Chapter 7

Question 1

What do organization politics refer to?

Answer 1

The networks between people in and around organizations that entail power relations

Question 2

Who is considered the founding voice on power in organization studies?

Answer 2

Max Weber

Question 3

Define authority in the context of organization studies.

Answer 3

Requires the consent of those being managed and is expressed in terms of the chance of specific commands being obeyed

Question 4

What is domination in organizational terms?

Answer 4

A situation where there is no authority granted to those being managed; they must obey

Question 5

How is the existence of power explained?

Answer 5

When A does something to B to cause B to do something that B would not otherwise do

Question 6

What is the most common definition of power?

Answer 6

The chance for someone to realize their own will, even against the resistance of others

Question 7

True or False: Political behavior is often mentioned in studies on organizations.

Answer 7

False

Question 8

What does legitimacy attach to?

Answer 8

Something, whether a particular action or social structure, when there is a widespread belief that it is just and valid

Question 9

What is the assumption when authority is present?

Answer 9

Power relations are absent

Question 10

How does legitimation affect resistance?

Answer 10

Legitimation lowers the probability of resistance

Question 11

What did Pettigrew say about legitimation?

Answer 11

It is achieved through the ‘management of meaning’

Question 12

What types of surveillance do teams operate with?

Answer 12

• Vertical surveillance
• Horizontal surveillance

Question 13

What is one of the major strategies of normalization in organizations?

Answer 13

Empowerment, transferring power to the individual

Question 14

What did Milgram’s experiment demonstrate about authority?

Answer 14

Ordinary people can do extraordinary things depending on the situation and proximity to authority

Question 15

What is emancipation in the context of organizations?

Answer 15

The process of being set free from restraint, control, or power of another

Question 16

List two characteristics of resistance.

Answer 16

• Organized digitally through social networks
• Often individual action, less organized

Question 17

What is the focus of the recourse dependency view?

Answer 17

How managers secure the flow of resources essential for organizational survival

Question 18

What are the steps in the rational decision-making process?

Answer 18

• Define the problem
• Collect relevant information
• Review data and develop solutions
• Evaluate options
• Implement the solution

Question 19

What is bounded rationality?

Answer 19

Rationality that involves ambiguity, incomplete information, unclear choice criteria, and limited resources

Question 20

What are the two types of decisions managers have to make?

Answer 20

• Programmed decisions
• Non-programmed decisions

Question 21

Fill in the blank: Authority is always granted by _______.

Answer 21

[significant others]

Question 22

What is the relationship between uncertainty and power?

Answer 22

Those who control knowledge of uncertainty can gain authority

Question 23

What did Hickson and Hinings seek to measure?

Answer 23

Power in organizations by functional subunits coping with uncertainty

Question 24

What is the conclusion about power over resources in organizations?

Answer 24

It is a zero-sum conception of that power

Question 25

What is the role of symbols of legitimate authority?

Answer 25

They need to be recognized to be effective

Question 26

What does Foucault's theory of governmentality emphasize?

Answer 26

Governing people's conduct through positive means rather than sovereign power

Question 27

What are the conditions necessary for emancipation?

Answer 27

* Experience of inequity * Ability to think differently

Question 28

What are two experiments demonstrating authority and power?

Answer 28

* Milgram's experiment on obedience to authority * Haney's prison experiment on guards and prisoners

Question 29

What suggestions are made for using power ethically?

Answer 29

* Decide goals in consultation with stakeholders * Diagnose patterns of dependence * Consider points of view of important people * Identify bases of power and influence * Choose appropriate strategies * Select ethical courses of action

Question 30

True or False: Empowerment means the absence of power.

Answer 30

False

Question 31

What is perfect rationality?

Answer 31

A theoretical decision-making model where all information is available and decisions are made with complete knowledge. ## Footnote Perfect rationality is often unattainable in real-world situations.

Question 32

What is bounded rationality?

Answer 32

A decision-making framework acknowledging the limitations of human cognition, including ambiguity, incomplete information, and unclear choice criteria. ## Footnote Bounded rationality suggests that managers operate with limited rationality rather than complete rationality.

Question 33

What are programmed decisions?

Answer 33

Decisions made using established organizational rules and procedures that subordinates are trained to follow. ## Footnote Programmed decisions rely on known knowledge.

Question 34

What are non-programmed decisions?

Answer 34

Unfamiliar decisions that cannot be delegated to subordinates due to a lack of training or established rules. ## Footnote Non-programmed decisions often require higher-level managerial input.

Question 35

What is incremental decision search?

Answer 35

A decision-making approach that involves taking many small steps, making it easier to retrace if outcomes are not favorable. ## Footnote This method is advocated by Miller and Wilson.

Question 36

What does 'muddling through' refer to in decision-making?

Answer 36

A process of finding an initial simple impasse and further investigating it to uncover more complex political issues. ## Footnote This concept emphasizes the gradual exploration of problems rather than rushing to solutions.

Question 37

What is the garbage can model of decision-making?

Answer 37

A framework where problems and solutions are mixed together, and connections are made at a later stage. ## Footnote This model highlights the chaotic nature of decision-making in organizations.

Question 38

What did Starbuck argue about organizational problem-solving?

Answer 38

Organizations tend to spend more time generating problems they already have answers to rather than rationally analyzing and deciding how to solve them. ## Footnote This suggests inefficiency in decision-making processes.

Question 39

How does the political nature of a decision influence the decision-making process?

Answer 39

The more political the matter, the more stakeholders are involved, and the more fluid the decision-making process becomes. ## Footnote Hickson and colleagues found this relationship in their research.

Question 40

What are the two typical ways of managing implementation?

Answer 40

* Planned mode of implementation based on management's clear understanding of the situation * Context-based implementation where gaining support from key people is crucial. ## Footnote These methods depend on the management team's experience and clarity.

Question 41

What are the three ways of connecting decision-making and implementation?

Answer 41

* Continuous connectedness: Key personnel involvement throughout the process * Causal connectedness: Factors like contention and seriousness influence the process * Anticipatory connectedness: Forward-thinking about future achievements of decisions. ## Footnote These connections highlight the importance of personnel and context in decision-making.

Question 42

What is a paradox in decision-making?

Answer 42

A seemingly contradictory statement or position that, upon investigation, may prove to be valid. ## Footnote Paradoxes often frame dual and ongoing actions rather than being resolved.

Question 43

What does Smith suggest about resolving paradoxes?

Answer 43

Embracing the paradox rather than attempting to resolve it can lead to better outcomes. ## Footnote This view contrasts with traditional approaches that seek resolution.

Question 44

What is non-decision making?

Answer 44

The act of deciding that no action will be taken on a particular issue, often due to differing interpretations by various parties. ## Footnote This concept was discussed by Bachrach and Baratz.

Question 45

What is the most persuasive form of hegemony identified by Dean and Greene?

Answer 45

Silence in the face of evident experience and awareness of organizational disadvantage. ## Footnote Silence is viewed as a form of loyalty in the organization.

Question 46

What challenges arise in decision-making for multinational organizations?

Answer 46

Decisions made at the center often need adaptation to local cultures while still maintaining organizational practices. ## Footnote This complexity requires careful balancing of local and organizational needs.

Question 47

What are the three ways to adapt to local culture while obtaining organizational practice?

Answer 47

* Creating and certifying progressive achievement levels * Setting discretionary and mandatory adaptation parameters * Differentially adapting to context-specific and systemic misfits. ## Footnote These strategies allow for a better fit of diverse specifics rather than a one-size-fits-all approach.

Question 48

What should future managers focus on in organizational conversations?

Answer 48

Broadening the conversation and listening more to utilize employee diversity and creativity. ## Footnote This approach encourages a more inclusive and innovative organizational culture.