Chapter 12: Power and Influence LO12.1-12.5

Question 1

power

Answer 1

The capacity to influence others who are in a state of dependence.

Question 2

power

Answer 2

1) capacity to influence the behaviours of others

2) target of power is dependent on the power holder does not imply that a poor relationship exists between the two.

3) power can flow in any direction in an organization.

4) power asymmetry doesn’t require an organizational hierarchy, and it can even be driven by an algorithm.

Question 3

legitimate power

Answer 3

derives from a person’s position or job in the organization.

Question 4

reward power

Answer 4

Power derived from the ability to provide positive outcomes and prevent negative outcomes.

Question 5

coercive power

Answer 5

is available when the power holder can exert influence using punishment and threat.

Like reward power, it is often a support for ­legitimate power.

Question 6

referent power

Answer 6

when power is from being well-liked by others

Question 7

expert power

Answer 7

Power derived from having special information or expertise that is valued by an organization.

Question 8

how people obtain power

Answer 8

Rosabeth Moss Kanter has provided a succinct recipe: Do the right things, and cultivate the right people.
- extradinary activities
- visible activities
- relevant activities

Question 9

the concept of empowerment

Answer 9

Giving people the authority, opportunity, and motivation to take initiative and solve organizational problems.

Question 10

empowerment fosters

Answer 10

job satisfaction, organizational commitment, organizational citizenship, and high performance

Question 11

influence tactics

Answer 11

used to convert power into the ability to influence people

Question 12

tactics include

Answer 12

assertiveness
ingration - use flattery
self-promotion - using promotion
rationality - using logic
exchange - doing favours
upward appeal - making appeals for intervention
coalition formation - seeking united support from other organizational member

Question 13

least effective influence tactic

Answer 13

“shot gun” style that is high on all tactics and emphasis on assertiveness and exchange

Question 14

who wants power

Answer 14

while power is convenient and rewarding, people differ in how much they pursue and enjoy it.

Question 15

Why is power sometimes seen as negative?

Answer 15

Some believe power seekers are compensating for personal weaknesses, using coercion, or acting irresponsibly (e.g., Adolf Hitler).

Question 16

Can power be used responsibly?

Answer 16

Yes, McClelland argues that power can be used positively if applied responsibly to achieve organizational goals.

Question 17

What makes an effective manager according to McClelland?

Answer 17

High need for power (n Pow)
Uses power for organizational goals
Adopts a participative leadership style
Unconcerned with being liked

Question 18

What are institutional managers?

Answer 18

Leaders who use power for the good of the institution rather than personal gain, making them more effective than personal power or affiliative managers

Question 19

How does CEO power affect company strategy?

Answer 19

Extremely powerful CEOs pursue high-risk strategies, but a strong board can balance their influence for better outcomes.

Question 20

subunit power

Answer 20

the degree of power held by various organizationa subunits, such as departments

Question 21

how do subunits acquire power

Answer 21

the control strategic contingencies, which are critical factors affecting organizational effectiveness,

THAT ARE CONTROLLED BY A KEY SUB UNIT
ex. IT department, other team rely on them for smooth operation

Question 22

when do subunits gain power

Answer 22

when they secure scarce resources that are important to the organization, such as funding or research grants.

Question 23

what factor increased the power of academic department in university study?

Answer 23

Departments with strong consulting contracts and research grants had more power than those teaching many undergraduates.

Question 24

why do orgs dislike uncertainty

Answer 24

uncertainty disrupts financial commitments, log-term plans, and daily operations

Question 25

how do subunites gain power in uncertain environments ?

Answer 25

subunits that help the organization cope with uncertainty and provide stability tend to acquire power.

Question 26

how can changes in uncertainty affect subunit power

Answer 26

power shifts to subunits that can best manage them, ex. IT department during remote work transitions or environmental unit response to new regulations

Question 27

centrality

Answer 27

subunits whose activities are most central to the mission or workflow of the organization should acquire more power than those whose activities are more peripheral.

Question 28

subunits can be central at least in three senses

Answer 28

1) influence the work of most other subunits (ex. finance/accounting) 2) impact on the quantity ot quality of the organization key product/ service 3) more central when more immediate ex. consider a large city government with fire department, the impact will be more immediate if they have a failure.

Question 29

How does substitutability affect a subunit’s power?

Answer 29

A subunit has less power if others can perform its tasks, but if its staff is non-substitutable, it can gain significant power. Example: A hospital’s specialized neurosurgery team has high power because their skills are rare and cannot be easily replaced, whereas general administrative staff have less power since their work can be outsourced or automated.

Question 30

How does the labour market impact subunit power?

Answer 30

When specialists like scientists and engineers are in high demand, they gain power and influence, but when jobs are scarce, their power declines.

Question 31

How can outsourcing affect subunit power?

Answer 31

If work can be contracted out (e.g., maintenance, security, or lab services), the subunit performing those tasks loses power due to the threat of external alternatives.

Question 32

How does crowdsourcing impact internal R&D units?

Answer 32

Crowdsourcing and open innovation can reduce R&D unit power by allowing outsiders, including competitors, to perform their work.