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OBC1 Innovation Read
Reading Tearms
| Term | Definition |
|---|---|
| Mutuality of Interest | Balancing individual and organizational interests through win-win cooperation. |
| What are the nine generic influence tactics? | Rational Persuasion, Inspirational appeals, consultation, Ingratiation, personal appeals, exchange, coalition tactics, pressure, and legitimating tactics. |
| Rational Persuasion | Trying to convince someone with reason logic, or facts. |
| Inspirational appeals | trying to build enthusiasm by appealing to others' emotions, ideas, or values. |
| Consultation | Getting others to participate in planning, making decisions, and changes. |
| Ingratiation | Getting someone in a good mood prior to making a request; being friendly, helpful, and using praise or flattery. |
| Personal appeals | Referring to friendship and loyalty when making a request. |
| Exchange | Making express or implied promises and trading favors. |
| Coalition tactics | Getting others to support your effort to persuade someone. |
| Pressure | Demanding compliance or using intimidation or threats. |
| Legitimating tactics | Basing a request on one’s authority or right, organizational rules or policies, or express or implied support from superiors. |
| What are three possible influence outcomes? | Commitment, Compliance, or Resistance. |
| Commitment | Your friend enthusiastically agrees and will demonstrate initiative and persistence while completing the assignment. |
| Compliance | Your friend grudgingly complies and will need prodding to satisfy minimum requirements. |
| Resistance | Your friend will say no, make excuses, stall, or put up an argument. |
| What is the Key to selling? | understand where the other person is coming from—rather than to assume that your boss is a complete jerk |
| social power | Ability to get things done with human, informational, and material resources. |
| What are the two main types of power? | Socialized and personalized power |
| Socialized Power | Directed at helping others. |
| Personalized Power | Directed at helping oneself. |
| What are the five bases of power? | Reward, Coercive, Legitimate, Expert, and Referent power. |
| Reward power | Obtaining compliance with promised or actual rewards. |
| Coercive power | Obtaining compliance through threatened or actual punishment. |
| Legitimate power | Obtaining compliance through formal authority. |
| Expert power | Obtaining compliance through one’s knowledge or information. |
| Referent power | Obtaining compliance through charisma or personal attraction. |
| Empowerment | Sharing varying degrees of power with lower-level employees to tap their full potential. |
| Participative management | employees play a direct role in (1) setting goals, (2) making decisions, (3) solving problems, and (4) making changes in the organization. |
| Delegation | Granting decision-making authority to people at lower levels |
| Personal initiative | Going beyond formal job requirements and being an active self-starter. |
| Organizational politics | Intentional enhancement of self-interest. |
| what are the five common sources of uncertainty? | Unclear objectives, Vague performance measures, Ill-defined decision process, Strong individual or group competition, and any type of change. |
| What are the 3 levels of political action? | Network, Coalition, and Individual Levels. |
| Network Level | Cooperative pursuit of general self-interests |
| Coalition level | Cooperative pursuit of group interests in specific issues |
| Individual Level | Individual pursuit of general self-interests |
| Coalition | Temporary groupings of people who actively pursue a single issue |
| What are the 8 political tactics? | 1. Attacking or blaming others, Using information as a political tool, reating a favorable image. (impression management.),Developing a base of support, Praising others (ingratiation), Forming power coalitions with strong allies, Associating with influent |
| Attacking or blaming others | Used to avoid or minimize association with failure. Reactive when scapegoating is involved. Proactive when goal is to reduce competition for limited resources. |
| Using information as a political tool | Involves the purposeful withholding or distortion of information. Obscuring an unfavorable situation by overwhelming superiors with inforation. |
| Creating a favorable image (Impression Management) | Dressing/Grooming for success. Adhering to organizational norms and drawing attention to one's successes and influence. Taking credit for theres' accomplishments. |
| Developing a base of support | Getting prior support for a decision. Building others' commitment to a decision through participation. |
| Praising others (ingratiation) | Making influential people feel good ("apple polishing") |
| Forming power coalitions with strong allies | Teaming up with powerful people who can get results |
| Associating with influential people | Building a support network both inside and outside the organization |
| Building obligations (Reciprocity) | Creating social debts ("I did you a favor, so you owe me a favor") |
| Impression management | Getting others to see us in a certain manner. |
| What are four motives for poor impression? | Avoidance, Obtain concrete rewards, Exit, Power. |
| Avoidance | Employee seeks to avoid additional work, stress, burnout, or an unwanted transfer or promotion. |
| Obtain concrete rewards | Employee seeks to obtain a pay raise or a desired transfer, promotion, or demotion. |
| Exit | Employee seeks to get laid off, fired, or suspended, and perhaps also to collect unemployment or workers’ compensation. |
| Power | Employee seeks to control, manipulate, or intimidate others, get revenge, or make someone else look bad. |
| what are 5 unfavorable upward impression management tactics? | Decreasing performance, Not working to potential, Withdrawing, Displaying a bad attitude, Broadcasting limitations. |
| Decreasing performance | restricting productivity, making more mistakes than usual, lowering quality, neglecting tasks. |
| Not working to potential | pretending ignorance, having unused capabilities. |
| Withdrawing | being tardy, taking excessive breaks, faking illness. |
| Displaying a bad attitude | complaining, getting upset and angry, acting strangely, not getting along with coworkers. |
| Broadcasting limitations | letting coworkers know about one’s physical problems and mistakes, both verbally and non-verbally. |
| External forces for change | Originate outside the organization. |
| Internal forces for change | Originate inside the organization. |
| Benchmarking | Process by which a company compares its performance with that of high-performing organizations. |
| Mission statement | Summarizes “why” an organization exists. |
| Target elements of change | Components of an organization that may be changed. |
| Organization development | A set of techniques or tools used to implement planned organizational change. |
| Change agent | Individual who is a catalyst in helping organizations to implement change. |
| Resistance to change | Emotional/behavioral response to real or imagined work changes. |
| Resilience to change | Composite personal characteristic reflecting high self-esteem, optimism, and an internal locus of control. |
| Fight-or-flight response | To either confront stressors or try to avoid them. |
| Stress | Behavioral, physical, or psychological response to stressors. |
| Eustress | Stress that is good or produces a positive outcome. |
| Stressors | Environmental factors that produce stress. |
| Primary appraisal | Determining whether a stressor is irrelevant, positive, or stressful. |
| Secondary appraisal | Assessing what might and can be done to reduce stress. |
| Control strategy | Coping strategy that directly confronts or solves problems. |
| Escape strategy | Coping strategy that avoids or ignores stressors and problems. |
| Symptom management strategy | Coping strategy that focuses on reducing the symptoms of stress. |
| Social support | Amount of helpfulness derived from social relationships. |
| Hardiness | Personality characteristic that neutralizes stress. |
| Type A behavior pattern | Aggressively involved in a chronic, determined struggle to accomplish more in less time. |
Created by:
Cbunksta
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