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C484 OB&L Comp 6
C484 or BCN1 Organizational Business and Leadership WGU Comp 6
| Term | Definition |
|---|---|
| power | a capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes |
| dependence | B's relationship to A when A possesses something that B requires |
| coercive power | a power base that is dependent on fear of the negative results from failing to comply |
| reward power | compliance achieved based on the ability to distribute rewards that others view as valuable |
| legitimate power | the power a person receives as a result of his or her position in the formal hierarchy of an organization |
| personal power | influence derived from an individual's characteristics |
| expert power | influence based on special skills or knowledge |
| referent power | influence based on identification with a person who has desirable resources or personal traits |
| power tactics | ways in which individuals translate power bases into specific actions |
| legitimacy | relying on your authority position or saying a request accords with the rules |
| rational persuasion | presenting logical arguments and factual evidence to demonstrate a request is reasonable |
| inspirational appeals | developing emotional commitment by appealing to a target's values, needs, hopes, and aspriations |
| consultation | increasing the target's support by involving him or her in deciding how you will accomplish your plan |
| exchange | rewarding the target with benefits or favors in exchange for following a request |
| personal appeals | asking for compliance based on friendship or loyalty |
| ingratiation | using flattery, praise, or friendly behavior prior to making a request |
| pressure | using warnings, repeated demands, and threats |
| coalitions | enlisting the aid or support of others to persuade the target to agree |
| influence tactics | legitimacy, rational persuasion, inspirational appeals, consultation, exchange, personal appeals, ingratiation, pressure, coalitions |
| political skill | the ability to influence others in such a way as to enhance one's objectives |
| sexual harassment | any unwanted activity of a sexual nature that affects an individual's employment and creates a hostile work environment |
| political behavior | activities that are not required as part of a person's formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization |
| defensive behaviors | reactive and protective behaviors to avoid action, blame, or change |
| impression management (IM) | the process by which individuals attempt to control the impression others form of them |
| five bases of power | legitimate, reward, coercive, expert, referent |
| the 9 power tactics | legitimacy, rational persuasion, inspirational appeals, consultation, exchange, personal appeals, ingratiation, pressure, coalitions |
| work sample tests | hands-on simulations of part or all of the work that applicants for routine jobs must perform |
| assessment centers | a set of performance-simulation tests designed to evaluate a candidate's managerial potential |
| Selection Rocess | Initial selection, substantive selection, contingent selection |
| types of training | basic skills, technical skills, problem-solving skills, interpersonal skills, civility training, ethics training |
| Major Performance Behaviors | task performance, citizenship, counterproductivity |
| task performance | the combination of effectiveness and efficiency at doing your core job tasks |
| citizenship | actions that contribute to the psychological environment of the organziation, such as helping others when not required |
| couterproductivity | actions that actively damage the organization, including stealing, behaving aggressively toward co-workers, or being late or absent |
| critical incidents | a way of evaluating behaviors that are key in making the difference between executing a job effectively and executing it ineffectively |
| graphic rating scales | evaluation through a set of performance factors that is rated on incremental scales |
| behaviorally anchored rating scales (BARS) | Scales that combine major elements from the critical incident and rating scale approaches; rates the employees based on items along a continuum, but the points are examples of actual behavior on the given job rather than general descriptions or traits |
| group order ranking | An evaluation method that places employees into a particular classification, such as quartiles |
| individual ranking | an evaluation method that rank-orders employees from best to worst |
Created by:
csmi384
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