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OB Ch7
Observational Behaviour Chapter 7, Scandura 2nd Edition
| Term | Definition |
|---|---|
| Power | The potential of one person (group) to influence another person or group. |
| Influence | Can be thought of as power in use |
| Position Power | Form of power that come with a person's position in the heirarchy. Three types of this power: coercive, reward, and legitimate. |
| Personal Power | Power come from the personal characteristics of the person and may have no relationship to their position in the organization. Two types of this power: expert and referent. |
| Coercive Power | The authority/ability to punish, and can include threats. |
| Reward Power | The authority/ability to provide incentives or other things valued. |
| Legitimate Power | The authority/ability to make a request and get a response due to the nature of the roles between two people (i.e., boss and direct report). It is based upon structural level in the organization and/or feeling of obligation. |
| Expert Power | The ability to influence others due to knowledge or a special skill set. |
| Referant Power | The ability to influence based on others' identification with the individual and followers' desire to emulate her. It is based on liking, respect, and admiration. |
| Reactions to Power and Influence | Commitment, Compliance, Resistance |
| Rational Persuasion | (Influence Strategy Tactic) The agent uses logical arguments and factual evidence to show a proposal or request is feasible and revelant for attaining important task objectives. |
| Apprising | (Influence Strategy Tactic) The agent explains how carrying out a request or supporting a proposal will benefit the target personally or help advance the target person's career. |
| Inspirational Appeals | (Influence Strategy Tactic) The agent makes an appeal to values and ideals or seeks to arouse the target person's emotions to gain commitment for a request or proposal. |
| Consultation | (Influence Strategy Tactic) The agent encourages the target to suggest improvements in a proposal or to help plan an activity or change for which the target person's support and assistance are desired. |
| Collaboration | (Influence Strategy Tactic) The agent offers to provide relevant resources and assistance if the target will carry out a request or approves a proposed change. |
| Ingratiation | (Influence Strategy Tactic) The agent uses praise and flattery before or during an influence attempt or expresses confidence in the target's ability to carry out a difficult request. |
| Personal Appeals | (Influence Strategy Tactic) The agent asks the target to carry out a request or support a proposal out of friendship or asks for a personal favor before saying what it is. |
| Exchange | (Influence Strategy Tactic) The agent offers an incentive, suggests an exchange of favors, or indicates willingness to reciprocate at a later time if the target will do what the agent requests. |
| Coalition Tactics | (Influence Strategy Tactic) The agent seeks the aid of others to persuade the target to do something or uses the support of others as a reason for the target to agree. |
| Legitimating Tactics | (Influence Strategy Tactic) The agent seeks to establish the legitimacy of a request or to verify authority to make it by referring to rules, policies, contracts, or precedent. |
| Pressure | (Influence Strategy Tactic) The agent uses demands, threats, frequent checking, or persistent reminders to influence the target to carry out a request. |
| Impression Management | Behaviors people use to protect their self-image and/or change the way they are seen by others. |
| Impression Management | Affects interviewing, performance appraisal, and career success Body language is an important part of this |
| Apologies | (Impression Management Strategy) Goal: minimizing bad Saying sorry when violated a coworker's trust |
| Excuses | (Impression Management Strategy) Goal: minimizing bad Not taking responsibility for your failures |
| Justifications | (Impression Management Strategy) Goal: minimizing bad Blaming poor performance on another department's failure to respond |
| Exemplification | (Impression Management Strategy) Goal: maximizing good Trying to appear busy, even when things are slower at work |
| Ingratiation | (Impression Management Strategy) Goal: maximizing good Using flattery to make coworkers like you more |
| Self-Promotion | (Impression Management Strategy) Goal: maximizing good Hanging diplomas on office wall so that people are aware of your accomplishments |
| Perceptions of Organization Politics | Use of influence tactics is often seen as political Have been associated with decrease job satisfaction, increased anxiety and stress, increased turnover, and reduced performance |
| Political Skill | The ability to effectively understand others to work, and to use such knowledge to influence others to act in ways that enhance one's personal and/or organizational objectives. |
| Political Skill | Helps execute influence tactics. |
| Influence | Exercise of power to change the behavior, attitudes, and/or values of that individual or group. |
| Expert, Referant, and Reward Power | Positively related to satisfaction with supervisor. |
| Legitimate Power | Exerts little influence on either job satisfaction or performance. |
| Reward Power | Does not significantly affect satisfaction, but have positive influence on performance. |
| Coercive Power | Unrelated to performance but negatively effect satisfaction. |
| Referant Power | Strongly influences satisfaction. |
| Expert Power | Positively influences both satisfaction and performance. |
| Commitment | Also known as internalization; strong effort made and enthusiastically carries out the request. Both attitudes and behaviors change. |
| Compliance | Willing to complete the request but does so in an apathetic manner giving minimal effort; only behavior changes. |
| Resistance | Opposed to the request and refuses to do it. No change in attitude or behavior toward the request. |
| Zone of Indifference | Each individual within which orders are acceptable without conscious questioning of their authority. |
| Lines of Supply | Leaders bring in the things that their group needs, such as materials, money, and resources such as rewards and even prestige. |
| Lines of Information | Leaders need to know what is happening in the organization that may affect their group's goals. |
| Line of Support | A leader needs to be able to innovate to have an impact on the organization. He or She needs support that allows for risk taking beyond typical organizational routines. |
| Rational Persuasion | The only tactic that help stable positive relationships with both task and relationship outcomes. |
| Intimidation | (Impression Management Strategy) Goal: minimizing bad Where people signal their power or potential to punish in order to be seen as dangerous by observers. |
| Supplication | (Impression Management Strategy) Goal: minimizing bad Where indviduals advertise their weaknesses or shortcomings in order to elicit an attribution of being needy from observers. |
| Organizational Politics | Unsanctioned influence attempts that seek to promote self-interest at the expense of organizational goals. |
| Perceptions of Organizational Politics (POP) | An individual's subjective appraisal of the extent to which the work environment is characterized as self-serving of various individuals and groups, to the detriment or at the cost of other individuals or groups. |
| General Political Behavior | Includes behaviors of individuals who act in a self-serving manner to obtain valued outcomes. |
| Going Along to Get Ahead | Consists of lack of action by individuals (i.e., remain silent) in order to secure valued outcomes. |
| Pay and Promotion Policies | Involves the organization behaving politically through the policies it enacts. |
| Networking Ability | (Political Skill Behavior) The ability to create a diverse constellation of contacts both inside and outside of the organization. |
| Social Astuteness | (Political Skill Behavior) Being able to accurately interpret the behavior of others through attentive observation. |
| Interpersonal Influence | (Political Skill Behavior) The ability to adapt influence strategies to different situations. |
| Apparent Sincerity | (Political Skill Behavior) Appearing to others as genuine and honest. |
Created by:
ltt
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