Power And Politics (Chap 13)

Front 1

Power

Back 1

a capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes

Front 2

a person can have power over you when

Back 2

he or she controls something you desire

Front 3

dependency

Back 3

B's relationship to A when A possesses something that B requires

Front 4

Leadership v Power

Back 4

P - does not require goal compatibility, merely dependence

L - focuses on downward influence on followers, minimizes the importance of lateral and upward influence patterns

P - does not

Front 5

Formal Power

Back 5

is based on an individual's position in an organization; can come from the ability to coerce or reward, or from formal authority

Front 6

Coercive power

Back 6

a power base that is dependent on fear of the negative results from failing to comply

Front 7

coercive power happening rests on

Back 7

application of physical sanctions, frustration, and withholding key information

Front 8

Physical sanction (e. g.)

Back 8

infliction of pain

Front 9

ways to frustrate

Back 9

through restriction of movement, or the controlling by force of basic physiological or safety needs

Front 10

Reward power

Back 10

(opposite of coercive power) Compliance achieved based on the ability to distribute rewards that other view as valuable

Front 11

Legitimate power

Back 11

the power a person receives as a result of his or her position in the formal hierarchy of an organization

Front 12

Personal power

Back 12

influence derived from an individual's characteristics

Front 13

expert power

Back 13

influence based on special skills or knowledge

Front 14

referent power

Back 14

influence based on identification with a person who has desirable resources or personal traits

Front 15

most effective bases of power

Back 15

personal sources of power are most effective

Front 16

The General Dependency Postulate

Back 16

the greater B's dependency on A, the more power A has over B

Front 17

What created dependency?

Back 17

importance, scarcity, nonsubstitutability

Front 18

Independence

Back 18

if nobody want what you have, it's not going to create dependency

Front 19

scarcity

Back 19

only you, or a few people, have what everbody needs

Front 20

nonsubstitutability

Back 20

the fewer viable substitutes for a resource, the more power control over that resource provides

Front 21

Power Tactics

Back 21

ways in w/c individuals translate power bases into specific actions

Front 22

legitimacy (power tactic)

Back 22

relying your authority position or saying a request accords with organizational policies or rules

Front 23

Rational persuasion (power tactic)

Back 23

presenting logical arguments and factual evidence to demonstrate a request is reasonable

Front 24

inspirational appeals (power tactic)

Back 24

developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations

Front 25

consultation (power tactic)

Back 25

increasing the target's support by involving him or her in deciding how you will accomplish your plan

Front 26

exchange (power tactic)

Back 26

rewarding the target with benefits or favors in exchange for following request

Front 27

personal appeals (power tactic)

Back 27

asking for compliance based on friendship or loyalty

Front 28

ingratiation (power tactic)

Back 28

using flattery, praise, or friendly behavior prior to making a request

Front 29

pressure (power tactic)

Back 29

using warnings, repeated demands, and threats

Front 30

coalitions (power tactic)

Back 30

enlisting the aid or support of others to persuade the target to agree

Front 31

Softer tactics of power

Back 31

rely on personal power, such as personal and inspirational appeals, rational persuasion, and consultation

Front 32

Harder tactics of power

Back 32

emphasizes on formal power and incur greater costs and risks: exchange, coalitions, and pressure

Front 33

Most effective power tactic combination

Back 33

a single soft tactic is more effective than a single hard tactic, and combining two soft tactics or a soft tactic and rational persuasion

Front 34

Political skill

Back 34

the ability to influence others in such a way as to enhance one's objectives

Front 35

political skill is effective when

Back 35

when stakes are high-such as when the individual is accountable for important organizational outcomes

Front 36

Organization culture (on power politics)

Back 36

people who fit the culture of organization tend to obtain more influence

Front 37

sexual harassment

Back 37

any unwanted activity of a sexual nature that affects an individual's employment and creates a hostile work environment

Front 38

Sexual harassment is more likely to occur when

Back 38

when there are large power differentials

Front 39

supervisor-employee dyad (power differential)

Back 39

is an unequal power relationship, where formal power gives the supervisor capacity to reward and coerce

Front 40

political behavior

Back 40

activities that are not required as part of a person's formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization

Front 41

legitimate political behavior

Back 41

normal everyday politics - complaining to your supervisor, by-passing the chain of command, forming coalitions, obstructing organisational policies or decision through inaction or excessive adherence to rules

Front 42

illegitimate political behavior

Back 42

extreme political behavior that violates the implied rules of the game - sabotage, whistle-blowing, and symbolic protests, wearing protest buttons and calling in sick as a group

Front 43

Why politics exist?

Back 43

conflict over the allocation of limited resources such as departmental budgets, space, project responsibilities, and salary adjustments

Front 44

politicking

Back 44

using whatever influence they can to taint the facts to support their goals and interests

Front 45

politics flourish in

Back 45

large and ambiguous middle ground of organizational life - where facts don't speak for themselves

Front 46

factors contributing to political behavior

Back 46

individual factors and organizational factors

Front 47

individual factors

Back 47

high self-monitors, internal locus of control, high Machiavellian personality, organizational investment, perceived job alternatives, expectations of success

Front 48

organizational factors

Back 48

reallocation of resources, promotion opportunities, low trust, role abiguity, unclear performance eval system, zero-sum reward practices, democratic decision making, high performance pressures, self-serving senior managers

Front 49

favorable outcomes of political behavior

Back 49

rewards and averted punishments

Front 50

Employee responses to organizational politics

Back 50

decreased job satisfaction, increased anxiety and stress, increased turnover, reduced performance

Front 51

defensive behaviors

Back 51

reactive and protective behaviors to avoid action, blame, or change

Front 52

Impression Management

Back 52

The process by w/c individuals attempt to control the impression other form of them

Front 53

conformity

Back 53

agreeing with someone else's opinion to gain his or her approval is a form of ingratiation

Front 54

favors

Back 54

doing something nice for someone to gain that person's approval is a form of ingratiation

Front 55

excuses

Back 55

explanations of a predicament-creating event aimed at minimizing the apparent severity of the predicament is defensive IM technique

Front 56

apologies

Back 56

admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the actions is a defensive IM technique

Front 57

self-promotion

Back 57

highlighting one's best qualities, downplaying one's deficits, and calling attention to one's deficits, and calling attention to one's achievements is a self-focused IM technique

Front 58

Flattery

Back 58

complimenting others about their virtues in an effort to make oneself appear perceptive and likable is an assertive IM technique

Front 59

enhancement

Back 59

claiming that something you did is more valuable than most other members of the organizations would think is a self-focused IM technique

Front 60

Flattery

Back 60

Complimenting other about their virtues in an effort to make oneself appear perceptive and likable is an assertive IM technique

Front 61

Exemplification

Back 61

Doing more than you need to in an effort to show how dedicated and hard working you are is an assertive IM technique