A zone of indifference

Front 51

The process by which managers help others acquire and use the power needed to make decisions affecting themselves and tgheir work is called ___

Back 51

empowerment

Front 52

The pattern of authority, influence, and acceptable managerial behavior established at the top of the organization is called ___ ___

Back 52

organizational governance

Front 53

___ ___ suggests that public corporations can function effectively even though their managers are self-interested and do not automatically bear the full consequences of their managerial actions

Back 53

Agency theory

Front 54

Power

Back 54

The ability to get someone to do something you want done
The ability to make things happen in the way you want

Front 55

Influence

Back 55

Expressed by others’ behavioral response to your exercise of power

Front 56

Acceptance of authority

Back 56

Subordinates accepted or followed a managerial directive only if subordinate :
must understand the directive
must be capable of carrying out the directive
must believe directive is consistent with organization’s purpose and personal interests

Front 57

Zone of indifference

Back 57

range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgment

Front 58

Position power

Back 58

derives from a person’s position in the organizational hierarchy
stems from roots associated with the position

Front 59

Types of position power

Back 59

Legitimate power
Reward power
Coercive power
Process power
Information power
Representative power

Front 60

Legitimate power

Back 60

The extent to which a manager can use subordinates’ internalized values or beliefs that the boss has the “right of command” to control their behavior

Front 61

Reward power

Back 61

The extent to which a manager can use extrinsic and intrinsic rewards to control other people

Front 62

Coercive power

Back 62

The extent to which a manager can deny desired rewards and administer punishment to control other people

Front 63

Process power

Back 63

The control over methods of production and analysis that a manager has due to being in a position to influence how inputs are transformed into outputs for the firm

Front 64

Information power

Back 64

The access to and/or control of information

Front 65

Representative power

Back 65

The formal right conferred by the firm to speak for a potentially important group composed of individuals across departments or outside the firm

Front 66

Personal power

Back 66

resides in the individual
independent of that individual’s position

Front 67

Bases of personal power

Back 67

Expertise
Rational persuasion
Reference
Coalitions

Front 68

Expert power

Back 68

The ability to control another person’s behavior through the possession of knowledge, experience, or judgment that the other person does not have but needs

Front 69

Rational persuasion

Back 69

The ability to control another person’s behavior by convincing the other person of the desirability of a goal and a reasonable way of achieving it

Front 70

Referent power

Back 70

The ability to control another’s behavior because the person wants to identify with the power source

Front 71

Coalition power

Back 71

ability to control another’s behavior indirectly because the individual owes an obligation to you or another as part of a larger collective interest

Front 72

Building influence

Back 72

Power-oriented is action directed primarily at developing relationships in which other people are willing to defer to one’s wishes
Downward, upward, lateral

Front 73

Ways to build position power

Back 73

Demonstrating work unit relevance to organizational goals and needs
Increasing task relevance of one’s own activities and work unit’s activities
Attempting to define tasks so they are difficult to evaluate

Front 74

Ways to build personal power

Back 74

Building expertise
Advanced training and education, participation in professional associations, and project involvement
Political savvy
Learning ways to negotiate, persuade, and understand goals and means that others accept
Enhancing likeability
Create personal attraction in relationships with other people

Front 75

Ways that managers increase the visibility of their job performance

Back 75

Expanding contacts with senior people
Making oral presentations of written work
Participating in problem-solving task forces
Sending out notices of accomplishment
Seeking opportunities to increase name recognition

Front 76

Controlling decision premises

Back 76

A decision premise is a basis for defining the problem and for selecting among alternatives
Executives who want to increase their power will make their goals and needs clear and bargain effectively

Front 77

Perfecting influence techniques

Back 77

Reason
Friendliness
Coalition
Bargaining
Assertiveness
Higher authority
Sanctions

Front 78

Empowerment

Back 78

The process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work

Front 79

Changing position power

Back 79

Moving power down the hierarchy alters the existing pattern of position power

Front 80

Expanding the zone of indifference

Back 80

Management needs to recognize the current zone of indifference and systematically move to expand it
Management should show how empowerment will benefit people and provide the needed inducement

Front 81

Power as an expanding pie

Back 81

Employees need to be trained to expand their power and their new influence potential
The key is to change from a view stressing power over others to one emphasizing the use of power to get things done

Front 82

Machiavellian tradition of organizational politics

Back 82

Emphasizes self-interest and the use of nonsanctioned means
Organizational politics is defined as the management of influence to obtain ends not sanctioned by the organization or to obtain sanctioned ends through nonsanctioned influence means.

Front 83

Alternate tradition of organizational politics

Back 83

Politics is a necessary function resulting from differences in the self-interests of individuals
Politics is the art of creative compromise among competing interests
Politics is the use of power to develop socially acceptable ends and means that balance individual and collective interests

Front 84

Subunit power

Back 84

Line units are typically more powerful than are staff groups
Units toward the top of the organizational hierarchy are often more powerful than those toward the bottom
Power differentials are not as pronounced among units at or near the same level in an organization

Front 85

Common techniques for avoiding action and risk taking

Back 85

Working to the rules
Playing dumb
Depersonalization
Stalling

Front 86

Common techniques for redirecting accountability and responsibility

Back 86

Passing the buck
Buffing (or rigorous documentation)
Preparing a blind memo
Rewriting history
Redirecting
Scapegoating
Blaming the problem on uncontrollable events
Escalating commitment

Front 87

Defending turf

Back 87

Defending turf is a time-honored tradition in most large organizations
Defending turf results when:
Managers seek to increase their power by expanding the jobs their groups perform
Competing interests exist among various departments and groups

Front 88

Agency theory

Back 88

Suggests that public corporations can function effectively even though their managers are self-interested and do not automatically bear the full consequences of their managerial actions

Front 89

Key arguments of agency theory

Back 89

By protecting stockholder interests, all the interests of society are served
Stockholders have a clear interest in greater returns
Managers are self-interested and must be controlled

Front 90

Types of controls instituted for agents

Back 90

Pay plan incentives that align the interests of management and stockholders
The establishment of a strong, independent board of directors
Stockholders with a large stake in the firm taking an active role on the board

Front 91

Resource dependencies

Back 91

The firm’s need for resources that are controlled by others
The resource dependence of an organization increases as:
Needed resources become more scarce
Outsiders have more control over needed resources
There are fewer substitutes for a particular type of resource controlled by a limited number of outsiders

Front 92

Organizational governance

Back 92

The pattern of authority, influence, and acceptable managerial behavior established at the top of the organization