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Organisational Learning and Behaviour > Can 10 Power And Influence > Flashcards

Can 10 Power And Influence Flashcards

1
Q

Name 5 sources of power

A 
Legitimate 
Reward
Coercive 
Expert 
Referent
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2
Q

Name 4 contingencies of power

A

Substitutability
Centrality
Discretion
Visibility

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3
Q

Asymmetric unequal power

A

Power that involves one party depending on another

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4
Q

What is countervailing power

A

The capacity of a person, team, org to keep a more powerful person or group in the exchange relationship

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5
Q

What is legitimate power

A

An agreement among org members that people in certain roles can request certain behaviours from others

Restriction can only ask

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6
Q

What is the zone of indifference

A

Is th set if behaviours that individuals are willing to engage another persons request

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7
Q

What is reward power

A

Is derived from the person’s ability to control allocation if rewards or remove negative sanctions

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8
Q

What is coercive power

A

Ability to apply punishment

Inc employee coercive power against other employees

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9
Q

What is expert behaviour

A

Occurs when an individual / work units capacity to influence others by possessing knowledge or skills valued by others.

Orgs value those who can support an org trough troubled waters 
Can help in three ways 
Prevention 
Forecasting 
Absorption
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10
Q

What three ways can an expert help an org

A

Prevention
Forecasting
Absorption - absorb or neutralise impact or fix

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11
Q

What is referent power

A

When others identify with them, like them, respect them

Largely function of their interpersonal skills

Charisma

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12
Q

Which there powers derive from the position

A

Legitimate reward and coercive

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13
Q

Which 2 powers derive from the power holder

A

Expert and referent power

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14
Q

What are contingencies of power

A

Being an expert or coercive Will not mean you are influential

Sources of power only generate under certain sanctions

Substitutability
Centrality
Visibility
Discretion

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15
Q

Contingency of power : substitutability

A

A contingency of power pertaining to the availability of alternatives.

Power decrease as the number if alternatives increase
Includes sources that offer the resources or substitutes

Non substitutability increases power ie controlling resources such as knowledge, task, labour

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16
Q

Contingency of power: centrality

A

A contingency of power pertaining to the degree and nature of interdependence between the power holder and others

Centrality increase with the number of people that depend on you

Centrality leverages power ie tube strikes

17
Q

Contingency of power: Visibility

A

Need to concisely build relationships
Be visible and present in the mind of managers

Employees gain power when their skills remain at forefront of managers/ co-workers mind

18
Q

Contingency of power: discretion

A

Freedom to exercise judgement

Make decisions without referring to rules or manager

19
Q

What are the 7 ways influence others

A 
Silent authority
Assertiveness 
Information control 
Coalition
Upward appeal
Persuasion 
Impression management
20
Q

Name 7 ways to influence others

A 
Silent authority 
Assertiveness 
Information control 
Coalition
Upward appeal
Persuasion
Impression management
21
Q

What is silent authority

A

Influencing behaviour Brough legitimate power and not mention

22
Q

Influencing others: assertiveness

A

Actively applying legitimate and coercive power by applying pressure and threats

23
Q

Influencing ithers: information control

A

Explicitly manipulating someone else’s access to information for purpose of changing attitudes or behaviour

24
Q

Influencing others: coalition

A

Forming a group that attempts to influence others by pooling resources

25
Q

Influencing others: upward appeal

A

Relying on people with higher authority/ expertise to support our position

26
Q

Influencing others: Impression management

A

Actively shaping through self presentation the perceptions and attitudes that others have of us

27
Q

What does empowerment increase

A

Motivation
Job satisfaction
Organisational commitment
Job performance

28
Q

Influencing tactics: Name hard factors

A 
Silent authority 
Assertiveness 
Information control
Coalition formation 
Upward appeal
29
Q

Influencing tactics: soft tactics

A

Persuasion
Impression management
Exchange

30
Q

Persuasion, impression management, expanse are sift because they rely on personal sources of power- name the two sources

A

Referent

Expert

31
Q

Seize the authority, assertiveness, information control, coalition formation, upward appeal. They are hard tactics because they force behaviour change through position power. Name the three sources of power

A

Legitimate
Reward
Coercion

32
Q

Which tactics is best depends on how people react when others try to influence them:
Resistance
Compliance
Commitment

A

Compliance occurs when people are motivated to implement the influencers request. Effort not more than required.

Commitment: is the stringers outcome if influence whereby people identify with the influencers request and are highly motivate

33
Q

What are organisational politics

A

Behaviours that others view as self serving the expense of other people and possibly the organisation

34
Q

Name ways you can minimise organisational politics

A
  1. Good resourcing
  2. OP can be supressed when resource allocation decisions are clear and simple
  3. Minimise ambiguous rules, complex rules, lack of formal rules.
  4. Recognise org change tends to bring out more
  5. Know it’s more common in organisations and work units where it is tolerated and reinforced.
35
Q

Employees who experience organisational politics have-

LOWER

A

Job satisfaction
Organisational commitment
Organisational citizenship
Task performance

36
Q

Name three areas a politically charged environment can effect negatively:

A

Hinder productivity
Erode trust
Lead to lower morale and lower retention

Organisational Learning and Behaviour (9 decks)

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