Chapter 10- Power and Influence Flashcards
Behaviour that others perceive as self-serving tactics at the expense of other people and possibly the organization.
Organizational politics
A persuasive communication strategy of warning listeners that others will try to influence them in the future and that they should be wary about the opponent’s argument.
Inoculation effect
Actively shaping through self-presentation and the other means the perceptions and attitudes that others have of us.
Impression management
A group of attempts to influence people outside the group by pooling the resources and power if its members.
Coalition
A type of influence in which someone with called on in reality or symbolically to support the influencer’s position.
Upward appeal
Any behaviour that attempts to alter someone’s attitude or behaviour.
Influence
A contingency of power pertaining to the availability of alternatives.
Substitutability
A contingency of power pertaining to the degree and nature of interdependence between the power holder and others.
Centrality
The capacity to influence others on the basis of an identification with and respect for the power holder.
Referent power
A personal characteristic or special “gift” that serves as a form of interpersonal attraction and referent power.
Charisma
A felt obligation and social expectation of helping of otherwise giving something of value to someone who has already helped or given something of value to you.
Norm of reciprocity
An arrangement among organizational members that people in certain roles can request certain behaviour of others.
Legitimate power
The capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship.
Countervailing power
“Sources of Power in the Organization”
An agreement among organizational members that people in certain roles can request certain behaviour of others.
Legitimate power
is asymmetric control over valued resources in social relations and therefore the capacity to influence others.
Power
“Sources of Power in the Organization”
is an agreement among organizational members that people in certain roles can request certain behaviours of others
Legitimate Power
power of authority
Power Restrictions
- Only gives the power holder the right to ask for a range of behaviours from others.
- The size of the zone of indifference increases with the level of trust in the powerholder.
- Employees also have legitimate power over their bosses and co-workers through legal and administrative rights as well as informal norms.
“Sources of Power in the Organization”
is derived from the person’s ability to control the allocation of rewards valued by others and to remove negative sanctions (i.e., negative reinforcement).
Reward Power
“Sources of Power in the Organization”
is the ability to apply punishment. For many of us, the first thought is managers threatening employees with dismissal. Yet, employees also have coercive power, such as being sarcastic toward co-workers or threatening to ostracize then if they fail to conform to team norms.
Coercive Power
“Sources of Power in the Organization”
originates from within the powerholder. It is an individual’s capacity to influence others by possessing knowledge or skills valued by others.
Expert Power
“Sources of Power in the Organization”
It is largely a function of the person’s interpersonal skills and tends to develop slowly.
Referent Power
“Type of influence tactics”
occurs where someone complies with a request because of the requester’s legitimate power as well as the target person’s role expectations.
Silent Authority
“Type of influence tactics”
involves actively applying legitimate and coercive power to influence others. Includes persistently reminding the target of his or her obligations, frequently checking the target’s work, confronting the target, and using threats of sanctions to force compliance.
Assertiveness
“Type of influence tactics”
power that translates into influence when the powerholder selectively distributes information such that it reframes the situation and causes others to change their attitudes and/or behaviour.
Informational Control
“Type of influence tactics”
it pools the power and resources of many people, so it potentially has more influence than any number of people operating alone.
It creates a sense that the issue deserves attention because it has broad support.
It is a informal group that advocates a new set of norms and behaviours.
Coalition Formation
“Type of influence tactics”
involves calling upon higher authority or expertise, or symbolically relying on these sources to support the influencer’s position.
Upward Appeal
“Type of influence tactics”
The ability to use facts, logical arguments, and emotional appeals to change another person’s beliefs and attitudes, usually for the purpose of changing the person’s behaviour, is not just an acceptable way to influence others; in many societies, it is a noble art and a quality of effective leaders.
Persuasion
“Type of influence tactics”
(soft influence technique)—any attempt to increase liking by, or perceived similarity to, some targeted person. Ingratiation is one of the more effective influence tactics at boosting a person’s career success (i.e., performance appraisal feedback, salaries).
Ingratiation
the practice of actively shaping our public images
Impression Management
“Type of influence tactics”
activities involve the promise of benefits or resources in exchange for the target person’s compliance with your request.
Exchange
“Reactions and contingency of influence tactics”
occurs when people oppose the behaviour desired by the influencer by refusing, arguing, or delaying engagement in the behaviour.
Resistance
“Reactions and contingency of influence tactics”
occurs when people are motivated to implement the influencer’s request at a minimal level of effort and for purely instrumental reasons.
Compliance
“Reactions and contingency of influence tactics”
is the strongest outcome of influence, whereby people identify with the influencer’s request and are highly motivated to implement it even when extrinsic sources of motivation are no longer present.
Commitment
The knowledge and other resources available to people or social units (teams, organizations) from a durable network that connects them to others.
Social Capital
“Power of Social Capital”
Flow of information
Influence
Social Credentials
Recognition
Gaining Power on Social Network
Close-knit relationship, which are evident from how often we interact with people, how much we share resources with them, and whether we have multiple or single-purpose relationships with them (e.g., friend, coworker, sport partner)
Strong ties
Gaining Power on Social Network
Acquaintances who are usually different from us and therefore offer resources we do not posses.
Weak ties
Gaining Power on Social Network
Strength of weak ties
The strength of weak ties is most apparent in job hunting and career development
“Power of Structural holes”
An area between two or more dense social network are the lacks networks ties.
Structural hole
“Power of Structural holes”
Dark side of social network
They can create a formidable barrier to those who are not actively connected to it
