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MANA 3001 > Test 3 > Flashcards

Test 3 Flashcards

1
Q

Power

A

the potential to influence another person
based on dependencies of followers (control something they want)
it is neutral (can be perceived as good or bad) and can be exercised upward, downward or laterally

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2
Q

Authority

A

the right to influence another person

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3
Q

Influence

A

the process of affecting the behaviors, thoughts, and feelings of another person

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4
Q

Five Bases of Power

A

Reward, Coercive, Legitimate, Referent and Expert

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5
Q

Reward

A

we comply because it provides positive benefits for us (formal/position)

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6
Q

Coercive

A

threat, embarrass, withhold information from subordinates (formal)

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7
Q

Legitimate

A

accepted as powerful due to rules/guidelines (formal)

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8
Q

Referent

A

look up to someone because of their qualities (personal)

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9
Q

Expert

A

knowledge/experience on topic gives them power (personal)

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10
Q

Personal vs. Formal Power

A

personal power was found to be more effective

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11
Q

Criteria for Use of Power

A

Does the behavior produce a good outcome for both people inside and outside the organization?
Does the behavior respect the rights of all parties?
Does the behavior treat all parties equitably and fairly?

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12
Q

Ethical Guidelines for Reward Power

A

make reasonable, ethical requests; offer desired, credible awards

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13
Q

Ethical Guidelines for Coercive Power

A

warn before punishing, punish consistently and uniformly, maintain credibility, and inform subordinates of all rules/penalties

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14
Q

Ethical Guidelines for Legitimate Power

A

be cordial and confident, make appropriate, explainable requests, follow proper channels and exercise power consistently, enforce compliance

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15
Q

Ethical Guidelines for Referent Power

A

defend subordinates’ interest, be sensitive to needs/feelings, engage in role modeling and treat everyone fairly

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16
Q

Ethical Guidelines for Expert Power

A

maintain credibility, avoid threatening subordinates’ self-esteem, keep informed and act confident and decisively

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17
Q

Sanctioned Influence Tactics

A 
Legitimacy
Rational Persuasion
Inspirational appeals (build enthusiasm)
Consultation (participation)
Exchange (trading favors)
Personal Appeals (asking others for support)
Ingratiating (influencing others to like us)
Pressure
Coalition (pooling resources)
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18
Q

Non-sanctioned Influence Tactics

A 
Intimidation
Threats
Coercion
Manipulation
Misrepresentation
Minimizing other's contribution
Blaming
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19
Q

Political Behavior

A

activities that are not required as part of one’s formal role in the organization, but influence the distribution of advantages within the organization

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20
Q

Causes of Political Behavior

A

Individual factors: personality, expectations for success, locus of control
Organizational factors: resources, trust, promotion opportunities, performance evaluation system, decision making process

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21
Q

Consequences of Political Behavior

A

decreased job satisfaction, increased anxiety and stress, increased turnover, reduced performance

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22
Q

Political Skill

A 
how good you are at playing politics
impression management (process by which individuals attempt to control impressions others form of them)
Apparent sincerity, social astuteness; interpersonal influence; networking ability
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23
Q

Ways to Manage Organizational Politics

A 
competence
political skill, powerful coalitions
strong sponsorship
stay positive
make others feel valued
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24
Q

Empowerment

A

the process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work
assume power is not zero-sum and social power is unlimited
the more power you give away, the more you have

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25
Q

Functional vs. Dysfunctional Conflict

A

Functional: supports the goals of the group and improves its performance (fuller debate, more creative ideas, increased cohesion)
Dysfunctional: conflict that hinders group performance (wastes time, energy, resources, less productivity, more organizational politics and job dissatisfaction

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26
Q

Three Types of Conflict and their Description

A

Task: conflict relates to the content/goals
Relationship: conflict based on interpersonal relationships
Process: conflict over how work gets done

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27
Q

Three Loci of Conflict and their Description

A

Dyadic: between two people
Intragroup: occurs within a group or team
Intergroup: occurs between groups or teams

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28
Q

Conflict Process

A

Potential Opposition/Incompatibility: communication issues, structure of tasks, personal variables
Cognition and personalization: emotions come into play, define the conflict
Intentions: how do we want to handle this issue
Behavior: dynamic process of interaction (behavior vs. other’s reaction)
Outcomes: functional vs. dysfunctional (increase or decrease performance)

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29
Q

Five Conflict Management Styles and their Description:

A

Avoiding: take no action and stay out of conflict (uncooperative and unassertive)
Accommodating: concern with party’s goals but unconcerned with getting own way (cooperative, unassertive)
Competing: satisfying own interest at other party’s expense (uncooperative, assertive)
Compromising: each party gives up something to reach a solution (middle)
Collaborating: arriving at a solution through open discussion (cooperative, assertive)

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30
Q

Effective Techniques for Dealing with Conflict

A

Superordinate goals: creating a shared goal that requires cooperation
Expanding resources to create a win-win solution
Changing the personnel to alter the attitudes/behaviors within a group
Changing the structure to manipulate interaction patterns
Avoidance, negotiating, compromising

31
Q

Negotiation

A

two or more parties exchange goods or services in an attempt to agree on the exchange rate for them - joint process of finding a mutually acceptable solution

32
Q

Distributive vs. Integrative Bargain

A

Distributive: seeks to divide up a fixed amount of resources - win-lose situation
Integrative: work together to find a solution - win-win situation

33
Q

Four Characteristics of Principled Negotiation

A

Separate the people from the problem
Focus on interests, not positions
Generate a variety of possibilities before deciding what to do
Insist that results are based on an objective standard

34
Q

Mediator

A

neutral third party who facilitates a negotiated solution by using reasoning and persuasion; alternatives

35
Q

Arbitrator

A

third party with the authority to dictate an agreement (always results in settlement, but there can be a negative side)

36
Q

Conciliator

A

trusted third party who provides an informal communication link between negotiator and the opponent

37
Q

Six Elements of an Organization’s Structure

A 
Work Specialization
Chain of Command
Span of Control
Departmentalization
Centralization
Formalization
38
Q

Organizational Structure

A

division of labor; patterns of coordination, communication, workflow, and power to direct labor within an organization

39
Q

Work Specialization

A

the degree to which activities in an organization are divided into separate jobs completed by separate individuals

40
Q

Departmentalization

A

how are jobs grouped together so tasks can be coordinated (by product, geography, etc.)

41
Q

Chain of Command

A

unbroken line of authority from top to bottom - who reports to whom
Authority: inherent position to give orders and expect them to be obeyed
Unity of Command: subordinate should only have one superior to whom he/she is directly responsible

42
Q

Span of Control

A

how many employees a manager can efficiently and effectively direct - less managers means more efficient

43
Q

Centralization

A

degree to which decision making is concentrated at a single point in the organization
Centralized: top managers make all decisions
Decentralized: pushed down the managers closest to the action

44
Q

Formalization

A

degree to which jobs are standardized
High: no discretion or input
Low: can exercise discretion and freedom

45
Q

Mechanistic Organizations

A

bureaucracy
simplification, standardization, narrow span of control, clear chain of command, high departmentalization & formalization
Strengths: ability to perform standardized tasks in efficient manner
Weaknesses: sub unit conflicts, unit goals dominate, slow to change

46
Q

Organic Organizations

A

flexible networks of multitalented individuals who perform a variety of tasks; cross-functional, wide span of control, decentralized, low formalization
best in a fast changing environment, require low job specialization
utilize self-control and self-direction of employees
highly democratic and participative

47
Q

Common Organizational Structures

A

Simple Structure: owners, managers, employees (difficult to attain in larger companies)
Functional Structure: grouped by job description
Product: jobs grouped by type of product they are making
Matrix: functional structure feeds into project structure
Virtual: small, core organization that sources major business functions
Boundaryless (Ad Hoc): seeks to eliminate the chain of command, has limitless spans of control, and replaces departments with empowered teams

48
Q

Connection Between Elements of Organizational Structure and Strategy

A

Structure is derived from the organization’s strategy
Cost leadership: success based on low price (mechanist)
Quality differentiation: succeed because product is excellent (organic)

49
Q

Organizational Culture

A

basic assumptions that create shared meaning held by organization’s members

50
Q

Primary Characteristics of Org. Culture

A 
Innovations and Risk taking
Attention to detail
Outcome orientation
People orientation
Aggressiveness
Team orientation
Stability
51
Q

Three Levels of Culture

A

Artifacts: symbols in physical and social work environment
Espoused values: things we say are important and Enacted Values: the way we behave
Assumptions: deeply held beliefs that guide behavior and tell members how to think

52
Q

Functions of Culture Within an Organization

A

Provides a sense of identity to members and increases the commitment to the organization
A sense-making device for members
Reinforces the values of the organization
Serves as a control mechanism for shaping behavior

53
Q

How an Organization is established, transmitted and maintained

A

Through artifact: structure, ceremonies, rituals, stories
Through leadership: what leaders pay attention to, how they behave and react, how they allocate rewards
Through socialization

54
Q

Organizational Socialization

A

Anticipatory socialization: encompasses all of the learnings that takes place prior to newcomer’’s first day on the job
Encounter: learn tasks associated with the job, clarify their roles and establish relationships at work
Change and acquisition: newcomer adapts to job

55
Q

ASA Framework

A

Attraction (who applies)
Selection (who gets hired)
Attrition (who stays)

56
Q

Functional and Dysfunctional Effects of Organizational Culture

A

Culture as an asset: can significantly contribute to organization’s bottom line
Culture as a liability: institutionalization, barriers to change (diversity and mergers)

57
Q

Ethical Cultures

A

high in risk tolerance, low to moderate in aggressiveness, focus on means as well as outcomes (managers are visible role models)

58
Q

Positive Cultures

A

emphasize building on employee strengths, reward more than punishes, emphasize vitality and growth

59
Q

Spiritual Cultures

A

workplace spiritually recognizes that people have an inner life that nourishes and is nourished by meaningful work in the context of the community

60
Q

Content Model of Change

A 
Vision + skills + resources + action plan = change
No vision = confusion
No skills = anxiety
No resources = frustration
No plan = false starts
61
Q

Process Models of Change

A

Lewin’s 3 step process model

Kotter’s model

62
Q

Lewin’s 3 step model

A

Unfreezing: create motivation to change
Change: learn a “new way”
Re-freezing: solidify the new normal

63
Q

Kotter’s Model

A 
Unfreezing      
      Establishing a need for change
      Form a powerful coalition
      Create a sense of urgency
      Establish a vision of the future
      Listen
Change
      Communicate the vision
      Involve and empower
      Develop the plan
      Celebrate short term wins
      Adjust the plan
Refreezing
      Demonstrate positive impact of change
      Recognize individuals
      Tell success stories
      Create legacies
64
Q

Biological and Psychological Models of the Stress Process

A

Biological Model: fight or flight (fight the damn dog and you’ll defeat it)
Psychological Model: tend and befriend

65
Q

Challenge Stressors (Eustress)

A

types of stressors that have the potential to lead to goal attainment (pressure to complete a task and time urgency)

66
Q

Hindrance Stressors (Distress)

A

types of stressors that keep from reaching your goals

67
Q

Occupational Stress Model

A

Sources: environmental factors (economic/political uncertainty; organizational factors (task/role demands); personal factors (family problems, personality)
Leads to experienced stress and individual differences

68
Q

Occupational Stressors

A 
Role ambiguity
Role conflict
Workload
Interpersonal conflict
Abusive supervision
Job insecurity
69
Q

Occupational Strains

A

Physiological: headaches, heart disease, high blood pressure
Psychological: anxiety, depression, decrease in job satisfaction
Behavioral: productivity, absenteeism, turnover

70
Q

Individual Approach to Managing Stress

A

time management techniques, exercise, relaxation techniques, social support networks

71
Q

Organizational Approach to Managing Stress

A

selection and placement, training, goal-setting, redesigning jobs, increasing employee involvement in decision making, organizational communication, sabbaticals allowing employees to vacation

72
Q

Negotiation Process

A 
Preparation and Planning
Definition of ground rules
Clarification and justification
Bargaining and problem solving
Closure and implementation
73
Q

Different Types of Culture

A

Collaborative and cohesive clan
Innovative and adaptable adhocracy
The controlled and consistent hierarchy
The competitive and customer focused market

MANA 3001 (4 decks)

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