MNGT Finale

• Central competence that all soft skills/interpersonal areas have in common.
• Investigates the causes of human change, whether that change is a behavior, attitude, or belief

• Complying by behavior
• Like comming to class

• Change in attitude
• Persuade to vote

Belief is called education or propaganda

complimenting someone an dthey feel good to go a task then

Gang up with people

Gun to head

Help me and I will help you

• 1) Liking: we like those who like us and are like us
• 2) Recriprocity: exchange where you do for me, I do for you. Fairness
• 3) Social Proof: Tip Jar, don't want to be the first
• 4) Consistancey: especially in public ( agree to it then more compelled to it)
• 5) Authority: Listen to those we think are experts
• 6) Scarcity: want what we can't have, and what is limited

A capacity that A hs to influence the behavior of B so that B acts in accordance with A's wishes.

• The greater B's dependence on A the great is A;s power in the relationship.
• Based on alternatives that B percieves and the importance that B places on the alernative that A controls.

• Goal compatability: power doesn not require goals, just dependence
• Direction: Leadership focuses on downward influence on one;s followers, Powere does not
• Research emphasis: leadership research emphasizes sytle, where power focuse on tacitcs for gaining compliance

• Based on an individuals position in an organization.
• Comes from coerce or reward or fromal authority

• Dependent on fear
• Fear out of negative results that might occure if don't comply
• A has coercive power over B if A can dismiss suspend or demaote B.
• Also by withholding key info

• People comly with the wishes or directives of antother because doing so produces positive beniefits
• One who can distribute rewards that others view as valuable will have power over those others.

• Represents the formal authority to contorl and use organizational rsources
• Power based on postition
• It includes acceptance by members in an organization of the authority of a postion
• Like princible, bank president...

• Power that comes from an indivuduals unique characteristcs.
• Expert Power and referent power

• Influence wielded as a result of expertise, speccial skill or knowledge
• One of the most powerful slurces of influence

• Based on identification with a person who has desirable resouces or personal traits
• If I like, respect and admire you, you can exercise powerover me because I want to please you
• Devolps out of admiration of another and desire to be like that person

Personal sources of power are most effective

• Key to Power
• General Postulate: The greater B's dependency on A, the great er the power A has over B.
• Inversly proportional to the alternative sources of supply.

• Dependency increased when the resouce you control is importatnt, scarce, and nonsubsittutable
• Importantce: it not important then no body wants it
• Scarcity: If somthing is nplentiful, possession of it will not increase your power
• Nonsubstitutiability: The fewer iable substitutes for a resouce, the more power the xcontrol over theat resource provides.

• Ways in which people translate power basess into specific ation.
• What options do individuals have for influencint their boseese, cowerkeers or employees
• There are nine distinct influenct tactis

Relying on ones authority position or stressing that a request is in acordance with organizational policies or rules.

Presneting logical arguments and factual evidence to demonstrat that a rewqest is reasonable

Developing emotional commitment by appealing to a targe's values, needs, hopes and aspirations

Increaseing the target's motivation and support by involing him or her in deciding how the plan or change will be accomplished

Rewarding the target with benefits or favosrs in exchangre ofor folowing a rewest

Asking for comliance based on friendship or loyalty

Using flatery, praise, or firendly behviror prior to making a requeset

using warning, repeated demands, and threats

Enlisting the aid of other people tp persuade the ratet or useing the support of others as a reason for the target to agree

• Rational persuasion, inspirational apppeals,a nd consultation tend to be most effective
• Pressuse tends to backfire and is least effective

The use of power to affectg decision making in an organization or on behaviors by members taht are self-serving and organizationally nonsanctioned.

Activities that are not required as part of one's formal role in the org but that influence or attempt to tinflunce the dirtribution of advantages and disadvantagges within the org.

• Normal everyday politicst
• Complaining to your supervisor, bypassing chain of command, forming coalitions, obstructing organizational ploices

• Extreme politicla behavior that violates the implied rules of the game
• Play hardball
• Sabotage, whistle-blowing, sybolic protest or groups of employees simultaneously callin in sick

• High self-monitors, internal locus of control, high need for power
• Machiaveliian personality with will to maipulate the dwsire for power
• Investment in the org, percieved alternatives,a nd expectaions of success

• Where more room for promotions
• Low trust, role ambiguity, democratic decision making, high pressures for performance
• Most political actions is Promotions decisions and advancemnet
• Less trust the hight lever political behavior
• Role ambiguity means roles unclear so not noticed whith behvior

• REactive an dprotectgive behaviors to avoid action, balem or change
• Often associated with negative feelings troward teh job and work environment.

The process by wic individuals attempt to control the impressionm others form of them

• Confromity
• Excuses
• Apologies
• Self-Prootion
• Flattery
• Favors
• Association

• Liking
• Recriprocity
• Social Proof
• Consistency
• Authority
• Scarcity

• We like those who like us and who are like us
• More likely to do things if like them

• Exchange wehre you do for me, I do for you
• We like things to be fair

• Tip Jar
• People will do things when they see other people doing it

• Especially when commiting to somthing in public or signing things
• If commit orally or in wirting, more likely to do it

We listen to those whom we think are experts

• Want what we can't have
• They generate demand

Agreeing with someone elses onpoino in order to gain his or her approval

Explanations of a predciament creaing event aimed at minimizing the apparent severity of the predicament

Admitting responsivility for an undesirable even and simultaneousely seeking to get a pardon for the action

Highlightin one's best qaualities, downplaying one's deficits, and calling attention to one's achievements

Comlimenting others about their virtues in an effort ot make oneself appear perceptinve and likeable

Doing somthing nice for sonmeone to gain that personons approval

Enhancing or protectin one's image by managing informationa bout people and things with which one is associated

Process that begins when one part percieves that another party has negatively affected, or is aobut to negatively affect smothting that the first party cares about.

• Traditional view
• Human relations view
• Interactionist view

• The believe that all confict is harmfu land must be avoidedd
• Seen as sysfucntional outcome resulting form poor communication, a lack of opensess and trsust between people, and the failure of managers to responise to the needs and aspiration otheir employees

• Argues that confict was a natural occurence in all goroups and organizations.
• it can not be avoided or eliminated and somthimes may benefict a groups performace

• Encourages confict on the grounds that harmonious, peacful, transquil, and cooperative group is prone to becoming static, apathetic, nonresponsive to needs for change and innovaition
• Functional: Conflicts taht support the goals of the group and imporve its performanceDystfuncitioanl: conflicts that hinder the group performance, destructive

• Task confilct: related to the content and goals of the work
• Relatinhisp conflict: focuses on interpersnal relationhships
• Process conflict: relates to how work gest done

• 5 stages
• Ponteinal opposition
• Cognition and personaliztion
• INtentions
• Behavior
• Outcomes

• Prexnce of conditions that creat opportunities for confict toa arise.
• Communication
• Structure
• Personal variables

• Where conflice isuues become defined and emotions are important
• If stage 1 negatively affect somthing that one party cares aboutn the the potential for oppostion or compatibility becomes actualized in the this stage
• Percieve conflict: awarmenss of conflcet
• Felt conflict: emotial involvement in conflict

• Decisions to act in a certain way
• Competing: you win they lose
• Collaboration: win win
• Avoiding: ignore with who you disagree
• Accomodating: Support someone else and give up yours
• Compromising: no clear winner or loser

• Conflict becomes visible
• Statments, actiosn and reatios made by the parties

Action-reactions interplay betweeen the conflictiong parties resultin consequences

A process in which two or more parties exhacnge goos or services and attempt toa garee on the exchanbge rate for them

• Deistibutieve bargaining
• Integrated bargaining
• Differe in their goal, motivation, interest, focus, information sahring, duration fo relatinoship

• Negotiation that seeks to divide up a fixzed amount of resuourses
• Win/lose situation
• Operates under zeior-sum condidiont meansing any gain I make at others expense
• Short term relationship

• Negotiaiton that seeks one or more settelments that can create a win win situation
• High info sharing
• Long term relationship

• How job tasts are formally divided, grouped and coordinated
• 6 key elements
• work specializtion
• deparmentaliztion
• Chain of command
• Span of control
• Cendtraliztiona nd decntralized
• Formalization

• Division of Labor
• To describe the degree to which activites int he org are subdivided into spearte jobs.
• Instead of job being done by one person, one step by one person

• The basis by which jobs in an org ar grouped together
• Group by functions performed
• Can be used for processing customers as well as procuts

• Unbroken line of authority that extends from the top of the org to the lowers echelon and clarifies who reports to whom
• Authority: rights inherent in a managerial position to give orders annd expect the order to be obeyed
• Unity of Command: Subordinates should have only one superior to whm he or she is directly responsible for

• The number of subordiantes a manage can efficiently and effectively direct
• The sieder or larget he span, the more effeicnet the org
• Small are more expensive, make communication hard and create hierchy

Degree to which decison making is concentrated a t a single poin tin the org.

• The degree to which jobs within a org are stanadarzed.
• More formalized means minimum amount of dicretion over what is to be done and how

• Characterized most by what it is not
• Not elaboarate
• Lowe degree of demparmentalized, wide spando os control, authority entralized in a single perona and little formalization
• Fast flexible and inexpensive

• Standardization
• Highly routine operation tasks acieved through specialization, very fromalzed rules and regulation, tasks that ar grouped into functional departments, cdntralzied athority, narrow spans of controla nd deciosn makeing that follows chain of command

• Creats dual lines of authority and combines functial and product departmentaliztion
• advertising agencies, areospace firms, resarcha nd develpment laboratiores hospitals
• Breaks unity of cmmand concept

• A small core org that ousources major business functions
• Highly centralized with little or no deparmentlaiztion

• An org that seeks to eliminate the chain of cmmand, have limitless spans of control and rlpace deparment with empowered teams
• Heavy on info technology

• A system of shared meaning held by members taht distinguishes the organization from other orgs
• Set of key characteristics that the org values

• Innovationa dn risk taking
• Attential to detail
• Outcome oarientation
• People orientation
• Team orientataion
• Aggressivenses
• Stability

Expresses the core values taht are shared by a majoroity of the gors members

Mininculutes winthin an org, typicallly defiend by department desginations and geiographical spearation

The priamary or dominant values that ar accepted throughout the org

A culture in which the ocre values are intesnsly held and widely shared

• Creates distinction between one org and another
• Creates a sense of identity for or memebers
• Commitment ot somthing larger than ones indiviual self interest
• Enhances the stability of social system
• Gueds and shapes attidtudse and behaviros oe employees

• Stories wihc circulate through orgs
• Rituals: repetitive sequences of activiteis that express and rienforec e the key values of the org, what goals are important
• Material Symbols as in the way the cubicals are or the benefitsz
• Language different words for short cut

• Be visible role model
• Communicate ethical expecations
• Provide ethical training
• Visibly reward eethical acts and punish unethal ones
• Provide protective mechanisms

Culture that emplhasizes builidng on employee strnths, rewards meor that in punishes and emphasizes individual vitality and gorwth

• Nature of the workforce: multicultural change
• Technology: faster, cheaper happen fast
• Economic shocks: stock market collapse, low interst rates
• Competition: global competitors, mergers and cosolidatiosn, growth of e-commerce
• Social trends: internet chat rooms, retiment of baby boomers
• World Politics: Iraq, markets in china, war on terriorism

Change activities that are intenatianl and goal oriented

• Personons who act a s ctalysts and assume the responsibility for managing change activities
• Can be manager or nonmangaer, employedd, outside consultants

• Can be overt, implicit, immediate, or deffered.
• Easiset to deal when overt or immedieate

• Educationa nd communication
• Participation
• Building Support and ocmmitment
• Implementing Changes Fairly
• Manipuationa dn cooptatian
• Selecting people who accept change
• Coercion

• Unfreezing: changing to overcome the pressues of both ind resitanc and group conformity
• Movement: change process that tranforms the og form staus quot ot desired end state
• Refreezing: stablizzing a change intervention by balancing drinvng and restraing forces

• Estalish a sense of urgency by making reason why change needed
• Form a coalition with enough power to lead the change
• Create a new vison to direct the chang eand stragies for achiveing the vision
• Removing barries to change so others act
• Plan for creat and reward shor term s wins
• Consolidate mprovment and make necesasry adjusment
• Reinfoce the chanbges by demo relatioshp between new behavors and org success

• Innovation: a new idea applied to intiation or improving a product process or service
• Structrural vairalbles are most studed potental source of inovatoin

An organization that has develped the continuous capacity toa dapt and change.

Dynamic condition in which an ind is confronted with an opportuinty, demand or reslouce related to what the ind dedsires and for the outcom is percieve to be both uncertan and important

Stressors associated with owrk load, pressure to complete tasks, and time urgency

Stressors taht keep you from reaching your goals

Responsibilties pressures obligatinloa dneven uncertainties taht indiviulas face int eh workplace

Things within an indiviudals control taht can be used to resolve demands