MGMT 363 Ch. 13

Expert

1. Explain reasons for request and why its important 2. Provide evidence that the proposal will be successful 3. Don't make rash, careless statements 4. Dont exaggerate or misrepresent facts 5. Act confidently and decisively in a crisis.

Coerive

1. Explain rules and requirements to ensure people understand the serious consequences 2. Respond promptly and without favoritism 3. Investigate to get facts before following through 4. Provide ample warnings 5. Use punishments that are legitimate and fair with the serious of noncompliance

Legitimate Power

1. Make polite, clear request. 2. Explain the reason for request 3. Don't exceed your scope of Authority 4. Follow up to verify compliance 5. Insist on compliance if appropriate

Reward Power

1. Offer the types of rewards people desire 2. Offer rewards that are fair and ethical 3. Dont promise more than you can deliver 4. Explain the criteria for giving rewards 5. Keep it simple 6. Proived if requirements are met 7. Don't use rewards in manipulative fashion

Alternative Dispute Resolution

A process by which 2 parties resolve conflicts through the use of a specially trained, neutral 3rd party. Used when disputes might turn into an actual legal battle.

Organizational Politics

Actions by individuals that are directed toward the goal of furthering their own self-interest, sometimes at the expense of other individuals or the organization Leaders need to push their own ideas and influence others through the use. Leaders need a certain degree of political skill

Integrative Bargaining

Aimed at accomplishing a win-win scenario. Involves the use of problem solving and mutual respect to achieve an outcome that satisfying for both parties. Collaboration Approach to Conflict resolution. Provides mutually beneficial outcomes to both parties Ex: Labor-Management Sessions

Networking Ability

An adeptness at identifying and developing diverse contacts

Conflicts

Arise when 2 or more individuals perceive that their goals are in opposition

Collaboration

Attempting to make it easier for the target to complete the request. "We" have a problem, lets figure it out. Ex: providing resources or removing obstacles

Low Assertiveness Low Cooperation

Avoiding?

Influence Tactics

Cause behavioral or attitudinal changes in others

High Assertiveness High Cooperation

Collaboration?

High Assertiveness Low Cooperation

Competing?

Moderate Assertiveness Moderate Cooperation

Compromise

Expert Power

Derives from a persons expertise, skill or knowledge on which others depend. Able to influence other people who need that expertise. What they individually bring to the organization.

Legitimate power

Derives from a position of authority inside the organization and is sometimes referred to as "formal authority" Have title, or understood right within the scope of their authority

BATNA

Describes each negotiators bottom line. What point are you willing to walk away This is the point where you are better off not negotiating at all

Coercive Power

Exists when a person has control over punishments in an organization. Operates on the principle of fear Ex: fire, demote, suspend or lower pay Poor form of power to use regularly, because it results in negative feelings toward those that wield it.

Referent Power

Exists when others have a desire to identify and be associated with a person. "individuals desirable personal traits." Derived from affection, admiration or loyalty. "Presence"

Reward Power

Exists when someone has control over the resources or rewards another person wants. Have the ability to influence others if those being influenced believe they will get the rewards by behaving in a certain way. Ex: Raises, performance evaluation, Job assignments

Visibility

How AWARE others are of leader's power and position. Others know about the leader and the resources he or she can provide.

Inspirational Appeals

In the movie Scent of A Women what type of appeal was used?

Apparent Sincerity

Involves appearing to others to have high levels of honesty and genuineness.

Interpersonal Influence

Involves having an unassuming and convincing personal style thats flexible enough to adapt to different situations.

Distributive Bargaining

Involves win-lose negotiating over a "fixed pie" of resources. Competing Approach to conflict resolution Ex: Union-Management Labor Negotiations

Influence

Is the use of an actual behavior that causes behavioral or attitudinal changes in others.

Ingratiation

Is the use of favors, compliments or friendly behavior to make the other party do what you want or to make the target feel better about the influencer. "Sucking Up"

Assertive

Leaders want to be in pursuing their own goals

Exchanging Information

Non-confrontational Process Each party makes a case for its position and attempts to put all favorable information on the table. Informs the other party how it has arrived at the conclusions it has and which issues it believes are important. Unfamiliar: active listening and lots of questions.

Coalitions

Occur when the influencer enlists other people to help influence the target. Used in combination with one of the other tactics Could be peers, subordinates, or superiors

Personal Appeal

Occur when the requestor asks for something based on personal friendship or loyalty. There are cultural differences when it comes to this kind of appeal

Apprising

Occur when the requestor clearly explains why performing the request will BENEFIT the target personally. Focuses solely on the benefit to the target. Benefit is not something that the requestor gives to the target.

Arbitration

Occurs when a 3rd party determines a binding settlement to a dispute.

Collaboration

Occurs when both parties work together to maximize outcomes. High in concern for both your party and other's outcome. Win-Win Form Most Effective Reference to task-oriented conflicts Most difficult to come by

Compromise

Occurs when conflict is resolved through give and take concessions. Most Common form. Each party's losses are offset by gains

Competing

Occurs when one party attempts to get their own goals met without concern for the other partys results. Win-Lose Approach High organizational power: legitimate/ Coercive Power Hard forms of influence Leader knows they are right and quick decision needs to be made

Accommodating

Occurs when one party gives in to the other and acts in completely unselfish way. Issue really not that important to you. Leader has less power than other party. Better Long-Term Strategy.

Avoiding

Occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down. Unfavorable Results for everyone Never really resolve conflict

Consultation

Occurs when the target is allowed to participate in deciding how to carry out or implement a request. "I" Increases commitment from the target.

Internalization

Occurs when the target of influence agrees with and becomes committed to the influence request Best outcome for leader. Shift in behaviors and attitudes Most Effective

Compliance

Occurs when the target of influence are willing to do what the leader ask, but they do it with a degree of ambivalence Shift in Behaviors, NOT attitudes

Resistance

Occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it. No change in behavior or attitude Least effective

1. Rational 2. Consultation 3. Inspirational 4. Collaboration

Personal and "Softer" in Nature

Moderate Positive

Power and Influence are _________ to Job Performance.

Moderate Positive

Power and Influence are _________ to Organizational Commitment

Negotiations

Process in which 2 or more interdependent individuals discuss and attempt to come to an agreement about their different preferences. Involve: settling contract disputes, determining purchasing price for products, starting salary, etc.

Closing and Commitment

Process of formalizing and agreement reached during the previous stage. No issues or misconceptions about the agreement arrived at during the bargaining stage

Personal Power

Provides additional capabilities to influence others. Form of power that captures that "something else"

Centrality

Represents how important a persons job is and how many people DEPEND on that person to accomplish their tasks. The leaders role is important and interdependent with others in the organization

Mediation

Requires a 3rd party to facilitate the dispute resolution process, though this 3rd party has no formal authority to dictate a solution.

Referent

Show acceptance and positive regard Act supportive and helpful Use sincere forms of INGRATIATION Defend and back up people when appropriate Do unsolicited favors Make Self-Sacrifice favors Keep promises

Bargaining

Success depends on how well the previous 2 stages have proceeded. Must make concessions and give up something to get something in return

Inspirational Appeal

Tactic designed to appeal to the targets values and ideals, thereby creating an emotional or attitudinal reaction. Leaders must have insight on what kinds of things are important to the target

Social Astuteness

Tendency to observe others and accurately interpret their behavior.

Influence is all Relative

The Absolute power of the "influencer" and "influencee" isn't as important as the disparity between them.

Preparation

The SINGLE MOST IMPORTANT STAGE of negotiating process. Each party determines what its goals are for the negotiation and whether or not the other party has anything to offer. Determines BATNA.

Political Skill

The ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives.

Power

The ability to influence the behaviors of others and resist unwanted influence in return. Just because a person has the ability to influence doesn't mean they will actually choose to do so. Also seen as the ability to resist the influence attempts of others

Discretion

The degree to which manages have the right to make DECISIONS on their own. The leader has the freedom to make his or her own decisions without being restrained by organizational rules.

Substitutability

The degree to which people have ALTERNATIVES in accessing resources. There are no substitutes for the rewards or resources the leader controls

Pressure

The use of coercive power through threats and demands

Rational Persuasion

The use of logical arguments and hard facts to show the target that the request is worthwhile. Most effective when it helps show that the proposal is important and feasible. Successful in Upward Influences

Leadership

The use of power and influence to direct the activities of followers toward goal achievement

Cooperative

They are with regard to the concerns of others

Exchange Tactic

Used when the requestor offers a reward or resource to the target in return for performing a request. Requestor has to have something of value to offer.

1. Networking Ability 2. Social Astuteness

What are 2 ASPECTS of political skill

1. Interpersonal Influence 2. Apparent Sincerity

What are 2 CAPABILITIES of political skill?

Distributive Bargaining Lower Judgement Accuracy

What are 2 facets of negative emotion in negotiator biases?

1. Seen as Directional 2. Is all relative

What are 2 important aspects of influence?

1. Distributive Bargaining 2. Integrative Bargaining

What are 2 strategies leaders must choose between when it comes to negotiations?

Expert Power Referent Power

What are 2 types of Personal power?

Organizational Power Personal Power

What are 2 types of Power?

1. Navigate Organizational Politics 2. Help Solve Conflicts

What are 2 ways leaders have the ability to use power to influence others?

1. Integrative Bargaining 2. Overconfident 3. Make decisions to quickly

What are 3 facets of positive emotion in negotiator biases?

Legitimate Power Reward Power Coercive Power

What are 3 types of organizational powers that are derived from a persons position within the organization? More Formal in nature

1. Substitutability 2. Centrality 3. Discretion 4. Visibility

What are 4 factors that have an effect on the strength of a persons ability to use power to influence others?

1. Ingratiation 2. Personal Appeals 3. Exchange 4. Apprising

What are 4 other influence tactics that are sometimes effective and sometimes not (Moderately Effective)?

Competing

What are men more likely to use as a tactic?

1. Need For power 2. Machiavellianism

What are the 2 personal characteristics that cause/ consequences of organizational politics

Assertive Leaders Cooperative

What are the 2 separate factors that the 5 styles can be viewed as combinations in?

1. Pressure 2. Coalitions

What are the 2 tactics that are least effective

1. Knowledge of Power Structure 2. How best to influence the other party 3. Awareness of their own biases in decision making

What are the 3 characteristics of negotiating well?

Downward (managers to employees) Lateral (Peers influencing Peers) Upward (Employees influencing Managers)

What are the 3 facets of Directional Influence

1. Internalization 2. Compliance 3. Resistance

What are the 3 responses to influence tactics?

1. Rational Persuasion 2. Consultation 3. Inspirational Appeals 4. Collaboration

What are the 4 most effective tactics?

1. Decreased Job Satisfaction 2. Decreased Org. Commitment 3. Decreased Task Performance 4. Increased Strain

What are the 4 negative employee reactions to organizational politics?

1. Preparation 2. Exchanging Information 3. Bargaining 4. Closing and commitment

What are the 4 stages of negotiation?

1. Legitimate 2. Reward 3. Coercive 4. Expert 5. Reverent

What are the 5 Guidelines for Using Power?

1.Lack of Participation 2.Limited resources 3.Ambiguity in roles 4.High Performance Pressure 5.Unclear Performance Evaluation

What are the 5 organizational characteristics that cause/ consequences of organizational politics?

1. Competing 2. Avoiding 3. Accommodating 4. Collaboration 5. Compromise

What are the 5 styles of Conflict Resolution

Compromise

What are women more likely to use as a tactic?

Zero Sum conditions

What is another name for distributive Bargaining?

Personal Sources of Power: Expert Power Referent Power

When a leader draws on _______, a stronger emotional bond can be created with the employee, boosting affective commitment.

1. when used in combination 2. are those that are "softer" in nature

When are influence tactics most successful?

Machiavellian

Willing to manipulate and deceive others to acquire power