OB Test 3

Question 1

power

Answer 1

the capacity that A has to influence the behavior of B

Question 2

5 bases of power (2 categories)

Answer 2

1) Formal
- coercive
- reward
- legitimate
2) Personal
- expert
- referent

Question 3

3 causes of dependence

Answer 3

1) importance - if nobody wants what you have, it won’t create dependence
2) scarcity
3) nonsubstitutability

Question 4

9 power tactics

Answer 4

1) legitimacy - relying on authority
2) rational persuasion
3) inspirational appeals - emotional commitment through values, needs, hopes, and aspirations
4) consultation - involvement in decision
5) exchange
6) personal appeals - asking based on friendship
7) ingratiation
8) pressure
9) coalitions
(1-4 Most Effective, 5-7 Moderately Effective, 8-9 least effective)

Question 5

political skill

Answer 5

ability to influence others to enhance one’s own objectives

Question 6

political behavior

Answer 6

activities that are not required as part of a person’s formal role in the organizations but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization

Question 7

apprising (additional power tactic)

Answer 7

simply telling you to do it (do it because I said so)

Question 8

3 responses to power tactics

Answer 8

1) internalization - feel like they changed their mind, fully convinced (behavioral and attitudinal)
2) compliance - performs task with indifference (behavioral only)
3) resistance - opposed to doing task and avoids it (neither behavioral or attitudinal change)

Question 9

3 strategies for limiting effects of political behavior

Answer 9

1) open communication
2) reduce uncertainty
3) awareness of/causes of political behavior

Question 10

task vs. relationship vs. process conflict

Answer 10

task - content and goals of the work
relationship - based on interpersonal relationships
process - how work gets done

Question 11

5 stages of conflict process

Answer 11

1) potential opposition or incompatibility
2) cognition and personalization
3) intentions (conflict-handling square)
4) behavior
5) outcomes

Question 12

5 steps of negotiation

Answer 12

1) preparing and planning
2) definition of ground rules
3) clarification and justification (of original demands)
4) bargaining and problem-solving
5) closure and implementation

Question 13

conflict intentions “square” diagram

Answer 13

assertive vs. cooperative

1) avoiding (lose-lose)
2) accommodating (lose-win)
3) competitive (win-lose)
4) collaborating (win-win)
5) compromise (somewhere in between)

Question 14

PRAM model

Answer 14

proper Planning
building Relationships
getting Agreements
Maintaining relationships

Question 15

organizational structure

Answer 15

they way in which job tasks are formally divided, grouped, and coordinated

Question 16

work specialization

Answer 16

the degree to which tasks in an organizations are subdivided into separate jobs (aka, division of labor)

Question 17

mechanistic vs. organic structure

Answer 17

mechanistic:

• high specialization
• clear lines of authority
• hierarchical control
• vertical communication
• firm/area-specific knowledge

organic:

• low specialization
• broad responsibilities/chain of command
• decentralized knowledge
• lateral communication
• general knowledge

Question 18

socialization process (3 stages)

Answer 18

1) prearrival - values, attitudes and expectations about work culture
2) encounter
3) metamorphosis

Question 19

positive organizational culture

Answer 19

emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth

Question 20

workplace spirituality

Answer 20

recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community

Question 21

3 “layers” of organizational culture

Answer 21

Organizational Culture

1) Observable artifacts – the clothes people wear, the way people talk, observable symbols
2) Espoused values – things we actually say (professionalism, structure, innovation, etc.)
3) Basic underlying assumptions – the things nobody even has to say. It is internally ingrained. Hard to put into words. A feeling that everyone has

Question 22

2 types of social support (stress)

Answer 22

1) emotional support

2) instrumental support

Question 23

General culture types

Answer 23

Sociability (how much people interact) vs.Solidarity (how much you share the same values)
Networked - (high social, low solid)
Fragmented - (low social, low solid)
Communal - (high social, high solid)
Mercenary - (low social, high solid) introverted in a way. Believe the same things, but hardly get a chance to talk to each other

Question 24

3 parts of HR

Answer 24

1) Laws/regulations
2) company-specifics goals/limitations
3) OB concepts

Question 25

8 tactics to overcome resistance to change

Answer 25

1) education/communication
2) participation
3) building support and commitment (emotional support)
4) develop positive relationships
5) implement changes fairly
6) manipulation/cooptation
7) selecting people who accept change
8) coercion

Question 26

4 change roles

Answer 26

1) inventor
2) champion
3) sponsor
4) critic

Question 27

2 types of stressors

Answer 27

challenge and hindrance

Question 28

Cultural formation (4 steps)

Answer 28

1) founder philosophy
2) selection criteria
3) top management
4) socialization

Question 29

3 ways culture can change

Answer 29

1) changes in leadership
2) mergers and acquisitions
3) planned change

Question 30

resistance to change (5)

Answer 30

1) self-interest
2) lack of understanding and trust
3) uncertainty
4) different assessments and goals
5) over-determination (too stable)

Question 31

3 needs for change

Answer 31

1) new technology
2) product change
3) climate change