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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 |
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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 |
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bases of power ` |
1. legitimate POwer 2. coercive power 3. reward power |
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legitimate power |
power based on relative position in the organizational hierarchy |
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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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non traditional-bases of power |
Expert power referent power information power |
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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 hi or her |
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information power |
the person has data or knowledge that you need |
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resource power |
-the power to control scarce resources in an organization -where admin ppl gain power/influence -time= scarce |
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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 |
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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 |
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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 |
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ratinal persuasion |
using facts and data to support your ideas |
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inspirational appeals |
appealing to values. ideals and goals when making a request |
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consultation |
getting others involved in the decision in an effort to support your objectives |
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ingratiation |
using flattery and creating good will, being friendly |
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personal appelas |
eppealing to loyalty & friendship |
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exchange |
offering favors or benefits in exchange for support |
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coalition tactics |
getting the support of others people that "have your back" |
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pressure |
using demands, threats, reminders |
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legitimating tactics |
claiming the authority or right to make the request(related to legitimate power) |
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_________,___________ and __________ tend to be most effective |
rational persuasion, inspirational appeals and consultation |
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leads to resistance |
pressure |
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effectiveness depends on the |
organizational culture |
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sources of personal power |
-expertise -personal attraction -effort -legitimacy |
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EXPERTISE |
work related knowledge; comes from education, self directed learning and experience |
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personal attraction |
based on a) charisma b) agreeable behaviour c) physical characteristics |
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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 |
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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 |
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attractiveness |
physically attractive people are paid more |
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legitimacy |
taking action congruent with the prevailing value system
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sources of power position |
centrability flexibility visibility relevance |
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centrality |
access to information in communication netweok. power is accrued via horizontal and veritial relationships of one's location in the network. |
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flexibility |
freedom to exercise judgment determined by -work assignments -life cycle of the position -reward structure |
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visibility |
interacting with influential people in the organization such as senior officials, decision makers and informal leaders *main issue with telework |
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relevance |
working on the central objectives/issues in an organization -it is impacted by the employee's department and the activities they perform |
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negotiation |
decision-making situations in which two or more interdepenent parties attempt to reach agreement |
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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 |
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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 |
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preparation in distributive negotiation |
-target point (anspiration point) -resistance point (walk away) -asking price, initial offer -BATNA |
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goal in the negotiation |
target |
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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 ' |
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bargaining zone |
speace between the two parties' reservation points |
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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 |
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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) |
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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 |
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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 |
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how to get integrative outcomes |
1) understand the problem fully 2) generate alternative solutions 3) never quit negotiating |
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four Hallmarks of successful negotiation |
-value is created -value is claimed -other party feels good -protect or enhance the negotiation relationship |
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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 |
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funtional conflict |
supports the goals of the group and improves its performance |
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dysfunctional |
hinders group performance |
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cognitive |
conflict related to differences in perspectives and judgments -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 resolutions ( two dimensions) |
cooperativeness (relationship) assertiveness (tasks) |
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coopertativeness (relationship) |
degree to which one party attempts to satisfy the other party's concerns |
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assertiveness (task) |
the degree to which one party attempts to satisfy his or her own concerns |
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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 |
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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 |
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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 |
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compromising |
seek partial satisfaction for both parties -expedient, not effective, solutions -outcomes: gamesmanship (sometimes) and suboptimal resolutions |
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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 |
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________________________is the soul od the organization |
culture by Henry Mintzberg |
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organizational culture |
refers to a system of shared meaning held by members that distinguishes the organization from other organizations |
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Characteristics of org culture |
innovation and risk taking attention to detail outcome orientation people orientation team orientation aggressiveness stability |
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artifacts |
symbols of the culture in the physical/social environment |
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values |
the stable, long-lasting beliefs about what is important -espoused values -what they say? -enacted values -what they do? |
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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 |
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founders |
often leave a strong imprint on the culture of a company |
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selection |
many orgs go to great lengths to hire those that match the ulture -hire for skills or fit |
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top managemenet |
senior executives establish and communicate the norms of the organization |
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socialization |
organizations need to teach the culture to new employees -pre-arrival -encounter -metamorphosis |
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pre-arrival |
rach individuals arrives with a set of value, attitudes, and expectations about both the work to be done and the organization |
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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 |
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metamorphosis |
new employees -feel comfortable with new job internalized norms is accepted b peers leads to productivity, commitment, turnover |
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barriers to change |
a strong culture may not support success in a turbulent environemnt |
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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 |
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barriers to acquisitions |
merging the cultures of two organizations can be difficult, if not impossible |
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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 |
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leadership traits |
extroversion conscientiousness openness emotional intelligence |
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behavioural theories task oriented |
high: set deadlines and make individual task assignments low: practice hands off management & leave people alone, |
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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 |
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hersey and blanchards' situational leadership |
a model that focuses on folower readiness -depends on the followers' response to the leader's actions |
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path goal theory |
a leader's goal is to provide followers with information, support and resources to achieve their goals |
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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 |
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path goal leadership |
directive supportive participative achievement oriented |
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directive |
informs suborfinates of expectations, gives guidance |
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supportive |
friendly and approachable, shows concern for status, well-being and needs of subordinates |
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participative |
consults with subordinates, solicitis suggestions, takes suggestions into consideration |
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acheivement oriented |
sets challenging goalsm expects subordiantes to perdorm at highest level, continuously seeks improvement in performance, has confidence in highest motivations of eployees |
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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 |
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house's charismatic leadership theory |
followers make attributions of heroic or extraordinadary leadership abilities when they observe certain behaviours |
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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 |
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are related to charisma |
traits and personality |
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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 |
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transacrional theories |
behavioural and path goal |
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transactional leders |
contingent reward management by exception(active) management by exception(passive) laissez-faire leader |
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contingent reward |
contracts exchange of rewards for effort, promises rewards for good performance, recognize accompishments |
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management by exception( active) |
watches and searches for deviations from rulers and standards, takes corrective action |
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management by exception(passive) |
intervenes only when standards are not met |
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laisses-faire leader |
abdicates responsibilities, avoids, making decisions |
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transformational leaders |
idealized influence inspirational motivation intellectual stimulation individualized consideration |
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idialized influence |
provides vision and sense of mision, instills pride, gains respect and trust |
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inspirational motivation |
communicates high expectations, uses symbols to focus efforts, express important purposes in simple ways |
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intellectual stimulation |
promotes intelligene, rationality, and careful problem-solving |
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individualized consideration |
gives personal attention, treats each employee individually, coaches, advises |
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transactional leaders |
leaders who guide or motivate their followers in the directin of established goals by clarifying role and task requirements |
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transformational leaders |
inspire followers to transcend their own-interests for the good of the organization; they can have profound and extraordinary effect on followers |
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issues with transformational leadership |
more effective in small organizations more appropriate during crisis or change |
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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 |
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assumtions of the rational deision-making model |
-problem clarity -known options -clear preferences -constant preferences -no time or cost constraints -maximum payoff |
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problem clarity |
the problem is clear and unambiguous |
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known options |
the decision maker can identify all relevant criteria and viable |
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clear preferences |
the criteria and alternatives can be ranked and wighted |
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constant preferences |
specific decision criteria are constant and the weights assigned to them are stable over time |
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no time or cost constraints |
full information is available becase there are no time or cost constraints |
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maximum payoff |
the choice alternative will yield the highest perceived value |
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how do individuals actually make decisions? |
1. bounded rationality 2. satisficing 3. intuition 4. judgement shortcuts |
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bounded rationality |
limitions on one's ability to interpret, process and act on information |
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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 |
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intuition |
a non-conscious process created from distilled experience that results in quick decisions |
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when making decisions we often |
take shortcuts have biases |
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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 |
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anchoring bias |
using early, first received information as the basis for making subsequent judgments |
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confirmation bias |
selecting ans using only facts that support our decision |
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availability bias |
emphasizing information that is most readily at hand |
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escalation of commitment |
incresing commitment to a decision in spite of evidence that it is wrong |
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risk aversion |
the tendency to prefer a sure gain over a risk outcome |
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end-result ethics |
the rightness of an acrtion is determined by evaluating its consequences |
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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 |
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social contract ethics |
the rightness of an action is based on the customs and norms of a prticular society or community |
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personalistic ethics |
the rightness of the action is based on one's own conscience and moral standards
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omission |
failing to disclose information that would benefit the other person |
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commission |
actually lying about the issues |
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facor affecting ethical decision making behaviour |
stage of moral development focus of control organizational environment |
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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 |
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organizational culture |
defines how job tasks are formally divided, grouped ad coordinated |
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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 |
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work specialization |
what degree are tasks subdivided into separated jobs |
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benefits of specialization |
efficiency easier and less costly to find and train employees |
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downsides of specialization |
boredom,stress, low productivity, increased absenteeism and less creativity |
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types of depertmentalization |
funtional product geographic process customer |
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chain of command |
authority unit of command delegation |
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authority |
who has the right to give orders and expect them to be obeyed |
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unity of command |
subordinates should have only one superior |
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delegation |
assignment of authority to another person to carry out specific duties |
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small span of control (fewer reports to a manager) |
-expensive. more managers -makes vertical communication more complicated -encourages tight supervision and discourages autonomy |
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larger span (more reports to a manager) |
empower workers speeds up decisions less costly-remove middle management loss of control |
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centralization |
the degree to which decision making is concentrated at a single point in the organization |
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decentralization |
the degree to which decision making is distributed to lower level employees |
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formalization |
degree to which jobs within the organization are standardized |
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simple structure |
low degree of departmentalization, wide span of control, little formalization, centralized -think small/family business -fast, flexible and inexpensive |
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bureaucracy |
highly routine tasks, formalized rules, centralized authority, narrow span of control |
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bureaucracy strengths |
-can perfom standadized activities in an efficient manner -low management costs -lower quality employees are acceptable, which reduces employment costs |
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bureaucracy weaknesses |
-there is an obssesive concern with following rules -nothing happens quickly -bureaucracy is the antithesis of innovation and creativity |
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matrix organizations |
breaks the unity of command principle |
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advantages in matrix org |
-facilitates coordination when there are many activities -more communication -efficient allocation of specialists |
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disadvantages in matrix org |
power struggles, confussion, stress |
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team structure |
breaking the boundaries internally |
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virtually organziation |
breaking the boundaries externally |
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boundaryless org |
breaking the boundaries externally and internally |
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virtual org |
-continually evolving network(alliance) of independent companies -linked together to share skills, costs and access to one another's markets-core competencies |
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advantages in virtual org |
-organizations can share costs and skills -provides access to global markets -increases market responsiveness |
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disadvantages of virtual organization |
-companies give up operational and strategic control to work together -managers need to be more flexible, acquire new skills |
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boundaryless organization |
an organization that seeks to eliminate the chain of comman, have limitless spans of contrl and replaces departments with empowered teams |
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the leaner organization: orgnization downsizing |
a systematic effort to make an organization leaner by selling off business unites, closing locations or reducing staff |
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advantages of leaner org |
-huge reduction in wage costs -can see positive effects on stock prices after the announcement |
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disadvantages of leaner org |
-employee attitudes, sickess absences, lower concentrayion on the job, and lower creativity -can lead to more voluntary turnover |