Term
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Definition
| attempt to affect behavior (is a skill) |
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Term
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Definition
| affect behavior in the desired direction |
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Term
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Definition
| unauthorized us of power to enhance or protect your own interests |
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Term
french and ravens taxonomy of individual power
position power |
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Definition
| formal power associated w/ a job. |
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Term
| position power/ legitimate power |
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Definition
| what you get based on the status that you hold/people in high power distance cultures (mexico) more likely to comply w/this than low power distance (u.s.) |
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Term
| position power/ reward power |
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Definition
| based on the ability to give out valued rewards |
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Term
| position power/ coercive power |
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Definition
| give punishment, or threat, dont behave this way or you will be punished (for instance) (makes work unbearable) |
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Term
| position power/ information power |
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Definition
| access to info needed to do the job |
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Term
french and ravens taxonomy of individual power
personal power |
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Definition
| derived from individual characteristics |
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Term
| personal power/ expert power |
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Definition
| based on person ksa's (difficult to replace) newly degreed employees (most up to date info) |
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Term
| personal power/ referent power |
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Definition
| degree to which one is liked and admired by others. comes from identification w/person. "my supervisor makes me want to look up to him/her". |
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Term
| personal power/ ration persuasion |
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Definition
| explains things so that i can do them |
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Term
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Definition
| when talking w/ supervisor, puts me in a trance. good w/words |
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Term
| employee cooperation/ resistance |
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Definition
| coercive (gives punishment, or threat, dont behave this way, you will be punished. (for instance) (make works unbearable) |
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Term
| employee cooperation/ compliance |
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Definition
| reward (based on the ability to give out valued rewards) |
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Term
| employee cooperation/ committment |
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Definition
legitimate (what you get based on the status that youhold)
expert( based on person ksa's 'difficult to replace')
referent ( degree to which one is liked and admired by others. comes from identification w/person "my supervisor makes me want to look up to him/her") |
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Term
| structural factors of power/ resource dependency model |
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Definition
| units with greatest power are ones that control other units' resources |
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Term
| structural factors of power/ strategic contingencies model |
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Definition
| units with greatest power are ones that control activities of other units (having access to info that others need, for instance) |
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Term
| power and politics/ conditions leading to political behavior |
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Definition
1)more likely among mid and upper mngmt
2) more likely in units w/vague goals and role ambiguity
3) important issues/downsizing, budgets, personel changes, more likely to induce politics
political behavior is intentional and self-conscious
org politics is selfish use of power |
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Term
| power and politics/ negative effects of political behavior |
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Definition
a source of process loss in gorups
reduces trust and motivation
increased stress and withdrawal behaviors/ turnover, absenteeism |
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Term
| ferris et al 1996 study/ how can perceptions of politics be viewed as a stressor? |
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Definition
| when politics contain informal set of rules, passed onto exclusive "in-group" members only. "out-group" memers view politicing negatively. |
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Term
| ferris et al study/ antecendents, moderators, outcomes |
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Definition
outcomes: politics important predictor of outcomes
moderators: control and udnerstanding (changes nature of perception of politics)
antecedents: gender; men perceived more politics. |
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Term
| ferris et al study/ major results |
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Definition
| w/high control and understanding politics have less negative effects. employees in the "out-group" will have especially high job anxiety and stress. |
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Term
| ferris et al study/ diverse group investigated |
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Definition
white men (in-group)
racial/ethnic minorites (out-group)
white-women |
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Term
| ferris et al/ major results |
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Definition
| understanding moderated the relationships between politics perceptsion and reactions for white-men, but not for racial/ethnic groups. those on outside are excluded and suffer neg consequences. may not gain skills related to "playing the game" results for white women were mixed. |
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Term
| ferris et al/ politics in hrm |
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Definition
| gained power due to its ability to engage in performance appraisals, personnel selection, compensation (activities are highly political) perceptual biases, included similiar to me effect and prejudice. hr's mostly staffed by whites, who may unconsciously prefer homogeneity and resist diversity by keep status quo. |
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Term
| cohen and bradfords ideas on tempered radical/ who are tempered radicals? |
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Definition
| t.r. are both insiders (good at what they do) and outsiders due to their social identity. protected groups are t.r. |
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Term
| cohen and bradfords ideas on tempered radicals/ what strategies do they use? |
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Definition
| while resisting pressures for complete conformity, they choose their battles and resist quietly. strategies may include turning threates into opportunities, using learning moements. |
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Term
| distinguish among the terms influence/power/org politics |
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Definition
influence- attempt to affect behavior
power- affect behavior in the desired direction
politics- unauthorized use of power to enhance or protect your own interests |
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Term
| distinguish between personel and position power and explain bases fro each |
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Definition
position power- formal power associated w/a job; legitimate, reward, coercive, and information
personel power- from individual characteristics; expert, referent, rational persuasion, and charisma |
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Term
| 6 common political tactics used in organizations |
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Definition
attacking/blaming others-dissociate from neg situation, find a scapegoat
selectively distribute information- limit potential info given to rivals to increase one's power
forming coalitions, pressure others to conform- having friends
cultivating networks- not what you know, but who you know
creating oblications- help me later, if i help you now
impression management- social chamelion (bragging) |
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