Final Exam Flashcards
study
4 DRIVE THEORY
persons drives are based on the drives to:
- acquire
- bond
- learn/comprehend
- defend
MARS model
motivation, ability, role perceptions, situational factors; these predictors of an individuals performance or behaviour
organizational culture
represents the values and assumptions shared within an organization
espoused culture
represents socially desirable values and positive public image
enacted values
what employees truly rely on corporate culture to guide their behavior and decision
organizational subcultures
- dominant culture
- values and assumptions shared most consistently and widely - subculture
- located throughout the org. , can enhance or oppose dominant culture
2 functions of countercultures
- surveillance and critical review
2. source of emerging values
artifacts
observable symbols and signs of culture;
ex: structures or ceremonies
why people resist change
- negative valence of change
- fear of unknown
- not invented here syndrome
- breaking routines
- in-congruent team dynamics
- in-congruent org systems
reducing restraining forces
- communication
- learning
- employee involvement
- stress management
- negotiation
- coercion
managing change across cultures
- innate drives: needs
- change or growth drives: thoughts
- context: situational factors
Power
capacity of a person, team, or org to influence others; could be positive or negative
sources of power
- legitimate
- reward
- coercive
- expert
- referent
legitimate power
agreement that people in certain roles can request certain behaviors of others
reward power
control rewards valued by others, remove negative sanctions
coercive power
ability to apply punishment; positive or negative
expert power
capacity to influence others by possessing knowledge they value; positive or negative
contingencies of power
- substitution
- centrality
- discretion
- visibility
substitution
contingent upon the availability of alternatives
reducing substitution
- monopoly over resource
- control access to resource
visibility
holder of valued resource
discretion
freedom to exercise judgement
social network
people connected to each other through forms of interdependence; generate power through capital
3 power resources through networks
- information
- visibility
- referent power
social network ties
- strong ties; more resources but less unique
- weak ties; offers unique resources we don’t have
- many ties; resource increase with number of ties
3 factors in centrality
- betweenness: located between others in the network
- degree centrality: number of people connected to you
- closeness: strong relationships
structural hole
area between 2 or more dense social network areas that lacks ties
influence
behavior that attempts to alter someone’s attitudes or behavior
organizational politics
behaviors that others perceive as self serving tactics for personal gain at the expense of other people and the org
results in lower: job satisfaction, commitment, citizenship, performance
minimizing organization politics
- minimize scarce resources
- resource allocation decisions are clear and simple
- diagnose and alter systems and role modeling that support self serving behavior
- Machiavellian values
Machiavellian Values
belief that deceit is a natural and acceptable way to influence others and that getting more than one deserves is acceptable
