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SEM 301 > Ch. 12 - Power, Influence, and Negotiation > Flashcards

Ch. 12 - Power, Influence, and Negotiation Flashcards

1
Q

What are the different types of power?

A

Legitimate Power
Reward Power
Coercive Power
Expert Power
Referent Power

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2
Q

Power

A

The ability to influence the behaviour of others and resist unwanted influence in return

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3
Q

Legitimate Power (Formal Authority)

A

A form of organizational power based on authority or position

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4
Q

Reward Power

A

A form of organizational power based on the control of resources or benefits (eg. raises, performance evaluations)

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5
Q

Coercive Power

A

A form of organizational power based on the ability to hand out punishment (eg. ability to fire employees, lower pay)

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6
Q

Expert Power

A

A form of organizational power based on expertise or knowledge

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7
Q

Referent Power

A

A form of organizational power based on the attractiveness and charisma of the leader. Exists when others have a desire to identify and be associated with a person

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8
Q

True or False: Personal forms of power (expert/reference power) are more strongly related to organizational commitment and job performance than organizational power (legitimate, reward, coercive power).

A

True

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9
Q

Name the contingency factors of power

A

Substitutability
Centrality
Discretion
Visibility

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10
Q

Substitutability

A

Having alternatives in accessing resources

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11
Q

Discretion

A

The degree to which managers have the right to make decisions on their own

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12
Q

Centrality

A

How important a person’s job is and how many people depend on that person to accomplish their tasks

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13
Q

Visibility

A

How aware others are of a leader and the resources that leader can provide

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14
Q

Influence

A

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

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15
Q

What influence tactics are the most effective?

A

Rational Persuasion
Consultation
Inspirational Appeals
Collaboration

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16
Q

Rational Persuasion

A

The use of logical arguments and hard facts to show someone that a request is worthwhile

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17
Q

Inspirational Appeal

A

An influence tactic designed to appeal to one’s values and ideals, thereby creating an emotional or attitudinal reaction

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18
Q

Consultation

A

An influence tactic whereby the target is allowed to participate in deciding how to carry out or implement a request

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19
Q

Collaboration (Influence Tactic)

A

An influence tactic whereby the leader makes it easier for the target to complete a request by offering to work with and help the target

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20
Q

What influence tactics are moderately effective?

A

Ingratiation
Personal Appeals
Appraising

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21
Q

Ingratiation

A

The use of favours, compliments, or friendly behaviour to make the target feel better about the influencer

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22
Q

Personal Appeals

A

An influence tactic in which the requestor asks for something based on personal friendship or loyalty

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23
Q

Appraising

A

An influence tactic in which the requestor clearly explains why performing the request will benefit the target personally

24
Q

What influence tactics are the least effective?

A

Pressure
Coalitions
Exchange

25
Q

Pressure (Influence Tactic)

A

An influence tactic in which the requestor attempts to use coercive power through threats and demands

26
Q

Coalitions

A

An influence tactic in which the influencer enlists other people to help influence the target

27
Q

Exchange (Influence Tactic)

A

An influence tactic in which the requestor offers a reward in exchange for performing a request

28
Q

What are the potential responses to influence tactics?

A

Internalization
Compliance
Resistance

29
Q

Internalization (Response to Influence Tactics)

A

The target agrees with and becomes committed to the request (shift in behaviours and attitudes). This is the best outcome for leaders

30
Q

Compliance (Response to Influence Tactics)

A

The target is willing to do what the leader asks but does it with a degree of ambivalence (a shift in behaviours, but not attitudes)

31
Q

Resistance (Response to Influence Tactics)

A

The target refuses to perform a request and puts forth an effort to avoid having to do it

32
Q

Organizational Politics

A

Individual actions directed toward the goal of furthering a person’s own self-interests

33
Q

Political Skill

A

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

34
Q

What are the 5 different styles individuals use to handle conflict (conflict resolution styles)?

A

Competing (win-lose)
Avoiding (lose-lose)
Compromising
Accommodating (lose-win)
Collaborating (win-win)

35
Q

What two factors influence conflict resolution styles?

A

Assertiveness
Cooperativeness

36
Q

Competing

A

One party attempts to get their own goals met without concern for the other party’s results

37
Q

Avoiding

A

One party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down

38
Q

Accommodating

A

One party gives in to the other and acts in a completely unselfish way

39
Q

Collaboration

A

Both parties work together to maximize outcomes

40
Q

Compromise

A

Conflict is resolved through give-and-take concessions

41
Q

Negotiation

A

A process in which 2 or more interdependent individuals discuss and attempt to reach an agreement about their differences

42
Q

What are the two general negotiation strategies leaders must choose between?

A

Distributive Bargaining
Integrative Bargaining

43
Q

Distributive Bargaining

A

One person gains and the other person loses (eg. purchasing a car). Associated with a competing approach to conflict resolution

44
Q

Integrative Bargaining

A

Results in an outcome that is satisfying for both parties. Best used when there is an adequate level of trust and both parties are willing to be flexible

45
Q

Negotiation Stages

A

Preparation
Exchanging Information
Bargaining
Closing & Commitment

46
Q

BATNA

A

Best Alternative to a Negotiated Agreement

47
Q

Preparation Stage of Negotiation

A

Arguably the most important stage of negotiation. Each party determines its goals for the negotiation and whether the other party has anything to offer. Each party should also determine its BATNA

48
Q

Exchanging Information Stage of Negotiation

A

Understanding what the other party brings to the table

49
Q

Bargaining Stage of Negotiation

A

Narrowing down options to either reach a window of agreement or follow through with BATNA. Success depends on the first 2 stages of negotiation

50
Q

Closing & Commitment Stage of Negotiation

A

Formalizing agreement reached in the bargaining stage

51
Q

What is the relationship between power and influence and job performance?

A

Moderate positive relationship

52
Q

What is the relationship between power and influence and organizational commitment?

A

Moderate positive relationship

53
Q

Alternative Dispute Resolution

A

Used if an agreement cannot be reached. A process by which 2 parties resolve conflicts through the use of a specially trained, neutral third party

54
Q

Mediation

A

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

55
Q

Arbitration

A

A process by which a third party determines a binding settlement to a dispute between 2 parties. Arbitrators work with both parties to arrive at the most equitable solution

SEM 301 (15 decks)

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