ch 13 Flashcards
power
a person’s or group’s potential to influence another person’s or group’s behavior
leadership motive pattern
a high need for power (with high impulse control) and a low need for affiliation
legitimate power
power due to the position of authority held
coercive power
power due to control over punishments
personal power
Based on the person’s individual characteristics, stays with a person regardless of job or organization
how subunits gain power
Scarce resources magnify power differences across subunits (departments or groups)
centrality
: the extent to which a subunit’s activities influence the work of many other subunits
substainability
the extent to which a subunit’s activities can be performed by others
subunits most capable
of dealing with uncertainty tend to have greater power
influence tactics
how people translate their power to affect the behavior of others
- Rational persuasion, inspirational appeals, and consultation are the most effective tactics
- Pressure least effective tactic
role of national culture in influence effectiveness
- Understanding diverse cultures, values, and perspectives enhances sensitivity to what’s important to others and how best to influence them
- Influence tactics must be compatible with social values in the national and organizational cultures
Upward influence
ability to influence superiors
4 upward influence styles
Shotgun—uses the most influence and emphasizes assertiveness and bargaining
Tactician—uses an average amount of influence and emphasizes reason
Bystander—uses little influence with superiors
Ingratiator—uses a friendliness strategy
org politics
Organizational politics are social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor
Causes of political behavior
Conflict Uncertainty Scarcity of valued resources Inaction (“going along to get ahead”) Organizational policies that reward employees who engage in political behavior or punish those who don’t
