Chapter 12 - Power, Influence and Negotiation

Question 1

power

Answer 1

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

Question 2

how do people acquire power?

Answer 2

-formal position
-sometmes the most powerful people we know lack any sort of formal authority
- five major types of power sources

Question 3

organizational power

legitimate power

Answer 3

-based on authority or position
- understood rights to ask others to do things
- inside scope of their job

Question 4

organizational power

reward power

Answer 4

• a form of organizational power based on the control of resources or benefits
• managers generally have control over raises, performance evaluations, awards

Question 5

organizational power

coercive power

Answer 5

a form of organizational power based on the ability to hand out punishment
- principle of fear

Question 6

personal power

expert power

Answer 6

a form of power based on expetise or knowledge
- track record of high performance, ability to solve problems

Question 7

personal power

referent power

Answer 7

• a form organizational power based on attractiveness and charisma of the leader
• basically if people like you

Question 8

contingency factors

Answer 8

certain factors that are likely to increase or decrease the degree to which leaders can use their power to influence others

Question 9

substituability

Answer 9

degree to which people have alternatives in accessing the resources that a leader controls
leaders who are only one with control gain greater influence

Question 10

discretion

Answer 10

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

Question 11

centrality

Answer 11

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

Question 12

visibility

Answer 12

how aware others are of a leader’s power and position

Question 13

influence

Answer 13

use of behaviours to cause behavioral or attitude changes in others

Question 14

influence tactics / most effective

rational persuasion

Answer 14

• use of logical arguments and hard facts to show the target that the request is a worthwhile one
• upward influence

Question 15

influence tactics / most effective

consultation

Answer 15

an influence tactic where the target is allowed to participate in deciding how to carry out or implement a request
opinions are values

Question 16

influence tactics / most effective

inspirational appeals

Answer 16

appeals to the target’s values and ideas, creating an emotional reaction
leaders must have insight into what people find important

Question 17

influence tactics / most effective

collaboration

Answer 17

attempting to make it easier for the target to complete the request
involves leader helping complete the task

Question 18

influence tactives / moderately effective

ingratiation

Answer 18

use of favours/compliments to make the target feel better about the influencer
more effective long term

Question 19

influence tactives / moderately effective

personal appeals

Answer 19

asking for something based on friendship or loyalty
cultural influences when it comes to this appeal

Question 20

influence tactives /moderately effective

apprising

Answer 20

occurs when the requestor clearly explains why performing the request will benefit the target personally

Question 21

influence tactives / least effective

pressure

Answer 21

coercive power through threats or demands

Question 22

influence tactives / least effective

coalitions

Answer 22

when the influencer enlists other people to help influence the target
used in combination with other tactics

Question 23

influence tactives / least effective

exchange

Answer 23

requestor offers a reward or resource to the target in return for performing a request

Question 24

general rule of thumb - influence tactics

Answer 24

most successful in combination
softer in nature is better

Question 25

# responses to influence tactics internalization

Answer 25

a response to influence tactics in which the target agrees with and becomes committed to the request shift in both behaviours and attitudes of employees

Question 26

# responses to influence tactics compliance

Answer 26

occurs when targets of influence are willing to do what the leader asks, but they do it with a degree of ambivalence does not bring highest levels of employee effort and dedication

Question 27

# responses to influence tactics resistance

Answer 27

when the target refuses to perform the influence request and puts forth an effort to avoid having to do it

Question 28

organizational politics

Answer 28

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

Question 29

political skill

Answer 29

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

Question 30

networking ability

Answer 30

adeptness at identifying and developing diverse contacts

Question 31

social astuteness

Answer 31

tendency to observe others and accurately interpret their behaviours

Question 32

interpersonal influence

Answer 32

having an unassuming and convincing personal style that is flexible enough to adapt to other situations

Question 33

apparent sincerity

Answer 33

high levels of honesty and genuineness

Question 34

conflict resolution

Answer 34

conflict arises when two or more individuals perceive that their goals are in opposition when conflict arises, leader can use power and influence to resolve it

Question 35

Competing (high assertiveness, low cooperation)

Answer 35

occurs when one party attempts to get their own goals net without concern for the other party’s results one party has high levels of organizational power and can use legitimate/coercive power to settle the conflict use when need to make snap decision

Question 36

Avoiding (low assertiveness, low cooperation)

Answer 36

occurs when one party wants to remain neutral, stay way from conflict or postpone the conflict unfavorable result for everyone, doesn’t solve anything when the issue is not as important as others emotions running high no acceptable alternative

Question 37

Accommodating (low assertiveness, high cooperation)

Answer 37

one party gives in to the other and acts in a completely unselfish way if you know you are gonna lose, might as well given when you arrive at the conclusion that your choice is wrong and alternative is better

Question 38

Collaboration (high assertiveness, high cooperation)

Answer 38

occurs when both parties work together to maximize outcomes win win difficult to come by compromise won’t solve the problem

Question 39

Compromise (moderate assertiveness, moderate cooperation)

Answer 39

conflict is resolved through give and take concessions easy form of resolution strong approach is not worth damage both parties committed to their choices

Question 40

negotiations

Answer 40

a process in which two or more interdependent individuals discuss and attempt to reach agreement about their differences

Question 41

distributive bargaining

Answer 41

a negotiation strategy in which one person gains and the other person loses car dealership vs customer

Question 42

integrative bargaining

Answer 42

a negotiation strategy that achieves an outcome that is satisfying for both parties allows long term relationship to form best when multiple outcomes are possible, there is an adequate level of trust, parties are willing to be flexible

Question 43

stage 1 of negotiation: preparation

Answer 43

the single most important stage of the negotiating process BATNA: each negotiator’s bottom line / standard by which all proposed agreements should be measured

Question 44

step 2 of negotiation: exchanging information

Answer 44

non confrontational process each party makes a case for its position active listening, lots of questions

Question 45

step 3 of negotiation: bargaining

Answer 45

goal is for each party to walk away feeling like it has gained something of value

Question 46

step 4 of negotiation: closing and commitment

Answer 46

formalizing an agreement reached during the previous stage ideally, no issues or misconceptions left could be recognition that the parties reached an impasse with no agreement

Question 47

negotiator biases

Answer 47

perceived power relationship (most important) emotions can play a large role in the ability

Question 48

How do power and influence affect job performance and organizational commitment

Answer 48

when a leader draws on personal sources of power, such as expert power/referent power, a stronger emotional bond can be created with the employee, boosting affective commitment increases job satisfaction and sense of trust

Question 49

alternative dispute resolution

Answer 49

process by which two parties resolve conflicts through the use of a specially trained, neutral third party

Question 50

mediation

Answer 50

requires a third party to facilitate the dispute resolution process, though this third party has no formal authority

Question 51

arbitration

Answer 51

a process by which a third party determines a binding settlement to a dispute between two parties