Power, Influence and Negotiation Flashcards
(43 cards)
1
Q
power
A
The ability to influence the behaviour of others and resist unwanted influence in return
2
Q
Organizational power:
A
Power derived primarily from a person’s position within the organization.
3
Q
Legitimate power:
A
- A form of organizational power based on authority or position.
- Referred to as formal authority.
- Have a title
4
Q
Reward power:
A
- A form of organizational power based on the control of resources or benefits.
- Control over raises, performance evaluation, rewards.
5
Q
Coercive power:
A
- A form of organizational power based on the ability to hand out punishment.
- Suspend, fire, or punish an employee.
6
Q
Expert power:
A
- A form of organizational power based on expertise or knowledge
- Able to influence those who need their expertise.
7
Q
Referent power:
A
- A form of organizational power based on the attractiveness and charisma of the leader
- Derived from affection and loyalty to someone. Such as celebrities and sports players.
8
Q
contingencies of power: Substitutability
A
There are no substitutes for the rewards or resources the leader controls.
9
Q
contingencies of power: Centrality
A
The leader’s role is important and interdependent with others in the organization.
10
Q
contingencies of power: Discretion
A
The leader has the freedom to make his or her own decisions without being restrained by organizational rules.
11
Q
contingencies of power: Visibility
A
Others know about the leader and the resources he or she can provide.
12
Q
Influence:
A
- The use of behaviors to cause behavioral or attitudinal changes in others.
- Has direction
- Down: boss to employees
- Lateral: peers influencing peers
- Upward: employees influencing managers.
13
Q
Rational persuasion: (influence tactic)
A
- The use of logical arguments and hard facts to show someone that a request is worthwhile.
- Best effective in upward influence.
(most effective)
14
Q
Inspirational appeal: (influence tactic)
A
- An influence tactic designed to appeal to one’s values and ideals, thereby creating an emotional or attitudinal reaction.
- Need insight as to what’s valuable to the target.
(most effective)
15
Q
Consultation: (influence tactic)
A
- An influence tactic whereby the target is allowed to participate in deciding how to carry out or implement a request
- Increases commitment from the target who now has a stake in seeing that his or her opinion is valued.
(most effective)
16
Q
Collaboration: (influence tactic)
A
- An influence tactic whereby the leader makes it easier for the target to complete a request by offering to work with and help the target
(most effective)
17
Q
Ingratiation: (influence tactic)
A
The use of favors, compliments, or friendly behavior to make the target feel better about the influencer
(moderate effectiveness)
18
Q
Personal appeals: (influence tactic)
A
- An influence tactic in which the requestor asks for something based on personal friendship or loyalty
- The stronger the friendship the more successful the attempt is likely to be.
(moderate effectiveness)
19
Q
Apprising: (influence tactic)
A
- An influence tactic in which the requestor clearly explains why performing the request will benefit the target personally
(moderate effectiveness)
20
Q
pressure: (influence tactic)
A
An influence tactic in which the requestor attempts to use coercive power through threats and demands.
(least effective)
21
Q
Coalitions: (influence tactic)
A
- An influence tactic in which the influencer enlists other people to help influence the target.
- Used in combination with another influence tactic.
(least effective)
22
Q
Exchange tactic: (influence tactic)
A
An influence tactic in which the requestor offers a reward in return for performing a request
(least effective)
23
Q
Internalization: (responses to influence tactics)
A
- A response to influence tactics in which the target agrees with and becomes committed to the request
- Best outcome for an influencer as the employee will put forth their best effort.-
24
Q
Compliance: (responses to influence tactics)
A
- A response to influence tactics in which the target is willing to do what the leader asks but does it with a degree of ambivalence
- Preferable but not the best outcome.
25
Resistance: (responses to influence tactics)
- A response to influence tactics in which the target refuses to perform a request and puts forth an effort to avoid having to do it
26
Organizational politics:
Individual actions directed toward the goal of furthering a person’s own self-interests.
27
Political skill:
The ability to understand others and the use of that knowledge to influence them to further personal or organizational objectives.
28
Networking abilities: (political skill)
Adeptness at identifying and developing diverse contacts
29
social astuteness: (political skill)
observe others and accurately interpret their behavior.
30
Interpersonal influence: (political skill)
Having an unassuming and convincing personal style that’s flexible enough to adapt to different situations.
31
Apparent sincerity: (political skill)
Appearing to others to have high levels of honesty and genuineness.
32
Competing: (as conflict resolution method)
- A conflict resolution style by which one party attempts to get his or her own goals met without concern for the other party’s results.
- Pressure, coalition.
- Won't win the leader many friends.
- Best when the leader knows that they are right and a quick decision is required to be made.
33
Avoiding: (as conflict resolution method)
A conflict resolution style by which one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down.
34
Accommodating: (as conflict resolution method)
A conflict resolution style by which one party gives in to the other and acts in a completely unselfish way.
35
Collaboration (as conflict resolution method):
A conflict resolution style whereby both parties work together to maximize outcomes
35
Collaboration (as conflict resolution method):
A conflict resolution style whereby both parties work together to maximize outcomes
36
Compromise: (as conflict resolution method)
- A conflict resolution style by which conflict is resolved through give-and-take concessions
- More likely to be used by women than men.
37
Negotiation
A process in which two or more interdependent individuals discuss and attempt to reach an agreement about their differences.
38
Distributive bargaining:
- A negotiation strategy in which one person gains and the other person loses.
Involves a negotiation over a “fixed pie” of resources. Also known as zero sum condition.
- Similar to competing approaches.
39
integrative bargaining:
- A negotiation strategy that achieves an outcome that is satisfying for both parties
Aimed to accomplish a win-win scenario.
- The use of problem-solving and mutual respect to achieve an outcome that’s satisfying for both parties.
- Preferable strategy if possible, as the connection between the two parties remains healthy.
40
Alternative dispute resolution:
A process by which two parties resolve conflicts through the use of a specially trained, neutral third party.
41
Mediation:
A process by which a third party facilitates a dispute resolution process but with no formal authority to dictate a solution.
Someone who listens to both sides and gives suggestions but doesn't actually make the decision.
42
Arbitration:
- A process by which a third party determines a binding settlement to a dispute between two parties.
Someone who listens to both parties and at the end makes a decision to resolve the situation.
- Much riskier for both parties.
The goal of the arbitrator is to resolve the situation and not to benefit anyone necessarily.
