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170 Cards in this Set

  • Front
  • Back

Power

the capacity to influence behaviour.


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



positive view of power

can lead to great good


it's the means through which managers accomplish work


it is the lack of power that can lead to unhappiness



bases of power


`

1. legitimate POwer


2. coercive power


3. reward power



legitimate power



power based on relative position in the organizational hierarchy



coercive power

power that is based on fear



reward power

power based on the ability to provide benefits or rewards to people

non traditional-bases of power

Expert power


referent power


information power





expert power



power based on a person's experience and knowledge



referent power

you like the person and enjoy doing things for hi or her



information power

the person has data or knowledge that you need



resource power

-the power to control scarce resources in an organization


-where admin ppl gain power/influence


-time= scarce



evaluating the bases of power

1. commitment- the person is enthusiastic about the request and carries the task out


2. compliance-the person goes along with the request grudgingly, putting in minimal effort


3. resistance-the person is opposed to the request and tries to avoid it



political skill

the ability to influence others in such a way as to enhance their own objecties


-PSK ppl use influence tactics more effectively and they are able to exert influence without others detecting



Influence tactics

1. rational persuasion


2. inspirational appeals


3. consultation


4. ingratiation


5. personal appeals


6. exchange


7. coalition tactics


8. pressure


9. legitimating tactics

ratinal persuasion

using facts and data to support your ideas



inspirational appeals

appealing to values. ideals and goals when making a request



consultation

getting others involved in the decision in an effort to support your objectives



ingratiation

using flattery and creating good will, being friendly



personal appelas

eppealing to loyalty & friendship

exchange

offering favors or benefits in exchange for support

coalition tactics

getting the support of others people that "have your back"



pressure

using demands, threats, reminders



legitimating tactics

claiming the authority or right to make the request(related to legitimate power)



_________,___________ and __________ tend to be most effective

rational persuasion, inspirational appeals and consultation

leads to resistance

pressure



effectiveness depends on the

organizational culture

sources of personal power

-expertise


-personal attraction


-effort


-legitimacy



EXPERTISE

work related knowledge; comes from education, self directed learning and experience

personal attraction

based on


a) charisma


b) agreeable behaviour


c) physical characteristics



Charisma

1) inspiring vision


2) personal sacrifice to get vision


3) nontraditional approaches to goals


4) feeling of what is possible/ timing


5) sensitivity to member's needs

agreeableness

-support an open, honest, and loyal relationship


-endure some sacrifices if the relationship should demand


-provide social reinforcement in the form of sympathy or empathy


-engage in the social exchanges necessary to sustain a relationship





attractiveness

physically attractive people are paid more



legitimacy

taking action congruent with the prevailing value system


sources of power position

centrability


flexibility


visibility


relevance



centrality

access to information in communication netweok. power is accrued via horizontal and veritial relationships of one's location in the network.



flexibility

freedom to exercise judgment


determined by


-work assignments


-life cycle of the position


-reward structure



visibility

interacting with influential people in the organization such as senior officials, decision makers and informal leaders


*main issue with telework



relevance

working on the central objectives/issues in an organization


-it is impacted by the employee's department and the activities they perform

negotiation

decision-making situations in which two or more interdepenent parties attempt to reach agreement

why negotiations occur

-to agree on how to share or divide limited resources


-to create something new that neither party could attain on his or her own (innovative)


-to resolve a problem or dispute between parties

distributive negotiation

-goals of one party are in fundamental, direct conflict to another party


-one person's gain is the other's loss


-maximizing one's own share of resources is the goal



preparation in distributive negotiation

-target point (anspiration point)


-resistance point (walk away)


-asking price, initial offer


-BATNA

goal in the negotiation

target



resistance/reservation point

point at which you are indifferent to whether you acieve a negotiated agreement or walk away


-beyond resistance point, you prefer no agreement


-never reveal your resistance point '

bargaining zone

speace between the two parties' reservation points



Best Alternative To a Negotiated Agreement (BATNA)

alternatives give the negotiatior power to walk away from the negotiation


-serves to help set the correct resistance point


-knowing its value helps you protect your resistance point from influence by the other party



integrative negotiation

-non-zero-sum or win-win


-finding ways to increase the amount of pie on the table


-finding solutions that are value to both parties


-value creation (and claiming)



what makes integrative negotiation different?

-focus on commonalties rather than differences


-address needs and interests, not positions & issues


-commit to meeting the needs of all involved parties


-exchange information and ideas


-invent options for mutual gain



recognizing integrative potential

-the negotiation includes more than one issue


-it is possible to add more issues to the mix


-the negotiation is likely to recur over time


-the parties have varying preferences across the issues



how to get integrative outcomes



1) understand the problem fully


2) generate alternative solutions


3) never quit negotiating



four Hallmarks of successful negotiation

-value is created


-value is claimed


-other party feels good


-protect or enhance the negotiation relationship



conflict

a process that begins when one party perceuves that another party has negatively affected, or is about to negatively affect, or something that the first party cares about

funtional conflict

supports the goals of the group and improves its performance



dysfunctional

hinders group performance

cognitive

conflict related to differences in perspectives and judgments


-task-oriented


-results in identifying differences


-usually functional conflict



affective

emotional conflict aimed at a person rather than an issue


-dysfunctional conflict



conflict resolutions ( two dimensions)

cooperativeness (relationship)


assertiveness (tasks)



coopertativeness (relationship)

degree to which one party attempts to satisfy the other party's concerns



assertiveness (task)

the degree to which one party attempts to satisfy his or her own concerns



forcing

satisfy personal needs at the expense of the other person


-formal authority, bullying, manipulation


-outcome: you feel vindicated; other person feels defeated


-breeds hostility, resentment, retaliation



avoiding

neglect interest of both parties by sidestepping or postponing


-reflects inability to handle emotion of conflict


-outcome: nothing (or things get worse)


-tends to be use more collectivistic cultures

accommodating

satisfy other party's concerns but neglect your own


-preserve a relationship at the expense of genuine appraisal of issues


outcome: other person takes advantage of you; decreased power and credibility


-may be able to get more out of next negotiation



compromising

seek partial satisfaction for both parties


-expedient, not effective, solutions


-outcomes: gamesmanship (sometimes) and suboptimal resolutions





collaborating

-seek to address concerns of both parties


-no assignment of blame


-outcome: when collaborating is possible, problem likely to be resolved


-creates most value



________________________is the soul od the organization

culture


by Henry Mintzberg



organizational culture

refers to a system of shared meaning held by members that distinguishes the organization from other organizations



Characteristics of org culture

innovation and risk taking


attention to detail


outcome orientation


people orientation


team orientation


aggressiveness


stability



artifacts

symbols of the culture in the physical/social environment



values

the stable, long-lasting beliefs about what is important


-espoused values -what they say?


-enacted values -what they do?



assumptions

the taken-for-granted notions of how something should be in an organization


-guide how an employee should act and think


-act ethically vs improve bottom line



founders

often leave a strong imprint on the culture of a company

selection

many orgs go to great lengths to hire those that match the ulture


-hire for skills or fit



top managemenet

senior executives establish and communicate the norms of the organization



socialization

organizations need to teach the culture to new employees


-pre-arrival


-encounter


-metamorphosis



pre-arrival



rach individuals arrives with a set of value, attitudes, and expectations about both the work to be done and the organization



ecounter a

confront the possibility that expectations-of the job, co-workers, and the organization in general-many differ from reality


-orientation, mentorships and training help ease the pain

metamorphosis

new employees


-feel comfortable with new job


internalized norms


is accepted b peers


leads to productivity, commitment, turnover



barriers to change

a strong culture may not support success in a turbulent environemnt



barriers to diversity

organizations seek out diverse individuals for their strengths, yet these strengths may be dimished as people try to fit in!


-innovative people in a highly formal/traditional culture



barriers to acquisitions

merging the cultures of two organizations can be difficult, if not impossible



trait theories (great man theory)

some people are born with traits that make them great leaders

consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders



leadership traits

extroversion


conscientiousness


openness


emotional intelligence

behavioural theories


task oriented



high: set deadlines and make individual task assignments


low: practice hands off management & leave people alone,

people oriented

high:


-concern for group members


-seek subordinates' suggestions and opinions


-accept and carry out suggestions


low


-publicly criticise subordinate's work


-lack concern for other's feelings



hersey and blanchards' situational leadership

a model that focuses on folower readiness


-depends on the followers' response to the leader's actions

path goal theory

a leader's goal is to provide followers with information, support and resources to achieve their goals

how to be effective with path goal theory

-determine the ourcomes subordinates want


-reward individuals with their desired outcomes when they perform well


-be clear with expectations





path goal leadership

directive


supportive


participative


achievement oriented



directive

informs suborfinates of expectations, gives guidance

supportive

friendly and approachable, shows concern for status, well-being and needs of subordinates

participative

consults with subordinates, solicitis suggestions, takes suggestions into consideration



acheivement oriented

sets challenging goalsm expects subordiantes to perdorm at highest level, continuously seeks improvement in performance, has confidence in highest motivations of eployees



charisma

a certain quality of an inividual personality, by virtue of which he or she is set apart from ordinary people and treated as edowed with supernatueal, superhuman, or at least specifically exceptional powers or qualities



house's charismatic leadership theory

followers make attributions of heroic or extraordinadary leadership abilities when they observe certain behaviours



characteristics of charismatic leaders

-have a vision big picture


-are willing to take personal risks to achieve the vision


-are sensitive to followers' needs


-exhibit behaviours that are out of the ordinary



are related to charisma

traits and personality

how charismatic leaders influence followers?

1. leader artiulates an attractive visin


-vision statement


2. leader communicates high performance expectations and confidence in follower ability


3. leader conveys a new set of values by setting an example


4. leader engages in emotion-inducing and often unconventional behaviour to demonstrate convictions about the vision

transacrional theories

behavioural and path goal



transactional leders

contingent reward


management by exception(active)


management by exception(passive)


laissez-faire leader

contingent reward

contracts exchange of rewards for effort, promises rewards for good performance, recognize accompishments



management by exception( active)

watches and searches for deviations from rulers and standards, takes corrective action

management by exception(passive)

intervenes only when standards are not met

laisses-faire leader

abdicates responsibilities, avoids, making decisions



transformational leaders

idealized influence


inspirational motivation


intellectual stimulation


individualized consideration

idialized influence

provides vision and sense of mision, instills pride, gains respect and trust



inspirational motivation

communicates high expectations, uses symbols to focus efforts, express important purposes in simple ways



intellectual stimulation

promotes intelligene, rationality, and careful problem-solving



individualized consideration



gives personal attention, treats each employee individually, coaches, advises



transactional leaders

leaders who guide or motivate their followers in the directin of established goals by clarifying role and task requirements



transformational leaders

inspire followers to transcend their own-interests for the good of the organization; they can have profound and extraordinary effect on followers



issues with transformational leadership

more effective in small organizations


more appropriate during crisis or change



steps in the rational decisin making model

1. define problem


2. identify the criteria


3. allocate weights to the criteria


4. develop alternatives


5. evaluate the alternatives


6. select the best alternative

assumtions of the rational deision-making model

-problem clarity


-known options


-clear preferences


-constant preferences


-no time or cost constraints


-maximum payoff

problem clarity

the problem is clear and unambiguous



known options

the decision maker can identify all relevant criteria and viable



clear preferences

the criteria and alternatives can be ranked and wighted



constant preferences

specific decision criteria are constant and the weights assigned to them are stable over time



no time or cost constraints

full information is available becase there are no time or cost constraints



maximum payoff

the choice alternative will yield the highest perceived value

how do individuals actually make decisions?

1. bounded rationality


2. satisficing


3. intuition


4. judgement shortcuts

bounded rationality

limitions on one's ability to interpret, process and act on information



satisficing

identifying a solution that is "good enough"


the first acceptable option rather than the optimal one


ex:


hiring decisions


job search


spouse/mate


group decisions

intuition

a non-conscious process created from distilled experience that results in quick decisions



when making decisions we often



take shortcuts


have biases

overconfidence bias

believing too much in our own ability to make good decisions-especially when outside of own expertise


the weaker the ability, the more likely to overestimate performance/ability

anchoring bias

using early, first received information as the basis for making subsequent judgments

confirmation bias

selecting ans using only facts that support our decision

availability bias

emphasizing information that is most readily at hand

escalation of commitment



incresing commitment to a decision in spite of evidence that it is wrong



risk aversion

the tendency to prefer a sure gain over a risk outcome

end-result ethics

the rightness of an acrtion is determined by evaluating its consequences

duty ethics

the rightness of an action is determined by one's obligatio to adhere to consistent principles laws and social standards that define what is right and wrong



social contract ethics

the rightness of an action is based on the customs and norms of a prticular society or community

personalistic ethics

the rightness of the action is based on one's own conscience and moral standards


omission

failing to disclose information that would benefit the other person



commission

actually lying about the issues

facor affecting ethical decision making behaviour

stage of moral development


focus of control


organizational environment



stages of moral development

1. preconventional


follow rules


try to avoid punishment


2. conventional


social norms


obey laws for society


3. postconventional


Ethical principles


rights, regardless of what the majority thinks



organizational culture

defines how job tasks are formally divided, grouped ad coordinated

elements when organization design their structure

1. work specialization


2. departmentalization


3. chain of command


4. span of control


5. centralization and decentralization


6. formalization



work specialization

what degree are tasks subdivided into separated jobs



benefits of specialization

efficiency


easier and less costly to find and train employees

downsides of specialization

boredom,stress, low productivity, increased absenteeism and less creativity



types of depertmentalization

funtional


product


geographic


process


customer



chain of command

authority


unit of command


delegation

authority

who has the right to give orders and expect them to be obeyed



unity of command

subordinates should have only one superior



delegation

assignment of authority to another person to carry out specific duties



small span of control (fewer reports to a manager)

-expensive. more managers


-makes vertical communication more complicated


-encourages tight supervision and discourages autonomy



larger span (more reports to a manager)



empower workers


speeds up decisions


less costly-remove middle management


loss of control



centralization

the degree to which decision making is concentrated at a single point in the organization



decentralization

the degree to which decision making is distributed to lower level employees

formalization

degree to which jobs within the organization are standardized

simple structure

low degree of departmentalization, wide span of control, little formalization, centralized


-think small/family business


-fast, flexible and inexpensive



bureaucracy

highly routine tasks, formalized rules, centralized authority, narrow span of control



bureaucracy strengths

-can perfom standadized activities in an efficient manner


-low management costs


-lower quality employees are acceptable, which reduces employment costs



bureaucracy weaknesses

-there is an obssesive concern with following rules


-nothing happens quickly


-bureaucracy is the antithesis of innovation and creativity



matrix organizations

breaks the unity of command principle





advantages in matrix org

-facilitates coordination when there are many activities


-more communication


-efficient allocation of specialists



disadvantages in matrix org

power struggles, confussion, stress



team structure

breaking the boundaries internally



virtually organziation

breaking the boundaries externally

boundaryless org

breaking the boundaries externally and internally



virtual org

-continually evolving network(alliance) of independent companies


-linked together to share skills, costs and access to one another's markets-core competencies

advantages in virtual org

-organizations can share costs and skills


-provides access to global markets


-increases market responsiveness



disadvantages of virtual organization

-companies give up operational and strategic control to work together


-managers need to be more flexible, acquire new skills



boundaryless organization

an organization that seeks to eliminate the chain of comman, have limitless spans of contrl and replaces departments with empowered teams

the leaner organization: orgnization downsizing

a systematic effort to make an organization leaner by selling off business unites, closing locations or reducing staff



advantages of leaner org

-huge reduction in wage costs


-can see positive effects on stock prices after the announcement



disadvantages of leaner org

-employee attitudes, sickess absences, lower concentrayion on the job, and lower creativity


-can lead to more voluntary turnover