Chapter 13 Flashcards
authority
A force for achieving desired outcomes that is prescribed by the formal hierarchy and reporting relationships (p. 481)
centrality
A trait of a department whose role is in the primary activity of an organization (p. 488)
collective bargaining
The negotiation of an agreement between management and workers (p. 498)
competition
Rivalry between groups in the pursuit of a common prize (p. 475)
confrontation
A situation in which parties in conflict directly engage one another and try to work out their differences (p. 498)
coping with uncertainty
A source of power for a department that reduces uncertainty for other departments by obtaining prior information, prevention, and absorption (p. 489)
decision premises
Constraining frames of reference and guidelines placed by top managers on decisions made at lower levels (p. 483)
dependency
One aspect of horizontal power: when one department is dependent on another, the latter is in a position of greater power (p. 487)
domains of political activity
Areas in which politics plays a role. Three domains in organizations are structural change, management succession, and resource allocation (p. 491)
financial resources
Control over money is an important source of power within an organization (p. 488)
intergroup conflict
Behaviour that occurs between organizational groups when participants identify with one group and perceive that other groups may block their group’s goal achievements or expectations (p. 475)
labour-management teams
Teams designed to increase worker participation and to provide a cooperative model for addressing union–management issues (p. 498)
negotiation
The bargaining process that often occurs during confrontation and enables the parties to systematically reach a solution (p. 498)
network centrality
Top managers increase their power by locating themselves centrally in an organization and surrounding themselves with loyal subordinates (p. 484)
nonsubstitutability
A trait of a department whose function cannot be performed by other readily available resources (p. 489)
organizational politics
Activities to acquire, develop, and use power and other resources to obtain a preferred outcome when there is uncertainty or disagreement about choices (p. 490)
political model
A definition of an organization as being made up of groups that have separate interests, goals, and values in which power and influence are needed to reach decisions (p. 479)
political tactics for using power
These include building coalitions, expanding networks, controlling decision premises, enhancing legitimacy and expertise, and making a direct appeal (p. 494)
power
The ability of one person or department in an organization to influence others to bring about desired outcomes (p. 480)
power sources
There are five sources of horizontal power in organizations: dependency, financial resources, centrality, nonsubstitutability, and the ability to cope with uncertainty (p. 487)
rational model
A description of an organization characterized by a rational approach to decision making, extensive and reliable information systems, central power, a norm of optimization, uniform values across groups, little conflict, and an efficiency orientation (p. 479)
sources of intergroup conflict
Factors that generate conflict, including goal incompatibility, differentiation, task interdependence, and limited resources (p. 476)
strategic contingencies
Events and activities inside and outside an organization that are essential for attaining organizational goals (p. 486)
tactics for enhancing collaboration
Techniques such as integration devices, confrontation and negotiation, intergroup consultation, member rotation, and shared mission and superordinate goals that enable groups to overcome differences and work together (p. 497)
tactics for increasing power
These include entering areas of high uncertainty, creating dependencies, providing resources, and satisfying strategic contingencies (p. 492)
