Test 3 Flashcards
Power
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
Authority
the right to influence another person
Influence
the process of affecting the behaviors, thoughts, and feelings of another person
Five Bases of Power
Reward, Coercive, Legitimate, Referent and Expert
Reward
we comply because it provides positive benefits for us (formal/position)
Coercive
threat, embarrass, withhold information from subordinates (formal)
Legitimate
accepted as powerful due to rules/guidelines (formal)
Referent
look up to someone because of their qualities (personal)
Expert
knowledge/experience on topic gives them power (personal)
Personal vs. Formal Power
personal power was found to be more effective
Criteria for Use of Power
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?
Ethical Guidelines for Reward Power
make reasonable, ethical requests; offer desired, credible awards
Ethical Guidelines for Coercive Power
warn before punishing, punish consistently and uniformly, maintain credibility, and inform subordinates of all rules/penalties
Ethical Guidelines for Legitimate Power
be cordial and confident, make appropriate, explainable requests, follow proper channels and exercise power consistently, enforce compliance
Ethical Guidelines for Referent Power
defend subordinates’ interest, be sensitive to needs/feelings, engage in role modeling and treat everyone fairly
Ethical Guidelines for Expert Power
maintain credibility, avoid threatening subordinates’ self-esteem, keep informed and act confident and decisively
Sanctioned Influence Tactics
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)
Non-sanctioned Influence Tactics
Intimidation Threats Coercion Manipulation Misrepresentation Minimizing other's contribution Blaming
Political Behavior
activities that are not required as part of one’s formal role in the organization, but influence the distribution of advantages within the organization
Causes of Political Behavior
Individual factors: personality, expectations for success, locus of control
Organizational factors: resources, trust, promotion opportunities, performance evaluation system, decision making process
Consequences of Political Behavior
decreased job satisfaction, increased anxiety and stress, increased turnover, reduced performance
Political Skill
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
Ways to Manage Organizational Politics
competence political skill, powerful coalitions strong sponsorship stay positive make others feel valued
Empowerment
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
Functional vs. Dysfunctional Conflict
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
Three Types of Conflict and their Description
Task: conflict relates to the content/goals
Relationship: conflict based on interpersonal relationships
Process: conflict over how work gets done
Three Loci of Conflict and their Description
Dyadic: between two people
Intragroup: occurs within a group or team
Intergroup: occurs between groups or teams
Conflict Process
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)
Five Conflict Management Styles and their Description:
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)
Effective Techniques for Dealing with Conflict
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
Negotiation
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
Distributive vs. Integrative Bargain
Distributive: seeks to divide up a fixed amount of resources - win-lose situation
Integrative: work together to find a solution - win-win situation
Four Characteristics of Principled Negotiation
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
Mediator
neutral third party who facilitates a negotiated solution by using reasoning and persuasion; alternatives
Arbitrator
third party with the authority to dictate an agreement (always results in settlement, but there can be a negative side)
Conciliator
trusted third party who provides an informal communication link between negotiator and the opponent
Six Elements of an Organization’s Structure
Work Specialization Chain of Command Span of Control Departmentalization Centralization Formalization
Organizational Structure
division of labor; patterns of coordination, communication, workflow, and power to direct labor within an organization
Work Specialization
the degree to which activities in an organization are divided into separate jobs completed by separate individuals
Departmentalization
how are jobs grouped together so tasks can be coordinated (by product, geography, etc.)
Chain of Command
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
Span of Control
how many employees a manager can efficiently and effectively direct - less managers means more efficient
Centralization
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
Formalization
degree to which jobs are standardized
High: no discretion or input
Low: can exercise discretion and freedom
Mechanistic Organizations
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
Organic Organizations
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
Common Organizational Structures
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
Connection Between Elements of Organizational Structure and Strategy
Structure is derived from the organization’s strategy
Cost leadership: success based on low price (mechanist)
Quality differentiation: succeed because product is excellent (organic)
Organizational Culture
basic assumptions that create shared meaning held by organization’s members
Primary Characteristics of Org. Culture
Innovations and Risk taking Attention to detail Outcome orientation People orientation Aggressiveness Team orientation Stability
Three Levels of Culture
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
Functions of Culture Within an Organization
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
How an Organization is established, transmitted and maintained
Through artifact: structure, ceremonies, rituals, stories
Through leadership: what leaders pay attention to, how they behave and react, how they allocate rewards
Through socialization
Organizational Socialization
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
ASA Framework
Attraction (who applies)
Selection (who gets hired)
Attrition (who stays)
Functional and Dysfunctional Effects of Organizational Culture
Culture as an asset: can significantly contribute to organization’s bottom line
Culture as a liability: institutionalization, barriers to change (diversity and mergers)
Ethical Cultures
high in risk tolerance, low to moderate in aggressiveness, focus on means as well as outcomes (managers are visible role models)
Positive Cultures
emphasize building on employee strengths, reward more than punishes, emphasize vitality and growth
Spiritual Cultures
workplace spiritually recognizes that people have an inner life that nourishes and is nourished by meaningful work in the context of the community
Content Model of Change
Vision + skills + resources + action plan = change No vision = confusion No skills = anxiety No resources = frustration No plan = false starts
Process Models of Change
Lewin’s 3 step process model
Kotter’s model
Lewin’s 3 step model
Unfreezing: create motivation to change
Change: learn a “new way”
Re-freezing: solidify the new normal
Kotter’s Model
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 legaciesBiological and Psychological Models of the Stress Process
Biological Model: fight or flight (fight the damn dog and you’ll defeat it)
Psychological Model: tend and befriend
Challenge Stressors (Eustress)
types of stressors that have the potential to lead to goal attainment (pressure to complete a task and time urgency)
Hindrance Stressors (Distress)
types of stressors that keep from reaching your goals
Occupational Stress Model
Sources: environmental factors (economic/political uncertainty; organizational factors (task/role demands); personal factors (family problems, personality)
Leads to experienced stress and individual differences
Occupational Stressors
Role ambiguity Role conflict Workload Interpersonal conflict Abusive supervision Job insecurity
Occupational Strains
Physiological: headaches, heart disease, high blood pressure
Psychological: anxiety, depression, decrease in job satisfaction
Behavioral: productivity, absenteeism, turnover
Individual Approach to Managing Stress
time management techniques, exercise, relaxation techniques, social support networks
Organizational Approach to Managing Stress
selection and placement, training, goal-setting, redesigning jobs, increasing employee involvement in decision making, organizational communication, sabbaticals allowing employees to vacation
Negotiation Process
Preparation and Planning Definition of ground rules Clarification and justification Bargaining and problem solving Closure and implementation
Different Types of Culture
Collaborative and cohesive clan
Innovative and adaptable adhocracy
The controlled and consistent hierarchy
The competitive and customer focused market
