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Organizational Behavior > OB - Breyer > Flashcards

OB - Breyer Flashcards

1
Q

Describe Organizational Power

A

The ability of one person or group to cause another person or group to do something they otherwise might not have done - the potential or capacity to influence decisions and control resources

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2
Q

Describe Organizational Influence

A

The ability to actually affect the behavior of others in a particular direction

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3
Q

What is organizational politics

A

mg. engage in political activities to increase their power and pursue goals that favor their individual and group interests

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4
Q

Name the 4 formal power sources

A

legitimate power
reward power
coercive power
information power

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5
Q

Name 3 sources of organizational conflict

A
  1. Differentiation
  2. Task relationships
  3. Scarcity of resources
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6
Q

what is political decision making

A

decision making with active disagreement over goals

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7
Q

what are coalitions

A

group of managers who join forces politically

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8
Q

name 3 informal power sources

A

expert power
referent power
charismatic power

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9
Q

what legitimate power (former or informal )

A

actual power to control and use resources to accomplish goals

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10
Q

what is reward power (formal or informal)

A

power to give raises, promotion, praise, projects, etc (formal)

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11
Q

what is coercive power (formal or informal)

A

power to give or withhold punishment

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12
Q

what can managers do if they have formal power

A

power to restructure operations and hire mgs. at all levels

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13
Q

what is information power (formal or informal)

A

power from access to and control over information that others perceive to be important (org. networks, understanding org. politics and processes or access to information at the executive level)

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14
Q

What “Exchange” mean

A

implicite understanding what each other could give to each other. not always spoken but understood - based on idea that if you do for me, I will do for you

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15
Q

what is “Reciprocity” mean

A

if you do something for me, then i SHOULD do something for you. goes both ways (if you hurt someone, they will likely want to hurt you back) “i owe you one”

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16
Q

what are connotative definitions

A

an associative or secondary meaning in addition to the formal meaning. (common meaning or first thing that comes to someones mind when the hear the word)

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17
Q

What is expert power (formal or informal)

A

different than information power - tied to professional knowledge (transportable and sometimes unrelated to job)

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18
Q

what is referent power (formal of informal)

A

Power that stems from being liked, admired and respected

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19
Q

what is charisma (formal or informal)

A

hard to define but know when you see - people follow because of ability to engage people and communication skills (inspirational) - intense commitment to the leaders goals

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20
Q

what is associational power

A

derives from ones connection to people with power

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21
Q

what are power dependent relationships (equation)

A

power f(V x S) - the amount of power a person has is a function of the scarcity of the outcomes or resources the individual controls.

value creates dependence and dependence creates power.
Scarcity creates dependence and dependence creates power

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22
Q

4 Functional Power sources (also called subunit power)

A
  1. control uncertain contiguities (events that might occur that need to be planned for)
  2. Irreplaceability
  3. Centrality
  4. Control & generate resources
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23
Q

what is a coalition

A

group of mgs. with similar interests who join forces to achieve their goals

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24
Q

what is political decision making (is it good or bad?)

A

when mgs. use their power to influence org. that allow the org to achieve goals or improve the use of resources - or when coalitions lobby for new strategies or change structure, it can lead to improvements in the org.

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25
Q

How can political tactics and power help an org.?

A
  1. mg can use power to control people & resources so that they cooperate to achieve an organizations current goals.
  2. mgs. can use power to engage in politics and influence the decision-making to promote new more appropriate organizational goals.
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26
Q

what type of power does the org. chart show?

A

legitimate

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27
Q

Describe PONDY’s 5 Stage Model of Conflict

A 
latent conflict
perceived conflict
conflict is felt
conflict is manifested
conflict aftermath
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28
Q

Latent = conditions which provide potential for conflict

A

A. Competition for scarce resources
B. Drive for autonomy
C. Differing goals of subunits (eg. Athletics vs. Recreation)

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29
Q

Perceived Conflict

A

1 or more parties becomes aware of conflict potential

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30
Q

Conflict is felt

A

Anger, frustration, hostility

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31
Q

Conflict is manifested

A

exhibition of adversarial behavior ( apathy; rigid rules adherence; violence)

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32
Q

Conflict aftermath

A

conflict resolution/ basis for future conflict

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33
Q

Name the 10 mgt. roles

A 
Figurehead.
Leader.
Liaison.
Monitor.
Disseminator.
Spokesperson.
Entrepreneur.
Disturbance Handler.
Resource Allocator.
Negotiator.
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34
Q

Who created 10 mgt. roles in text

A

Mintzberg

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35
Q

Name the 3 mgt. role categories

A

Interpersonal
Informational
Decisional

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36
Q

Name the Interpersonal roles

A

Figurehead
Leader
Liaison

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37
Q

Name the Information roles

A

Monitor
Disseminator
Spokesperson

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38
Q

Name the decisional roles

A

Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator

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39
Q

Figurehead –

A

As a manager, you have social, ceremonial and legal responsibilities. You’re expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead.

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40
Q

Leader –

A

This is where you provide leadership for your team, your department or perhaps your entire organization; and it’s where you manage the performance and responsibilities of everyone in the group.

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41
Q

Liaison –

A

Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.

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42
Q

Monitor –

A

In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being.

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43
Q

Disseminator –

A

This is where you communicate potentially useful information to your colleagues and your team.

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44
Q

Spokesperson –

A

Managers represent and speak for their organization. In this role you’re responsible for transmitting information about your organization and its goals to the people outside it.

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45
Q

Entrepreneur –

A

As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them.

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46
Q

Disturbance Handler –

A

When an organization or team hits an unexpected roadblock, it’s the manager who must take charge. You also need to help mediate disputes within it.

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47
Q

Resource Allocator –

A

You’ll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.

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48
Q

Negotiator

A

You may be needed to take part in, and direct, important negotiations within your team, department, or organization.

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49
Q

Tactics for increasing individual power

A 
Tapping source of power
Recognizing  who has power
Controlling the agenda
Bringing in an outside expert
Building coalitions and alliances
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50
Q

Tapping sources of functional & divisional power (doing what they do)

A
  1. Become irreplaceable
  2. Develop specialized skills or knowledge
  3. Become more central to organization
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51
Q

Recognizing who has power - 5 factors to consider when measuring who has power

A
  1. Source of power
  2. Consequence of power
  3. Symbols of power
  4. Personal reputations
  5. Representational indicators
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52
Q

Consequences of power

A

Who benefits from decisions i.e. - who is able to get resources allocated on their behalf

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53
Q

What are Contingency power?

A

Ability to reduce the uncertainty of future events by managing contingencies

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54
Q

What is Irreplaceability power?

A

No other division or functional team can perform its activity

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55
Q

Differentiation

A
  1. Differentiation in functional orientation - different priorities/focuses
  2. Status inconsistencies - one function/division considers itself to be more important than another
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56
Q

Task relationships

A
  1. Overlapping authority
  2. Task interdependence
  3. Incompatible evaluation systems
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57
Q

Overlapping authority

A

Two functions/divisions both claim authority over the same task

58
Q

Task interdependence

A

One groups work flow depends on the work of another group

59
Q

Incompatible evaluation systems

A

Inequitable performance evaluation systems that award some functions but not others

60
Q

Scarcity of resources

A

The scarier they are, they more valuable they are - both create dependencies and potential for conflict

61
Q

Negotiation

A

Groups with competing interests meet together to make offers, counter offers and concessions to resolve differences.

62
Q

3 levels of conflict management

A

Individual
Group level
Organizational level

63
Q

Individual level conflict mg. process

A
  1. Mg meets with both individuals to let them know how conflict is effecting organization - they are asked to express thoughts about conflict
  2. Mg. Summarizes dispute in written form
  3. Mg. Discusses report with each separately - determines which part each person can accept (to get to common solution)
  4. Meets with both to discuss agreement
64
Q

Group conflict negotiation process

A

Negotiator
Mediator
Arbitrato

65
Q

Five forms of negotiation

A 
Accommodation
Collaboration
Compromise
Avoidance
Competition
66
Q

Promoting compromise

A 
Emphasis common goals
Focus on problem, not the people
Focus on interests, not demands
Create opportunities for joint gain
Focus on what is fair
67
Q

Union mgt. Negotiations

A

Need longterm perspective

  1. Distributive bargaining - bargain over how to divide resources
  2. Attitudinal structuring - each tries to influence others attitudes
68
Q

Sources of power

A

Understand how power people are getting their power in order to benefit from it and increase individual power

69
Q

Symbols of power

A

Job titles, perks etc.

70
Q

Personal reputations

A

Esteem held by colleagues

Stories told about successes and failures indicate personal reputation

71
Q

representational indicators -

A

number of roles they have held and range of responsibilities - membership on influential committee, etc.

72
Q

Controlling the agenda

A

What issues will be brought to attention of executives, ect.

73
Q

Outside expert

A

Bring in experts to support your case

74
Q

Coalitions and alliances

A

Make friends with everyone

75
Q

4 functions of communication

A

Expressing feelings
Providing knowledge
Motivating org. Members
Controlling/coordinating group activities

76
Q

Factors in motivating org members

A
  1. What outcomes are desired by staff
  2. Ensure they understand that success is confident upon high performance
  3. Ensure staff believe they can perform at high level
77
Q

Valences (define)

A

The desirability of an outcome to an individual (expectancy theory)

Can be positive (wants outcome) or negative (does not want outcome)

78
Q

What is a communication network

A

Set of pathways through which information flows within a group or org

79
Q

4 Types of communication networks

A

Wheel
Chain
Circle
All channel

80
Q

Characteristics of wheel networks

A

Information travels through central member of the group and is the only member to communicant information to group

Common with “pooled task interdependence” - group members work alone, but their collective effort is pooled
Example: geographically dispersed sales teams

81
Q

What is OB

A

Study of factors that affect how individuals and groups act in org. and how they respond to their environment

82
Q

4 functions of management

A

Planning
Organizing
Controlling
Leading

83
Q

Planning

A

Decide org. Goals

84
Q

Organizing

A

Establish rules and reporting relationships

85
Q

Controlling

A

Evaluate success of goal achievement

86
Q

Leading

A

Encourage and coordinate ind. and groups so they work toward goals

87
Q

Org. Effectiveness

A

It’s abilities to achieve its goals

88
Q

Self managed teams

A

Groups who are given authority and responsibility to manage outcomes of their org. Behavior

89
Q

3 necessary mg. Skills

A

Human
Conceptual
Technical

90
Q

3 elements of an open system

A

Input
Conversion
Output

91
Q

OB challenges

A
  1. Changing social/cultural environment
  2. Evolving global environment
  3. Advanced IT
  4. Shifting work and employment relationships
92
Q

social and cultural environment areas to consider

A

Ethics

Diverse workforce

93
Q

Challenges of mg. diverse workforce

A

Decision making and performance
Flexibility
Fairness and justice

94
Q

Workforce and empl. Challenges

A

Downsizing
Empowering staff
Outsourcing
Freelancers

95
Q

4 principles to increase efficiency in workforce (f.w. Taylor)

A
  1. Understand work and tweak to reach maximum efficiency
  2. Codify tasks into written rules and SOP
  3. Carefully select staff that skills match task needs
  4. Determine fair performance level for tasks and a pay system that provides reward for pay about acceptable levels
96
Q

Mary Parker follett contribution to OB

A

Cross Functional management giving power to those with the knowledge and not just the authority

97
Q

Hawthorne studies

A

Experiments to determine what impacted productivity (famous illumination study)

98
Q

Hawthorne effect

A

Attitudes towards a manger impact performance

99
Q

Traits of theory x

A

Employees are lazy and must be monitored.

Lots of rules, SOP, rewards and punishments

100
Q

Elements of Theory Y

A

Employees will do what is best for org. If given a chance
Less control needed
Work itself is the reward or punishment
Decentralized authority

101
Q

What is Org. Design

A

Process where managers select and manage various dimensions and components of culture so that an org. can achieve its goals

102
Q

What is contingency theory

A

the idea that the org. structure should be designed to match the set of contingencies (factors or conditions) that create the most uncertainty for the org.

103
Q

Name 3 contingencies affecting org. design

A

Org. Environment
Org. Tech
HR & Employment Relationship

104
Q

Name 3 types of technology

A

small-batch - customized, one of a kind products
mass production - automated machinery, same task over and over
continuos process - automated machinery, working in sequence

105
Q

characteristics of chain networks

A

communication flows in sequence from one group member to the next.
Sequential Task interdependence (tasks must be completed in a specific order)
assembly type work where final product is result of sequential inputs
communication happens up and down hierarchy from one level to the next

106
Q

characteristics of circle networks

A

members communicate with others who share common characteristics, i.e. experience, interests of areas of expertise. - propinquity communication

107
Q

characteristics of all channel communication

A

all members communicate with all other group members
Reciprocal task interdependence - performance of one depends on the performance of others. everyones behaviors affect everyone else.

108
Q

two types of org communication networks

A

Group (chain, circle, wheel all-channel)

Org. charts

109
Q

three informal networks in org. (Krackhardt & Hanson)

A

Advice - to gather technical information
Trust - to share sensitive information
Communication - to communicate day to day ordinary work matters

110
Q

Two parities in all communication

A

Sender - member who wants to share

Receiver - member who is intended to receive

111
Q

Name the elements of the communication process

A
  1. Sender and the Message
  2. Encoding - turning message into words/symbols that receiver can understand
  3. The Medium - the conduit or pathway that carries the message
  4. Receiver and Feedback Loop
112
Q

Two medias for communication

A

verbal

nonverbal

113
Q

specialized language that groups develop to aid communication among themselves

A

jargon

114
Q

specialized system that receivers use to receive information

A

decoding

115
Q

6 Barriers to effective communication

A 
Poor listening
Lack of or inappropriate feedback
Rumors and grapevine
Workforce diversity
differences in cross-cultural, linguistic styles
filetering and information distortion
116
Q

sources of communication noise

A

anything that hampers ore interferes with the communication process (
jargon, poor handwriting, bad mood,
perceptual biases, poor articulation,
selecting the wrong media, sending mixed messages (words and emotions are inconsistent), message context make interpretation difficult
personal characteristics that causes challenges in decoding

117
Q

what is the purpose of communication

A

sharing information to reach a common understanding

118
Q

what are the two phases of communication

A
  1. transmission

2. completing feedback loop to ensure communication has been effective

119
Q

what is filtering

A

not sharing all the information which results in effective communication

120
Q

what is information distortion

A

the change of information that result from travel through different senders and receivers - part of the filtering process

121
Q

Factors in lack of or inappropriate feedback barriers to communication

A

likely when sender must give negative feedback

122
Q

Factors in rumors and grapevine barriers to communication

A

likely to be spread when staff are left in the dark about a particular situation. rumors spread with information is not readily available to them. This applies to public figures as well.

123
Q

rumors

A

informal and unsanctioned information and stories, spread through the “grapevine”, a set of informal communication pathways.

124
Q

Information Richness Scale (from highest to lowest)

A

Face to face communication
verbal communication, electronically transmitted
personally addresses written communication
inter person written communication

125
Q

Communication media tradeoff considerations

A

information richness vs. time spent

information richness vs. need for paper trail

126
Q

Technical modes of communication

A

Internet and Intranet

127
Q

Persuasive Communication

A

communication with the intent of getting receiver to accept, agree, follow, and seek to achieve the sender’s goals and objectives.

128
Q

How to communicate persuasively

A

Characteristics of Sender (credible)
Active Listener
Use appropriate form of communication
Characteristics of Receiver (becomes the sender as soon as they reply to the original sender so sender characteristics apply to receiver)

129
Q

Characteristics of a persuasive communicator

A

(referent and expert power, moral integrity and emotional intelligence, play “devil’s advocate”

130
Q

poor articulation of an idea (barrier to communication) - another name

A

poor encoding

131
Q

Arc of distortion

A

noisy communication because the emotions and thoughts are inconsistent

132
Q

other sources of noise

A

arc of distortion

Johari window

133
Q

Johari Window

A

aspects of communication that is

  1. Known to self,
  2. Unknown to self,
  3. Known to others,
  4. Unknown to others
134
Q

Known to Self, Known to others (cell 1)

A

open communication cell - message sent and received as intended

135
Q

Unknown to Self, Known to others (cell 2)

A

“I’m not angry cell”

136
Q

Known to Self, Unknown to others (cell 3)

A

Facade or Political cell

137
Q

Unknown to Self, Unknown to Others (cell 4)

A

psychotherapy cell

138
Q

Arc of Distortion

A

We sometimes communicate inconsistent messages to others when our words (give) and our emotions (give off) communication do not match - receiver typically considers the emotional message (give off) as the truthful message

139
Q

6 Supportive communication climates

A
  1. Descriptive
  2. Participative
  3. Spontaneous/Geniune
  4. Empathic
  5. Equality
  6. Open-minded
140
Q

6 Defensive communication climates

A
  1. Evaluative
  2. Controlling
  3. Strategic
  4. Neutral/Indifferent
  5. Superiority
  6. Certainty
141
Q

How do create a supportive climate

A

guidelines for effective listening

guidelines for effective feedback

142
Q

guidelines for effective feedback

A
  • Examine your own motives
  • Consider the receiver’s readiness to hear your feedback
  • Be descriptive, rather than evaluative
  • Deal in specifics rather than generalities
  • Offer feedback; do not impose it
  • Offer feedback with a spirit of tentativeness
  • Be open to receiving feedback yourself
  • Avoid feedback overload
  • Observe the behavior of the receiver for responses that confirm or disconfirm the feedback

Organizational Behavior (2 decks)

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