Management 13

Weak Ties (13.5)

characterized by less frequent interaction and often do not have as much emotional attachment, but they are also easier to maintain, and therefore people can have more of them Weak ties are particularly useful for innovation, because people who are good friends tend to see the same information, whereas people who are merely acquaintances are likely to be exposed to different information

Peripheral Specialists (13.5)

have special expertise that can be drawn upon even though they often work independently of the group

Behavior Impression Management (13.3)

how you perform on the job and how you interact with others impression management behaviors include conforming, making excuses, apologizing, promoting your skills, doing favors, and making desirable associations known

Nonverbal Impression Management (13.3)

includes the clothes you choose to wear and your demeanor Clothes and tatoos

Verbal Impression Management (13.3)

includes your tone of voice, rate of speech, what you choose to say and how you say it

Organizational Politics (13.4)

informal, unofficial, and sometimes behind-the-scenes efforts to sell ideas, influence an organization, increase power, or achieve other targeted objectives "Without political awareness and skill, we face the inevitable prospect of becoming immersed in bureaucratic infighting, parochial politics and destructive power struggles, which greatly retard organizational initiative, innovation, morale, and performance Researchers have found that if employees think their organization is overly driven by politics, the employees are less committed to the organization, have lower job satisfaction, perform worse on the job, have higher levels of job anxiety, and have a higher incidence of depressed mood. To minimize overly political behavior, company leaders can provide equal access to information, model collaborative behavior, and demonstrate that political maneuvering will not be rewarded or tolerated Lots of feedback is needed

Upward Influence (13.3)

is the ability to influence your boss and others in positions higher than yours Upward influence may include appealing to a higher authority or citing the firm's goals as an overarching reason for others to follow your cause. Both Asian American and Caucasian American managers report using different tactics with superiors than those used with their subordinates. [15] Managers reported using coalitions and rationality with managers and assertiveness with subordinates. Other research establishes that subordinates' use of rationality, assertiveness, and reciprocal exchange was related to more favorable outcomes such as promotions and raises, while self-promotion led to more negative outcomes By helping higher-ups be more effective, employees can gain more power for themselves and their unit as well

Expert Power (13.3)

knowledge and skill Tech companies (flat structures)

Focus on Power: Steve Jobs (13.1)

legitimate, expert, reward, information, coercive, and referent

Impression Management (13.3)

means actively shaping the way you are perceived by others 1. Build credibility 2. Maintain authenticity

Dependency (13.2)

more that a person or unit is dependent on you, the more power you have dependency is power that a person or unit gains from their ability to handle actual or potential problems facing the organization

Legitimating Factors (13.3)

occur when the appeal is based on legitimate or position power Come off as an authority figure

Central Connectors (13.5)

people linked to the greatest number of people.

Boundary Spanners (13.5)

people who connect one network to another within the company or even across organizations

Conformity (13.2)

people's tendencies to behave consistently with social norms People conform because they want to fit in with and please those around them

Legitimate Power (13.3)

power that comes from one's organizational role or position

Coalition Tactics (13.3)

refer to a group of individuals working together toward a common goal to influence others Peer pressure

Ingratiation (13.3)

refers to different forms of making others feel good about themselves

Pressure (13.3)

refers to exerting undue influence on someone to do what you want or else something undesirable will occur Threats and frequent interactions Pressure tactics are most effective when used in a crisis situation and when they come from someone who has the other's best interests in mind, such as getting an employee to an employee assistance program to deal with a substance abuse problem.

Substitutability (13.2)

refers to one's ability to find another option that works as well as the one offered harder it is to find a substitute, the more dependent the person becomes and the more power someone else has over them

Consultation (13.3) (13.3)

refers to the influence agent's asking others for help in directly influencing or planning to influence another person or group. Consultation is most effective in organizations and cultures that value democratic decision making.

Inspirational Appeals (13.3)

seek to tap into our values, emotions, and beliefs to gain support for a request or course of action. Effective inspirational appeals are authentic, personal, big-thinking, and enthusiastic.

Information Power (13.3)

similar to expert power but differs in its source Experts tend to have a vast amount of knowledge or skill, whereas information power is distinguished by access to specific information

Referent Power (13.3)

stems from the personal characteristics of the person such as the degree to which we like, respect, and want to be like them charisma—the ability to attract others, win their admiration, and hold them spellbound

Social Network Analysis (13.5)

systematic effort to examine the structure of social relationships in a group Their purpose is to uncover the informal connections between people Indirect Email, who replies etc Watch groups and conversations Direct approaches ask the people questions Social network analysis shows who communicates with whom, who knows whom, and where gaps in communication or collaboration may exist

Peer Influence (13.3)

to be effective within organizations, peers need to be willing to influence each other without being destructively competitive

Sources of Power (13.3)

1. Coercive Power 2. Reward Power 3. Information Power 4. Expert Power 5. Referent Power 5. Legitimate Power

Commonly Used Influence Tactics (13.3)

1. Consultation 2. Legitimating Factors 3. Inspirational Appeals 4. Personal Appeal 5. Pressure 6. Exchange 7. Rational Persuasion 8. Ingratiation 9. Coalition Tactics Resistance occurs when the influence target does not wish to comply with the request and either passively or actively repels the influence attempt Compliance occurs when the target does not necessarily want to obey, but they do. Commitment occurs when the target not only agrees to the request but also actively supports it as well.

Network Importance (13.5)

1. Deliver Private Info 2. Allow individuals to gain access to diverse skills 3. Help create power

Antecedents of Political Behavior (13.4)

1. Individual Antecedents 2. Organizational Antecedents

Three Conformity Studies (13.2)

1. Milgram Studies 2. Asch Studies 3. Zimbardo Studies

Strategies of Impression Management (13.3)

1. Nonverbal Impression Management 2. Verbal Impression Management 3. Behavior Impression Management

Direction of Influence (13.3)

1. Upward Influence 2. Downward Influence 3. Peer Influence

Asch (13.2)

Focal line test United States, the level of conformity has been decreasing since the 1950s. Second, studies done in collectivistic countries such as Japan showed more conformity than those done in more individualistic countries such as Great Britain

Getting Connected (13.7)

Get a linkedin...

Bases of Power (13.3)

Having power and using power are two different things When the manager makes a request, he or she will probably be obeyed even though the manager does not actually reward the employee. The fact that the manager has the ability to give rewards and punishments will be enough for employees to follow the request

Milgram (13.2)

In the end, all the participants were willing to go up to 300 volts, and a shocking 65% were willing to administer the maximum of 450 volts even as they heard screams of pain from the learner

Positives and Negatives of Power (13.2)

Individuals are quick to conform Power tends to corrupt, so people take advantage of it quickly

Key Takeaway (13.3)

Individuals have six potential sources of power, including legitimate, reward, coercive, expert, information, and referent power. Influence tactics are the way that individuals attempt to influence one another in organizations. Rational persuasion is the most frequently used influence tactic, although it is frequently met with resistance. Inspirational appeals result in commitment 90% of the time, but the tactic is utilized only 2% of the time. The other tactics include legitimizing, personal appeals, exchanges, ingratiation, pressure, forming coalitions, and consultation. Impression management behaviors include conforming, making excuses, apologizing, promoting your skills, doing favors, and making associations with desirable others known. Influence attempts may be upward, downward, or lateral in nature.

Key Takeaway (13.4)

Organizational politics is a natural part of organizational life. Organizations that are driven by unhealthy levels of political behavior suffer from lowered employee organizational commitment, job satisfaction, and performance as well as higher levels of job anxiety and depression. Individual antecedents of political behavior include political skill, internal locus of control, high investment in the organization, and expectations of success. Organizational antecedents include scarcity of resources, role ambiguity, frequent performance evaluations and promotions, and democratic decision making.

Individual Antecedents (13.4)

Political skill 1. peoples' interpersonal style, including their ability to relate well to others, self-monitor, alter their reactions depending upon the situation they are in, and inspire confidence and trust More effective at their jobs, or just better at getting positive ratings from supervisors Those with a high internal locus of control do office politics more often 1. Internal Locus of Control 2. Investment in the Office 3. Expectations of Success

Conclusion (13.8)

Power and politics in organizations are common. In most cases, each concept is necessary and executed with skill and precision. Unfortunately, power can lead to conformity from those around us, and this occurring conformity can breed corruption. The amount of power you have has strong ties to how much others depend on you. If you are deemed a valuable resource within an organization, then you are able to wield that dependability to make demands and get others to do what you want. Besides having an innate or acquired control over particular resources, there are several social aspects of power to draw on. Methods for obtaining more power in an organization can often lead to political behaviors. As one person seeks to influence another to support an idea, politics begins to play out. Though necessary in some instances, many people that follow the rules see the politics of an organization as resulting in an unfair distribution of resources. Still others, despite understanding the politics of a given organization, see it as an unnecessary time consumer. Politics, influence, and power can often reside within your social network. When an individual is core to a social structure, they will often have some degree of control over others. Social networks can also help you acquire jobs, make beneficial connections, and generally make like easier. It is often a good idea to analyze your social network and determine if it needs to be strengthened or tailored.

Key Takeaway (13.2)

Power is the ability to influence the behavior of others to get what you want. It is often visible to others within organizations. Conformity manifests itself in several ways, and research shows that individuals will defer to a group even when they may know that what they are doing is inaccurate or unethical. Having just one person dissent helps to buffer this effect. The more dependent someone is on you, the more power you have over them. Dependency is increased when you possess something that is considered scarce, important, and nonsubstitutable by others.

Organizational Antecedents (13.4)

Scarcity of resources breeds politics 1. Democratic Decisionmaking 2. Role ambiguity 3. Performance Evals and Promotions

Key Takeaway (13.5)

Social networks make up a key part of organizations. A social network analysis (SNA) involves tracing who interacts with whom. Central connectors have a large number of contacts. Boundary spanners connect to several networks of people. Peripheral specialists often work independently. Strong and weak ties can both be helpful for gathering information and building one's network.

Zimbardo (13.2)

Stanford Prison Study

Strong Ties

Strong ties often indicate emotional support, not just informational support between people Ties that are reciprocated tend to be stronger

Exchange (13.3)

refers to give-and-take in which someone does something for you, and you do something for them in return

Personal Appeal (13.3)

refers to helping another person because you like them and they asked for your help

Scarcity (13.2)

uniqueness of a resource. The more difficult something is to obtain, the more valuable it tends to be

Rational Persuasion (13.3)

using facts, data, and logical arguments to try to convince others that your point of view is the best alternative Most common Effective rational persuasion includes the presentation of factual information that is clear and specific, relevant, and timely. Across studies summarized in a meta-analysis, rationality was related to positive work outcomes

Importance (13.2)

value of the resource If the resources or skills you control are vital to the organization, you will gain some power

Social Networks (13.5)

visual maps of relationships between individuals research finds that 75% to 95% of all jobs are never formally advertised but are filled through such social network

Analyzing Network Ties and Key Network Roles (13.5)

1. Central Connectors 2. Boundary Spanners 3. Peripheral Specialists

Ethics and Power (13.6)

Presidents have 3 sources of power 1. legitimate from the position they hold 2. coercive from the ability to fire employees 3. reward such as the ability to give raises and perk

Strong and Weak Ties (13.5)

You can recognize the strength of ties between people by counting the frequency of ties. The more interactions people have, the stronger the ties those individuals have with each other 1. Strong Ties 2. Weak Ties

Reward Power (13.3)

ability to grant a reward, such as an increase in pay, a perk, or an attractive job assignment Reward power tends to accompany legitimate power and is highest when the reward is scarce

Downward Influence (13.3)

ability to influence employees lower than you Managers can be taught

Power? (13.2)

ability to influence the behavior of others to get what you want virtually no disagreement in how the top 5 and bottom 5 managers were ranked

Coercive Power (13.3)

ability to take something away or punish someone for noncompliance