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Organizational Behaviour 1BA3 > Power, Politics & Ethics - 10 > Flashcards

Power, Politics & Ethics - 10 Flashcards

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1
Q

Power

A

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

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2
Q

High slack ; low slack

A

Reliance is low ; reliance is high

Power doesn’t always work bc u have alt source; creates slack

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3
Q

Legitimate Power

Types of Individual Power

A

Power from person’s position in organization

“I have power over you b/c of my position”

E.g. President of your company asks you to do something

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4
Q

Reward Power

Types of Individual Power

A

Power from having ability to give positive outcomes and prevent negative ones

It’s reinforcement

E.g. You accept overtime b/c you want your boss to give you a promotion

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5
Q

Coercive Power

Types of Individual Power

A

Power from the use of punishment and threat

Compared to Reward power, this is punishment; controlling through fear

E.g. You arrive to work 15 mins early b/c you know your boss will be agitated

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6
Q

Referent Power

Types of Individual Power

A

Power from being well liked by others

E.g. Ppl will do favours for you b/c you are highly respected, admired, seen as a role model by others

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7
Q

Expert Power

Types of Individual Power

A

Power from having special info or expertise that’s valued by organization

Power no one gives to a person but something abt u that u have -charisma

E.g. Everyone at work comes to you w questions about data analystics b/c you have an EMBA in Digital Transformation from Mac

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8
Q

How do people obtain power?

A

Doing the right things
Cultivating the right people

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9
Q

What to do to “Do the right things”?

How do ppl obtain power?

A

Extraordinary Activities
Visible Activities
Relevant Activities

Attach yourself to things that are unusual / different & be really good at it;
You need to do things that make you visible to eventually get power;
Ppl should see that your work is relevant to then see “that’s amazing”

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10
Q

What to do to “Cultivate the right people”?

How do ppl obtain power?

A

Develop informal relationships with the right people

“Right people” – Outsiders, subordinates, peers, superiors

Network on a 360 to get yourself known.
Promote self enought but before ppl get tired/annoyed

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11
Q

What are the 3 degrees of empowerment?

A

No Discretion
Participatory Empowerment
Self-Management

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12
Q

Characteristics of no discretion empowerment?

Degree of Empowerment

A

Routine, repetitive, tasks assigned, operate according to rules rather than initiative

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13
Q

Characteristics of participatory empowerment

Degree of empowerment

A

Autonomous work groups, given some authority

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14
Q

Characteristics of Self-Management Empowerment

Degree of Empowerment

A

Full decision-making power, management has faith in employees carrying out organizational missions and goals

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15
Q

Characteristics of Empowerment

“What will I see in my ppl if properly empowered?”

A

Self determination
Sense of meaning
Sense of competence
Sense of impact

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16
Q

How do people show:

Self determination

A

Free to choose how to work
No micro-managed

“I love this job cause you are not micro managing”

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17
Q

How do people show:

Sense of meaning

A

Their work is important to them
They care abt what they are doing

Taught in culture and socialization

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18
Q

How do ppl show:

Sense of competence

A

Confident abt their ability to do their work well
They know they can perform

Same as self-efficacy

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19
Q

How do ppl show:

Sense of impact

A

Believe that they can have influence on their work unit

They feel like they are making a difference

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20
Q

What are:

Influence Tactics

A

Tactics that are used to convert power into actual influence over others

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21
Q

What are the :

Influence Tactics

A

Assertiveness
Ingratiation
Exchange
Upward Appeals
Coalition Formation
Rational Persuasion

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22
Q

Examples of:

Assertiveness

A

Ordering, setting deadlines, nagging

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23
Q

Examples of :

Ingratiation

A

Using flattery and acting friendly

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24
Q

Examples of :

Exchange

A

Doing favours
Offering to trade favours

“I scratch your back u scratch mine”

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25
# Examples of: Upward Appeals
Making formal or informal appeals to superiors for intervention | (Also inspirational appeals and personal appeals) ## Footnote Make your case
26
# What is : Coalition Formation
Seeking united support from other organizational members ## Footnote Joining forces
27
# What is: Rational Persuasion
Using facts and data to make a logical or rational presentation ## Footnote The more attractive you are (not just looks - walk, talk, whole package)
28
Strategic Contingencies
A view that sees power as something that accrues to organizational subunits that cope with critical organizational problems
29
How can subunits obtain power?
Securing scarce resources Coping with uncertainty Reducing substitutability or having no substitutes Increasing centrality
30
# Causes of : Unethical Behaviour
Gain Performance Pressure Role Conflict Strong Organizational Identification Competition Personality Organization Industry and Culture
31
# What is an example of : Gain | Unethical Behaviour
Doing it so I can get fame/fortune (opportunity)
32
# Example of: Performance Pressure
Doing it because I felt like I had to
33
# Example of: Role conflict
Ethical dilemmas from your job that get resolved in unethical ways
34
# Example of: Strong organizational identification
Some employees identify strongly w the organization therefore doing whatever it takes (unethical ones) for the organization
35
# Example of: Competition
Stiff competition for scarce resources leads to unethical behaviour
36
# Examples of: Personality
Being unethical is part of the person's personality
37
# Example of : Org Industry and Culture
There is a sliding scale on what is considered to be ethical
38
3 Types of Power Users
Personal Affiliative Institutional (Best)
39
Personal Power Users
They use power for personal gain
40
Affiliative Power Users
They use power to be liked
41
Institutional Power Users
Using power for the good of the institution & not for self gain ## Footnote McClelland says that Institutional Managers are the most effective
42
Characteristics of Institutional Managers
Have high N-Pow Use their power to achieve organizational goals Adopt a participative or "coaching" leadership style Are relatively unconcerned with how much others like them
43
Scarcity of resources ## Footnote Subunits
Subunit that has time, budget, human resources
44
Uncertainty ## Footnote Subunits
Subunits that can deal with uncertainty will get power
45
Centrality ## Footnote Subunits
The core of decision making will get power if they have answers to the critical problem
46
Substitutability ## Footnote Subunits
Subunits will have little power if ppl inside or outside can do what you do
47
What are the 4 contingencies that allow subunits to have power
Scarcity of Resources Uncertainty Centrality Substitutability
48
Political Skills
Ability to understand others at work
49
Organizational Politics
The pursuit of self interest in an organization, whether or not this self-interest corresponds to organizational goals ## Footnote Political activities are self-conscious and intentional
50
Observable Characteristics of Political Skills
Social Astuteness Interpersonal influence Apparent Sincerity Networking Ability
51
Social Astuteness ## Footnote Political Skills
Tuned in to other ppl's needs & motives and how one can use it to their advantage Being careful observers
52
Interpersonal Influence ## Footnote Political Skills
Good at convincing & persuading
53
Apparent Sincerity ## Footnote Political Skills
Good politician comes as sincere and genuine Exhibit high integrity which gets others to believe in them
54
Skills to beware of ## Footnote Political Skills
Machiavellianism Defensiveness
55
Machiavellianism ## Footnote Political Skills
Not an influence tactic; it's a style High machiavellianism : Very cynical w humans; they think they can manipulate humans; convincing liars
56
Defensiveness ## Footnote Political Skills
Self serving bias; reactive politics, big on defending & protecting himself; good at committing self serving bias
57
Developing Political Skills- Networking ## Footnote Developing Political Skills
Establishing good relationships w/ critical key stakeholders both inside & outside the organizations All abt getting ur goals accomplished - Involves developing informal social contacts
58
Aspects of Networking
Maintaining Socializing Engaging in professional activities Participating in community activities Increasing internal visibility
59
Maintaining ## Footnote Aspects of Networking
Maintain contacts inside and outside
60
Socializing ## Footnote Aspects of Networking
You're really good at social events
61
Engaging in professional activities ## Footnote Aspects of Networking
Strategic You do ur research on all of the important activities
62
Participating in community activities ## Footnote Aspects of Networking
Like ribbon cutting Ur out in ur local community; being in clubs, etc
63
Increasing internal visibility ## Footnote Aspects of Networking
Doing the right thing & being seen
64
Ethics
Systemic thinking about the moral consequences of decisions
65
Goal of morals and ethics
Have my morals = my ethics, or morals become greater than my ethics
65
Business Ethics
The official bodies that code into the ethics thats in the organization : Industry code, associations, society
66
Systemics thinking
What you say you believe in/live by "above the water line"
67
Ethics / Business Ethics
- An acceptable set of standards/behaviours - Established by a body - Standards of conduct/standards of right vs wrong in business settings
68
Moral/Business Morals
Embedded and personal/your "internal compass"
69
Morals
How u actually behave "below the water line"
70
Ethical Conduct
Themes and associated behaviours Behaviour seen over again where ppl follow the rules
71
Ethical Misconduct
Issues covered in corporate codes of ethics 0 tolerance items
72
Examples of Ethical Misconduct
1. Abusinve behaviour in workplace 2. Falsifying report 3. Violation and environmental regulations all around our sustainable role. There is a point of which goal challenge can be so extreme as to induce unethical behaviours.
73
Examples of Ethical Conduct
1. Honest / truthful communication 2. Fair / equatable treatment 3. Special consideration
74
Bounded Ethicality
The psychological process by which ppl engage in behaviour that violates their own ethical standards ## Footnote Says we aren't perfect
75
Ethical blind spots
Ppl are prone to it They fail to process info that signals that a course of action might be unethical Ppl operating under bounded ethicality would likely act differently upon further reflection

Organizational Behaviour 1BA3 (7 decks)

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