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Org Power Politics and Culture > Exam 1 > Flashcards

Exam 1 Flashcards

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Sociology 101 flashcards
1
Q

Power

A

Context specific, institutionalized social control, requires skill to exercise successfully, affects all members of the organization

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2
Q

Politics

A

Perceived as unsanctioned behavior, results in unsanctioned outcomes, generally interpreted negatively in U.S culture

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3
Q

Interdependence

A

One person doesn’t control all conditions necessary to achieve action or obtain outcome desired from the action and must rely on others to some extent to be successful

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4
Q

4 Factors That Shape Managerial Behavior

A
  1. Corporate culture
  2. Formal structure, systems, plans, and policies
  3. Leadership
  4. Competitive & regulatory environment
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5
Q

Organizational Culture

A

common assumptions, shared understandings, shared values, common beliefs, accepted behaviors

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6
Q

Schein’s Model of Culture

A

Level 1- Artifacts
Level 2- Values
Level 3- Assumptions

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7
Q

Symbols

A

Have specific subjective meanings defined by the context, differ between organizations, differ among subunits within organization, evoke emotive responses

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8
Q

Values

A

Serve as frames of reference that guide behavior, represent general concepts that results from accumulated experiences, represent types of personal goals, and represents types of behavioral choices to reach goals

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9
Q

Achieving Internal Consistency Using Cultural Forms

A
  1. Legends
  2. Sagas
  3. Myths
  4. Rites and Rituals
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10
Q

What happens when personal values are not consistent with organizational values?

A

cognitive dissonance, lack of commitment, detachment and alienation, sabotage, leave the organization

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11
Q

What are the costs when personal values are not consistent with organizational values?

A

Productivity declines, morale drops, organizational climate negatively affected, recruitment costs increase

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12
Q

Subcultures

A
  1. Enhancing- embraces dominant culture and amplifies specific values of dominant culture
  2. Orthogonal- embrace values of dominant culture and exhibit unique values to subgroup
  3. Countercultures- rejects values of dominant culture, moving away from dominant culture, embraces values completely different from dominant culture
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13
Q

Factors affecting the evolution of culture

A
  1. Workgroup characteristics
  2. Leadership and managerial characteristics
  3. Environmental characteristics
  4. Dynamics between groups and departments
  5. Organizational characteristics
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14
Q

Cross Cultural Attributes

A
  1. Universals- common activities across cultures
  2. Diversity- accomplishments or manifestations of universal is unique and different across cultures
  3. Explicit behavior- overt and observable
  4. Implicit behavior- inferred, defined by dominant group, provides consistency, behavior not “free will”, but culturally conditioned
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15
Q

Behavioral Styles

A
  1. Rational- that which is reasonable for goal achievement
  2. Irrational- deviates from accepted norms; emotional response
  3. Non-rational- dictated by culture; not based reason
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16
Q

Hofstede Cross Cultural Model

A
  • Individualism vs Collectivism
  • Masculinity vs Femininity
  • Uncertainty avoidance
  • Power Distance
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17
Q

Individualism vs Collectivism

A
  • Measures the reliance of organization members on the organization for goal fulfillment, and the dependence on authority
  • high measurement= less dependence on authority to achieve goals
  • low measurement= high reliance on authority to achieve goals
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18
Q

Individualism (High IC)

A

identify based on the individual (frequent use of “I” form), emotional independence of individual from organizations, belief in individual decisions, decisions made on the spot by representatives, people ideally achieve alone and assume personal responsibility

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19
Q

Collectivism (Low IC)

A

Identify based on the system (frequent use of the “we” form), emotional dependence of individual on organization, belief in group decisions, decisions referred back to organization by delegate, people ideally achieve in groups that assume joint or collective responsibility

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20
Q

Masculinity vs Femininity

A
  • Measures the orientation of organization members toward material items and individual achievement
  • High measurement= materialistic attitude; personal achievement of great importance
  • Low measurement= high reliance on authority to achieve goals
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21
Q

Masculine (High MF)

A

Money and things, live to work, achievement orientation, assertive

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22
Q

Feminine (Low MF)

A

People orientation, work to live, service orientation, modest, caring

23
Q

Uncertainty Avoidance

A
  • Measures the extent to which organizational members avoid stress creating situations in work relationships
  • High measurement= attitude of conflict avoidance (higher stress)
  • Low measurement=attitude of acceptance and handling of conflict
24
Q

Low Uncertainty Avoidance

A

Attitude of acceptance and handling of conflict, uncertainty inherent in life and easily accepted, each day taken as it comes, hard work not a virtue, acceptance of discontent

25
Q

High Uncertainty Avoidance

A

Attitude of conflict avoidance, uncertainty inherent in life is felt as a continuous threat that must be fought, inner urge to work hard, and strong need for consensus

26
Q

Power Distance

A
  • Measures the degree to which organization members prefer autocratic superior/subordinate relationships
  • High measurement= preference for autocratic relationship
  • Low Measurement- preference for democratic relationship
27
Q

Low Power Distance

A

Inequality should be minimized, powerful people should try to look less powerful, change social system by redistributing power.

28
Q

High Power Distance

A

There should be an order of inequality, everyone should have a rightful place, powerful people should look powerful, change social system by dethroning

29
Q

Schein’s Model of Cultural Effectiveness

A
  • Adaptability
  • Sense of identity
  • Capacity to test reality
30
Q

Denison’s Model

A
  • Mission
  • Consistency
  • Involvement
  • Adaptability
31
Q

Caplow’s Model

A
  • Stability
  • Integration
  • Volunteerism
  • Achievement
32
Q

Symptoms of a Weak Culture

A
  • Inward focus
  • Short term focus
  • Morale problems
  • Fragmentation or inconsistency
  • Emotional responses to problems
  • Ingrown subcultures
  • Warfare among subunits
  • Subculture elitism
33
Q

When is it necessary to change an organization’s culture?

A
  • Values no longer fit external environment
  • Organizations entering a more competitive environment
  • External environment experiencing rapid changes
  • Performance of the organization has deteriorated
34
Q

Fundamental International Rights- 3 Conditions

A
  1. Rights must protect something of very great importance
  2. Right must be subject to substantial and recurrent threats
  3. Obligations or burdens imposed by the right must satisfy a fairness
35
Q

Fundamental Rights

A
  • Right to freedom of physical movement
  • Right to ownership of property
  • Right to freedom from torture
  • Right to a fair trial
  • Right to nondiscriminatory treatment
  • Right to freedom of speech and association
  • Right to minimal education
  • Right to subsistence
  • Right to political participation
  • Right to physical security
36
Q

Correlative Duties

A
  • Avoid depriving person of a right
  • To help protect from deprivation
  • To aid the deprived
37
Q

Trompenaar’s Cross Cultural Model

A
  • Universalist v Particularist
  • Individualist v Collectivist
  • Achievement v Ascriptive
  • Specific culture v Diffuse culture
  • Internal v External
  • Neutral v Effective
  • Sequential v Synchronic
38
Q

Universalist v Particularist

A 
Universalist
- focus on rules
- legal contracts
-"one truth" or reality
- a deal is a deal 
Particularist
- focus on relationships 
- legal contracts readily modified 
- relationships evolve
- business arrangements evolve- honor changing situations
39
Q

Individualist v Collectivist

A

Individualist
- decisions made on the spot by representatives
- people achieve alone and assume personal responsibility
- frequent use of “I” form in speech
Collectivist
- decisions referred back to organization by delegate
- people ideally achieve in groups and assume joint/collective responsibility
- frequent use of “we” form in speech

40
Q

Achievement v Ascriptive

A

Achievement
- use of titles only when relevant to task
- respect for superior based o how effectively job is performed and their knowledge
-senior managers vary in age and gender- position due to proficiency
Ascriptive
-extensive use of titles when these clarify your status in organization
-respect of superior seen as measure of commitment to organization
-senior managers are male, middle aged

41
Q

Specific v Diffuse

A

Specific
-direct and to the point, purposeful in relating to others
- precise, blunt, definitive, transparent
-principles and consistent moral standards independent of the person being addressed
Diffuse
- indirect, circuitous, seemingly aimless forms of relating
- evasive, tactful, ambiguous, even opaque
- highly situational morality and depends on the person and context encountered

42
Q

Internal v External

A

Internal
- dominating attitude bordering on aggressiveness towards environment
- conflict and resistance means you have convictions
- focus on self, function, group
-willing to play hard ball, winning important
-discomfort when environment seems out of control or changeable
External
- flexible attitude, willing to compromise and keep peace
- harmony and responsiveness, sensibility stressed
- focus on “other” customer, partner, colleague
- comfort with waves, shifts, cycles, if these are natural
- win together- lose apart, maintain relationships

43
Q

Neutral v Affective

A

Neutral
- don’t reveal what they are thinking or feeling
- emotions dammed up; will occasionally explode
- cool and self possessed conduct is admired
- physical contract, gesturing, strong facial expressions taboo
- statements read in monotone
Affective
- reveal thoughts and feelings verbally and nonverbally
- transparency and expressiveness release tension
- emotions flow freely, effusively, vehemently, without inhibition
- heated, vital, animated expression admired
-touching, gesturing, strong facial expressions common
- statements declaimed fluently and dramatically

44
Q

Sequential v Synchronic

A

Sequential
- only to do one activity at a time
- time is measureable
- keep appointments strictly and on schedule
- relationships subordinate to the schedule
- strong preference for initial plans
Synchronic
- do more than one activity at a time
- appointments are approximate and subject to giving time to significant others
- schedules subordinate to relationship
- strong preference for following where the relationship leads

45
Q

Ethical Frameworks

A 
-Western- seeking truth 
utilitarian 
individual rights
justice-equity-fairness 
-Eastern- Confucianism (virtue)
hard work 
education 
moderation 
hierarchy and order
family
"golden rule" 
-Islam 
will of God 
concept of church and state is Western 
"religious law"
46
Q

Utilitarianism

A
  • 18th century
  • social consequences
  • outcome orientation
  • complex judgments
  • make judgments easier (reduce complexity)
    • adopt ideological system
    • simplify the frame of reference
    • define boundaries
47
Q

Individual Rights

A
  • behavior independent of outcomes
  • process oriented
  • encourages individualistic behavior
  • less complex than utilitarianism
  • free consent
  • privacy
  • freedom of conscience
  • free speech
  • due process
48
Q

Justice

A
  • equity
  • fairness
  • impartiality
  • distributive rules
    • “relevance”
    • differential treatment related to situation
  • administration of rules
    • clearly stated
    • consistently enforced
    • impartially enforced
  • compensation norms
49
Q

Structural Approach

A
  • structure of rewards shapes behavior

- role requirements define behavior

50
Q

Socialization Approach

A
  • genders bring different value orientations to work roles
  • antecedent values and traits
  • males= money and advancement
  • females= promote harmonious relationships
51
Q

Secretive Methods for Changing Unethical Behavior

A
  • expose within the organization
  • threaten the offender
  • threaten external exposure
  • sabotage implementation
  • expose externally
52
Q

Public Methods for Changing Unethical Behavior

A
  • threaten responsible person with exposure
  • blow the whistle within the organization
  • blow the whistle outside the organization
53
Q

Passive Methods for Changing Unethical Behavior

A

-refrain from implementation

Org Power Politics and Culture (1 decks)

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