module 11 Flashcards

1
Q

organizational power

A

the ability of one person or people to overcome resistence by others to achieve a desired object/goal

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2
Q

power is used to

A

obtain more power
maintain existing power
eliminate others power`

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3
Q

source of social power

A

expert - knowledge above and beyond
referent - share high level of identification
legitimate: higher hierarchal standing
coercive: exert some sort of harm on another
reward: ability to reward the person

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4
Q

power

A

control over resources
control over info
non-sustituability
centrality
control over uncertainty
unobtrusive power
authority

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5
Q

politics

A

activities uesd to influence others mainly to gain power or achieve desired outcomes

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6
Q

political skills

A

the ability to effectively understand others at work and use such knowledge to influence others to act in ways that enhance ones personal and/or org objectives

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7
Q

elements of political skills

A

social astuteness
interpersonal influence
networking ability
apparent sincerity

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8
Q

social astuteness

A

understand social cues
motivaation
attitudes of others

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9
Q

interpersonal influence

A

ability to build rapport and trust

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10
Q

netwokring ability

A

seek and cultivate connections
access diverse individuals or resources

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11
Q

apparent sincerity

A

an image of authenticity and honesty
genuine sincerity is ideal

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12
Q

organizational conflict

A

the clash that occurs when the goal-directed behaviour of one group blocks or thwarts the goals of another

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13
Q

stages of org conflit (pondys

A

1: latent
2: perceived
3: felt
4: manifest
5: conflict aftermath

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14
Q
  1. latent conflict
A

no outright conflict exists, but there is a potential for conflict because of several factors

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15
Q

sources of conflict

A

interdependence
differences in goals and prioities
beureaucratic factors
incompetence
competition for resources

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16
Q
  1. perceived conflict
A

subunits become aware of conflict and begin to analyze it
conflict escaltes as groups battle over the cause of conflict

17
Q
  1. felt conflict
A

subunits respond emotionally to each other and attitudes polarize escaltes to huge problem

18
Q
  1. material conflict
A

subunits try to get back at each other
fighting and open agression are common
org effectiveness suffers

19
Q
  1. conflict aftermath
A

conflict is resolved in a way that leaves subunits feeling combative or cooperative

20
Q

conflict models

A

bargaining model - conflcit of competition
bureaucratic - conflcit of control and autonomy
systems/lateral conflict model - conflict of coordination

21
Q

managing conflcit

A

managing good conflict without letting it escalate to bad conflict
level of structures
level of individuals

22
Q

level of structures

A

altering levels of differentiation and integration
increasing buffer and intgration roles
top mgmt to solve conflicts
rethinking supervision and chain of command

23
Q

level of individuals

A

procedures to share grieveances
third party negotiators
HR strategies

24
Q
A