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33 Cards in this Set
- Front
- Back
Define: Power |
the ability to influence the behaviour or others and resist unwanted influence in return |
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What are the 3 types of organizational power? |
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 |
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What are the 2 types of personal power? |
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 |
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Define: contingency factors |
situations in organizations that are likely to increase or decrease the degree to which leaders can use their power to influence others |
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What are 4 contingency factors |
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 |
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Define: influence |
the use of behaviours to cause behavioural or attitudinal changes in others |
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List/explain the 4 most effective influence tactics |
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 |
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List the 4 moderately effective influence tactics |
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 |
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List the 2 least effective influence tactics |
1. pressure- requestor attempts to use coercive power through threats and demands 2. influencer enlists other people to help influence the target |
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What are 3 responses to influence tactics? |
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 |
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Define: organizational politics |
actions by individuals that are directed toward the goal of furthering their own interests |
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Define: political skill |
the ability to understand others and the use of that knowledge to influence them to further personal or organizational objectives |
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Political Skill Define: networking ability, and social acuteness |
networking ability: adeptness at identifying and developing diverse contacts social acuteness: the tendency to observe others and accurately interpret their behaviour |
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Political Skill Define: interpersonal influence, and apparent sincerity |
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 |
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What personal characteristics drive organizational politics? |
-need for power -"machiavellian" (they're willing to manipulate and deceive others to acquire power) |
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What organizational characteristics drive organizational politics? |
-lack of participation in decision making -limited or changing resources -ambiguity in roles -high performance pressure -unclear performance evaluations |
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What are some negative employee reactions to organizational politics? |
-decreased job satisfaction -decreased organizational commitment -decreased task performance -increased strain |
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Define: competing |
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 |
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Define: avoiding |
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 |
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Define- accommodating |
a conflict resolution style by which one party gives in to the other and acts in a completely unselfish way -HIGH ASSERTIVENESS -HIGH COOPERATION |
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Define; compromise |
a conflict resolution style by which conflict is resolved through give and take concessions -MODERATE ASSERTIVENESS -MODERATE COOPERATION |
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Define: collaboration (as a conflict resolution method) |
a conflict resolution style whereby both parties work together to maximize outcomes -HIGH COOPERATION -HIGH ASSERTIVENESS |
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Define: negotiation |
a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences |
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Negotiation Strategies Define: distributive bargaining |
win-lose negotiating over a 'fixed pie' of resources - when one person gains, the other person loses |
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Negotiation Strategies Define: integrative bargaining |
win-win scenario is created achieves an outcome that is satisfying for both parties |
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What are the 4 stages of negotiation? |
1. preparation- each party determines goals for the negotiation 2. exchanging info 3. bargaining 4. closing and commitment |
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Negotiation Biases Explain the bias regarding the perceived power relationship between the parties |
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 |
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Negotiation Biases Explain the negotiators emotions bias |
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 |
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What is the effect of power and influence on job performance? |
MODERATE POSITIVE |
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What is the effect of power and influence on organizational commitment? |
MODERATE POSITIVE |
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Define: alternative dispute resolution |
a process by which two parties resolve conflicts through the use of a specially trained, neutral 3rd party |
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Alternative Dispute Resolution Define: mediation |
a process by which a third party facilitates a dispute resolution process but with no formal authority to dictate a solution |
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Alternative Dispute Resolution Define: arbitration |
a process by which a third party determines a binding settlement to a dispute between two parties |