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2181 Final > Chapter 12 - Power, Influence and Negotiation > Flashcards

Chapter 12 - Power, Influence and Negotiation Flashcards

1
Q

power

A

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

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2
Q

how do people acquire power?

A

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

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3
Q

organizational power

legitimate power

A

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

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4
Q

organizational power

reward power

A
  • a form of organizational power based on the control of resources or benefits
  • managers generally have control over raises, performance evaluations, awards
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5
Q

organizational power

coercive power

A

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

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6
Q

personal power

expert power

A

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

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7
Q

personal power

referent power

A
  • a form organizational power based on attractiveness and charisma of the leader
  • basically if people like you
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8
Q

contingency factors

A

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

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9
Q

substituability

A

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

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10
Q

discretion

A

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

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11
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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12
Q

visibility

A

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

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13
Q

influence

A

use of behaviours to cause behavioral or attitude changes in others

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14
Q

influence tactics / most effective

rational persuasion

A
  • use of logical arguments and hard facts to show the target that the request is a worthwhile one
  • upward influence
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15
Q

influence tactics / most effective

consultation

A

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

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16
Q

influence tactics / most effective

inspirational appeals

A

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

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17
Q

influence tactics / most effective

collaboration

A

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

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18
Q

influence tactives / moderately effective

ingratiation

A

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

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19
Q

influence tactives / moderately effective

personal appeals

A

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

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20
Q

influence tactives /moderately effective

apprising

A

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

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21
Q

influence tactives / least effective

pressure

A

coercive power through threats or demands

22
Q

influence tactives / least effective

coalitions

A

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

23
Q

influence tactives / least effective

exchange

A

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

24
Q

general rule of thumb - influence tactics

A

most successful in combination
softer in nature is better

25
Q

responses to influence tactics

internalization

A

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

26
Q

responses to influence tactics

compliance

A

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

27
Q

responses to influence tactics

resistance

A

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

28
Q

organizational politics

A

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

29
Q

political skill

A

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

30
Q

networking ability

A

adeptness at identifying and developing diverse contacts

31
Q

social astuteness

A

tendency to observe others and accurately interpret their behaviours

32
Q

interpersonal influence

A

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

33
Q

apparent sincerity

A

high levels of honesty and genuineness

34
Q

conflict resolution

A

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

35
Q

Competing (high assertiveness, low cooperation)

A

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

36
Q

Avoiding (low assertiveness, low cooperation)

A

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

37
Q

Accommodating (low assertiveness, high cooperation)

A

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

38
Q

Collaboration (high assertiveness, high cooperation)

A

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

39
Q

Compromise (moderate assertiveness, moderate cooperation)

A

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

40
Q

negotiations

A

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

41
Q

distributive bargaining

A

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

42
Q

integrative bargaining

A

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

43
Q

stage 1 of negotiation: preparation

A

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

44
Q

step 2 of negotiation: exchanging information

A

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

45
Q

step 3 of negotiation: bargaining

A

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

46
Q

step 4 of negotiation: closing and commitment

A

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

47
Q

negotiator biases

A

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

48
Q

How do power and influence affect job performance and organizational commitment

A

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

49
Q

alternative dispute resolution

A

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

50
Q

mediation

A

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

51
Q

arbitration

A

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

2181 Final (9 decks)

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