Term
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Definition
| derived from a person's position or job in an organization |
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Term
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Definition
| based on an agent's ability to control rewards that a target wants |
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Term
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Definition
| based on an agent's ability to cause unpleasant experience for a target (punishment and threats |
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Term
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Definition
| derived when an agent has specialized knowledge or skills that the target needs |
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Term
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Definition
| based on interpersonal attraction (well liked by others |
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Term
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Definition
| derived from access to an control over valuable information |
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Term
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Definition
| Negative: used for personal gain |
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Term
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Definition
| Positive: used to create motivation or to accomplish group goals |
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Term
| Kanter's Symbols of Power |
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Definition
1.Ability to intercede for someone in trouble
2.Ability to get placements for favored employees
3.Exceeding budget limitations
4.Procuring above-average raises for employees
5.Getting items on the agenda at meetings
6.Access to early information
7.Having top managers seek out their opinion |
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Term
| Kanter's Symbols of Powerlessness |
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Definition
1.First-line Supervisors
a.Overly close supervision
b.Inflexible adherence to the rules
c.Tendency to do the job themselves
2.Staff Professionals
a.Resist change
b.Try to protect their turf
3.Top Executives
a.Focus on budget cutting and punishing others
b.Use dictatorial, top-down communication
4.Managers
a.Make external attributions for negative events |
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Term
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Definition
1.Office Furnishings
a.Convey message about power
2.Time Power
a.Using clocks and watches as power symbols
3.Standing By
a.Game in which people are obliged to keep their cell phones, pagers, and so forth with them at all times so executives can reach them |
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Term
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Definition
| use of power and influence in organizations |
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Term
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Definition
actions not officially sanctioned by an organization
a. taken to influence others in order to meet one's personal goals |
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Term
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Definition
1. Pressure
2. Upward Appeals
3. Exchange
4. Coalition
5. Ingratiation
6. Rational Persuasion
7. Inspirational Appeals
8. Consultation |
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Term
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Definition
| demand, threaten, persistently, least effective |
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Term
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Definition
| appeals to higher management for assistance |
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Term
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Definition
| trade; offer something the other wants |
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Term
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Definition
| enlist support of others to help influence another |
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Term
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Definition
| praise and flatter to influence |
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Term
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Definition
| make logical arguments, most effective |
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Term
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Definition
| ask for others ideas/seek participation in making decisions, most effective |
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Term
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Definition
| Ability to get things done through favorable interpersonal relationships outside formally prescribed organizational mechanisms |
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Term
| Managing Political Behavior |
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Definition
1. Recognize the behavior
2. Use open communication
3. Clarify performance expectations
4. Use participative management
5. Encourage cooperation among work groups
6. Manage scarce resources well
7. Provide a supportive organizational climate |
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Term
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Definition
| Sharing power such that individuals learn to believe in their ability |
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Term
| The Four Dimensions of Empowerment |
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Definition
1. Meaning (fit)
2. Competence (ability)
3. Self-determination (control)
4. Impact (make a difference) |
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Term
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Definition
1. Express confidence and set high performance expectations and meaningful goals
2. Create opportunities to participate in decision making
3. Remove bureaucratic constraints |
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Term
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Definition
| Guiding and directing the behavior of people in the work environment |
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Term
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Definition
| Officially sanctioned leadership based on the authority of a formal position |
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Term
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Definition
| Unofficial leadership accorded to a person by other members of the organization |
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Term
| Leadership vs. Management |
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Definition
Management
1. Planning and budgeting
2. Organizing and staffing
3. Controlling and problem solving
Leadership
1. Setting a direction for organization
2. Aligning people with that direction
3. Motivating people to action |
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Term
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Definition
Trait theory distinguished leaders by:
1. Physical attributes
2. Personality characteristics
3. Abilities |
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Term
| Lewin, Lippitt, and White Studies |
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Definition
1. Autocratic Style
2. Democratic Style
3. Laissez-Faire Style |
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Term
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Definition
| Leader uses strong, directive actions to control the rules, activities, and relationships in the work environment |
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Term
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Definition
| Leader uses interaction and collaboration with followers to direct the work and work environment |
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Term
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Definition
| Leader has a hands-off approach |
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Term
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Definition
1. Initiating Structure
2. Consideration |
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Term
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Definition
Defining and organizing work relationships and roles
1. Establishing clear patterns of organization, communication, and ways of getting things done |
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Term
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Definition
Nurturing friendly, warm working relationships
1. Encouraging mutual trust and interpersonal respect within the work unit |
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Term
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Definition
1. Production-Orientated Style
2. Employee-Orientated Style |
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Term
| Production-Orientated Style |
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Definition
1. Focuses on getting things done
2. Direct, close supervision
3. Many rules to control behavior |
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Term
| Employee-Orientated Style |
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Definition
1. Focuses on relationships
2. Less direct or less close supervision
3. Fewer rules to control behavior
4. Concern for people and their needs |
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Term
| Fiedler's Contingency Theory |
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Definition
1. Leadership style must be appropriate for a particular situation
2. Least preferred coworker (LPC)
3. Dimensions of situational favorableness
4. Favorable Leadership Situation
5. Unfavorable Leadership Situation |
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Term
| Least preferred coworker (LPC) |
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Definition
a. Relationship-oriented leaders or high LPC - Describe their LPC in positive terms
b. Task-oriented leaders or low LPC - Describe their LPC in negative terms |
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Term
| Dimensions of situational favorableness |
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Definition
1. Task structure: Degree of clarity, or ambiguity, in the work activities assigned to the group
2. Position power: Refers to the authority associated with the leader’s formal position in the organization
3. Leader-member relations: Quality of interpersonal relationships among a leader and the group members |
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Term
| Favorable Leadership Situation |
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Definition
1. Structured task for the work group
2. Strong position power for the leader
3. Good leader-member relations |
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Term
| Unfavorable Leadership Situation |
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Definition
1. Unstructured task
2. Weak position power for the leader
3. Moderately poor leader-member relations |
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Term
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Definition
The 4 Leadership Styles: Leader selects the one that is most helpful to followers at a given time
1. Directive
2. Supportive
3. Participative
4. Achievement-Orientated |
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Term
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Definition
| Give specific guidance about work tasks, schedule work, and let followers know what is expected |
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Term
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Definition
| Express concern for followers’ well-being and social status |
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Term
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Definition
| Engage in joint-decision-making activities with followers |
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Term
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Definition
| Set challenging goals and emphasize high-quality performance |
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Term
| Vroom-Yetton-Jago Decision Model |
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Definition
Forms of Decision Making
1. Decide
2. Consult individually
3. Consult group
4. Facilitate
5. Delegate |
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Term
| Leader-Member Exchange (LMX) |
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Definition
1. In-Group Members
2. Out-Group Members
3. In-Group Exchange |
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Term
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Definition
1. Similar to the leader
2. Greater responsibilities, more rewards, and more attention
3. More satisfied, lower turnover
4. Likely to engage in organizational citizenship behavior
5. Stress comes from the additional responsibilities |
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Term
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Definition
1. Receive less attention and fewer rewards
2. Managed by formal rules and policies
3. Likely to retaliate against the organization
4. Stress comes from being left out of the communication network |
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Term
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Definition
| The vertical dyad partnership characterized by mutual trust, respect and liking |
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Term
| Transformational Leadership |
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Definition
Inspires followers to high levels of performance
1. Establish optimistic, credible vision of the future
2. Encourage, coach and inspire
3. Act as a role model to mobilize employee commitment
Sub-dimensions - Charisma, individualized consideration, inspirational motivation, and intellectual stimulation |
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Term
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Definition
1. Uses the force of personal abilities and talents to have profound effects on followers
2. Has potential to elicit high levels of performance from followers |
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Term
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Definition
1. Have a conscious sense of values
2. Act consistently to their value systems
3. Motivate followers to higher levels of performance
4. Build a workforce characterized by high levels of hope, optimism, resiliency, and self-efficacy |
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Term
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Definition
1. Process of being guided and directed by a leader in the work environment
2. Emphasizes the follower’s individual responsibility and self-control |
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Term
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Definition
- Disagreement between two or more parties due to incompatible goals, attitudes, emotions, or behaviors
- Magnified by increasing competition, globalization, and diversity |
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Term
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Definition
| Deciding what resources two or more parties will give and take in an exchange |
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Term
| Positive Consequences of Conflict |
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Definition
1. Leads to new ideas
2. Stimulates creativity
3. Motivates change
4. Promotes organizational vitality
5. Helps individuals and groups establish identities
6. Serves as a safety valve to indicate problems |
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Term
| Negative Consequences of Conflict |
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Definition
1. Diverts energy from work
2. Threatens psychological well-being
3. Wastes resources
4. Creates a negative climate
5. Breaks down group cohesion
6. Can increase hostility and aggressive behaviors |
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Term
| Functional Nature of Organizational Conflict |
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Definition
1. Healthy, constructive disagreement
2. Results in new ideas, learning, and growth among individuals
3. Improves working relationships
4. Individuals experience improved morale
5. Leads to innovation and positive change for the organization |
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Term
| Dysfunctional Nature of Organizational Conflict |
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Definition
1. Unhealthy, destructive disagreement
2. Focuses on the conflict and the parties
3. Drains energy
4. Individuals act before thinking
5. Leads to aggressive acts or retaliation
6. Losses may exceed any potential gain from the conflict |
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Term
| Forms of Group Conflict and Organizational Conflict |
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Definition
1. Interorganizational Conflict
2. Intergroup Conflict
3. Intragroup Conflict |
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Term
| Interorganizational Conflict |
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Definition
| Occurs between two or more organizations |
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Term
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Definition
1. Occurs between groups or teams
2. Occurs between two or more individuals |
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Term
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Definition
1. Occurs within groups or teams
2. Occurs within an individual |
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Term
| Types of Intrapersonal Conflict |
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Definition
1. Interrole Conflict
2. Intrarole Conflict
3. Person-Role Conflict |
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Term
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Definition
| Occurs when a person experiences conflict among the multiple roles in his or her life |
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Term
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Definition
1. Occurs within a single role
2. Arises when a person receives conflicting messages from role senders about how to perform a certain role |
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Term
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Definition
| 1. Occurs when the expected behaviors of an individual clash with his or her personal values |
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Term
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Definition
1. Aggressive
2. Compromise
3. Withdrawal |
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Term
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Definition
1. Fixation
2. Displacement
3. Negativism |
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Term
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Definition
1. Compensation
2. Identification
3. Rationalization |
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Term
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Definition
1. Flight
2. Withdrawal
3. Conversion
4. Fantasy |
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Term
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Definition
| Keeping up a dysfunctional behavior that obviously will not solve the conflict |
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Term
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Definition
| Directing one’s anger toward someone who is not the source of the conflict |
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Term
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Definition
| Responding with pessimism to any attempt at solving a problem |
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Term
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Definition
| Attempting to make up for a negative situation by devoting oneself to another pursuit with increased vigor |
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Term
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Definition
| Patterning one’s behavior after another’s |
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Term
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Definition
| Trying to justify one’s behavior by constructing bogus reasons for it |
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Term
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Definition
| Physically escaping a conflict |
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Term
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Definition
| Psychologically escaping a conflict |
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Term
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Definition
| Emotional conflicts are expressed in physical symptoms |
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Term
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Definition
| Provides an escape from a conflict through daydreaming |
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Term
| Resolving Intrapersonal Conflicts |
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Definition
1. Find out about the values of the organization when seeking a new job
2. Perform role analysis to clarify the expectations of the parties in a relationship
a. Reduces the potential for conflict within a role or between roles
3. Develop political skills
a. Buffer the negative effects of stress that stem from role conflicts |
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Term
| Managing Interpersonal Conflicts |
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Definition
1. Understand power networks in organizations
2. Recognize defense mechanisms exhibited by individuals
3. Develop strategies to deal with difficult people
4. Become a good negotiator |
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Term
| Ineffective Techniques for Dealing Conflict |
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Definition
1. Nonaction
a. Doing nothing in hopes that a conflict will disappear
2. Secrecy
a. Attempting to hide a conflict or an issue that has the potential to create conflict
3. Administrative Orbiting
a. Delaying action on a conflict by buying time
4. Due Process Nonaction
a. Procedure that is so costly, time consuming, or risky that no one will use it
5. Character Assassination
a. Attempt to label or discredit an opponent |
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Term
| Power Relationships in Organizations |
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Definition
1. Equal vs. Equal
2. High vs. Low
3. High vs. Medium vs. Low |
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Term
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Definition
1. Behavioral Tendencies and Problems
a. Suboptimization
I. Tendency to complete with one another
ii. Covert fighting for positions
iii. Constant friction in border areas
2. Interventions
a. Defining demarcation lines
b. Improving coordination procedures
c. Integrating units
d. Teaching negotiating skills
e. Clarifying common interest
f. Activating central authority |
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Term
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Definition
1. Behavioral Tendencies and Problems
a. Control versus autonomy
I. Resistance to change
ii.Motivation problems
2. Interventions
a. Bureaucratizing power through rules
b. Using a different style of leadership
c. Structural and cultural interventions |
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Term
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Definition
1. Behavioral Tendencies and Problems
a. Role conflict, role ambiguity, stress
I. Concessions, double-talk, and use of sanctions and rewards to strengthen the position
2. Interventions
a. Improving communication
b. Clarifying tasks
c. Horizontalization, vertical task expansion
d. Teaching power strategies |
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Term
| Competing vs. Cooperating |
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Definition
1. Cooperative
a. Caving in to demands
b. First person to make a concession
c. Revealing too much information
2. Competitive
a. Never revealing any information
b. Always asking for more
c. Threatening to walk out if demands are not met |
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Term
| Distributive vs Integrative Negotiation |
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Definition
1. Distributive bargaining:
a. Goals of the parties are in conflict and each party seeks to maximize its resources
b. Single-Issue
I. Win-lose
ii. Maximize own gains
iii. Fixed pie
iv. Claiming value
2. Integrative negotiation:
a. Goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives
b. Multi-Issue
I. Win-win
ii. Maximize joint gains
iii. Expandable pie
iv. Creating value |
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Term
| Conflict Management Styles |
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Definition
1. Avoiding
2. Accommodating
3. Compromising
4. Collaborating
5. Competing |
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Term
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Definition
1. A conflict management style characterized by low assertiveness of one’s own interests and
low cooperation with the other party
a. Short-term stress reduction, but does not really change the situation
2. Appropriate when:
a. The issue is trivial
b. Information is lacking
c. People need to cool down
d. The opponent is very powerful and hostile |
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Term
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Definition
1. A conflict management style in which one cooperates with the other party, while not asserting one’s own interests
2. Effective when:
a. You are wrong
b. The issue is more important to the other party
c. You want to build good will |
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Term
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Definition
1. A conflict management style that combines intermediate levels of assertiveness and cooperation
a. Does not result in the most creative response to conflict
b. Satisficing versus maximizing
2. Appropriate when:
a. Conflict stems from scarce resources
b. Other strategies fail |
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Term
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Definition
1. A conflict management style that maximizes both assertiveness and cooperation
a. Is an attempt to secure an integrative agreement that fully satisfies the interests of both parties (a win-win resolution)
b. Although it takes time and practice to develop, it frequently enhances productivity and achievement
2. Works best when:
a. Conflict is not intense
b. Each party has information that is useful to the other |
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Term
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Definition
1. A conflict management style that maximizes assertiveness and minimizes cooperation
2. Effective when:
a. You have a lot of power
b. You are sure of your facts
c. The situation is truly win-lose
d. You will not have to interact with the other party in the future |
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