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MGMT2141 Power & Influence > Quiz 1 > Flashcards

Quiz 1 Flashcards

1
Q

power

A

the capacity that a person (or group) has to influence the behavior of others

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2
Q

authority

A

different from power, generally a representation of someone’s position, derived from multiple sources (seniority, technical competence, etc.)

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3
Q

influence

A

the ability or power to inspire or motivate another to act in accordance with the influencing person’s wishes

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4
Q

empowerment

A

the degree to which power is shared, and the person has the authority to make and implement at least some decisions

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5
Q

leadership

A

taking risks and challenging the status quo, making others view their job/role as meaningful and important

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6
Q

who came up with the power bases?

A

French & Raven

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7
Q

what are the power bases?

A

formal-legitimate
reward
coercion
informal powers: expert, referent, and informational

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8
Q

legitimate power

A

based on the position one holds

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9
Q

reward power

A

pay, promotion, recognition

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10
Q

coercion power

A

ability to cause fear or punishment in the person being influenced

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11
Q

expert power

A

based on the experience that the influenced individual believes the influencer has over them

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12
Q

referent power

A

based on the individual’s identification and emulation with the influencer

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13
Q

informational power

A

based on explanation and persuasion of information which ultimately cases the influence

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14
Q

what are the power tactics

A

rational persuasion
inspirational appeals
consultation
ingratiation
personal appeals
exchange
coalition
pressure
legitimatizing

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15
Q

rational persuasion

A

logic, facts, valid reasoning

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16
Q

inspirational appeals

A

building enthusiasm by appealing to emotions, ideas/values

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17
Q

consultation

A

encouraging change, collaborative decision-making

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18
Q

ingratiation

A

getting someone in a good mood prior to making a request

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19
Q

personal appeals

A

refer to friendship and loyalty when making a request

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20
Q

exchange

A

quid pro quo, this for that

21
Q

coalition

A

getting others to support your efforts to persuade someone

22
Q

pressure

A

demanding compliance or using intimidation or threats

23
Q

legitimatizing

A

it’s the rule, I am the rule maker, these things are implied

24
Q

Lewin’s Theory of Change

A

focus on group dynamics and make empirical contributions to power and leadership in groups

25
Q

Lewin’s formula

A

B= f(P,E)
an individual’s behavior (B) is a function (f) of the person (P), including their history, personality and motivation, and their environment (E), which includes both their physical and social surroundings

26
Q

1st step of Lewin’s change model

A

Unfreeze

27
Q

Unfreezing

A
  • recognize need for change
  • acknowledge need for change
  • determine what needs to be changed
  • comprehend the change
  • encourage replacement of old behaviors and attitudes
  • manage and understand the doubts and concerns
28
Q

2nd step of Lewin’s change model

A

change (moving)

29
Q

Change

A
  • plan the change
  • unlearning
  • implement the change
  • perform adjustments
  • assist employees in understanding a new concept or perspective
30
Q

3rd step of Lewin’s change model

A

refreeze

31
Q

Refreezing

A
  • strengthen and maintain the change
  • usher in the new way of doing things
  • develop ways to sustain the change
  • celebrate success
32
Q

Hofstede’s Cultural Dimensions Theory

A

a way to analyze and describe how values and behaviors vary across different societies

33
Q

how many cultural dimensions does Hofstede’s theory suggest?

A

6

34
Q
  1. Power Distance Index
A

extent to which less powerful members of a society accept and expect power inequalities

35
Q
  1. Individualism vs Collectivism
A

the degree to which individuals prioritize their personal goals over the goals of the group

36
Q
  1. Masculinity vs Femininity
A

the distribution of roles between genders

37
Q
  1. Uncertainty Avoidance Index
A

the extent to which a society tolerates uncertainty, ambiguity, and unpredictable situations

38
Q
  1. Long-Term Orientation vs Short-Term Orientation
A

a society’s time perspective and orientation towards the future

39
Q
  1. Indulgence vs Restraint
A

the degree to which a society allows gratification of basic human desires and enjoyment

40
Q

Kotter’s Change Theory

A

outlines a structured approach for effectively managing and implementing organizational change

41
Q

how many steps in Kotter’s change theory?

A

8

42
Q
  1. Establishing a Sense of Urgency
A

creating a compelling reason or case for change that motivates employees and stakeholders to understand the need for change and take action

43
Q
  1. Creating a Guiding Coalition
A

a coalition of influential individuals and leaders is formed to provide direction and support throughout the change process

44
Q
  1. Developing a Vision and Strategy
A

a clear vision and strategy for the desired future state are developed

45
Q
  1. Communicating the Change Vision
A

effective communication crucial to ensure that the vision and strategy are understood and embraced by all members of the organization

46
Q
  1. Empowering Broad-Based Action
A

involves removing obstacles and empowering employees to take action and contribute to the change effort

47
Q
  1. Generating Short-Term Wins
A

celebrating and recognizing early successes is essential to maintain momentum and motivate employees

48
Q
  1. Consolidating Gains and Producing More Change
A

building on the early wins and leveraging them to drive further change throughout the organization

49
Q
  1. Anchoring New Approaches in the Culture
A

to ensure long-term sustainability, the changes must be embedded into the organization’s culture and day-to-day operations

MGMT2141 Power & Influence (2 decks)

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