MGMT 340 EXM2 CH13

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Author:
acelaker
ID:
270231
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MGMT 340 EXM2 CH13
Updated:
2014-04-11 21:48:55
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MGMT 340 EXM2 CH13
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MGMT 340 EXM2 CH13
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  1. Power
    • The influence that one person has over another.
    • Being able to get things done
  2. Formal Power (Positional)
    • Reward
    • Coercive
    • Legitimate

    • sanctioned leader
    • leadership position
  3. Personal Power
    • expert 
    • referent (celebrity)

    power (has to do with personal qualities)
  4. Which are most effective power
    Referent
  5. The general dependence postulate
    the greater B’s dependence on A, the more power A has over B
  6. What power tactics do people use to translate power bases into specific action
    ECCLIIPPR

    • E - EXCHANGE
    • C- COALITIONS
    • C - CONSULTATION
    • L - LEGITIMACY
    • I - INSPIRATIONAL APPEALS
    • I - INGRATIATION 
    • P - PRESSURE
    • P - PERSONAL APPEALS
    • R- RATIONAL PERSUASION
  7. EXCHANGE
    TRADING OF SUPPORT OR RESOURCES
  8. RATIONAL PERSUASION
    CONVINCING THE OTHER PARTY WITH FACTS AND LOGIC
  9. Inspirational Appeals
    • Using values, hopes, higher ideals to make emotional connection. 
    • Remember the Titans
  10. Consultation
    Inviting other party to help you in making decision
  11. Legitimacy
    Using authority of formal position to direct someone
  12. Personal appeals
    Requests based on friendship and loyalty
  13. Ingratiation
    Flattering someone in an effort to win support
  14. Coalitions
    Enlisting help of others to persuade 3rd party
  15. Pressure
    Use of threats or demands
  16. What are most effective Power Tactics
    RIC (rational, inspirational, consultation)
  17. What is least effective Power Tactics
    Pressure
  18. Factors Contributing to Political Behavior INDIVIDUAL
    MAPSE

    • Machivellianism
    • Ambition
    • Popularity
    • Self-Monitoring
    • Extraversion
  19. Factors Contributing to Political Behavior ORGANIZATIONAL
    • SHUFAL
    • Self-Serving senior manager
    • High performance pressure
    • Unclear evaluation
    • Flat organizational structures
    • Ambiguous roles or rules
    • Low trust

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