Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Organizational Behavior > Exam 4 > Flashcards

Exam 4 Flashcards

1
Q

Coercive power

A

depends on the fear of negative results from a failure to comply

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Reward Power

A

power based on the ability to distribute rewards that others view as powerful

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Legitimate power

A

based on an individual’s position in the formal hierarchy in an organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

expert power

A

based on expertise, special skills or knowledge

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

When you enlist the aid or support of others to persuade someone to agree with you, this is called a

A

coalition

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Power

A

the discretion, capacity, and means to exercise your will over other people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Influence tactics:

when trying to influence someone with upward influence, use

A

rational persuasion

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Influence tactics:

when trying to influence someone with downward influence, use

A

rational persuasion
Inspirational Appeals
Ingratiation
Legitimacy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Influence tactics:

when trying to influence someone with lateral influence, use

A

rational persuasion
Consultations
Ingratiation
Exchange
Legitimacy
Personal Appeals
Coalition

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Influence tactics:

Legitimacy

A

Relying on your authority position or saying that a request is in accordance with organizational policies or rules

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Influence tactics:

rational persuasion

A

Presenting logical arguments and factual evidence to demonstrate that a request is reasonable.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Influence tactics:

Inspirational appeals

A

Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Influence tactics:

Consultation

A

Increasing support by involving the target in deciding how to accomplish your plan.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Influence tactics:

Exchange

A

rewarding the target with benefits or favors in exchange for agreeing with a request.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Influence tactics:

Personal Appeals

A

asking for compliance based on friendship or loyalty.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Influence tactics:

Ingratiation

A

Using flattery, praise, or friendly behavior prior to making a request.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Influence tactics:

Pressure

A

using warnings, repeated demands, and threats.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Influence tactics:

coalitions

A

Enlisting the aid or support of others to persuade a target to agree.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Interpersonal Influence :

PUSH

A

Persuading (proposing, reasoning)

Asserting (stating expectations, evaluating, using incentives-pressure)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Interpersonal Influence :

PULL

A

Attracting (finding common ground, visioning)

Bridging (Involving, Listening, Disclosing)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

When to use push tactics

A

when your’e in the majority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

When to use pull tactics

A

when you’re in the minority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

When should you ask for a private vote

A

When you are in the minority ask for a private vote to encourege dissent

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

When should you ask for a public vote

A

When you are in the majority, ask for a public vote to discourage dissent.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

After committing to a position, people are more likely to

A

comply with requests that are
consistent with their original position

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Commitment ad consistency create a “foot in the door” effect - used on the campaign trail- to be effective it requires 2 things

A

A set-up request and a follow-up request.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Power is a function of

A

dependance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

what creates dependence, in the context of power

A

importance
Scarcity
Nonsubstitutability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Formal Power

A

coersive power
reward power
legitimate power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Personal Power

A

Expert Power
Refferent Power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

What is the most effective source of power

A

personal power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Expert and referent power are positively related to

A

employees’ satisfaction with supervision, their
organizational commitment, and their performance,

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

reward and legitimate power seem to be

A

unrelated to satisfaction, org commitment & performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Coersive power can be

A

damaging

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

SOCIAL PROOF (consensus)

A

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)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

CIALDINI’S 6 INFLUENCE
TACTICS

A

-Social Proof (consensus)
-Liking
-Reciprocity
-Commitment and Consistency
-Authority
-Scarcity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Organizational politics

A

Focuses on the use of power to affect decision-making in an organization (can be self-serving or unsanctioned)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Political behavior

A

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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Negotiation

A

the process where two or more parties decide what each will give and take in the context of
their relationship

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

The bargaining zone

A

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).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Functional conflict

A

supports the goals of the group and improves its performance.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

Dysfunctional Conflict

A

Conflict that hinders group performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

Task Conflict

A

conflict over content and goals of the work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

Relationship Conflict

A

conflict based on interpersonal relationships.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

Process Conflict

A

conflict over how work gets done

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

Fixed-pie

A

a belief that there is only a set amount of goods and services to be divvied up between parties.

48
Q

BATNA

A

Best Alternative to a Negotiated Agreement

49
Q

Log rolling

A

Trading important issues for
you with important issues
for your partner

50
Q

The Pareto Efficient Frontier

A

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
Q

Effective Integrative Bargaining Tactics

A

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
Q

Organizational conflict

A

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
Q

Change Agents

A

People who act as catalysts and assume the responsibilities for managing change activities

54
Q

Individual Sources to Resistance to Change

A

Habit
Scarcity
Economic factors
Fear of the unknown
Selective information processing

55
Q

Organizational Sources to Resistance to Change

A

Structural inertia
Limited focus of change
Group inertia
Threat to expertise
Threat to established power relationships

56
Q

8 tactics to overcome resistance to change

A

communication
Participation
Building Support and Commitment
Develop Positive relationships
Implementing change fairly
Manipulation and Cooption
Selecting people who accept change
Coercion

57
Q

Lewin’s Three-Step Model

A

Unfreezing-movement-refreezing

58
Q

driving forces

A

Forces that direct behavior away from the status quo

59
Q

restraining forces

A

Forces that hinder movement from the existing equilibrium

60
Q

Kotter’s 8-step change model

A
  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
Q

Action research

A

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
Q

Organizational Development

A

planned change that seeks to improve organizational effectiveness and employee well being

63
Q

Process Consultation

A

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
Q

team building

A

High interaction among team members to increase trust and openness.

65
Q

Forces of change

A

Competition
Social Trends
World Politics
Nature of the workforce
Technology
Economic shocks

66
Q

Evolutionary change

A

change that is gradual, incremental, and narrowly focused

67
Q

Revolutionary change

A

change that is rapid, dramatic, and broadly focused
■ Reengineering
■ Restructuring
■ Innovation

68
Q

Organizational Sources of resistance to change

Structural Inertia

A

Organizations have built-in mechanisms to produce stability.

69
Q

Organizational Sources of resistance to change

group Inertia

A

even if individuals want to change, group norms may act as a constraint

70
Q

Planned change

A

proactive, intentional, goal oriented

71
Q

Organizational culture

A

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
Q

Dominant Culture

A

A culture that expresses the core values that are shared by most organizations members.

73
Q

Subculture

A

mini cultures within an organization are typically defined by department designations or geographic separation.

74
Q

Strong culture

A

A culture in which the core values are intensely held and widely shared.

75
Q

Organizational Climate

A

The shared perceptions that organizational members have about their organization and work environment particularly the policies, practices, and procedures that are in place.

76
Q

Sustainability

A

Maintaining practices over a long period of time because the tools or structures that support them are not damaged by the process.

77
Q

Socialization

A

A process that enables new employees to acquire the social knowledge and necessary skills in order to adapt to the organizations culture

78
Q

National Culture

A

A country’s values and norms determine what kinds of attitudes and behaviors are acceptable or appropriate.

79
Q

Hofstede’s Model of National Culture

A

-Individualism vs. Collectivism
-Power Distance
-Achievement vs. Nurturing Orientation
-Aka Masculinity vs. Femininity
-Uncertainty Avoidance
-Long-term vs. Short-term Orientation

80
Q

Organizational Values: Terminal

A

A desired end-state or
outcome (e.g., high
quality product,
excellence)

81
Q

Organizational Values: Instrumental

A

A desired mode or type
of behavior (e.g., being
helpful, working hard)

82
Q

Instrumental and terminal values in mission statement

A
83
Q

Mechanisms of transmitting culture

A

Selection of Candidates
Socialization
Stories
Symbols
Jargon
Rituals and Ceremonies
Statements of Principals

84
Q

Stress

A

A generally unpleasant perception and appraisal of stressors.

85
Q

Stressors

A

Conditions or events that one generally perceives as challenging or threatening.

86
Q

strain

A

The psychological, physiological, and behavioral consequences of stress.

87
Q

Challenge Stressors

A

Stressors associated with workload, pressure to complete tasks, and time urgency.

88
Q

Hindrance Stressors

A

Stressors that keep you from reaching your goals, such as red tape, office politics, and confusion over job responsibilities.

89
Q

Organizational stressors

A

task demands
role demands
Interpersonal demands

90
Q

Physiological strain

A

immediate effects
illness
Chronic health conditions

91
Q

Personal Stressors

A

Family Pressures
Economic problems

92
Q

Demands

A

Responsibility, pressures, obligations, and uncertainties that individuals face in a workplace.

93
Q

Resources

A

Factors that can be expended toward fulfilling desires attaining goals, or meeting task demands.

94
Q

burn out

A

a work-related mental health syndrome characterized by emotional exhaustion, depersonalization, and reduced personal accomplishment.

95
Q

Job Demands Resource Model

A

Strain is a function of three factors, demands, control, and support.

96
Q

Potential Sources of Stress at Work

A
97
Q

Consequences of Stress at Work

A
98
Q

Relationship between Stress and Job Performance

A
99
Q

How to manage stress

A
100
Q

A Positive Organizational Culture

A

building on employee strengths

rewards more than punishes

individual vitality and growth

101
Q

How to transmit org culture

A

Stories
Rituals
Symbols
Language (Jargon)

102
Q

Socialization process

A

Pre-arrival
Encounter
Metamorphasis

103
Q

Ethical Culture

A

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
Q

Values

A

Basic convictions that some outcomes and actions are more morally, socially, or personally

105
Q

Terminal Values

A

Desirable end states of existence, the goals a person would like to achieve during their lifetime

106
Q

Instrumental Values

A

Preferable modes of behavior or means of achieving ones terminal values

107
Q

National Culture
Power Distance

A

The extent to which a society accepts and unequal distribution of power

108
Q

National Culture
Collectivism

A

The extent to which a society emphasizes acting as a tight-knit collective.

109
Q

National Culture
Uncertainty avoidance

A

The extent to which a society feels threatened by and avoids ambiguity.

110
Q

National Culture
Masculinity

A

The extent to which a society favors traditional masculinity roles such as power and control vs little differentiation between gender roles.

111
Q

National Culture
Long term orientation

A

The extent to which a society emphasizes the future and persistence vs the present and change

112
Q

distributive negotiation

A

seeks to split up a fixed amount of resources, a win-lose solution.

113
Q

reservation point

A

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
Q

resistance point

A

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
Q

Reservation Price

A

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
Q

How to effectively prepare for negotiations

A

-Build a Relationship

-Set Clear Goals

-BATNA

-Strategize

-Be Ready to Improvise

-Develop Your Negotiation Skills

-Know What Not to Do.

117
Q

Informal individual power

A

power that is not tied to any position, often resulting from personal characteristics.

118
Q

Formal power

A

based on an individual’s position in an organization.

Organizational Behavior (5 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions