Organizational Behavior Ch. 14 And 15

Front 1

Refers to a capacity that A has to influence the behavior of B, so that B acts in accordace with A's wishes. Power may exist but not be used. It is, there fore a capacity or potential

Back 1

Power

Front 2

the power that rests on the application, or threat of application of physical sanctions such as the infliction of pain, the generation of frustration through restriction of movement, or the controlling by force of basic physiological or safety needs

Back 2

Coercive power

at the organizational level A has coervive power over B if A can dismess, suspend or demote B, assuming that B values his or her job

Front 3

the power where people comply because doin so produces positive benefits; therefore, one who can distribute rewards that others view as valuable will have power over those others.

Back 3

Reward power

reward power is the opposite of coercive power.

Front 4

In formal groups and organizations, the most frequent access power is one's structural position. It represents the power a person receives as a result of his/her position in the formal hierarchy

Back 4

Legitimate power

Front 5

NOTE WITHIN PERSONAL POWER THERE IS

EXPERT POWER

REFERENT POWER

Also note that Personal power (Expert and referent) are the most effective power used in business)

Back 5

NOTE WITHIN PERSONAL POWER THERE IS

EXPERT POWER

REFERENT POWER

Also note that Personal power (Expert and referent) are the most effective power used in business)

Front 6

Influence earned as a result of expertise, special skill, or knowledge."

Back 6

Expert Power

examples are doctors, computer specialists, and tax accountants

Front 7

power whose bases is identification with a person who has desirable resources or personal traits. If I admire and identify with you you can exercise power over me because I want to please you.

Back 7

Referent power

referent power develops out of admiration of anouther and a desire to be like that person.

it explains why celebrities are paid millions of dollars to endorse products in commercials.

Front 8

When you possess anything others require but that you alone control

Back 8

dependency

Front 9

Note that...


dependency is inversely porportional to the alternative sources of supply

Back 9

Note that...


dependency is inversely porportional to the alternative sources of supply

Front 10

Note to creat dependency, the things you control must be PERCEIVED as being important

Back 10

Note to creat dependency, the things you control must be PERCEIVED as being important

Front 11

Note a resource needs to be perceived as scarce to create dependency

Back 11

Note a resource needs to be perceived as scarce to create dependency

Front 12

NOTE: Power tactics translate power into ACTION

Back 12

NOTE: Power tactics translate power into ACTION

Front 13

type of power tact where...logical arguments and factual evidence; request is reasonable

Back 13

rational persuasion

Front 14

type of power tact which... envelopes emtional commitment; appeals to values, needs, hopes, and aspirations

Back 14

inspirational appeals

Front 15

type of power tact where...incrase motivation and support; invlove people deciding how the plan will be implemented

Back 15

consultation

Front 16

an informal group bound together by the active pursuit of a single issue

Back 16

coalistions

Front 17

any unwanted activity of a sexual nature that affects an individual's employement

Back 17

sexual harrassment

US supreme court added that sexual harrassment would constitute anything that "would reasonably be perceived, and is perceived, as hostile or abusive."

Front 18

NOTE that most studies confirm that the concept of POWER is central to understanding sexual harrassment

Back 18

NOTE that most studies confirm that the concept of POWER is central to understanding sexual harrassment

Front 19

NOTE

Ways managers can protect against sexual harrassment in the work place...

1)Have policy in place with proper procedures

2)Do not allow retaliation after complaint has been filed

3)Investigate every complaint

4)Disipline offenders

5)Set up seminars inform employees about sexaul-harrassment.

Back 19

NOTE

Ways managers can protect against sexual harrassment in the work place...

1)Have policy in place with proper procedures

2)Do not allow retaliation after complaint has been filed

3)Investigate every complaint

4)Disipline offenders

5)Set up seminars inform employees about sexaul-harrassment.

Front 20

those 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 20

Politics

Front 21

what is it called when most decisions have to e made in a climate of ambiguity, people within organiztions will use whatever influence they can to taint the facts to support their goals and interests

Back 21

politicking

Front 22

Note that employees who are HIGH SELF-MONITORS, possess an INTERNAL LOCUS OF CONTROL, and have a high need for POWER are more likely to engage in political behavior

Back 22

Note that employees who are HIGH SELF-MONITORS, possess an INTERNAL LOCUS OF CONTROL, and have a high need for POWER are more likely to engage in political behavior

Front 23

Note that politics are negatively related to job satisfaction and are a de-motivating force and performance may suffor as a result

Back 23

Note that politics are negatively related to job satisfaction and are a de-motivating force and performance may suffor as a result

Front 24

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

Back 24

Impression management

examples are

-conformity
-excuses
-apologies
-self-promotion
-flattery
-favors


NOte that low-self monitors represent who they are and are honest regardless or the benefical or detrimental effects in may bring

while high self-monitors are good at reading situations and molding their appearances and behavior to fit each situation

Front 25

a 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 25

conflict

Front 26

this early approach assumed that all conflict was bad. Conflict was attached to tems that reinforced its negative connotation. By definition it was harmful and was to be avoided.

Back 26

The traditional view

Front 27

This view stated conflict is a natural occurance in all groups and organizations and since it was nautural and inevitable it should be accepted.

Back 27

The human relations view

Front 28

this view encourages conflict on the grounds that a harmonious, peaceful, tranquil, and cooperative group is prone to becmoing static and non-responsive to needs for change and innovation

Back 28

The interactionist view

group leaders maintain enough conflict to keep the group viable, self-critical, and creative.

whether conflict is good or bad depends on the type of conflict.

Front 29

this conflict relates to the content and goals of the work.

Back 29

Task conflict

low to moderate levels of task conflict are a postive effect on group performance

Front 30

this conflict focuses on interpersonal relationships

Back 30

relationship conflict

these conflicts are almost always dysfunctional

Front 31

this conflict relates to how the work gets done.

Back 31

Process conflict

low levels of process conflict are functional and could enhance team performance

Front 32

decisions to act in a certain way

Back 32

intentions

Front 33

type of intention...when one person seeks to satisfy his or her own interests, regardless of the impact on the other parties to the conflict

Back 33

competing

Front 34

type of intention...when the parties to conflict each desire to fully satisfy the concerns of all parties.

Back 34

collaborating

the intention is to solve the problem by clarifying differences rather than by accommodating

Front 35

type of intention...where a person may recongnize that a conflict exists and wants to withdraw from it or suppress it

Back 35

avoiding

Front 36

type of intention...when one party seeks to appease an opponent, that party is wiling to be self-sacrificing

Back 36

accommodating

Front 37

type of intention...when each party to the conflict seeks to give up something.

Back 37

compromising

sharing occurs, resulting in a compromised outcome. There is no clear winner or loser, and the solution provides incomplete satisfaction of both parties, concerns

Front 38

Note a high proportion of people who get to the top are conflict avoiders

Back 38

Note a high proportion of people who get to the top are conflict avoiders

Front 39

a process in which two or more parites exchange goods or services and attempt to agree upon the exchange rate for the

Back 39

negotiation

same as bargaining

Front 40

Note that distributive barbaining is a fixed pie bargaining with a zero-sum condition meaning it is a win/lose type of situation where one party will have to give in.

while integrative bargaining is a win/win situation where an agreeable solution amoung both parties is implemented.

Back 40

Note that distributive barbaining is a fixed pie bargaining with a zero-sum condition meaning it is a win/lose type of situation where one party will have to give in.

while integrative bargaining is a win/win situation where an agreeable solution amoung both parties is implemented.

Front 41

A neutral third party who falitages a negotiated solution by using reasoning and persuasion, suggesting alternatives and the like.

Back 41

mediator

Front 42

a third party with the authority to dictate an agreement

Back 42

arbitrator

Front 43

a trusted third party who provides an informal communication link among parties

Back 43

conciliator

Front 44

a skilled impaortial third party who attempts to facilitate problem solving through communication and analysis aided by his or her knowledge of conflict managment

Back 44

consultant