MGMT 363 Ch. 13

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avoiding

-A "lose-lose" style of conflict resolution: -Occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down.

accommodating

-A "lose-win" style of conflict resolution: -Occurs when one party gives in to the other and acts in a completely unselfish way.

competing

-A "win-lose" style of conflict resolution: -Occurs when one party attempts to get his or her own goals met without concern for the other party's results.

collaboration

-A "win-win" style of conflict resolution: -Occurs when both parties work together to maximize outcomes.

distributive bargaining

-A negotiation strategy in which one person gains and the other person loses. Involves win-lose negotiating over a "fixed-pie" of resources. -A negotiation strategy related to purchasing a car; also known as "zero-sum" condition.

integrative bargaining

-A negotiation strategy that achieves an outcome that is satisfying for both parties. -The preferable negotiation strategy that involves the use of problem solving and mutual respect to achieve an outcome that's satisfying for both parties.

mediation

-A process by which a third party facilitates a dispute resolution but with no formal authority to dictate a solution. -Traditionally, _______________ is the first step in alternative dispute resolution.

inspirational appeal

-A tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction. -To use this tactic effectively, leaders must have insight into what kinds of things are important to the target.

coercive power

-Exists when a person has control over punishments in an organization -Power that operates primarily on the principle of fear; a poor form of power to use regularly

referent power

-Exists when others have a desire to identify and be associated with a person -Barack Obama, Angelina Jolie, and Peyton Manning all possess this to some degree, because others want to emulate them.

exchange tactic

-Is used when the requestor offers a reward or resource to the target in return for performing a request. -This type of tactic requires that the requestor have something of value to offer -"help me today, and I will help you tomorrow"

compromise

-Occurs when conflict is resolved through give-and-take concessions. _______________ is perhaps the most common form of conflict resolution.

compliance

-Occurs when targets of influence are willing to do what the leaders asks, but they do it with a degree of ambivalence. -_______________ reflects a shift in the behaviors of employees but not their attitudes. -This behavior is the most common response to influence attempts in organizations.

consultation

-Occurs when the target is allowed to participate in deciding how to carry out or implement a request. -This tactic increases commitment from the target, who now has a stake in seeing that his or her opinions are valued.

internalization

-Occurs when the target of influence agrees with and becomes committed to the influence request. _______________ reflects a shift in both the behaviors and the attitudes of employees.

resistance

-Occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it -______________ is most likely when the influencer's power is low relative to the target.

political skill

-Research has recently supported the notion that, to be effective, leaders must have a certain degree of ______________ -The ability to understand others and the use of that knowledge to influence them to further personal or organizational objectives.

collaboration

-Seen as both a conflict resolution style and an influence tactic whereby both parties work together to maximize outcomes -A leader uses ______________ by attempting to make it easier for the target to complete the request.

preparation

-The first stage of the negotiation process, during which each party determines its goals for the negotiation and whether or not the other party has anything to offer. -The single most important stage of the negotiating process:

exchanging information

-The second stage of the negotiation process, during which each party makes the strongest case for its position (by putting all favorable information on the table). -Successful negotiators ask many questions and gather much information during this stage.

bargaining

-The third stage of the negotiation process, during which each party gives and takes to arrive at an agreement. -The goal of ______________ is for each party to walk away feeling like it has gained something of value (regardless of the actual strategy).

influence

-The use of an actual behavior that causes behavioral or attitudinal changes in others. -___________ can be seen as directional and is all relative. (These are two important aspects to keep in mind.)

ingratiation

-The use of favors, compliments, or friendly behavior to make the target feel better about the influencer -A tactic more commonly referred to as "sucking up", especially when used in an upward influence sense.

rational persuasion

-The use of logical arguments and hard facts to show the target that the request is a worthwhile one. -The only tactic that is consistently successful in the case of upward influence is _______________.

conventional arbitration, final offer arbitration

-arbitrators can create a solution of their choosing, mixing and matching available alternatives -each party presents its most fair offer, and the arbitrator choose the offer identified as most reasonable

discretion

-degree to which mangers have the right to make decisions on their own -Leader's ability to influence others increases when the leader has the freedom to make his or her own decisions without being restrained by organizational rules -If managers are forced to follow organizational policies and rules, their ability to influence others is reduced. This is a part of ___________.

substitutability

-degree to which people have alternatives in accessing resources -Leader's ability to influence others increases when there are no substitutes for the rewards or resources the leader controls

visibility

-how aware others are of a leader's power and position -Leader's ability to influence others increases when others know about the leader and the resources he or she can provide

centrality

-represents how important a person's job is and how many people depend on that person to accomplish their tasks -Leader's ability to influence others increases when the leader's role is important and interdependent with others in the organization

arbitration

A process by which a third party determines a binding settlement to a dispute between two parties.

alternative dispute resolution

A process by which two parties resolve conflicts through the use of a specially trained, neutral third party.

negotiation

A process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences.

networking ability

An adeptness at identifying and developing diverse contacts.

apparent sincerity

Appearing to others to have high levels of honesty and genuineness.

social networking maps

Companies are increasingly using ________________ to understand the power structures in their organizations.

extremely political

Environments that are perceived as ______________ have been shown to cause lower job satisfaction, increased strain, lower job performance, and lower organizational commitment among employees.

uncertainty

Events such as limited or changing resources, ambiguity in roles, high performance pressure, and unclear performance evaluations can trigger ___________.

reward power

Exists when someone has control over the resources or rewards another person wants.

personal power

Expert power and referent power are a part of _________________.

personal power

Forms of _______________ are more strongly related to organizational commitment and job performance.

ingratiation, personal appeals, exchange tactic, & apprising

Four influence tactics that are sometimes effective and sometimes not:

distributive bargaining & integrative bargaining

General strategies leaders must choose between when it comes to negotiations:

interpersonal influence

Having an unassuming and convincing personal style that's flexible enough to adapt to different situations.

organizational politics

Individual actions directed toward the goal of furthering a person's own self-interests.

organizational power

Legitimate power, reward power, and coercive power are all a part of ___________________.

organizational

Limited or changing resources, ambiguity in roles, high performance pressure, and unclear performance evaluations are ______________ characteristics that cause organizational politics.

affective commitment

More organizational forms of power, or hard influence tactics, can decrease _____________.

coalitions

Occur when the influencer enlists other people to help influence the target.

personal appeals

Occur when the requester asks for something based on personal friendship or loyalty.

apprising

Occurs when the requestor clearly explains why performing the request will benefit the target personally.

moderately

Power and influence are _____________ correlated with job performance.

moderately

Power and influence are _____________ correlated with organizational commitment.

expert power

Power derived from a person's expertise, skill, or knowledge on which others depend.

legitimate power

Power that derives from a position of authority inside the organization and is sometimes referred to as "formal authority".

personal forms of power

Rational persuasion, consultation, inspirational appeals, and collaboration take advantage of:

self-monitoring

Some employees are high in ______________, meaning that they have a tendency to be closely guarded in their actions and behaviors.

"Machiavellian" tendencies

Some employees have ______________, meaning that they're willing to manipulate and deceive others to acquire power.

accommodating