Chapter 11
powerlessness
a lack of power
interpersonal influence
a subtle and influential personal style that is effective in getting things done
information power
access to and control over important information
social astuteness
accurate perception and evaluation of social situations
political behavior
actions not officially sanctioned by an organization that are taken to influence others in order to meet one's personal goals.
strategic contingencies
activities that other groups depend on in order to complete their tasks
referent power
an elusive power that is based on interpersonal attraction.
sincerity
an individual's ability to portray forthrightness and authenticity in all of their dealings
networking ability
an individual's capacity to develop and retain diverse and extensive social networks
meaning
fit between the work role and the employee's values and beliefs
self-determination
having control over the way one does his or her work
utilitarian power
influencing members by providing them with rewards and benefits
normative power
influencing members by using the knowledge that they want very much to belong to the organization and by letting them know that what they are expected to do is the "right" thing to do
moral membership
members have such positive feelings about organizational membership that they are willing to deny their own needs.
calculative membership
members weigh the benefits and limitations of belonging to the organization.
agent
person using the power
reward power
power based on an agent's ability to control rewards that a target wants
coercive power
power that is based on an agent's ability to cause an unpleasant experience for a target
legitimate power
power that is based on position and mutual agreement; agent and target agree that the agent has the right to influence the target
personal power
power used for personal gain
social power
power used to create motivation or to accomplish group goals
empowerment
sharing power within an organization
political skill
the ability to get things done through favorable interpersonal relationships outside of formally prescribed organizational mechanisms
power
the ability to influence another person
competence
the belief that one has the ability to do the job well
impact
the belief that one's job makes a difference within the organization
alienative membership
the members have hostile, negative feelings about being in the organization
expert power
the power that exists when an agent has specialized knowledge or skills that the target needs
influence
the process of affecting the thoughts, behavior, and feelings of another person
zone of indifference
the range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought
target
the receipient of the attempt to use power
authority
the right to influence another person
organizational politics
the use of power and influence in organizations
