Exam 4 (Ch. 13-16) Flashcards
__________ power exists when others have a desire to identify and be associated with a person.
Referent Power
Referent Power
When others have a desire to identify and be associated with the person. A type of personal power.
Legitimate Power
The power a person receives as a result of his or her position in the formal hierarchy of an organization
Ingratiation
(Sucking up) Use of favors, complements, or friendly behavior to make the target feel better about the influencer
Pressure
* The use of coercive power through threats and demands * Usually only effective over the short term
Compliance
* Targets of influence are willing to do what the leader asks, but with a degree of ambivalence * Reflects a shift in the behaviors of employees but not their attitudes * The most common response to influence attempts in organizations
Avoiding
* Low assertiveness, low cooperation * One party wants to remain neutral, stay away from conflict, or postpone the conflict to gather info or let things cool down
Accommodating
* Low assertiveness, high cooperation * One party give in to the other and acts in a completely unselfish way
Distributive Bargaining
* (“Zero-Sum” Condition) * Involves win-lose negotiating over a “fixed-pie” of resources. That is, when one person gains, the other person loses * Ex. negotiating the price of a car
Degree of Discretion
The degree to which managers have the right to make decisions on their own
Delegative Style of Leadership
The leader gives an individual employee or a group of employees the responsibility for making the decision within some set of specified boundary conditions. Employees make the decision.
Consultative Style of Decision-Making
The leader presents the problem to employees, asking for their opinions and suggestions before making the decision themselves. Employees participate in the decision.
Life Cycle Theory of Leadership
(Situational Model of Leadership) Argues that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit
Active Management-by-Exception
Arranges to monitor mistakes and errors actively and takes corrective action when required
Intellectual Stimulation
Challenges followers to be innovative and creative by questioning assumptions and reframing old situations in new ways
Work Specialization
(division of labor) Degree to which tasks in an organization are divided into separate jobs
Span of Control
Represents how many employees each manager in the organization has responsibility for.
Centralization
The degree to which formal decision authority is held by a small group of people, typically those at the top of the organizational hierarchy.
What is the effect of span of control on organizational performance?
Organizational performance increases as span of control increases, but only to a point.
Restructuring
Process of changing an organizations structure.
Effect of Restructuring on task performance
* Small negative effect on task performance * Hinders learning and decision making
Effect of Restructuring on Org. Commitment
* Significant negative effect on organizational commitment * Increase stress and jeopardize employees trust
Functional Structure
Groups employees according to the functions they perform for the org.
Centralized System of Decision Making
Only the top managers within a company have the authority to make final decisions.
Organic Organizations
* Flexible, adaptive, outward-focused * Thrive in dynamic environments * Low levels of formalization, weak or multiple chains of command, low levels of work specialization, and wide spans of control
Environment’s Effect on Structure
Whether the outside environment is stable or dynamic.
Stable Environments
* Don’t change frequently, and any changes that do occur happen very slowly * Allow orgs. to focus on efficiency and require little change over time
Dynamic Environments
* Change on a frequent basis * Require orgs. to have structures that are more adaptive
Organizational Culture
Shared social knowledge w/in org. regarding rules, norms, and values that shape the attitudes and behaviors of its employees.
Disadvantages of a Strong Culture
* Makes merging with another org. more difficult * Attracts and retains similar kinds of employees, thereby limiting diversity of thought * Can be “too much of a good thing” if it creates extreme behaviors among employees * Makes adapting to the environment more difficult
Three major components to any organization’s culture?
- Espoused values 2. Basic underlying assumptions 3. Observable artifacts
Espoused Values
The beliefs, philosophies, and norms that a company explicitly states
Observable Artifacts
* The manifestations of an orgs. culture that employees can easily see or talk about. * Primary means of transmitting an orgs. culture to its workforce. * Examples include: symbols, physical structures, manner of dress, language, stories, rituals, and ceremonies.
4 General Types of Org. Cultures
* Fragmented * Mercenary * Communal * Networked
Mercenary Culture
* Employees think alike but aren’t friendly to one another * Political “whats in it for me” environments * Low sociability and high solidarity
Fragmented Culture
* Employees are distant and disconnected from each other * Low on solidarity and sociability
Socialization
The primary process by which employees learn the social knowledge that enables them to understand and adapt to the org’s culture. Constantly ongoing.
3 Stages of Socialization Process
- Anticipatory stage 2. Encounter stage (reality shock) 3. Understanding and adaption
