Org Ch 12

  1. Power
    capacity that A has to influence B so that B acts in accordance with A's wishes
  2. Dependency
    degree to which B desires something that A controls
  3. Influence
    —the exercise of power to change the behavior, attitudes, and/or values of that individual
  4. Formal power
    based on person's position within the firm
  5. coercive power
    formal - based on dependent fear
  6. reward power
    formal - based on compliance producing benefits for independent
  7. legitimate power
    based on ability to coerce and reward, but broader in that it includes accpetance by members in a firm of the authority of the position
  8. Personal power
    comes from expertise or respect and admiration
  9. Expert power
    influence wielded as a result of expertise, special skill, or knowledge
  10. Referent power
    based on identification with a person who has desirable resources or personal traits
  11. Which is more effective, personal or formal power?
  12. Power tactics
    individual actions that extablish a power base. ex. rewarding employees a lot over time would establish a reward power
  13. Nine power tactics
    • legitimacy: relying on authority of position
    • rational persuasion: logical arguments
    • inspirational appeals: developing emotional commitment by appealing to target's values, needs, hopes, and aspirations
    • consultation: involving target in decision making process
    • exchange: rewarding with benefits or favors
    • personal appeals: asking based on friendship or loyalty
    • pressure: using warnings or threats
    • ingratiation: flattery or praise
    • coalitions: enlisting others to aid in persuasion process
  14. political behavior
    activities not required by formal role, but that influence the distribution of advantages and disadvantages within the organization
  15. legitamate vs illegitimate political behavior
    • legit: accepted - complaining to boss, bypassing chain of command
    • illegit: sabotage, whistle-blowing, symbolic protests
  16. defensive political behaviors
    • avoiding action: overconforming, buck passing, playing dumb, stretching (prolonging tasks to appear occupied), stalling (appear more or less supportive publicly, do nothing privately)
    • avoiding blame: buffing (cya), playing safe, justifying (explanations that lessen one's responsibility for action), scapegoating, misrepresenting (distortion etc. of information)
    • avoiding change: prevention, self protection (protect self during change)
  17. impression management techniques
    • conformity
    • excuses
    • apologies
    • self promotion
    • flattery
    • favors
    • association
  18. sources of positional power
    • formal authority
    • relevance: of task to organizational objectives
    • centrality: position in key networks and boundaries
    • autonomy: amount of discretion in position
    • visibility: degree to which performance can be seen by others
  19. sources of personal power
    • expertise
    • track record
    • attractiveness of personal characteristics
    • effort
Card Set
Org Ch 12
org ch 12