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Organizational Behaviour 1BA3 > Power, Politics & Ethics - 10 > Flashcards

Power, Politics & Ethics - 10 Flashcards

1
Q

Power

A

The capacity to influence others who are in a state of dependence

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2
Q

High slack ; low slack

A

Reliance is low ; reliance is high

Power doesn’t always work bc u have alt source; creates slack

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3
Q

Legitimate Power

Types of Individual Power

A

Power from person’s position in organization

“I have power over you b/c of my position”

E.g. President of your company asks you to do something

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4
Q

Reward Power

Types of Individual Power

A

Power from having ability to give positive outcomes and prevent negative ones

It’s reinforcement

E.g. You accept overtime b/c you want your boss to give you a promotion

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5
Q

Coercive Power

Types of Individual Power

A

Power from the use of punishment and threat

Compared to Reward power, this is punishment; controlling through fear

E.g. You arrive to work 15 mins early b/c you know your boss will be agitated

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6
Q

Referent Power

Types of Individual Power

A

Power from being well liked by others

E.g. Ppl will do favours for you b/c you are highly respected, admired, seen as a role model by others

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7
Q

Expert Power

Types of Individual Power

A

Power from having special info or expertise that’s valued by organization

Power no one gives to a person but something abt u that u have -charisma

E.g. Everyone at work comes to you w questions about data analystics b/c you have an EMBA in Digital Transformation from Mac

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8
Q

How do people obtain power?

A

Doing the right things
Cultivating the right people

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9
Q

What to do to “Do the right things”?

How do ppl obtain power?

A

Extraordinary Activities
Visible Activities
Relevant Activities

Attach yourself to things that are unusual / different & be really good at it;
You need to do things that make you visible to eventually get power;
Ppl should see that your work is relevant to then see “that’s amazing”

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10
Q

What to do to “Cultivate the right people”?

How do ppl obtain power?

A

Develop informal relationships with the right people

“Right people” – Outsiders, subordinates, peers, superiors

Network on a 360 to get yourself known.
Promote self enought but before ppl get tired/annoyed

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11
Q

What are the 3 degrees of empowerment?

A

No Discretion
Participatory Empowerment
Self-Management

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12
Q

Characteristics of no discretion empowerment?

Degree of Empowerment

A

Routine, repetitive, tasks assigned, operate according to rules rather than initiative

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13
Q

Characteristics of participatory empowerment

Degree of empowerment

A

Autonomous work groups, given some authority

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14
Q

Characteristics of Self-Management Empowerment

Degree of Empowerment

A

Full decision-making power, management has faith in employees carrying out organizational missions and goals

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15
Q

Characteristics of Empowerment

“What will I see in my ppl if properly empowered?”

A

Self determination
Sense of meaning
Sense of competence
Sense of impact

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16
Q

How do people show:

Self determination

A

Free to choose how to work
No micro-managed

“I love this job cause you are not micro managing”

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17
Q

How do people show:

Sense of meaning

A

Their work is important to them
They care abt what they are doing

Taught in culture and socialization

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18
Q

How do ppl show:

Sense of competence

A

Confident abt their ability to do their work well
They know they can perform

Same as self-efficacy

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19
Q

How do ppl show:

Sense of impact

A

Believe that they can have influence on their work unit

They feel like they are making a difference

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20
Q

What are:

Influence Tactics

A

Tactics that are used to convert power into actual influence over others

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21
Q

What are the :

Influence Tactics

A

Assertiveness
Ingratiation
Exchange
Upward Appeals
Coalition Formation
Rational Persuasion

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22
Q

Examples of:

Assertiveness

A

Ordering, setting deadlines, nagging

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23
Q

Examples of :

Ingratiation

A

Using flattery and acting friendly

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24
Q

Examples of :

Exchange

A

Doing favours
Offering to trade favours

“I scratch your back u scratch mine”

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25
Q

Examples of:

Upward Appeals

A

Making formal or informal appeals to superiors for intervention

(Also inspirational appeals and personal appeals)

Make your case

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26
Q

What is :

Coalition Formation

A

Seeking united support from other organizational members

Joining forces

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27
Q

What is:

Rational Persuasion

A

Using facts and data to make a logical or rational presentation

The more attractive you are (not just looks - walk, talk, whole package)

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28
Q

Strategic Contingencies

A

A view that sees power as something that accrues to organizational subunits that cope with critical organizational problems

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29
Q

How can subunits obtain power?

A

Securing scarce resources
Coping with uncertainty
Reducing substitutability or having no substitutes
Increasing centrality

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30
Q

Causes of :

Unethical Behaviour

A

Gain
Performance Pressure
Role Conflict
Strong Organizational Identification
Competition
Personality
Organization Industry and Culture

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31
Q

What is an example of :

Gain

Unethical Behaviour

A

Doing it so I can get fame/fortune (opportunity)

32
Q

Example of:

Performance Pressure

A

Doing it because I felt like I had to

33
Q

Example of:

Role conflict

A

Ethical dilemmas from your job that get resolved in unethical ways

34
Q

Example of:

Strong organizational identification

A

Some employees identify strongly w the organization therefore doing whatever it takes (unethical ones) for the organization

35
Q

Example of:

Competition

A

Stiff competition for scarce resources leads to unethical behaviour

36
Q

Examples of:

Personality

A

Being unethical is part of the person’s personality

37
Q

Example of :

Org Industry and Culture

A

There is a sliding scale on what is considered to be ethical

38
Q

3 Types of Power Users

A

Personal
Affiliative
Institutional (Best)

39
Q

Personal Power Users

A

They use power for personal gain

40
Q

Affiliative Power Users

A

They use power to be liked

41
Q

Institutional Power Users

A

Using power for the good of the institution & not for self gain

McClelland says that Institutional Managers are the most effective

42
Q

Characteristics of Institutional Managers

A

Have high N-Pow
Use their power to achieve organizational goals
Adopt a participative or “coaching” leadership style
Are relatively unconcerned with how much others like them

43
Q

Scarcity of resources

Subunits

A

Subunit that has time, budget, human resources

44
Q

Uncertainty

Subunits

A

Subunits that can deal with uncertainty will get power

45
Q

Centrality

Subunits

A

The core of decision making will get power if they have answers to the critical problem

46
Q

Substitutability

Subunits

A

Subunits will have little power if ppl inside or outside can do what you do

47
Q

What are the 4 contingencies that allow subunits to have power

A

Scarcity of Resources
Uncertainty
Centrality
Substitutability

48
Q

Political Skills

A

Ability to understand others at work

49
Q

Organizational Politics

A

The pursuit of self interest in an organization, whether or not this self-interest corresponds to organizational goals

Political activities are self-conscious and intentional

50
Q

Observable Characteristics of Political Skills

A

Social Astuteness
Interpersonal influence
Apparent Sincerity
Networking Ability

51
Q

Social Astuteness

Political Skills

A

Tuned in to other ppl’s needs & motives and how one can use it to their advantage
Being careful observers

52
Q

Interpersonal Influence

Political Skills

A

Good at convincing & persuading

53
Q

Apparent Sincerity

Political Skills

A

Good politician comes as sincere and genuine
Exhibit high integrity which gets others to believe in them

54
Q

Skills to beware of

Political Skills

A

Machiavellianism
Defensiveness

55
Q

Machiavellianism

Political Skills

A

Not an influence tactic; it’s a style
High machiavellianism : Very cynical w humans; they think they can manipulate humans; convincing liars

56
Q

Defensiveness

Political Skills

A

Self serving bias; reactive politics, big on defending & protecting himself; good at committing self serving bias

57
Q

Developing Political Skills- Networking

Developing Political Skills

A

Establishing good relationships w/ critical key stakeholders both inside & outside the organizations
All abt getting ur goals accomplished
- Involves developing informal social contacts

58
Q

Aspects of Networking

A

Maintaining
Socializing
Engaging in professional activities
Participating in community activities
Increasing internal visibility

59
Q

Maintaining

Aspects of Networking

A

Maintain contacts inside and outside

60
Q

Socializing

Aspects of Networking

A

You’re really good at social events

61
Q

Engaging in professional activities

Aspects of Networking

A

Strategic
You do ur research on all of the important activities

62
Q

Participating in community activities

Aspects of Networking

A

Like ribbon cutting
Ur out in ur local community; being in clubs, etc

63
Q

Increasing internal visibility

Aspects of Networking

A

Doing the right thing & being seen

64
Q

Ethics

A

Systemic thinking about the moral consequences of decisions

65
Q

Goal of morals and ethics

A

Have my morals = my ethics, or morals become greater than my ethics

65
Q

Business Ethics

A

The official bodies that code into the ethics thats in the organization :
Industry code, associations, society

66
Q

Systemics thinking

A

What you say you believe in/live by “above the water line”

67
Q

Ethics / Business Ethics

A
  • An acceptable set of standards/behaviours
  • Established by a body
  • Standards of conduct/standards of right vs wrong in business settings
68
Q

Moral/Business Morals

A

Embedded and personal/your “internal compass”

69
Q

Morals

A

How u actually behave “below the water line”

70
Q

Ethical Conduct

A

Themes and associated behaviours
Behaviour seen over again where ppl follow the rules

71
Q

Ethical Misconduct

A

Issues covered in corporate codes of ethics
0 tolerance items

72
Q

Examples of Ethical Misconduct

A
  1. Abusinve behaviour in workplace
  2. Falsifying report
  3. Violation and environmental regulations all around our sustainable role. There is a point of which goal challenge can be so extreme as to induce unethical behaviours.
73
Q

Examples of Ethical Conduct

A
  1. Honest / truthful communication
  2. Fair / equatable treatment
  3. Special consideration
74
Q

Bounded Ethicality

A

The psychological process by which ppl engage in behaviour that violates their own ethical standards

Says we aren’t perfect

75
Q

Ethical blind spots

A

Ppl are prone to it
They fail to process info that signals that a course of action might be unethical
Ppl operating under bounded ethicality would likely act differently upon further reflection

Organizational Behaviour 1BA3 (7 decks)

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