Organizational ch 13,15 (W5-b) Flashcards
Power
Ability of a person or a group to do something which they would not have done withpught that ability
Organizational politics
the activities in which managers increase their power and achieve goals that are beneficial to the organization
Political decision making
making of decision by active disagreement of organization goals
Types of formal individual power
Legitimate, reward, corrective and informational power
Legitimate power
type of formal power that is based on the legal power or abilities
Reward power
type of formal power that is based on ability to give rewards, promotions and projects to employees
Corrective power
type of formal power that is based on the ability to give or withdraw punishments
informational power
Formal power that arises from ability to give and control information
Types of informal individual power
Expert, referent and charismatic power
Expert power
informal type of power that arises from superior skills and expertise
Referent power
informal power that arises because somebody is liked or admired or respected
Charismatic power
intense form od referent power that arises fromm somebody’s personality or other traits that cause others to like or believe that person
Four sources of function and department power
1) ability to control unforeseen events
2) Ireplacability
3) Centrality ( more central function of department is –> more power)
4) Ability to control and generate resources
Source of interpersonal and intergroup conflict
1) Differentiation
2) Task relation
Differentiation (source of interpersonal and intergroup conflict)
a) difference in functional orientations ( dividing organization into functions creates conflicts)
b) status inconsistenties ( Some departments over time might start seeing themselves as more important then others)
all creates conflict
Task relation (source of interpersonal and intergroup conflict)
a) Overlap in authority
b) Mutual dependency
c) Conflic in system of evaluation ( injustice)
all creates conflict
Phases in Pondy’s model of organizational conflict
Latent, perceived, sensed, manifest and aftermath conflict
Latent conflict Pondy’s model
phase where there is potential conflict
Perceived conflict Pondy’s model
parties perceived blocking of their goals by actions of another party
Sensed conflict Pondy’s model
parties start to develop negative feelings towards each other
Manifest conflict Pondy’s model
Party decide to actively react to the other party y blocking and hurting each other
Aftermath conflict Pondy’s model
resolution of a conflict by compromise or collaboration
Negotiation
Process by which groups in conflict meet together to solve the conflict
Types of negotiation (5)
Compromise (solution accepted by both parties)
Collaboration
Accommodation (one party allows other to do something)
Avoidance ( parties refuse to acknowledge the problem)
Commpetition–> leads to the worse conflict
What do you need to do to reach collaboration or compromise ?
- Emphasizing common goal
- Focusing on problem, not people
- Focusing on interests not demands
- Focusing on what is fair
Decision making
members of organization choose specific behavior to react to opportunities and problems
Two basic types of decision making
Non programed decisions and programed decisions
Non programed decisions
reaction to new problems that previously have not been encountered
Programed decisions
decisions that are routine to employees. Reaction to returning opportunities and problems.
General decision making model
based on assumption that person who makes decisions have all the necessary information for choosing the best possible solution
General decision making model steps
Writhing down all possible alternatives consequences Thinking about: own preference Choosing the alternatives that will result in best consequences
Administrative decision making model
- model that says that incomplete information and cognitive, psychological and social aspects influence someone who makes decision so decision makers often choose sufficient but not optimal solution
- accounts to the fact that decision makers are limited to human mind
Bound rationality
because we are humans we have limited rationality and can not account for all external factors
Errors in making decisions
Heuristics that are simple rules ho we draw conscious decisions
Avilability heuristics
judgments based upon how easy and available certain type on information is for us
Representatives heuristics
we assume that similar events from the past are good predictors of future. We fall to account ratio and probability of events
