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34 Cards in this Set
- Front
- Back
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Barriers to Effective Communication |
Filtering Selective Perception Defensiveness Information Overload Language |
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Rich Channels of communication |
- Handle multiple cues simultaneously. – Facilitate rapid feedback. – Be very personal. |
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Power |
– A capacity that A has to influence the behaviour of B sothat B acts in accordance with A’s wishes. |
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Dependency |
– B’s relationship to A when A possesses something that B needs. |
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Coercive Power |
– Power that is based on fear. |
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Reward Power |
– Power based on the ability to provide benefits or rewards to people. |
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Legitimate Power |
– Power based on relative position in the organizational hierarchy. |
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Expert Power |
– Power based on a person’s experience and knowledge. |
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Referent Power |
– You like the person and enjoy doing things for him or her |
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Information Power |
– The person has data or knowledge that you need. |
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Dependency: Key to Power |
Importance– The things you control must be important. • Scarcity– A resource must be perceived as scarce. • Non-substitutability– The resource cannot be substituted with something else. |
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Increasing Dependency |
Control things viewed as important. – The resources must be viewed as scarce. – The resource must have few or no substitutes (non-substitutability). |
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Stages of Empowerment |
• No Discretion (Point A) • ParticipatoryEmpowerment (Point B) • Self-Management (Point C) |
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• No Discretion (Point A) |
Typical assembly-line job—highly routine and repetitive. Loweredsatisfaction and productivity. |
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• Participatory Empowerment (Point B) |
Autonomous work groups that are given some decision-making authority over both job content and job context. |
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• Self-Management (Point C) |
– Employees have total decision-making power for bothjob content and job context. |
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• Job content |
Tasks and procedures necessary for carrying out aparticular job. |
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• Job context |
Reason for the job and the setting in which it is done. • Includes organization’s structure, culture, and reward systems. |
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Conditions for True Empowerment |
1. Clear values and missions 2. Company must help employees acquire the relevant skills 3. Employees supported in decision making / not criticized for taking risks 4. Recognition for effort |
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Political behaviour |
activities thatinfluence, or attempt to influence, the distribution of advantages and disadvantages within the |
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How does dependency affect power? |
– To maximize your power, you will want to increase others’ dependence on you. |
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What tactics can be used to increase power? |
nine strategies: rational persuasion,inspirational appeals, consultation, ingratiation, personal appeals, exchange, coalition tactics, pressure, and legitimating tactics. |
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Empowerment |
the freedom and the ability of employeesto make decisions and commitments. |
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Cognitive Conflict |
Conflict related to differences in perspectives andjudgments. • Task-oriented • Results in identifying differences • Usually functional conflict |
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Affective |
– Emotional conflict aimed at a person rather than an issue. • Dysfunctional conflict |
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Conflict-Handling Strategies |
Forcing Problem Solving Avoiding Yielding Compromising |
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Individual Conflict Management |
• Problem solving • Developing super-ordinate goals • Smoothing • Compromising • Avoidance |
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Techniques for Managing Work-Related Conflicts |
• Expansion of resources • Authoritative command • Altering the human variable • Altering the structural variables |
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Factors that Lead to Personality Conflicts |
- Misunderstandings based on age, race, culture - intolerance, prejudice, discrimination - perceived inequalities - rumours and falsehoods - blaming for mistakes |
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How Managers should react to employee conflict |
- Investigate and document - Take corrective action - Attempt informal resolution - Refer difficult conflicts to HR |
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– Distributive bargaining |
• Negotiation that seeks to divide up a fixed amount ofresources; a win-lose situation. |
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– Integrative bargaining |
• Negotiation that seeks one or more settlements that can create a win-win solution. |
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Five steps to negotiation: |
– Developing a strategy – Definition of ground rules – Clarification and justification – Bargaining and problem solving – Closure and implementation |
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BATNA |
Best Alternative To a Negotiated Agreement. |
