Organizational Behaviour - Chapter 10 Flashcards

1
Q

is the capacity of a person, team, organization to influence others

A

Power

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2
Q

the less powerful party has some degree of power. Managers have power over subordinates. Employees have this by possessing skills and knowledge to keep production humming and customers happy

A

Countervailing power

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3
Q

What are the 5 sources of power

A
Legitimate
Reward
Coercive
Expert
Referant
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4
Q

What are the four contingencies of power

A

Substitutability
Centrality
Discretion
Visbility

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5
Q

is an agreement among organizational members that people in certain roles can request a set of behaviours from others

A

Legitimate power

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6
Q

a feeling of obligation to help someone who has helped you

A

Norm of reciprocity

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7
Q

derived from the person’s ability to cocntrol the allocation of rewards valued by others and to remove negative sanctions

A

Reward power

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8
Q

the ability to apply punishment

A

Coercive power

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9
Q

An individual’s or work unit’s capacity to influence others by possessing knowledge or skills valued by others

A

Expert power

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10
Q

what are three ways companies cope with uncertainty

A

Prevention
Forecasting
Absorption

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11
Q

When an individual is identified with, liked or respected

A

Referent power

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12
Q

a form of interpersonal attraction whereby followers ascribe almost magical powers to the individual

A

Charisma

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13
Q

refers to the availability of alternaties

A

Substitutability

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14
Q

refers to the power holder’s importance based on the degree and nature of interdependence with others

A

Centrality

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15
Q

employees gain power when their talents remain in the forefront of the minds of their buss, co-workers and others

A

Visibility

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16
Q

The freedom to exercise judgement - to make decisions without referring to a specific rule or receiving permission from someone else

A

Discretion

17
Q

social structures of individuals or social units that are connected to each other through one or more forms of interdependence

A

Social networks

18
Q

the goodwill and resulting resources shared among members in a social network

A

Social capital

19
Q

the gap between two clusters of people in a network

A

Structural hole

20
Q

refers to any behaviour that attempts to alter someone’s attitudes or behaviour

21
Q

What are some types of influence tactics

A
Silent Authority
Assertiveness
Information control
Coalition information
Upward appeal
Persuasion
Impression management
Exchange
22
Q

influencing behaviour through legitimate power without explicityly referring to that power base

A

Silent authority

23
Q

Actively applying legitimate and coercive power by applying pressure or threats

A

Assertiveness

24
Q

Explicitly manipulating someone else’s access to information for the purpose of changing their attitudes and/or behaviour

A

Information control

25
Forming a group that attempts to influence others by pooling the resources and power of its members
Coalition information
26
gaining support from one or more people with higher authority or expertise
Upward appeal
27
using logical arguments, factual evidence, and emotional appeals to convince people of the value ofa request
Persuasion
28
Actively shaping through self-presentation and other means the perceptions and attitudes that others have of us, which includes ingratiation
Impression management
29
refers to the influencer's attempt to be more liked by the targeted person or group
Ingratiation
30
Promising benefits or resources in exchange for the target's person's compliance
Exchange
31
causes listerners to generate counterarguments to the anticipated persuasion attempts, which makes the opponents subsequent persuasion attempts less effective
Inoculation effect
32
actively shaping the perceptions and attitudes that others have of us
Impression management
33
What are the soft influence tactics?
Persuasion Ingratiation Impression management exchange
34
What are the hard influence tactics?
``` Silent authority Upward appeal coalition formation information control Assertiveness ```
35
what are the three ways people reach when others try to influence them?
Commitment Compliance Resistance
36
when they seem to be self-serving behaviours at the expense of others and possibly contrary to the interests of the entire organization
Organizational policies
37
those with a need for personal power seek power for its own sake and try to acquire more power.
Machiavellian values