ch 13 power and politics Flashcards

1
Q

power

A

the ability to influence the behavior of others to get what you want

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2
Q

conformity

A

people’s tendencies to behave consistently with social norms

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3
Q

dependency

A

power that a person or unit gains from their ability to handle actual or potential problems facing the organization
- the more that a person or unit is dependent on you, the more power you have
- directly related to power

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4
Q

scarcity

A

uniqueness of a resource
- the more difficult something is to obtain, the more valuable it tends to be

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5
Q

importance

A

value of the resource

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6
Q

substitutability

A

one’s ability to find another option that works as well as the one offered

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7
Q

three questions to determine how dependent you are on someone

A
  • scarcity
  • importance
  • substitutability
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8
Q

legitimate power

A

power the comes from one’s organizational role or position

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9
Q

reward power

A

the ability to grant a reward

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10
Q

coercive power

A

the ability to take something away or punish someone for noncompliance

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11
Q

expert power

A

comes from knowledge and skill

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12
Q

information power

A

access to specific information

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13
Q

referent power

A

personal characteristics of the person such as the degree to which we like, respect, and want to be like them
- charisma

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14
Q

influence tactics

A
  • rational persuasion
  • legitimating
  • personal appeals
  • exchange
  • ingratiation
  • pressure
  • coalitions
  • inspirational appeals
  • consultation
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15
Q

responses to influence

A

resistance
compliance
commitment

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16
Q

rational persuasion

A

facts, data, and logical arguments to try to convince others that your point of view is the best alternative

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17
Q

inspirational appeals

A

seek to tap into our values, emotions, and beliefs to gain support for a request or course of action

18
Q

consultation

A

the influence agent’s asking others for help in directly influencing or planning to influence another person or group

19
Q

integration

A

different forms of making others feel good about themselves

20
Q

personal appeals

A

helping another person because you like them and they asked for your help

21
Q

exchange

A

give-and-take in which someone does something for you, and you do something for them in return

22
Q

coalition tactics

A

a group of individuals working together toward a common goal to influence others

23
Q

pressure

A

exerting undue influence on someone to do what you want or else something undesirable will occur

24
Q

legitimating tactics

A

when the appeal is based on legitimate or position power

25
Q

impression management

A

actively shaping the way you are perceived by others

26
Q

three categories of impression management

A

nonverbal
verbal
behavior

27
Q

nonverbal impression management

A

clothes you wear and you demeanor

28
Q

verbal impression management

A

tone of voice, rate of speech, what you choose to say and how you say it

29
Q

behavior impression management

A

how you perform on the job and how you interact with others

30
Q

upward influence

A

ability to influence you boss and others in positions higher than yours

31
Q

downward influence

A

ability to influence employees lower than you

32
Q

organizational politics

A

informal, unofficial, and sometimes behind-the-scenes efforts to sell ideas, influence an organization, increase power, or achieve other targeted objectives

33
Q

political skill

A

people’s interpersonal style, including their ability to relate well to others, self-monitor, alter their reactions depending upon the situation they are in, and inspire confidence and trust

34
Q

social networks

A

visual maps of relationships between individuals

35
Q

social network analysis (SNA)

A

a systematic effort to examine the structure of social relationships in a group

36
Q

three key roles in a network

A

central connectors - people linked to the greatest number of people
boundary spanners - people who connect one network to another within the company or even across organizations
peripheral specialists - have special expertise that can be drawn upon even though they often work independently of the group

37
Q

softer influence tactics

A

intrinsic motivation and self-esteem
inspirational, personal appeals, rational persuasion

38
Q

harder influence tactics

A

extrinsic motivation and action oriented
exchange, coalitions, pressure appeals

39
Q

negative impact of power on people

A
  • corrupting impact - focus on self-interests
  • threat to competence - more self-interested and overconfidence decisions
40
Q

positive impact of power on peopl

A
  • energize and lead to motivation to achieve goals
  • enhance motivation to help others
  • self-interested behavior is only linked to weak moral identities