Chapter 10

Question 1

Power

Answer 1

Potential to influence behaviour, change course of events, overcome resistance, and convince people do do things they wouldn’t do otherwise.

Question 2

Personal power

Answer 2

Expert power- power as knowledge or other forms of expertise of which other senior feel obliged to accept.

Referent power - personal characteristics of the manager are perceived by employees, generative feelings of identification.

Question 3

Position power

Answer 3

Reward power, coercive power, legitimate power.

Question 4

Acquiring managerial power

Answer 4

Enhancing position power: centrality and criticality of role, discretion and flexibility, job complexity and ambiguity.

Enhancing personal power: knowledge and information, personal attractiveness, effort.

Question 5

Obedience and acceptance of authority

Answer 5

Can and must understand directive, must feel mentally and physically capable, must believe directive isn’t inconsistent with org purpose and personal interests.

Question 6

Pathological fringe

Answer 6

Milgram experiment: majority of people would inflict the pathological fringe of shock.

Question 7

Zone of indifference

Answer 7

Orders must be perceived in neutral terms to be carried out without conscious questioning of authority.

Question 8

Organisational politics

Answer 8

Management of influence to obtained ends not sanctioned by org or to obtain sanctioned ends through non sanctioned means of influence.

Use of influence, authority and power to achieve goals.