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Chapter 12
MGT5313 Ch. 12
| Question | Answer |
|---|---|
| the capacity of a person, team, or organization to influence others | power |
| 5 sources of power | 1. legitimate 2. reward 3. coercive 4. expert 5. referent |
| 4 contingencies of power | 1. substitutability 2. centrality 3. discretion 4. visibility |
| the capacity to a person, team, or organization to keep a more powerful person or group in the exchange relationship | counterpower |
| the capacity to influence others through formal authority; depends of mutual agreement from those expected to abide by this authority and job description; high legitimate = high power distance | legitimate power |
| the ability to control the allocation of rewards valued by others and to remove negative sanctions (negative reinforcement) | reward power |
| the ability to apply punishment | coercive power |
| the capacity to influence others by possessing knowledge or skills that they value | expert power |
| the capacity to influence others based on the identification and respect they have for the power holder; when others like them or respect them | referent power |
| a form of interpersonal attraction whereby followers develop respect for and trust in the charismatic individual | charisma |
| 2 ways information is power | 1. people gain information power when they control the flow of information to others 2. information power is higher for those who seem to be able to cope with organizational uncertainties |
| 3 ways to cope with uncertainty | 1. prevention 2. forecasting 3. absorption |
| the extent to which people dependent on a resource have alternatives; availability of alternatives | substitutability |
| 4 ways to increase power through nonsubstitutability | 1. controlling tasks 2. controlling knowledge 3. controlling labor 4. differentiation |
| the degree and nature of interdependence between the power and the holder and others | centrality |
| the freedom to exercise judgment - to make decisions without referring to a specific rule or receiving permission from someone else | discretion |
| the process of learning the ropes of organizational life from a senior person within the company | mentoring |
| cultivating social relationships with others to accomplish one's goals | networking |
| 3 ways networking increases a person's power | 1. networks represent a critical component of social capital 2. people tend to identify more with partners within their own networks 3. effective networkers are better known by others in the organization |
| the knowledge and other resources available to people or social units due to a durable network that connects them to others | social capital |
| force behavior change through position power (legitimate, reward and coercion) | hard influence tactics |
| 5 hard influence tactics | 1. silent authority 2. assertivenss 3. information control 4. coalition formation 5. upward appeal |
| rely on personal sources of power (referent, expert) and appeal to the target person's attitudes and beliefs | soft tactics |
| 3 soft influence tactics | 1. ingratiation and impression management 2. persuasion 3. exchange |
| influencing behavior through legitimate power without explicitly reffing to that power base | silent authority |
| actively applying legitimate and coercive power by applying pressure or threats; persistently reminding a target of his or her obligations; confronting the target | assertiveness |
| explicitly manipulating someone else's access to information for the purpose of changing their attitudes and/or behavior | information control |
| forming a group that attempts to influence others by pooling the resources and power of its members | coalition formation |
| gaining support from one or more people with higher authority or expertise | upward appeal |
| attempting to increase liking by, or perceived similarity to, some targeted person; "im gonna tell the boss!", asking for advice if you dont need it | ingratiation/impression management |
| using logical arguments, factual evidence, and emotional appeals to convince people of the value of a request | persuasion |
| promising benefits or resources in exchange for the target person's compliance | exchange |
| compliance with a request because of the requester's legitimate power as well as the target person's role expectations | deference to authority |
| actively applying legitimate and coercive power to influence others | vocal authority |
| an informal group that attempts to influence people outside the group by polling the resources nd power of its members | coalition |
| 3 ways a coalition is influenced | 1. it pools the power and resources of many people 2. its mere existence can be a source of power by symbolizing the legitimacy of the issue 3. tap into the power of the social identity process |
| the practice of actively shaping one's public image | impression management |
| a persuasive communication strategy of warning listeners that others will try to influence them in the future and that they should be wary of the opponent's arguments | inoculation effect |
| a central and explicit theme in exchange strategies where individuals are expected to help those who have helped them | norm of reciprocity |
| special relationships and active interpersonal connectedness | guanxi |
| Russian word that also refers to special relationships or connections | blat |
| when people or work units oppose the behavior desired by the influencer and consequently refuse, argue, or delay engaging in the behavior | resistance |
| when people are motivated to implement the influencer's request at a minimal level of effort and for purely instrumental reasons | compliance |
| strongest form of influence, when people identify with the influencer's request and are highly motivated to implement it even when extrinsic sources of motivation are no longer present | commitment |
| behaviors that others perceive as self-serving tactics for personal gain at the expense of other people and possibly the organization | organizational politics |
| the belief that deceit is a natural and acceptable way to influence others | Machiavellian values |
| yield power only when others are aware of these power bases | visibility |
| strongest relationship in Miller's study is between ___ and ____ (it's negative). | politics; job satisfaction |
| 4 factors making organizational politics more prevalent | 1. scarce resources 2. organizational change 3. tolerance of politics 4. complex and ambiguous decisions |
Created by:
ewilkes2