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Chapter 12
| Term | Definition |
|---|---|
| Association Power | a connection power that arises from influence with a powerful person on whom others depend |
| Bathsheba syndrome | epitomized when men and women in the pinnacle of power with strong personal integrity and intelligence engage in unethical and selfish behavior because they mistakenly believe they are above the law |
| Brokers | serve as links between the structural holes in a network, providing greater access to resources, information, and opportunities |
| Coercive Power | is the use of punishment when others do not comply with influence attempts |
| Commitment (in the stages of conformity) | occurs when individuals accept an influence attempt out of duty or obligation |
| Compliance (in the stages of conformity) | occurs when an individual accepts another's influence not because they believe in the content but because of the rewards or punishment associated with the requested action |
| Connection Power (both positional and personal power) | the ability to call on connections and networks both inside and outside the organization for support in getting things done and in meeting one's goals |
| Constructive resistance | characterized by thoughtful dissent aimed at goals constructively challenging the influencing agent to rethink the issue |
| Control | the authority of ability to exercise restraining or dominating influence over someone or something (info, resources, decision-making) |
| Dependence | means that one person or group relies on another person or group to get what they want or need |
| Dysfunctional resistance | involves a more passive form of noncompliance in which individuals ignore or dismiss the request of the influencing agent |
| Empowerment (power with others) | involves sharing power, information, and rewards with employees to make decisions and solve problems in their work |
| Expert power (source of personal power) | the power a person has because of special skills and abilties that others need but do not possess |
| Force | power made operative against another's will |
| Formal Systems | dictate what is to be done in an organization and how work processes are to be coordinated and structured |
| Hierarchical thinking | occurs when hierarchical systems create positions of superiority and inferiority in organizations |
| Human capital | the knowledge, skills, and intellectual assets employees bring to the workplace |
| Identification (form of commitment) | occurs when an individual accepts an influence attempt because they want to maintain a positive relationship with the person or group making the influence request |
| Informal systems | patterns of activity and relationships that arise in everyday activities as individuals and groups work to get things done |
| Information power | the possession of or access to information that is valuable to others (can be either positional or personal) |
| Internalization | occurs when an individual accepts influence because the induced behavior is congruent with their value system |
| Iron law of responsibility | states that when power imbalances are bad enough, forces are triggered that will rise up and take the power away (to restore power balances) |
| Legitimate process (associated with offices) | the formal hierarchical authority that comes with a position |
| Non-substitutable | means that the individual or the work performed by the subunit cannot be easily replaced |
| Organizational politics | efforts by organizational members to seek resources and achieve desired goals through informal systems and structures |
| Political climate | the shared perceptions about the political nature of the organization |
| Personal power | resides in the individual and is generated in relationships with others |
| Political savvy | skill and adroitness at reading political environments and understanding how to influence effectively in these environments |
| Political skill | an ability to use knowledge of others to influence them to act in desired ways |
| Position power | stems from the formal hierarchical authority vested in a particular role |
| Power | the ability of a person or group to influence or control some aspect of another person or group |
| Power bases | sources of power individuals and subunits develop in organizations |
| 4 power based | position, personal, information, connection |
| Powerlessness | lack of autonomy and participation (feeling like you have no other option) |
| Psychological resistance theory | says that people rebel against constraints and efforts to control their behavior |
| Reciprocal alliances | represent power arising from alliances with others, developed through reciprocity |
| Reciprocity | the trading of power or favors for mutual gain in organizational transactions |
| Referent power (source of personal power) | the ability to alter another's behavior because of the individual's desire to identify with the power source |
| Reward power | comes from one's ability to administer positive rewards and remove/decrease negative rewards |
| Self-interested politics | occur when individuals or groups work to shift otherwise ambiguous outcomes to their personal advantage without consideration of the organization or coworkers |
| Social capital (who you know) | the current or potential resources gained through one's network |
| Social power | power that comes from the ability to influence another in a social relation (earned through relationships) |
| Structural holes | gaps between individuals and groups in a social network |
| Workarounds | occur when people work around the system to accomplish a task or goal when the normal process of method isn't producing the desired result |
| Zero sum game | describes a situation in which one person's gain is equal to another person's loss |
| Zone of indifference | the range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgement |
| Organizational politics | represents efforts by organizational members to seek resources and achieve desired goals through informal systems and structures |
| two ways to build power bases in organizations | establish competence and build networks |
| Legitimate power | the extent to which a manager can use subordinates' internalized values or beliefs that the "boss" has a "right of command" to control their behavior |
| Types of position power | legitimate, coercive, reward |
| Types of personal power | referent and expert |
| Types of informational power | formal access and informal access |
| Types of Connection power | internal network, external network, network centrality, and broker |
Created by:
calliemiller729