Lecture 10

Question 1

Power

Answer 1

The capacity that A has to influence the behaviour of B so that B acts in accordance with A’s wishes

Exists as a potential or fully actualized influence over a dependent relationship

Question 2

Formal power

Answer 2

Established by an individual’s position in an organization

-Coercive power
A power base dependent on fear of negative results

-Reward power
Compliance achieved based on the ability to distribute rewards that others view as valuable

-Legitimate power
The formal authority to control and use resources based on a person’s position in the formal hierachy

Question 3

Personal power

Answer 3

Power that comes from a individual’s unique characteristics

-Expert power:
Influence based on special skills or knowledge

-Referent power
Influence based on possession by an individual of desirable resources or personal traits

Question 4

Powertactics

Answer 4

Ways in which individual translate power bases into specific actions

Question 5

Nine influence tactics

three most effective

Answer 5

• Legitimacy
• rational persuasion*
• inspirational appeals*
• consultation*
• exchange
• personal appeals
• ingratiation
• pressure
• coalitions

pressure least effective
* most effective

Question 6

Choice and effectiveness of influence tactics are moderated by:

Answer 6

-Sequencing of tactics
Softer to hard tactics work best

-Political skill of the user

-The culture of the organizaton
Culture affects user’s choice of tactic

Question 7

Relationship conflict

Answer 7

Awareness of interpersonal incompatibilities

negative

Question 8

Task conflict

Answer 8

Awareness of differences in viewpoints and opinions about content and goals of work

negative and positive

Question 9

Process conflict

Answer 9

Awareness of controversies about aspects of how wok gets done

Negative

Question 10

When does task conflict work?

Answer 10

• Not accompanied by relationship conflict

- Happens in top-management teams rather than on lower organizational levels

Question 11

Two approaches of Negotiation (Bargaining)

Answer 11

-Distributive Bargaining
Negotiation that seeks to devide up a fixed amount of resources; a win-lose situation

-Integrative Bargaining
Negotiation that seeks one or more settlements that can creat a win-win solution

Many negotiations mix of the two approaches

Question 12

Dawson’s Gambits

Answer 12

• Always flinch at the first offer
• Give your lagerst concession first
• Deferring responsibility
• Make deliberate mistakes

Question 13

Bias in negotiation: fixed-pie assumptions

Answer 13

• (false) assumption of incompatibility and identical priority of interest –> perceved zero-sum or win-lose situation
• Frequent and persistent
• More common in inexperience negotiators
• Promotes contentious behaviour
• Hinders development of integrative solution

Question 14

Bias in negotiation: regid thinking

Answer 14

-Decreades dognitive flexibility
Cognitive flexibilit crucil for integrative solutions

-Perceived/actual conflict *increases arousal and induces cognitive rigidity
more competitve negotiation by reduced inclusive and creative thinking
*Less likely to detect opportunities for integrative solutions

Question 15

Emotions in negotiation

intrapersonal

Answer 15

Intrapersonal effects:

• positive effect leads to more cooperative behaviour, better problem solving
• Angry are negotiators less accurate in judging interests of opponnents and less ableto engage in problem-solving

Question 16

Emotions in negotiations

Interpersonal

Answer 16

Interpersonal

• Opponents emotion can be used as info to base own strategy on
• More angry opponent- larger concessions
• Esecially in cas of low power
• Opponent disappointed or concerned - larger concessions
• Opponent sorry - smaller concessions