Mgt304 Ch 12

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Mgt304 Ch 12
2012-04-29 15:20:30
12 13 Mgt 304

Ch 12 13 Mgt 304
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  1. Power
    control over behavior of others
  2. Social Influence
    Getting someone to do what you want/ behavioral response to your exersize of power
  3. Obedience
    Tendency for individuals to comply- problem with extremities questioning ethics
  4. Tactics of influence
    • Rational Persuasion
    • Ingratiation (Become more likeable)
    • Exchange
    • Coalitions (Join-action for self-interest)
    • Upward appeal
    • Assertiveness
  5. Psychological Contract
    Unwritten set of expectations about a persons contributions to an org
  6. Sone of Indifference
    • Range of authoratative requests to which a subordinate is willing to respond without sujecting the directives to critical evaluation
    • Balance between contribution and inducements
  7. Position Power
    • power residing in position itself
    • Legitimate Power- Based on recognition and acceptance of authority
    • Reward Power- Based on reward capabilities
    • Coercive- based on ability to punish
    • Information- based on info access
    • Process Power- How inputs are transformed to outputs for the firm
    • Representative- Formal right given by firm to speak on dept or firms belalf
  8. Personal Power
    • Power residing in person regardless of position
    • Rational Persuasion
    • Expert Power
    • Referent power- liked by others
    • Charisma- contagious enthusiasm
    • Coallations- individual owes an obligation to you or another part of a larger collective interest
  9. Expand Visibility of job performance
    • Make oral presentations of written work
    • Participate in problem solving teams
    • Send out notices of accomplishment
    • Increase name recognition
  10. Empowerment
    Pass responsibillity and authority from managers to employees
  11. Organizational politics
    Unauthorized uses of power that enhance or protect one's personal interests
  12. Political Behavior
    Activities are not required as partof one's role, but influence distribution of advantages
  13. Machavellian tradition of organizational politics
    Self interest by non sanctioned means
  14. Techniques for redirecting accountabillity and responsibillity
    • Avoidance
    • Redirecting/Blaming on uncontrollable events/escalating commitment
    • Preparing a blind memo
    • Rewritting history
    • Buffering (rigorous documentation
  15. Defending Turf
    Competing interests in various dept's
  16. Political tactics
    • Controlling Access to Info
    • Controlling communication
    • Using outside experts
    • Develop coalition
    • Image building
    • Blaming
    • Aligning
    • "Kissing Up"
    • Controling decision parameters
    • Avoiding
  17. False Consensus Effect
    Tendency for people to believe certain actions are more common than they are or that problems are greater than actually occuring
  18. Leadership
    ¨The ability to influence a group toward the achievement of a vision or set of goals. (Set the vision.)

    -promote adaptive or useful changes
  19. Management
    • Implement the vision
    • ¨promote stability or to enable the organization to run smoothly
  20. Behavior and Trait theory of leadership
    • 1. Leadership can be learned- specific ____'s
    • 2. Born a leader with ____'s
  21. Fiedler Contingency Model
    The theory that effective groups depends on a proper match between a leader's style of interacting with employees and degree to which situation gives control and influence to the leader
  22. Least Preferred Co-worker Scale
    Measure of a person's leadership style based on a description of the person with whom respondents have been able to work least well
  23. Leader Membership Exchange Theory
    Focuses on the quality of the working relationship between leaders and followers- determine membership in leader's "in-group" or "out-Group"
  24. Situational leadership theory
    • Regardless of what leader does, effectiveness depends on the follower, focuses on followers' readiness
    • Most effective depends on extent to which those followers require guidannce
    • Popular
  25. Path-Goal Theory
    • The leader's job is to assist followers in attaining their goals and provide info and direction necessary
    • Directive supportive achievement oriented
  26. Servant-Leadership (Robert Greenleaf)
    • Focuses on increased service to others than to oneself
    • Supports people who chose to serve first, and lead as a way of expanding this to individuals
    • Encourages collaboration, trust
  27. Charismatic Transformational Leaders
    Leaders who by force of personal abilities are capable of having a profound extraordinary effect on followers

    Change agent, risk taker, needed most during crisis
  28. Dimensions of Transformational Leadership
    • Charisma
    • Inspiration
    • Intellectual stimulation
    • Individualized consideration
  29. Transactional leadership
    involves leader-follower exchanges necessary for achieving routine performance agreed upon between leaders and followers.