Final Exam - Chapter 13 Flashcards
power
the ability to influence the behavior of others to get what you want.
conformity
people’s tendencies to behave consistently with social norms. Conformity can refer to small things such as how people tend to face forward in an elevator.
dependency
the more that a person or unit is dependent on you, the more power you have over them.
scarcity
the uniqueness of a resource.
importance
the value of the resource. The key question here is “How important is this?” If the resources or skills you control are vital to the organization, you will gain some power.
substitutibility
one’s ability to find another option that works as well as the one offered. The question around whether something is substitutable is “How difficult would it be for me to find another way to this?” The harder it is to find a substitute, the more dependent the person becomes and the more power someone else has over them.
legitimate power
power that comes from one’s organizational role or position. For example, a manager can assign projects, a police officer can arrest a citizen, and a teacher assigns grades. Others comply with the requests these individuals make because they accept the legitimacy of the position, whether they like or agree with the request or not.
reward power
the ability to grant a reward, such as an increase in pay, a perk, or an attractive job assignment. Reward power tends to accompany legitimate power and is highest when the reward is scarce.
coercive power
the ability to take something away or punish someone for noncompliance. Coercive power often works through fear, and it forces people to do something that ordinarily they would not choose to do.
expert power
comes from knowledge and skill. Jeff Bezos, CEO of Amazon.com, has expert power from his ability to know what customers want—even before they can articulate it.
information power
distinguished by access to specific information. For example, knowing price information gives a person information power during negotiations.
referent power
stems from the personal characteristics of the person such as the degree to which we like, respect, and want to be like them.
self-focusedimpressionmanagement
promoting and enhancing one’s qualities to create a specific image in the eyes of the other person regarding one’s qualities. A statement such as “I am a hard worker” or “I really enjoy customer interaction” are examples of self-focused impression management in a job interview context.
other-focusedimpressionmanagement
complimenting or praising the other party, doing favors to them, or conforming to their opinions to make oneself more attractive and likeable to the other party. Statements such as “I fully agree with you—it is important for a salesperson to be proactive” or “You must really have excellent time management skills; I have a lot to learn from you” are examples of other-focused impression management tactics.
politicalskill
people’s interpersonal style, including their ability to relate well to others, self-monitor, alter their reactions depending upon the situation they are in, and inspire confidence and trust.
