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BEM 211 > BEM 211 Final > Flashcards

BEM 211 Final Flashcards

1
Q

Power

A

capacity of a person, team, or org to influence others
- only potential
- based on target’s perception that powerholder controls valuable resource
- involves unequal dependence of one party on another
Countervailing Power: less powerful party has some power over powerful

  • humans tend to follow charismatic people and do not evaluate what they say
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2
Q

Influence

A

any behaviour that attempts to alter someone’s attitudes or behaviours
- power in motion

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3
Q

Sources of Power

A

Legitimate Power: agreement that certain roles can request set of behaviours from others, but limited
Coercive Power: ability to penalize those who do not do as you wish
Reward Power: ability to provide positive incentives or eliminate negative consequences
Expert Power: power from special skills or expertise in an area
Referent Power: power based on link with others, persuade, attract, and build loyalty

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4
Q

Norm of Reciprocity

A

felt + social obligation of helping someone who has already helped her

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5
Q

9 Influence Tactics

A

Soft
- Rational Persuasion: reason, logic, facts
- Inspirational Appeal: appeal to other’s emotions, ideas, values
- Consultation: get others to participate in planning, decisions, changes
- Ingratiation: get someone in a good mood, praise
- Personal Appeal: refer to friendship and loyalty

Hard
- Exchange: make explicit or implicit promises and trade favours
- Coalitions: get others to support persuade
- Pressure: demand compliance or make threats
- Legitimacy: based request on ones authority, rules, policies, or support from superiors

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6
Q

Outcomes of Influence

A

Commitment: substantial agreement followed by initiative and persistence in common goals
Compliance: reluctant agreement requiring prodding to meet minimum requirements
Resistance: stalling, unproductive arguing, or rejection

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7
Q

Cialdini’s 6 Principles of Influence and Persuasion

A

Liking - people like people who like them, offer praise
Reciprocity - repay, give what you want to receive
Consistency - people align with clear commitments,
Social Proof - people follow lead of similar others, use peer power
Authority - people defer to experts,
Scarcity - people want more of what’s less, highlight uniqueness and rare opportunity

Persuasion Tactics
Foot-in-the-door : small favour then real favour
Door-in-the-face: big favour then real favour
Four Walls: wall them in with targeted questions
That’s not all: mention benefits
- these are more helpful in one-shot encounters,

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8
Q

Reactions to Persuasion

A
  • Targets with external locus of control are more influenced with strong persuasion tactics
  • Targets with internal locus of control react negatively to strong persuasion, resisting only increases certainty and conviction in attitudes

Self-Persuasion: ask questions for person to change their own opinions
- not seen as persuasion and appeals to desire to maintain control
- bypass traditional defense/resistance

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9
Q

Organizational Politics and Types

A

Organizational politics is way to gets done informally
Types
- Managing Impressions
- Attacking and Blaming
- Manipulate Classified Info
- Increase Indispensability
- Divide and Rule
- Forming Coalitions
- Alliance with powerful people
- Creating obligations

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10
Q

Negotiation

A

work together to reach consensus
core leadership and management competency
vital and unavoidable

Best Negotiators
- Build their knowledge
- Practice negotiations
- Reflect on previous negotiations

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11
Q

Why not to negotiate?

A

Bad reasons
- don’t know if it is an option
- uncomfortable

Good reasons
- approve of status quo
- issues too trivial or important
- power differential too great
- no opportunity to plan

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12
Q

ABC’s of Negotiating

A

Best Alternative to Negotiated Agreement (BATNA)
- more alternatives, greater power
Reservation Price( Resistance Point): worst deal are willing to accept
Zone of Possible Agreement (ZOPA): range between each party’s resistance point
Target/Aspiration Point: price/terms you hope to achieve

  • use common information
  • take advantage of anchoring, but carefully with information
  • make concessions carefully, big then small
  • can expand possible alternatives with focusing on interests, not positions, be creative

build trust
Role-based: clarify credentials, experience, expertise
Goal-based: common interests, shared values
History-based: develop relationship with frequent interaction

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13
Q

Types of Negotiating Issues

A

Distributive - competitive
- Zero-Sum: parties’ interests are directly opposed
Compatible - both parties want the same thing
Integrative - cooperative, expand pie for mutual gain

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14
Q

Information to share/avoid for negotiations

A

SHARE
share priorities among issues
- individual gain not hindered by revealing priorities among issues (rank ordering)
share BATNA when it is strong
- highlight strengths of BATNA without details
- can be a source of power in your favour

AVOID
avoid sharing resistance point - disadvantage
avoid sharing preferences amongst alternatives, can lead to disadvantages for information

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15
Q

Anchoring Bias for Negotiations

A

use anchoring bias to advantage
- first person who makes offer usually “wins”
- first offers amount for 50% of variance in final outcomes
- every increase $1 in first offer, means $0.50 in final agreement

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16
Q

What is a good deal?

A

Good Deal
- better than alternatives
- above resistance point
- ideally, close to your target

Criteria 1&2 are needed, 3 is nice to have

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17
Q

Integrative Agreement

A
  • build trust and share info
  • ask questions
  • give away some info
  • make multiple offers simultaneously
  • make package offers
  • search for post-settlement settlements

integrative possibilities
- multiple issues
- multiple possibilities
- differing interests
- differing strengths of preference (time horizons, expectations, risk)

Advantages
- prevents impasses
- improves outcomes
- improves implementation
- strengthens relationship

18
Q

How to prepare for negotiations/do them

A

Distributive
- define BATNA, resistance point, target, and prepare to justify positions

Integrative
- analyze everyone’s interests, priorities, what is negotiable, think outside the box

How to do
Distributive
- open high
- establish positions and find ZOPA
- demand concessions and signal closeness to concessions

Integrative
- cooperate and build trust
- ask for/share info about interest and priorities
- exchange multi-issue proposals

19
Q

Leadership

A

leader seeks voluntary participation of subs to reach goals
Leaders vs. Managers - complementary, not competing
- leaders are people focused and want to drive change
- managers want to maintain and keep being a good employee

20
Q

Transformational Leadership

A

inspire followers with 4 tactics
Idealized Influence - role model for ethical behaviour, instill pride, gain trust and respect
Intellectual Stimulation - challenging org. norms, encourage divergent thinking, motivate followers to innovate (psych safety)
Individualized Consideration - recognize unique growth of followers, provide coaching and consultation
Inspirational Motivation - articulate vision that appeals and inspires
“People make the place”

Create a vision - defining feature of transformational leadership
- influences org success and survival
Components of Visions
Core Ideology: guiding principles of company, fundamental reason
Future Goals: responsive to changing conditions

Transformational leaders are made, not just personality and intelligence
- weakly correlated with four of Big Five
- moderately correlated with extraversion as more charismatic, stimulating, engage followers
- IQ is bad

21
Q

Why do leaders lose their way?

A

Leadership Trap
- rewards fuel desire for more
- success can be intoxicating
- focus on external satisfaction can lose grounding
Dark Side
- imposter complex, inability to acknowledge failures/take responsibility

Ethical Leadership Reputation Matrix - check notes

22
Q

Influences on Ethical Decision-Making

A

Moral Development of the Person - Kohlberg’s Stages
Ethical Intensity of Decision
Ethical Principles Used

23
Q

Kohlberg’s Stages of Moral Development

A

Pre-conventional (selfish): decisions are motivated by selfishness
- punishment and obedience
Conventional (societal expectations): decisions conform with societal expectations
Post-conventional (internalized principles): use internalized principles to make decisions

  • most people never reach post-conventional (80%)
24
Q

Ethnical Intensity Depends On

A

Magnitude of Consequences - benefits or harm
Social Consensus - agreement on behaviour being bad or good, if everyone agrees is less intense
Probability of Effect - chance that something will happen and result in harm to others
Temporal Immediacy - time between act and consequences
Proximity of Effect - social, psychological, cultural, physical distance between decision maker and those affected by decision
Concentration of Effect - if act effects individual or group, individual is more intense

25
Q

Principles of Ethical Decision-Making

A

Long-term Self Interest: never take action that is not in org or your long-term interest
Personal Virtue (Grandma Test): never do anything that is not honest, open, truthful and would not want to be on newspaper
Religious Injunctions: no action that is not kind and does not build community
Government Requirements: no action that breaks the law, since law is minimal moral standard
Individual Rights: no action that infringes on other’s agreed upon rights everyone is entitled to
Distributive Justice: no action that harms least, homeless, unemployed, uneducated, similar people are similarly rewarded
Utilitarian Benefits: greatest good for most number of people

26
Q

Pygmalion Experiments Findings

A
  • Leader’s beliefs shape followers’ actions
  • Leader’s beliefs are self-fulfilling prophecies
  • Employee’s live up or down to expectations

Implications
- Theory X and Y are both right
- X is people are lazy and need to be coerced and Y is people are creative and work can be enjoyable
- how your followers view you can influence effectiveness

Self-Fulfilling
1. High leader expectations
2. Supportive leader behaviours
3. High follower expectations
4. high follower motivation and performance

27
Q

Personality Traits predict leadership

A

individuals who are effective leaders are more likely to be open-minded, conscientious, emotionally stable, and extraverts - leaders are made and born

  • moderately strong correlation between IQ and leadership
  • fit with employee’s intelligence is important - high IQ gap leads to comprehension and communication issues
28
Q

Functions of Organizational Culture

A

culture is “the ways things are around here”, four functions
Social Glue: connects and bond people, form org. identity
Collective Commitment: foster a sense of shared commitment to purpose/goal
Control System: influence decisions/goals and behaviour
Sense Making: help people understand what is happening and why

Artifacts and Practices - very visual but low impact
- physical, verbal, norms and rules of conduct
Enacted Values and Espoused Values - somewhat visual and impactful

Basic Underlying Assumptions - low visibility and high impact
- habits of perception, taken-for-granted assumptions about the way things are

29
Q

Competing Values Framework

A

CAMH
Clan - Human Relations
- commitment, participation, morale
Adhocracy - Open Systems Model
- innovation, growth
Market - Rational Goal Market
- Accomplishment, Direction
Hierachy - Internal Process Model
- Information Management, Stability, Control

30
Q

Strong Culture Benefits and Costs

A

Benefits
- ability to attract and retain employees
- high motivation to achieve vision
- feelings of “fit” , cohesion
- competitive advantage of skilled and talented employee

Costs
- cult-like
- superiority complex
- unwillingness to question culture, lack of outside perspectives
- need to comply and conform

31
Q

Organizational Change Meaning

A

ensure people are ready to engage, willing to commit, and able to take action to make change

  • organizational change is hard
  • most efforts to design and manage changes are failures
32
Q

Three Distinct Org. Change Phases

A

Mobilization
- Make the case for change
- build org. capacity for change
Movement
- build momentum for org. change
- preserve and continue to build org. capacity for change
Sustain
- institutional change

33
Q

Kotter’s 8 Step Change Model

A

Mobilization (unfreeze)
- establish sense of urgency
- form powerful coalition
- create vision
Movement (change)
- communicate vision
- empower others to act
- planning for and create short-term wins
Sustain (refreeze)
- consolidate improvements and produce more change
- institutionalize change

34
Q

Change Formula

A

Dissatisfaction x Model/Vision x Process > Cost of change
- in order for change to occur
need to focus dissatisfaction
model/vision need to be compelling (desirable, feasible, relevant)
process (build credibility, coalition, communicate plan, train, involve, build capacity, measure metrics)

35
Q

Reasons for Individual Resistance to Change

A
  • Negative Valence of Choice - outcome outweigh benefits, too much risk
  • Direct Costs
  • Saving Face
  • Fear of the Unknown
  • Status Quo/Breaking Routines
  • Incongruent Systems - org. structure doesn’t support change
  • Incongruent Team Dynamics - team norms prevent change
36
Q

Individual Stages in Adoption

A

Stage 1: Awareness
- new routines challenge old ones
- gain awareness
Stage 2: Interest
- curious about change
- open to new information
Stage 3: Trial
- experiment with change
- assesses cost/benefits and future potential successes
Stage 4: Adoption
- replace old routine and new routines
- become advocate for change

everyone goes through stages as different paces
change causes different emotions - Kubler-Ross Curve (notes)

37
Q

Downsizing

A
  • continue economic difficulties and tight profit margins
  • more than 3 million a year, often retaliate with violence and sabotage
    Cons
  • decreased motivation, productivity, loyalty and trust
  • employees focus on keeping jobs, not innovating
  • managers end up rehiring talent (80%)
  • no better performance sometimes decline, no increase profits
  • decrease social capital, fail to achieve returns
38
Q

Minimizing Negative Effects of Downsizing

A
  • highlight important procedural justice when firing
    depends on how decision made, communicated, implemented, and responses
39
Q

Two Types of Change

A

Proactive Change
- closing opportunity gap
Reactive Change
- closing performance gap

Directive Approach
- crisis, low resistance, high support, relevant change, clear changes
Persuasion Approach
- no crisis, high commitment needed, change unclear and complex, need support

40
Q

Six Types of Change Levers

A

Enabling - raise awareness for targets
- Credibility : external consultation
- Communication
- Training
Substantive - facilitate adoption
- Technical : align reward with change
- Political : privately confront
- Cultural : success stories

41
Q

Reduce Constraining Forces

A

High to Low
Communication - generate urgency, minimize resistance
Learning - new skills + knowledge (self-efficacy)
Employee Involvement - essential, more personal responsibility
Stress Management - help cope with change, minimize valence and fears
Negotiation - promise benefits for compliance, gain support
Coercion - assert, remind of obligations, force conformity

42
Q

Lewin’s Force Field Analysis

A

Look in notes

BEM 211 (6 decks)

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