MGMT 310 - Chapter 14

Visibility

--- accounts for the number of influential people with whom an individual normally interacts in an organization

Social networks

--- are less related to work assignments, but they do provide a role in mobilizing resources, transmitting information, and providing peer coaching

Relative power

--- between two individuals depends upon who is more dependent on the other for ongoing tasks and information

Resistance

--- can be active (failing to do what is asked) or passive (pretending to agree but doing nothing)

Centrality

--- can be considered an indicator of positional power

Empowerment

--- can be used to mitigate negative reactions

Power

--- can transform individual interests into coordinated activities that accomplish common goals and objectives

Social networks

--- consist of people who share a common background or interest and who may trust one another more than those in other networks

Middle managers

--- experience vertical pressures between their managers and their teams and lateral pressures between customers and suppliers

Career networks

--- include people who provide career direction and guidance, exposure to top management, help in obtaining challenging and visible assignments, and advocacy for promotions

"The Social Bases of Power"

--- includes five types of power: legitimate power, reward power, coercive power, expert power, and referent power

Task networks

--- involve the exchange of specific job-related resources such as information, expertise, advice, political access, and material resources

Compliance

--- involves completing tasks that have been assigned but without a sense of excitement or personal buy-in

Relational power

--- is a form of informal power that is based on the nature of an individual's various relationships in an organization

Power

--- is derived from a person's position, relationships, and personality or experience

Centrality

--- is gained by those individuals who occupy central positions with regard to important tasks and interpersonal networks in organizations

Expertise

--- is gained from both formal education and on-the-job experiences

Leadership

--- is often defined as the exercise of power and the effective use of influence

Commitment

--- is often derived from aspects of personal power, including expertise and likability

Positional power

--- is often less influential and effective than personal power

Commitment

--- is the most preferred outcome and occurs when employees fundamentally agree with management's decisions and work hard to ensure that they are implemented properly

Power, influence

--- is the potential of one individual to influence the behavior, thinking, or attitudes of another individual, and ---- is the means by which power is exercised

Disagreement

--- often arises when people have different notions of priorities

Situational elements

--- play a significant role in determining what type of power is appropriate

Early career

--- professionals can influence others who hold decision-making responsibility through access to critical information

Lower-level

--- professionals generally provide information and input for the distribution of resources; they do not determine how resources will be distributed

Pushing

--- styles are directed from one person to others; these styles include persuading and asserting

Flexible

A --- position has few rules or established routines that dictate how work should be done

Track record

A --- refers to an individual's task and organizationally relevant experiences and accomplishments, including what he or she has done well or not so well

Dependence asymmetry

A phenomenon that exists when a firm is more dependent on a business partner than a business partner is on a firm

Joint dependence

A phenomenon that exists when two firms are equally dependent on the other

Expertise

A primary source of personal power is ---, which is gained from having task or organizationally relevant competencies. Expertise can be technical (having necessary task-related skills), human (managing relationships), or conceptual (seeing the organization as a whole, or the big picture)

Interdependence

A quality that exists whenever one individual requires another individual's assistance to achieve a goal

Expert power

A type of interpersonal power based on an individual having specialized knowledge or skills

Referent power

A type of interpersonal power based on the personal liking an individual has for another

Referent

A type of interpersonal power based on the personal liking an individual has for another is called ________ power.

Coercive power

A type of interpersonal power that gives someone the ability to punish another for his or her behavior

Reward power

A type of interpersonal power that gives someone the ability to reward another for his or her behavior

Legitimate power

A type of interpersonal power that is based on the formal position an individual holds in an organization

Power

An individual who aspires to or uses ---, despite its strong and vital interconnection to leadership, is often misunderstood and even feared

Attractiveness

An individual's ---, which stems from having attributes that others identify with and would like to emulate including physical appearance, charisma, and likability, is another source of personal power

Pretending to agree but doing nothing

Employees' passive resistance to power refers to:

Legitimacy

For those who challenge the status quo, --- is critical because organizational members tend to object when others criticize ingrained practices

By working with employees collaboratively

How can you empower your employees as a manager?

Heterogeneous

In an increasingly --- workplace, differences of opinion become more apparent and overt disagreement is more likely to take place

Coalitions

Individuals and/or groups that have common interests and perspectives

Vehicle by which leaders exercise their power

Influence refers to the:

Pull, push

Managers tend to use the --- strategies when managing up and laterally, and the --- strategies when managing down

Bridging

Of the three primary styles of influence, pulling involves:

Empowerment

One increasingly popular way in which organizations are seeking to increase commitment is through:

Powerful

People-oriented positions can be thought of as more --- than task-oriented positions, especially when the position fosters frequent contact with key decision makers

Routine tasks

Positional power is more appropriate for:

Relational power

Power gained from the types of networks to which an individual belongs, the types of people in those networks, and the strength of the relationships within the networks

Positional power

Power that comes from an individual's formal place within an organization's structure

Personal power

Power that is obtained from having personal attributes that others desire

Breadth

The --- of an individual's network refers to the types of networks to which an individual belongs and the diversity of contacts within those networks

Bridging

The --- style can be beneficial when another person's contributions may be helpful to the requestor, when the requestor is open to influence, and when the other person involved will not lose something by working with the requestor

Centrality

The first component of positional power that should be considered is ---, or how pivotal an individual's role is in an organization

Law of reciprocity

The idea that people should repay in the future what another person has done for them in the present

Resource scarcity

The lack of sufficient resources, such as money and staff, that forces individuals in organizations to make critical decisions about how to best allocate the available resources throughout the company

Women

The majority of --- built their reputations and success by cultivating relationships with clients and companies they covered

Influence

The means or vehicle by which power is exercised

Power

The potential of one individual or a group to influence the behavior, thinking, or attitudes of another individual or group

Empowerment

The process of sharing power with subordinates and pushing decision making and implementation to the lowest possible level, increasing the influence and autonomy of all employees

Extended network

The relationships within an --- are generally weaker than the relationships within a core network

Effort

The second source of personal power is ---, which relates to working hard and being committed

Relationships

The strength of --- affects the type of resources that are exchanged

Resistance, commitment, and compliance

The three primary responses to managerial decisions are:

Organizational changes

Those who lack insight into the dynamics of power are vulnerable to:

Asserting

Using the --- style may be helpful when both parties have a personal stake in the matter at hand. Associated influence tactics include setting expectations, providing feedback, and exchanging assistance

Persuading

Using the --- style may be helpful when requestors are viewed as credible, when they have exclusive information, and when they can use data to support their position

Engaging

Using the --- style may be helpful when requestors want to reduce or diffuse conflict, when they are not prepared, when new information has surfaced, or when another person's behavior prevents the requestor's success

Attracting

Using the --- style may be helpful when the requestor and the other person share common values, goals, and aspirations; the other person trusts and admires the requestor; or the other person is not sure what to do

A type of interpersonal power that is based on the formal position an individual holds in an organization

What best describes legitimate power?

Assessing performance

What is the last step in exercising power through influence?

Scarce resources

When people or departments compete for ---, power and influence are often used to decide outcomes

3rd

Which step of defining how power and influence can be used to achieve goals is: analyze differences in goals, values, stakes, and working styles

4th

Which step of defining how power and influence can be used to achieve goals is: analyze the broader context

2nd

Which step of defining how power and influence can be used to achieve goals is: determine everyone's sources of power

1st

Which step of defining how power and influence can be used to achieve goals is: identify the interdependencies

5th

Which step of defining how power and influence can be used to achieve goals is: periodically update the diagnosis

4th

Which step of exercising power through influence is: assess performance

3rd

Which step of exercising power through influence is: build sources of power

1st

Which step of exercising power through influence is: choose an influence style and influence tactics

2nd

Which step of exercising power through influence is: use specific influence principles

Disengaging

Which style of influence is helpful when the requestors want to reduce or diffuse conflict?

Hard power, soft power

While --- is mostly vested within the individual, --- is vested in the views, opinions, and perspectives of followers. Nye found that the best leaders can combine elements of both hard and soft power to sustain success

Visibility

While centrality gives individuals access to information, --- allows individuals to interact with influential people and make an individual's accomplishments more evident to them

Improving your access to critical information

You are satisfied with the personal power you hold. But you want to expand the power that comes with your job title. You are most likely to achieve this by:

Use your power to encourage and motivate others

Your formal title at work provides you with legitimate power to control your team. But you want to be a leader, not just a power holder. In which of the following ways should you use your power to ensure that you become a leader?

Relational

________ power is gained from the types of networks to which an individual belongs and the types of people in those networks.

Satisfaction

individuals who work for managers who are less powerful or who do not embrace power tend to experience less:

Relational power

to enhance their ---, individuals should focus on network centrality, network breadth (types of networks and people in them), and network depth (strengths of relationships)