MGMT 3123 - Chapter 11 | MGMT 3123 - MANAGING BEHAV & ORG, Quizzes of Organization Behaviour

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TERM 1 Power DEFINITION 1 the ability to influence someone else TERM 2 Influence DEFINITION 2 the process of affecting the thoughts, behavior, and feeling of another person TERM 3 Authority DEFINITION 3 the right to influence another person TERM 4 Relationship between agent and target DEFINITION 4 Agent - person using the power Target - recipient of the attempt to use power TERM 5 zone of indifferent DEFINITION 5 the range in which attempts to influence the employee are perceived as legitimate and are acted on without a great deal of thought employee accepts that the manager has the authority to request such behavior and complies with request TERM 6 Jack Wagoner DEFINITION 6 CEO of General Motors Forced by the government to step down TERM 7 Source of Organizational Power DEFINITION 7 Reward Power Coercive Power Legitimate Power Referent Power Expert Power TERM 8 Reward power DEFINITION 8 based on the agent's ability to control rewards that a target wantsEg. Reward (salary increase, bonus) Appropriate if clear strong link between performance and rewards TERM 9 Coercive power DEFINITION 9 based on agent's ability to cause the target to have an unpleasant experienceEg. Punishment or verbal abuse Forcing a target to do it TERM 10 Legitimate Power DEFINITION 10 based on the agent's position and mutual agreementEg. Tribe leader has the power to order the tribe members around believe that the agent has the right to tell them what to do TERM 21 Hosni Mubarak DEFINITION 21 Egyptian President - corruption and abuses of power TERM 22 Personal Power DEFINITION 22 Power used for personal gain described as power hungry Machiavellinism Believed that it was better to be feared than loved TERM 23 Principled dissent DEFINITION 23 Valid criticism that can benefits the organization rather than mere complaints about working conditions Serves as checks on powerful people Eg. Whistle-Blower TERM 24 Indra Nooyi PepsiCo DEFINITION 24 Social Power 3 parts of performance with purpose: Human Sustainability - healthy and tasty snacks Environmental sustainability - good stewards of earth Talent sustainability - create a culture at work where employees can be themselves TERM 25 Social Power DEFINITION 25 power used to create motivation or to accomplish group goals approach relationships with communal orientation focus on other's needs and interest TERM 26 4 power-oriented characteristics for using power successfully DEFINITION 26 Belief in authority system Preference for work and discipline Altruism (company needs above personal gain) Belief in justice TERM 27 strategic contingencies DEFINITION 27 activities that others depend on in order to complete taskEg. Dean controls the faculty member in the college, hiring a new faculty member requires approval from dean. (Dean holds the strategic contingencies) TERM 28 3 factors can give a person control over strategic contingency DEFINITION 28 ability to cope with uncertainty high degree of centrality non-substitutability (unable to be replaced) TERM 29 Kanter's symbol of power DEFINITION 29 Ability to intercede from someone in trouble Ability to get placements for favored employees Exceeding budget limitations Procuring above-average raises for employees Getting items on the agenda at meetings Access to early information Top managers seek out their opinion TERM 30 Kanter's symbol of powerlessness DEFINITION 30 overly close supervision inflexible adherence to the rules tendency to do the job themselves rather than training their employees to do it TERM 31 Korda's symbol of power DEFINITION 31 Office Furnishing Time Power Standing by TERM 32 Kanter Vs Korda DEFINITION 32 Kanter - focus on the ability to help othersKorda - focus on status (relative standing in a group) TERM 33 Organizational Politics DEFINITION 33 the use of power and influence in organizations TERM 34 Political behaviors DEFINITION 34 actions not officially sanctioned by an organization that are taken to influence others in order to meet one's personal goals. TERM 35 Example of positive political behavior DEFINITION 35 Marrissa Mayer Clear Criteria of ideas (10min per ideas) Summer trip to stimulate creativity and build relationships TERM 46 Sincerity DEFINITION 46 individual ability to portray forthrightness and authenticity in all of their dealings TERM 47 Biggest cause of failure in Political Skill DEFINITION 47 Social effectiveness TERM 48 Steps of managing political behavior DEFINITION 48 recognizing political behavior open communication clarify expectation regarding performance participative management encouraging cooperation managing scarce resources providing a supportive organizational climate TERM 49 Recognizing political behavior DEFINITION 49 networkingfinding key players to support initiativesmaking friends with powerful peoplebend the rulesself-promoting TERM 50 steps to manage your relationship with your boss DEFINITION 50 Understand your boss (goals, objectives, strengths and weakness) asses yourself and your own needs develop effective relationship (mutual expectation) TERM 51 Golden rule of relationship with your boss DEFINITION 51 make your boss look good because you expect the boss to do the same for you TERM 52 empowerment DEFINITION 52 sharing power within an organization TERM 53 4 dimensions that comprise the essence of empowerment DEFINITION 53 Meaning Competence Self-determination impact TERM 54 Meaning DEFINITION 54 fit between work role and employee's values and beliefs TERM 55 Competence DEFINITION 55 one has the ability to do the job well TERM 56 self-determination DEFINITION 56 having control over the way employees do their work TERM 57 impact DEFINITION 57 one's job makes a difference within the organization TERM 58 How to advocate empowerment towards others DEFINITION 58 express confidence in employees create opportunities for employees to participate in decision making remove bureaucratic constraints that stifle autonomy set inspirational or meaningful goals TERM 59 Points in Employee Empowerment Grid DEFINITION 59 Point A (No Discretion) Point B (Task Setting) Point C (Participatory empowerment) Point D (Mission Defining) Point E (Self-management) TERM 60 Point A (No discretion) DEFINITION 60 Low Job Content, Low Job Context Traditional, assembly line jobs high routine, high repetition No decision making power