Chapter 13
compromise
A conflict resolution style by which conflict is resolved through give-and-take concessions.
competing
A conflict resolution style by which one party attempts to get their own goals met without concern for the other party's results.
accomodating
A conflict resolution style by which one party gives in to the other and acts in a completely unselfish way.
avoiding
A conflict resolution style by which one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down.
Legitimate power
A form of organizational power based on authority or position.
Expert power
A form of organizational power based on expertise or knowledge.
Inspirational appeal
An influence tactic designed to appeal to one's values and ideals, thereby creating an emotional or attitudinal reaction.
discretion
The degree to which managers have the right to make decisions on their own.
influence
The use of behaviors to cause behavioral or attitudinal changes in others.
The use of power and influence to direct the activities of followers toward goal achievement is known as
leadership.
Coercive power
A form of organizational power based on the ability to hand out punishment.
Referent power
A form of organizational power based on the attractiveness and charisma of the leader.
Reward power
A form of organizational power based on the control of resources or benefits.
Distributive bargaining
A negotiation strategy in which one person gains and the other person loses.
Integrative bargaining
A negotiation strategy that achieves an outcome that is satisfying for both parties.
BATNA
A negotiator's best alternative to a negotiated agreement.
arbitration
A process by which a third party determines a binding settlement to a dispute between two parties.
Mediation
A process by which a third party facilitates a dispute resolution process but with no formal authority to dictate a solution.
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 reach agreement about their differences.
internalization
A response to influence tactics where the target agrees with and becomes committed to the request.
coalitions
An influence tactic in which the influencer enlists other people to help influence the target.
Personal appeals
An influence tactic in which the requestor asks for something based on personal friendship or loyalty.
pressure
An influence tactic in which the requestor attempts to use coercive power through threats and demands.
Apprising
An influence tactic in which the requestor clearly explains why performing the request will benefit the target personally.
exchange tactic
An influence tactic in which the requestor offers a reward in return for performing a request.
consultation
An influence tactic whereby the target is allowed to participate in deciding how to carry out or implement a request.
T/F Rational persuasion is a tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction.
F
T/F The four dimensions of political skill are expert, referent, coercive, and legitimate.
F
visibility
How aware others are of a leader and the resources that leader can provide.
centrality
How important a person's job is and how many people depend on that person to accomplish their tasks.
Organizational politics
Individual actions directed toward the goal of furthering a person's own self-interests.
collaboration
Seen as both a conflict resolution style and an influence tactic whereby both parties work together to maximize outcomes.
T/F Integrative bargaining tends to produce a higher level of outcome favorability when both parties' views are considered, compared with distributive bargaining.
T
T/F People with legitimate power have the understood right to ask others to do things that are considered within the scope of their authority.
T
power
The ability to influence the behavior of others and resist unwanted influence in return.
Political skill
The ability to understand others and the use of that knowledge to influence them to further personal or organizational objectives.
Substitutability
The degree to which people have alternatives in accessing the resources a leader controls.
preparation
The first stage of the negotiation process, during which each party determines its goals for the negotiation.
Closing and commitment
The fourth and final stage of the negotiation process, during which the agreement arrived at during bargaining gets formalized.
Exchanging information
The second stage of the negotiation process, during which each party makes the strongest case for its position.
bargaining
The third stage of the negotiation process, during which each party gives and takes to arrive at an agreement.
Ingratiation
The use of favors, compliments, or friendly behavior to make the target feel better about the influencer.
Rational persuasion
The use of logical arguments and hard facts to show someone that a request is worthwhile.
leadership
The use of power and influence to direct the activities of followers toward goal achievement.
resistance
When a target refuses to perform a request and puts forth an effort to avoid having to do it.
compliance
When targets of influence are willing to do what the leader asks but do it with a degree of ambivalence.
Which style of conflict resolution should you use when there is no acceptable alternative and you cannot win?
avoiding
The type of power most likely to result in negative feelings toward those who wield it is
coercive.
The correlation between power and influence on the one hand, and organizational commitment on the other, is
moderate and positive.
When actions by individuals in an organization are directed toward the goal of furthering their own self-interests, this is known as
organizational politics.
The type of power that exists when others have a desire to identify and be associated with a person is _________blank power.
referent
