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)