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[Organizational behavior] > Lecture 8 (Power & politics) & Lecture 9 (Conflict & negotiation) > Flashcards

Lecture 8 (Power & politics) & Lecture 9 (Conflict & negotiation) Flashcards

1
Q

Power meaning

A

ability to get someone else to do something you want done

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2
Q

Power within workplace forms

A

Formal power
Informal power

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3
Q

Types of Formal power

A

Legitimate power
Reward power
Coercive power

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4
Q

Types of Informal power

A

Referent power
Expert power

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5
Q

Legitimate type of power

A

FORMAL formal authority based on structural position

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6
Q

Reward type of power

A

FORMAL both financial and nonfinancial power

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7
Q

Coercive type of power

A

FORMAL (use of force or threats): depends on fear of negative results

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8
Q

Referent type of power

A

INFORMAL : based on identification with a person who has desirable resources or personal
traits

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9
Q

Expert type of power

A

INFORMAL result of expertise, special skills, or knowledge

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10
Q

Legitimacy power tactic meaning

A

Position of authority, use of policy and organizational rules

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11
Q

Rational persuasion power tactic usage

A

Usage of arguments backed by logic

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12
Q

Inspirational Appeals power tactic usage

A

Appealing to influencee’s values, ideals or aspirations to elicit an emotional or attitudinal reaction

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13
Q

Consultation power tactic usage

A

Allowing the influencee to participate in deciding how to carry out or implement your request

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14
Q

Exchange power tactic usage

A

The use of negotiation and the exchange of benefits

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15
Q

Ingratiation power tactic usage

A

Using favours, compliments and friendly behaviour

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16
Q

Personal appeals power tactic usage

A

Power through friendliness, favors

17
Q

Pressure power tactic usage

A

Warnings, repeated demands, threats

18
Q

Coalitions power tactic usage

A

Mobilizing other people in the organization to support you, and thereby strengthening your request

19
Q

Politics meaning

A

Politics is power practiced in a real-life setting.

20
Q

What influences political behavior

A

➔ Individual factors: personal traits
➔ Organizational factors: organizational culture
➔ Responses of employees: stress, defensive behavior
➔ Impression management: dominated by cultural differences

21
Q

Conflict meaning

A

process that begins when one party perceives another party has or is about to negatively
affect something the first party cares about

22
Q

Three kinds of conflicts

A

1.) Process conflicts
2.) Relationship conflicts
3.) Task conflicts

23
Q

5 stages of conflict process

A
  1. Potential opposition or incompatibility
  2. Cognition and personalization
  3. Intentions
  4. Behavior
  5. Outcome
24
Q

Conflict-handling intentions

A
  • Competing
  • Collaborating
  • Compromising
  • Avoiding
  • Accommodating
25
Q

Outcomes of a conflict

A

Either increased or decreased group performance

26
Q

Antecedent (previous) conditions

A

Communication
Structure
Personal values

27
Q

Cognition of conflict can be either:

A

Perceived or felt

28
Q

Negotiation meaning

A

process that occurs when two or more parties decide how to allocate scarce resources

29
Q

Types of negotiation

A

Distributive bargaining and Integrative bargaining

30
Q

Distributive bargaining meaning

A

Negotiation that seeks to divide up a fixed amount of resources; a
win–lose situation

31
Q

Integrative bargaining meaning

A

Negotiation that seeks one or more settlements that can create a
win–win solution

32
Q

Negotiation process

A
  1. Preparation and planning →
  2. Definition of ground rules →
  3. Clarification and justification →
  4. Bargaining
    and problem solving →
  5. Closure and implementation
33
Q

Most important aspect of power

A

Dependency is directly related to power

34
Q

When does dependency increase

A

when a resource you control is important, scarce, and non-substitutable

35
Q

zero-sum approach

A

negotiation approach that treats the reward “pie” as fixed, so any gain one person or group achieves comes at the expense of another person or group

36
Q

3 things to keep in mind when politicizing

A
  1. performance is influenced by individual’s understanding of the “hows” and “whys” of organizational politics
  2. political behaviour at work influences the effects of ethical leadership
  3. when employees see politics as a threat, they often respond with defensive behaviours
37
Q

Defensive behavior meaning

A

Reactive and protective behaviours to avoid action, blame, or change

38
Q

Functional vs dysfunctional conflicts

A

Functional - conflict which improves performance
dysfunctional - hindrance for performance

39
Q

Types of conflict (focus on between who it happens)

A

Dyadic conflict - between 2 people

Intragroup conflict - conflict within a group

Intergroup conflict - conflict between groups

[Organizational behavior] (10 decks)

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