Mos 2181- Chapter 12

Front 1

Define: Power

Back 1

the ability to influence the behaviour or others and resist unwanted influence in return

Front 2

What are the 3 types of organizational power?

Back 2

1. legitimate power- derives from a position of authority inside the organization; sometimes referred to as formal authority

2. reward power- a form of organizational power based on the control of resources or benefits

3. coercive power- a form of organizational power based on the ability to hand out punishment

Front 3

What are the 2 types of personal power?

Back 3

1. expert power- a form of organizational power based on expertise or knowledge

2. referent power- a form or organizational power based on the attractiveness and charisma of the leader

Front 4

Define: contingency factors

Back 4

situations in organizations that are likely to increase or decrease the degree to which leaders can use their power to influence others

Front 5

What are 4 contingency factors

Back 5

1. substitutability - the degree to which people have alternatives in accessing resources

2. discretion- degree to which managers have the right to make decisions on their own

3. centrality- how important a persons job is and how many people depend on that person to accomplish their tasks

4. visibility- how aware others are of a leaders power and position

Front 6

Define: influence

Back 6

the use of behaviours to cause behavioural or attitudinal changes in others

Front 7

List/explain the 4 most effective influence tactics

Back 7

1. rational persuasion- the use of logical arguments to show someone that a request is worth while

2. inspirational appeals- designed to appeal to ones values/ideals, creating an emotional or attitudinal reaction

3. consultation- where target is allowed to participate in deciding how to carry out or implement a request

4. collaboration- leader makes it easier for the target to complete a request by offering to work with and help the target

Front 8

List the 4 moderately effective influence tactics

Back 8

1. ingratiation- the use of favours, compliments or friendly behaviour to make the target feel better about the influencer

2. personal appeals- an influence tactic in which the requestor asks for something based on personal friendship or loyalty

3. exchange tactic- requester offers a reward in return for performing a request

4. apprising- requestor clearly explains why performing the request will benefit the target personally

Front 9

List the 2 least effective influence tactics

Back 9

1. pressure- requestor attempts to use coercive power through threats and demands

2. influencer enlists other people to help influence the target

Front 10

What are 3 responses to influence tactics?

Back 10

1. internalization - target agrees with and becomes committed to the request

2. compliance- target is willing to do what the leader asks but does it with a degree of ambivalence

3. resistance- target refuses to perform a request and puts forth an effort to avoid having to do it

Front 11

Define: organizational politics

Back 11

actions by individuals that are directed toward the goal of furthering their own interests

Front 12

Define: political skill

Back 12

the ability to understand others and the use of that knowledge to influence them to further personal or organizational objectives

Front 13

Political Skill

Define: networking ability, and social acuteness

Back 13

networking ability: adeptness at identifying and developing diverse contacts

social acuteness: the tendency to observe others and accurately interpret their behaviour

Front 14

Political Skill

Define: interpersonal influence, and apparent sincerity

Back 14

interpersonal influence: having an unassuming and convincing personal style thats flexible enough to adapt to different situations

apparent sincerity: appearing to others to have high levels of honesty and genuineness

Front 15

What personal characteristics drive organizational politics?

Back 15

-need for power

-"machiavellian" (they're willing to manipulate and deceive others to acquire power)

Front 16

What organizational characteristics drive organizational politics?

Back 16

-lack of participation in decision making

-limited or changing resources

-ambiguity in roles

-high performance pressure

-unclear performance evaluations

Front 17

What are some negative employee reactions to organizational politics?

Back 17

-decreased job satisfaction

-decreased organizational commitment

-decreased task performance

-increased strain

Front 18

Define: competing

Back 18

a conflict resolution style by which one party attempts to get his or her own goals met without concern for the other partys results

- LOW ASSERTIVENESS

- LOW COOPERATION

Front 19

Define: avoiding

Back 19

a conflict resolution style by which one party wants to remain neutral, stay away from conflict, or postpone the conflict to father info/ let things cool down

-LOW ASSERTIVENESS

-HIGH COOPERATION

Front 20

Define- accommodating

Back 20

a conflict resolution style by which one party gives in to the other and acts in a completely unselfish way

-HIGH ASSERTIVENESS

-HIGH COOPERATION

Front 21

Define; compromise

Back 21

a conflict resolution style by which conflict is resolved through give and take concessions

-MODERATE ASSERTIVENESS

-MODERATE COOPERATION

Front 22

Define: collaboration (as a conflict resolution method)

Back 22

a conflict resolution style whereby both parties work together to maximize outcomes

-HIGH COOPERATION

-HIGH ASSERTIVENESS

Front 23

Define: negotiation

Back 23

a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences

Front 24

Negotiation Strategies

Define: distributive bargaining

Back 24

win-lose negotiating over a 'fixed pie' of resources

- when one person gains, the other person loses

Front 25

Negotiation Strategies

Define: integrative bargaining

Back 25

win-win scenario is created

achieves an outcome that is satisfying for both parties

Front 26

What are the 4 stages of negotiation?

Back 26

1. preparation- each party determines goals for the negotiation

2. exchanging info

3. bargaining

4. closing and commitment

Front 27

Negotiation Biases

Explain the bias regarding the perceived power relationship between the parties

Back 27

when negotiators perceive themselves as being in a position of power in comparison to the other party, they are more likely to demand more, concede less, and behave more aggressively (distributive approach)

when two parties perceive themselves as relatively equal in power, they take a more integrative approach to negotiations

Front 28

Negotiation Biases

Explain the negotiators emotions bias

Back 28

positive and negative emotions can influence negotiations in a negative way

- positive emotions: can cause negotiators to be overconfident and make decisions too quickly

- negative emotions: lower judgement accuracy

Front 29

What is the effect of power and influence on job performance?

Back 29

MODERATE POSITIVE

Front 30

What is the effect of power and influence on organizational commitment?

Back 30

MODERATE POSITIVE

Front 31

Define: alternative dispute resolution

Back 31

a process by which two parties resolve conflicts through the use of a specially trained, neutral 3rd party

Front 32

Alternative Dispute Resolution

Define: mediation

Back 32

a process by which a third party facilitates a dispute resolution process but with no formal authority to dictate a solution

Front 33

Alternative Dispute Resolution

Define: arbitration

Back 33

a process by which a third party determines a binding settlement to a dispute between two parties