Exam 4 Flashcards
1
Q
Coercive power
A
depends on the fear of negative results from a failure to comply
2
Q
Reward Power
A
power based on the ability to distribute rewards that others view as powerful
3
Q
Formal Power
A
based on an individual’s position in an organization. it comes from the ability to coerce or reward or from legitimate authority
4
Q
Legitimate power
A
based on an individual’s position in the formal hierarchy in an organization.
5
Q
expert power
A
based on expertise, special skills or knowledge
6
Q
if I like, respect, and admire you, then you can exercise power over me because I want to please you. This is called_________ and it’s why celebrities and influencers are paid so much.
A
referent power
7
Q
When you enlist the aid or support of others to persuade someone to agree with you, this is called a
A
coalition
8
Q
Power
A
the discretion, capacity, and means to exercise your will over other people
9
Q
Influence tactics:
when trying to influence someone with upward influence, use
A
rational persuasion
10
Q
Influence tactics:
when trying to influence someone with downward influence, use
A
rational persuasion
Inspirational Appeals
Ingratiation
Legitimacy
11
Q
Influence tactics:
when trying to influence someone with lateral influence, use
A
rational persuasion
Consultations
Ingratiation
Exchange
Legitimacy
Personal Appeals
Coalition
12
Q
Influence tactics:
Legitimacy
A
Relying on your authority position or saying that a request is in accordance with organizational policies or rules
13
Q
Influence tactics:
rational persuasion
A
Presenting logical arguments and factual evidence to demonstrate that a request is reasonable.
14
Q
Influence tactics:
Inspirational appeals
A
Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations.
15
Q
Influence tactics:
Consultation
A
Increasing support by involving the target in deciding how to accomplish your plan.
16
Q
Influence tactics:
Exchange
A
rewarding the target with benefits or favors in exchange for agreeing with a request.
17
Q
Influence tactics:
Personal Appeals
A
asking for compliance based on friendship or loyalty.
18
Q
Influence tactics:
Ingratiation
A
Using flattery, praise, or friendly behavior prior to making a request.
19
Q
Influence tactics:
Pressure
A
using warnings, repeated demands, and threats.
20
Q
Influence tactics:
coalitions
A
Enlisting the aid or support of others to persuade a target to agree.
21
Q
Interpersonal Influence :
PUSH
A
Persuading (proposing, reasoning)
Asserting (stating expectations, evaluating, using incentives-pressure)
22
Q
Interpersonal Influence :
PULL
A
Attracting (finding common ground, visioning)
Bridging (Involving, Listening, Disclosing)
23
Q
When to use push tactics
A
when your’e in the majority
24
Q
When to use pull tactics
A
when you’re in the minority
25
When should you ask for a private vote
When you are in the minority ask for a private vote to encourege dissent
26
When should you ask for a public vote
When you are in the majority, ask for a public vote to discourage dissent.
27
After committing to a position, people are more likely to
comply with requests that are
consistent with their original position
28
Commitment ad consistency create a "foot in the door" effect - used on the campaign trail- to be effective it requires 2 things
A set-up request and a follow-up request.
29
Power is a function of
dependance
30
what creates dependence, in the context of power
importance
Scarcity
Nonsubstitutability
31
Formal Power
coersive power
reward power
legitimate power
32
Personal Power
Expert Power
Refferent Power
33
What is the most effective source of power
personal power
34
Expert and referent power are positively related to
employees’ satisfaction with supervision, their
organizational commitment, and their performance,
34
reward and legitimate power seem to be
unrelated to satisfaction, org commitment & performance
35
Coersive power can be
damaging
36
SOCIAL PROOF (consensus)
We view a behavior as correct in a given situation to the degree that we see (similar) others performing it;
particularly when we are uncertain.
- Canned laughter
- “Salting” tip jars
- The sidewalk study
- Management fads
People follow the lead of similar others
Desire to be right
(informational influence)
Desire to be liked (normative influence)
37
CIALDINI’S 6 INFLUENCE
TACTICS
-Social Proof (consensus)
-Liking
-Reciprocity
-Commitment and Consistency
-Authority
-Scarcity
38
Organizational politics
Focuses on the use of power to affect decision-making in an organization (can be self-serving or unsanctioned)
39
Political behavior
Activities that are not required as part of a person's formal role but attempt to influence the distribution of advantages/disadvantages in an organization.
40
Negotiation
the process where two or more parties decide what each will give and take in the context of
their relationship
41
The bargaining zone
is the space between the buyer’s reservation price (BR)
and the seller’s reservation price (SR). The zone of possible agreement is from SR to BR (e.g., $8K).
42
Functional conflict
supports the goals of the group and improves its performance.
43
Dysfunctional Conflict
Conflict that hinders group performance
44
Task Conflict
conflict over content and goals of the work
45
Relationship Conflict
conflict based on interpersonal relationships.
46
Process Conflict
conflict over how work gets done
47
Fixed-pie
a belief that there is only a set amount of goods and services to be divvied up between parties.
48
BATNA
Best Alternative to a Negotiated Agreement
49
Log rolling
Trading important issues for
you with important issues
for your partner
50
The Pareto Efficient Frontier
An agreement is defined as pareto efficient when there is no other agreement that would make any party better off without decreasing the outcomes to any other party
51
Effective Integrative Bargaining Tactics
Integrative Negotiation (Value Creating; Pie Expanding)
- Ask questions
- Identify Own and Others’ Interests
- Identify Own and Others’ Priorities among issues
- Be willing to give on issues of low importance to you in exchange for getting more on issues of high importance to you – (i.e., logrolling)
- Make package deals (i.e., negotiate multiple issues simultaneously)
- Add issues to the negotiation
52
Organizational conflict
the condition of misunderstanding or disagreement that is caused by the perceived or actual opposition in the needs, interests, and values among people who work together
53
Change Agents
People who act as catalysts and assume the responsibilities for managing change activities
54
Individual Sources to Resistance to Change
Habit
Scarcity
Economic factors
Fear of the unknown
Selective information processing
55
Organizational Sources to Resistance to Change
Structural inertia
Limited focus of change
Group inertia
Threat to expertise
Threat to established power relationships
56
8 tactics to overcome resistance to change
communication
Participation
Building Support and Commitment
Develop Positive relationships
Implementing change fairly
Manipulation and Cooption
Selecting people who accept change
Coercion
57
Lewin’s Three-Step Model
Unfreezing-movement-refreezing
58
driving forces
Forces that direct behavior away from the status quo
59
restraining forces
Forces that hinder movement from the existing equilibrium
60
Kotter’s 8-step change model
1. Create a sense of urgency
2. Form a powerful coalition
3. Create a vision for change
4. Communicate the vision
5. Remove obstacles
6. Create short-term wins
7. Build on the change
8. Anchor the changes in corporate culture
61
Action research
A change process based on a systemic collection of data and then the selection of a change action based on what the analyzed data indicates
62
Organizational Development
planned change that seeks to improve organizational effectiveness and employee well being
63
Process Consultation
a meeting in which a consultant assists a client in understanding process events with which they must deal and identify processes that need improvement.
64
team building
High interaction among team members to increase trust and openness.
65
Forces of change
Competition
Social Trends
World Politics
Nature of the workforce
Technology
Economic shocks
66
Evolutionary change
change that is gradual, incremental, and narrowly focused
67
Revolutionary change
change that is rapid, dramatic, and broadly focused
■ Reengineering
■ Restructuring
■ Innovation
68
Organizational Sources of resistance to change
Structural Inertia
Organizations have built-in mechanisms to produce stability.
69
Organizational Sources of resistance to change
group Inertia
even if individuals want to change, group norms may act as a constraint
70
Planned change
proactive, intentional, goal oriented
71
Organizational culture
A system of shared meaning held by an organization's members that distinguishes the organization from others. This system is characterized by values, beliefs, and underlying assumptions.
72
Dominant Culture
A culture that expresses the core values that are shared by most organizations members.
73
Subculture
mini cultures within an organization are typically defined by department designations or geographic separation.
74
Strong culture
A culture in which the core values are intensely held and widely shared.
75
Organizational Climate
The shared perceptions that organizational members have about their organization and work environment particularly the policies, practices, and procedures that are in place.
76
Sustainability
Maintaining practices over a long period of time because the tools or structures that support them are not damaged by the process.
77
Socialization
A process that enables new employees to acquire the social knowledge and necessary skills in order to adapt to the organizations culture
78
National Culture
A country’s values and norms determine what kinds of attitudes and behaviors are acceptable or appropriate.
79
Hofstede’s Model of National Culture
-Individualism vs. Collectivism
-Power Distance
-Achievement vs. Nurturing Orientation
-Aka Masculinity vs. Femininity
-Uncertainty Avoidance
-Long-term vs. Short-term Orientation
80
Organizational Values: Terminal
A desired end-state or
outcome (e.g., high
quality product,
excellence)
81
Organizational Values: Instrumental
A desired mode or type
of behavior (e.g., being
helpful, working hard)
82
Instrumental and terminal values in mission statement
83
Mechanisms of transmitting culture
Selection of Candidates
Socialization
Stories
Symbols
Jargon
Rituals and Ceremonies
Statements of Principals
84
Stress
A generally unpleasant perception and appraisal of stressors.
85
Stressors
Conditions or events that one generally perceives as challenging or threatening.
86
strain
The psychological, physiological, and behavioral consequences of stress.
87
Challenge Stressors
Stressors associated with workload, pressure to complete tasks, and time urgency.
88
Hindrance Stressors
Stressors that keep you from reaching your goals, such as red tape, office politics, and confusion over job responsibilities.
89
Organizational stressors
task demands
role demands
Interpersonal demands
90
Physiological strain
immediate effects
illness
Chronic health conditions
91
Personal Stressors
Family Pressures
Economic problems
92
Demands
Responsibility, pressures, obligations, and uncertainties that individuals face in a workplace.
93
Resources
Factors that can be expended toward fulfilling desires attaining goals, or meeting task demands.
94
burn out
a work-related mental health syndrome characterized by emotional exhaustion, depersonalization, and reduced personal accomplishment.
95
Job Demands Resource Model
Strain is a function of three factors, demands, control, and support.
96
Potential Sources of Stress at Work
97
Consequences of Stress at Work
98
Relationship between Stress and Job Performance
99
How to manage stress
100
A Positive Organizational Culture
building on employee strengths
rewards more than punishes
individual vitality and growth
101
How to transmit org culture
Stories
Rituals
Symbols
Language (Jargon)
102
Socialization process
Pre-arrival
Encounter
Metamorphasis
103
Ethical Culture
The shared concept of right and wrong behavior in a workplace which reflects the true values of the organization and shapes the ethical decision-making of its members.
104
Values
Basic convictions that some outcomes and actions are more morally, socially, or personally
105
Terminal Values
Desirable end states of existence, the goals a person would like to achieve during their lifetime
106
Instrumental Values
Preferable modes of behavior or means of achieving ones terminal values
107
National Culture
Power Distance
The extent to which a society accepts and unequal distribution of power
108
National Culture
Collectivism
The extent to which a society emphasizes acting as a tight-knit collective.
109
National Culture
Uncertainty avoidance
The extent to which a society feels threatened by and avoids ambiguity.
110
National Culture
Masculinity
The extent to which a society favors traditional masculinity roles such as power and control vs little differentiation between gender roles.
111
National Culture
Long term orientation
The extent to which a society emphasizes the future and persistence vs the present and change
112
distributive negotiation
seeks to split up a fixed amount of resources, a win-lose solution.
113
reservation point
The reservation point in negotiation is when the highest price at which someone is willing to buy an item is established, and the lowest price at which a seller will sell the item is confirmed, and the haggling that occurs between these two negotiators.
114
resistance point
A resistance point or zone develops when prices are unable to move higher from that zone. Resistance levels can be found on short-term or long-term charts, with long-term resistance levels carrying more weight for the overall direction of the next move in the security.
115
Reservation Price
a reservation price is the minimum amount that a seller will accept as the winning bid. Alternatively, it is less commonly known as the highest price a buyer is willing to pay for a good or service.
116
How to effectively prepare for negotiations
-Build a Relationship
-Set Clear Goals
-BATNA
-Strategize
-Be Ready to Improvise
-Develop Your Negotiation Skills
-Know What Not to Do.
117
Informal individual power
power that is not tied to any position, often resulting from personal characteristics.
118
Formal power
based on an individual's position in an organization.
