Organizational Behavior, Chapter 12: Power, Influence, and Politics, Business Management Final-In Class Notes&Homework, Organizational Behavior Chapter 12 Quiz, Power, Influence and Politics, Principles of Organizational Behavior

Select criteria that relate to high control and therefore a task-oriented approach to leadership

!. Strong position power 2. High task structure 3. Good leader-member relations

Researcher perceived as

"authority figure"

Position power (legitimate, reward, relevance, visibility, etc.)

*Being able to use authority role to directly influence others to take a particular action* Legitimate: position within the organization to directly influence Reward: to provide extrinsic motivating tools to influence Coercive: indirect methods of influence (unethical intrinsic methods) Relevance Centrality Visibility Autonomy

Personal power (expert, referent, effort, etc.)

*Having a high level of influence over followers* Expert: being skilled in that category of work Referent: being socially reliable and trustworthy (use of charisma) Track Record Charisma Effort Values of Org'

Politics in Organizations (lecture)

*Intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by the organization* Politics and political behaviors found in virtually all org's Causes include change, lack of clarity, resource allocation Goal of political behavior is to exert influence on others Political behavior often helps make sense out of ambiguity Not all political behavior is bad

Different outcomes of influence attempts (resistance, etc.)

*Potential outcomes of influence attempts* Resistance-first common response Compliance-will agree to the issue Commitment/Internalization

Nature of power at upper vs. lower levels of the organization

*Power at upper levels of the org' based on:* Formal position-position on a particular issue Knowledge and/or expertise Control of resources Control of information Control of decision making Network complexity and centrality *Power at lower levels of the organization based on:* Personal expertise (that might make them indispensable) Position-access/personal influence with powerful people Centralized location-involvement in networks Persuasion

There are two pitfalls to avoid in empowerment

-empowerment is not a zero-sum game in which one person's gain is another's loss -it is a matter of degree, not an either-or proposition

Steps to create your own influence plan

1) set a foal and get a clear idea of what you want to achieve 2) ID the person or person who can help you achieve that goal 3) decide what type of influence outcome-compliance or commitment-you want or need from the person ID in step 2 4) decide which bases of power and tactics are most appropriate for the influence outcome you desire. 5) Explicitly describe how you will apply the bases of power and tactics you chose

Select leader behaviors in the path-goal theory model

1. Achievement oriented 2. Value-based 3. Supportive

70% of the population tends to assign blame for failures in one of these 3 ways:

1. Blame others 2. Blame oneself 3. Deny blame

Most commonly used political tactics

1. Building a network of useful contacts: Cultivating a support network both inside and outside the organization. 2. Using "key players" to support initiatives:Getting prior support for a decision or issue. Building others' commitment via participation. 3. Making friends with power brokers: Teaming up with powerful people who can get results. 4. Bending the rules to fit the situation: Interpreting or (not) enforcing rules to serve your own interests. 5. Using self-promotion: Blowing your own horn, but not doing the same for others' accomplishments. 6. Creating a favorable image AKA Impression management: Dressing for success. Adhering to organizational norms and drawing attention to one's successes and influence. Taking credit for others' accomplishments. 7. Ingratiation: Making influential people feel good "Brown-nosing" 8. Attacking or blaming others: Used to avoid or minimize association with failure. Reactive when scapegoating is involved. Proactive when goal is to reduce competition for limited resources. 9. Using information as a political tool: Involves the purposeful withholding or distortion of information. Obscuring an unfavorable situation by overwhelming superiors with information.

Ways that organizations can create structural empowerment include:

1. Changing policies 2. Procedures 3. Job responsibilities 4. Team designs +Any of these that increase the effectiveness of employee decision making are likely also to increase their performance, well-being, and job-related attitudes.

Select all of the positive interpersonal attributes from the list

1. Communication skills 2. Agreeableness 3. Emotional intelligence 4. Extraversion

Select all of the core traits that are associated with leaders

1. Conscientiousness 2. Emotional stability 3. Intelligence

Select the relationship oriented leader behaviors

1. Consideration 2. Empowerment 3. Servant-leadership

How to build support for your idea

1. Create a simple slogan that captures your idea. 2. Get your idea on the agenda. Describe how it addresses an important need or objective and look for ways to make it a priority. 3. Score small wins early and broadcast them widely. Results build momentum and make it easier for other people to commit. 4. Form alliances with people who have the power to decide, fund and implement. 5. Persist and continue to build support. It is a process, not an event. 6. Respond and adjust. Be flexible and accepting of other people's input; the more names on it, the more likely you are to succeed. 7. Lock it in. Anchor the idea into the organization through budgets, job descriptions, incentives, and other operating procedures. 8. Secure and allocate credit. You don't want your idea to be hijacked, nor do you want to blow your own horn. You need others to sing your praises to assure you get the credit you deserve.

How to create bad impressions

1. Doing only the minimum 2. Having a negative mind-set 3. Overcommitting 4. Taking no initiative 5. Waiting until the last minute to deliver bad news

Which statements are true about emotional intelligence and leadership?

1. Emotional intelligence helps people with transformational leadership 2. Emotional intelligence helps people lead; however, it does not solve all problems

The pitfalls in understanding empowerment that lead to resistance include:

1. Empowerment is not a zero-sum game where one person's gain is another person's loss. Sharing power, via empowerment, is a means for increasing your own power. 2. Empowerment is a matter of degree, not an either-or proposition. The overriding goal is to increase productivity and competitiveness in organizations. Each step in this evolution increases the power of organizational contributors who traditionally were told what, when, and how to do things.

Select all of the interpersonal attributes, whether positive or negative, that leaders may possess

1. Extraversion 2. Agreeableness 3. Machiavellianism 4. Narcissism

Create a crisis plan

1. How information is to be gathered. 2. How to formulate a response. 3. Who will deliver the message, and via which media channels. 4. Don't minimize a given problem. No matter how small it is in the company's eyes, it is a big deal to somebody else. 5. Be understanding and empathetic.

Which of the following are steps in the general strategy of applying contingency leadership theories?

1. Identify relevant leadership behaviors 2. Identify situational conditions 3. Identify important outcomes

Robert Cialdini's research identified the responses for influencing people. He found that:

1. If your efforts align with fundamental responses your influence increases. 2. People have fundamental responses to influence attempts

Select the types of task-oriented leadership

1. Initiating structure 2. Transactional leadership

Important takeaways from trait theory include that

1. It can be important to hiring and promoting decisions 2. Traits impact leader effectiveness 3. Having a "global mindset" is important

Elements of structural empowerment that are inputs to psychological empowerment:

1. Job characteristics 2. Policies 3. Practices

3 categories of favorable upward impression management techniques

1. Job-focused: tactical that present information about your job performance in a favorable light 2. Supervisor-focused: praise and favors for you supervisor 3. Self-focused: an image of yourself as a polite and nice person

How can I increase my own influence?

1. Know what you want and believe you can get it. 2. Credibility 3. Trustworthiness 4. Empathy 5. Strong communication capability 6. Be inspirational 7. Open-mindedness

Select how leaders can create psychological empowerment

1. Lead for progress 2. Lead for competence 3. Lead for meaningfulness

Which of the following describe the behavioral styles theory of leadership?

1. Leader behaviors can be improved and developed 2. There is no one best style of leadership 3. Leader behavior is more important than traits

5 Sources of power

1. Legitimate power 2. Reward power 3. Coercive power 4. Expert power 5. Referent power

Select characteristics of servant-leadership

1. Listening 2. Healing 3. Awareness 4. Stewardship

Select all of the negative interpersonal attributes from the list

1. Machiavellianism 2. Narcissism 3. Psychopathy

People perceive organizational politics as:

1. Negatively related to organizational commitment 2. Positively related to job stress 3. Negatively related to job satisfaction

Examples of laissez-faire leadership include

1. Not giving performance feedback 2. Not guiding employees in their work 3. Allowing bullying to take place

What are the four categories of unique leader behaviors?

1. Relationship-oriented 2. Passive 3. Task-oriented 4. Transformational

The five bases of power

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

Which of the following are characteristics of ethical leadership?

1. Rewarding ethical behavior 2. Treating employees with concern 3. Projecting ethical values to others

Select employee characteristics in the path-goal theory model

1. Task ability 2. Need for achievement 3. Need for clarity 4. Locus of control

Five Common Sources of Uncertainty

1. Unclear objectives 2. Vague performance measures - not sure what it takes to get ahead 3. Ill-defined decision processes 4. Strong individual or group competition 5. Any type of change

What is socially derived?

1. Vested in the person 2. Arises from the personal characteristics 3. Non-transferrable 4. Expert power

What is organizationally derived?

1. Vested in the position 2. Comes with job title 3. Transferrable 4. Referent power

Which of the following are skills that people should possess to be good leaders?

1. Work well with all different kinds of people 2. Have business skills 3. Come up with solutions quickly with limited interaction

Which of the following stimuli would be most salient?

A twelve-year-old student in an MBA class.

Communication begins when: a. A sender encodes a thought or idea b. A sender chooses a medium c. A sender decodes the meaning of the message d. A receiver decodes the meaning of the message e. The feedback loop is completed

A. A sender encodes a thought or idea

One advantage of having a face-to-face conversation is that it: a. Gives immediate feedback b. Is the fastest way to communicate c. Useful for communicating with people d. Provides a written record e. Creates an impersonal, formal mood

A. Gives immediate feedback

Which of the following is not a result of escalation of conflict? a. Parties move from " heavy" to " light" tactics b. The number of issues grows c. Issues move from specific to general d. The number of parties to conflict grows e. Goals change

A. Parties move from "heavy" to "light" tactics

Reward power

Ability to give people something they want

Power

Ability to influence people

Which of the following is not a field from which OB draws?

Accounting

One take-away from path-goal theory is that leaders need to help employees

Achieve their goals

For an apology to be effective it must

Acknowledgment of wrongdoing Acceptance of responsibility Expression of regret Promise that the offense will not be repeated

Which of the following is not one of the stages of social perception?

Action and decision making

OB includes all but one of the following. Which one?

All of the above

Which of the following would not necessarily require an apology?

An organization has criticized another organization.

Impression management

Any attempt to control or manipulate the images related to a person, organization, or idea is ___ ___.

Three of the most common complaints about meetings are

Are unnecessary Don't accomplish much Are too long

_________ is the process of becoming consciously aware of something or someone

Attention

Stages in the evolution of sharing power from domination to delegation: -->(least powerful to most powerful)<--

Authoritarian: Manager/leader imposes most decisions. +Domination Influence: manager/leader consults follower when making a final decision. +Consultation Power sharing: manager/leader followers jointly make decisions. +Participation Power distribution: followers granted authority to make decisions, like that of managers +Delegation *think about the organization and how effective input from employees are needed-way to obtain high customer satisfaction*

The exchange of information between a sender and a receiver, and the inference of meaning between the individuals involved, is known as; a. Feed back b. Communication c. Encoding d. Decoding e. Channeling

B. Communication

Conflict is considered to be dysfunctional when: a. It involves alternative dispute resolution b. It hinders organizational performance c. It involves the compromising or integrating conflict handling styles d. It involves a devil's advocate e. It involves groupthink

B. It hinders organizational performance

Why does servant-leadership promote leadership effectiveness?

Because it concentrates on providing support and growth opportunities to employees

Which of the following approaches tries to find the unique behaviors that effective leaders have?

Behavioral styles

70% of employees tend to assign blame for failures in one of 3 ways

Blame others Blame self Deny blame

Star athletes are likely to be high in

Bodily-kineshetic intelligence

The relationship between conflict intensity and performance outcomes can be described as:

Both high and low conflict intensity are related to lower performance

The idea that decision makers are restricted by constraints when making decisions is called

Bounded rationality

Which of the following situations is most likely to result in conflict? a. Clear job boundaries b. Independent tasks c. Competition for limited resources d. Realistic expectations e. Clear policies, standards, and rules

C. Competition for limited resources

I ________________, one party perceives that it interests are being opposed or negatively affected by another party. a. Negotiations b. Devil's advocacy c. Conflict d. Integration e. Mediation

C. Conflict

____________ occurs when receivers receive a message. a. Feedback b. Encoding c. Decoding d. Understanding e. Noise

C. Decoding

The perceptual model of communication depicts communication as process in which; a. Communication is 100% accurate b. Communication needs are minimized c. Receivers create meaning in their own minds d. There is no need to encode or decode messages e. Feedback is not important

C. Receivers create meaning in their own minds

The _______ is the person wanting to communicate information, and the _________ is the person, group, or organization for whom the message is intended. a. Manager: subordinate b. Subordinate: manager c. Sender: receiver d. Receiver: Sender e. Manager: receiver

C. Sender: receiver

Functional conflict (constructive conflict) a. Should be minimized b. Is more likely to make people defensive and competitive c. Serves the interest of the organization d. Is a method of alternative dispute resolution e. Should always be resolved by using an integrative conflict handling style

C. Serves the interest of the organization

Path-goal clarifying:

Clarifying employees performance goals using positive and negative rewards

Alexa, a manager, explains to Harvey that if he is late to work one more time in the next six weeks he will be suspended without pay for a day. Alexa is exercising ______power.

Coercion

The ability to make threats or deliver punishment gives an individual or organization ____ power.

Coercion

Perception is a(n) ___________ process that enables us to interpret and understand our surroundings

Cognitive

It makes sense for managers and organizations to hire people based on their:

Cognitive abilities

Legitimate power

Comes with the position a person holds

Bases of Power: Commitment V. Compliance

Compliance (or Resistance) 1. Legitimate negative 2. Reward 3. Coercive Tend to Foster Commitment 1. Legitimate positive 2. Expert 3. Referent

The least constructive metaphor to use in viewing conflict is:

Conflict as a sports contest

Restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms is called:

Conformity

influence tactics

Conscious efforts to affect or change a specific behavior in others are ___ ___.

Order, self-restriction, preservation of the past, and resistance to change are known as:

Conservation

The opposite of openness to change is:

Conservation

Leader-behavior associated with creating mutual respect or trust with a focus on a concern for group members' needs and desires is called

Consideration

What proposes that the situation is the deciding factor on the effectiveness of a particular style of leader behavior

Contigency theory

As situations change, different styles of leadership become appropriate. This is the basic premise of

Contingency theories

Harry is thinking about meeting Connie. He writes a text message to Connie, inviting her for a drink at the local bar. This is an example of _____. a. Decoding b. Feedback c. Noise d. Encoding e. Miscommunication

D. Encoding

The process of translating thoughts into a code or language that can be understood by others is know as: a. Choosing a medium b. Analyzing media richness c. Decoding d. Encoding e. Giving feedback

D. Encoding

Dewey, a manager at the Busy Bee Restaurant, gives Alice her schedule for the next week. Alice knows she must follow that schedule. What kind of power is Dewey exercising?

D. Legitimate

The process of identifying and choosing alternative solutions that lead to a desired state of affairs is known as:

Decision making

In terms of leadership, women use a more _______ style while men use a more ________style.

Democratic, Autocratic

Expert power

Derived from knowledge or skills

______________are time consuming, but best to use when it is difficult to meet with another person, whmn formality and a written record is important, and when face-to-face interaction is not necessary to enhance understanding. a. Phone calls b. Text messages c. Voice mails d. Group meetings e. Memos

E. Memos

According to behavioral styles theory, leader behavior is more important than leader traits when it comes to

Effectiveness

The ability to manage oneself and one's relationships in a mature and constructive way is called

Emotional intelligence

Which of the following is the least fixed of a person's individual differences?

Emotions

What type of leadership represents the extent to which a leader creates perceptions of psychological empowerment in others?

Empowering

What represents the extent to which a leader creates perceptions of psychological empowerment in others

Empowering-leadership

In the _________ stage of social perception, we translate raw information into mental representations

Encoding and simplification

self-enhancement and self-transcendence are:

Endpoints of one of the dimensions of values

Which type of leadership revolves around being a moral role model?

Ethical

Discuss the statement, "The contingency approach is just common sense" Is this true? Why or why not? Why is this important for managers?

Even though the contingency approach looks like common sense at first the difference is evident. It seeks to overcome the limits of common sense by not settling for traditional options since another solution may be more practical and effective. Similarly understanding the systems approach to issues provides mor insights than common sense alone. OB's (organizational Behaviour) goal is to give you more than common sense but instead enhance your understanding of Situations at work and guide your behaviors. Common sense has three main weaknesses that you need to consider and avoid. 1. Ever reliance on hindsight-common sense excels I'm well-known scenarios with predictable outcomes. But much of modern business involves uncertainty and adapting to change. In other words, common sense is especially weak in responding to the unknown or unexpected. Common sense lacks vision for the future because it's focuses on the past. 2.lack of Vigor - if we are comfortable with out common sense response, we may not apply the effect required to find the real problem when considering possible causes. This may result in nit choosing the optimal course of action or solution. If you lack vigor, then you are unlikely to measure the right predictions and outcomes, when solving problems. 3. Lack of Objectivity - Commonsense can be overly subjective and lack a basis in science. In such cases we are not always able to explain our reasoning to others let alone apply it to new situations. Organizational Behavior can move beyond the limitations of common sense by using its systematic and science-based approach to understanding people and how they b have at work. Organizational Behavior (OB) therefore can make you more effective once employed.

Influence Tactics

Exchange: Trading favors, making explicit or implied promises Coalition tactics: Getting others to support your efforts to persuade Pressure: Demanding compliance, using intimidation or threats Legitimating tactics: Using one's authority or right, organizational rules or policies, or explicit/implied support from superiors Soft tactics-rational persuasion, consultation, personal appeal, integration (to become likable to the subjects), inspiration appeal (to bring about an emotional appeal) Hard tactics- exchange, coalition, legitimizing, pressure

To have more effective meetings, managers should:

Experiment with the numbers and frequencies of meetings held.

Jeff has been a project assistant for xyz Corporation for five years. Recently he was asked to train Harriet, a new employee. He suggests to her that she use and Excel worksheet to lay out the projects she is currently working on, and she complies. He is using ______power.

Expert

Valued knowledge or information gives an individual ____ power over those needing that information..

Expert

"Light tactics" of conflict include making threats; "heavy tactics" include violence.

False

"Practical intelligence" is very similar to logical-mathematical intelligence

False

A contingency approach calls for using OB concepts and tools as the "one best way" to manage.

False

A person can hold values in Schwartz's model that are opposite without experiencing conflict.

False

According to Fortune survey, business leaders generally find new employees to be well-prepared for success in business.

False

All conflict ultimately threatens management's authority and thus has to be avoided or quickly resolved.

False

An individual's capacity for constructive thinking, reasoning, and problem solving is known as naturalist intelligence

False

Anything that interferes with the transmission and understanding of a message is known as feedback.

False

Apologies-saying "I'm sorry"- are perceive the same in all societies

False

As conflict escalates, the number of issues decreases, as parties tend to focus on the most important issues.

False

Attitudes are a category of relatively fixed individual differences

False

Brainsourcing is a common technique used by individuals and groups to generate potential solutions.

False

Choosing the appropriate medium or communication depends only on the message's intended purpose and the type of audience.

False

Communication begins when a sender selects a medium for the communication.

False

Conservation is defined as independence of thought, action and feelings and readiness for change.

False

Diversity in work groups can create conflict, so managers should try to minimize diversity when assigning people to teams.

False

Employees knowledge and technical skills are enough to solve business problems.

False

Face -to -face conversations are useful for communicating when having a formal record is important

False

In evaluating alternatives and selecting a solution, managers should evaluate the legality and efficiency of potential solutions and conduct a cost-benefit analysis.

False

In order to have effective meetings a leader should never use an agenda for a meeting.

False

Intelligence and mental ability at unrelated to work performance

False

Japanese people see apologies as an admission of wrongdoing

False

Lack of fairness is a minor source of conflict.

False

Most bullies in organizations are men, and men tend to be bullied more than women.

False

Organizations should use selection based on attitudes and emotions to choose which employees to hire

False

Problem solving is the process of identifying and choosing alternative solutions that lead to a desired state of affairs.

False

Reward power is a form of personal power.

False

The base of power that most people think of a s authority and is anchored to one's formal position is punishment.

False

The first stage associated with rational decision making is to generate alternative solutions.

False

The first stage of the perception process is encoding and simplification

False

The kind of power that comes into play when one's personal characteristics and social relationships become the reason for compliance is expert power.

False

The potential to recognize and use patterns is is known as linguistic intelligence

False

The rational model is based on the notion that managers satisfice when making decisions.

False

The two basic dimensions of Schwartz's value theory are self-enhancement/self-transcendence and ethical/unethical.

False

Values are concrete ideas that guide ones thinking and behavior.

False

When hiring people, the best thing a manager can do is to find someone like him/herself and make sure the person "fits" into his or her stereotype of a good worker

False

While perception is a apart of the interpretive framework for understanding and applying OB, it is a relatively unimportant process

False

the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments is known as emotional intelligence.

False

Which of the following is not a soft skill?

Financial analysis

Soft Influence Tactics

Friendly tactics, not as coercive as the hard influence tactics +Rational persuasion +Inspirational appeals +Consultation +Ingratiate in +Personal appeals

Encouraging group members to participate in decision making

Group-oriented decision making

In being hired for a job, the most important factor is likely to be Hard skills; Soft skills

Hard skills; soft skills

expert

Having valued knowledge or information needed by others is ___ power.

Define human capital and social capital, and give examples of each. Explain at least three ways that each can be developed.

Human Capital is the productive - potential of an individual knowledge and skills and experiences. Social Capital is the productive potential resulting from relationships, good will, trust, and cooperative effort (eg. friends, family, company, group, club, or nation.) You can build human Capital by training, work - based development opportunities, learning activists outside of work, and Career planning. You can build Social Capital through mentoring, member ship, conference attendance, and joining industry - specific organizations.

The stages of rational decision making, in order, are:

Identify the problem or opportunity; generate alternative solutions; evaluate alternative; and implement and evaluate the solution

The idea that people have beliefs about how leaders should behave and what they should do for their followers is called __________ leadership theory

Implicit

Which of the following statements about impression management is false?

Impression management is generally damaging to careers.

Reasons for leader apologies and desired outcomes

Individual: leader offended another +Encourage followers to forgive and forget Institutional: follower offended another organizational member +Restore functioning within the group or organization when one member offends another member(s). Intergroup: follower offended an external party +Repair relations with an external group that perceived harm by a member of the leader's group. Moral: a wrongdoing is genuinely regretted +Request for forgiveness and redemption for regrettable (in)action

What is the behavior called when a leader organizes and defines what group members should be doing to get the best output possible?

Initiating Structure

How to empower individuals, teams, and organizations

Inputs (Individual): structural empowerment, individual differences, self-evaluations, psychological capital, and need for achievement, job characteristics, managerial support, leadership, organizational support, access to recourse from other teams Empowerment (teams): psychological empowerment Outcomes (Organization): performance, organizational citizenship behavior, job satisfaction, turnover intentions, stress

Mintzberg's political "games"

Insurgency game: lower level rebels against upper management Counter-insurgency: upper level takes on lower level body Sponsorship game: Building power through attaching oneself to those who can help you in the future Alliance-building/Coalition-Building game: Building power through peer networks Empire-Building: to gain additional resources to expand influence Budgeting game:has a clear rules and this game is about getting the most money you can Expertise game: This is played by people with expert power, where they manage their knowledge and skills more for their own gain than for that of the company Strategic candidates games: to align a position within the Org' for higher levels within company

______________ represent(s) an individual's capacity for constructive thinking, reasoning, and problem solving

Intelligence

organizational politics

Intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed or aligned with those of the organization are known as ___ ___.

Resolving disputes; facilitating communication

Interaction-facilitation

The potential to understand and regulate oneself is known as:

Intrapersonal intelligence

Making judgements or decisions that come to mind on their own, without explicit awareness of evoking cues and without explicit evaluation of the validity of those cues, is called

Intuition

Which of the following tips should be used by managers to reduce personality conflict?

Investigate and document conflict amount your own subordinates

The distinction between flexible and fixed individual differences:

Is that managers have little or no impact on fixed differences

Political power

Know what/who you're getting involved with Carefully "read" the situation Be aware of personal relationships within the org' Build coalitions Expand your Org' network Control decision making process and parameters Be assertive (vs aggressive) about what you want Position issues carefully, and appropriately, and properly -framing -timing

Which of the following can be systematically improved and developed?

Leader behaviors

A mental representation of the traits and behaviors that people believe are possessed by leaders is called

Leadership prototype

The basis of power that most people think of as authority is:

Legitimate

What type of power did Milgram use?

Legitimate power

Six principles of persuassion

Liking Reciprocity: good and bad deeds should be paid w/the same manner Social proof: following the lead of those who resemble you Consistency Authority Scarcity

The potential to learn and use spoken and written languages is:

Linguisitic intelligence

Performance on tests like the Scholastic Aptitude Test and the Graduate Management Admissions Test is likely to be most closely related to:

Logical-mathematical intelligence

A person who uses manipulation, has cynical view of human nature, and a moral code that puts results over principles is called

Machiavellian

What to do to improve meeting

Make and distribute agendas Set and communicate a goal fora the meeting Assign responsibilities Set a time limit Match complaints with solutions Control the conversation Be concise Stick to a schedule

Which of the following is one of the assumptions underlying no rational models of decision making?

Managers do not possess complete information

Which of the following statements about tendencies in managerial decisions making is false?

Managers study the problem too extensively and collect too much data.

legitimate power

Managers who obtain compliance primarily because of their formal authority to make decisions use ___ ___.

Psychological empowerment occurs when we feel a sense of:

Meaning: Belief that your work values and goals align with those of your manager, team, or employer. Competence: Personal evaluation of your ability to do your job. Self-determination: Sense that you have control over your work and its outcomes. Impact at work: Feeling that your efforts make a difference and affect the organization.

Researchers determine leadership characteristics by using a statistical procedure called _____-________, which computes an average relationship between two variables

Meta-Analysis

A person who has a self-centered perspective, feelings of superiority, and a drive for personal power and glory is referred to as

Narcissistic

Levels of Political Action in Organizations

Network level- cooperative pursuit of general self interests Coalition level- cooperative pursuit of group interests in specific issues Individual level- individual pursuit of general self interests

You own your own management consulting firm. At a recent seminar, the owner of a local supermarket chain asks you to help him differentiate between a coalition and a network. Which of the following would be a correct response?

Networks are people-oriented.

How many of the top four skills desired by managers for the top 10 jobs in 2013 are "hard skills"?

None

______________ models of decisions making explain how managers actually make decisions.

Nonrational

Simulation is in the _________________ part of Schwartz's model.

Openness to change

A (n) __________ is a situation in which there are possibilities to do things that lead to results that exceeds goals and expectations

Opportunity

____________is solving problems by producing the best possible solution.

Optimizing

Which of the following is true about organizational conflict? a. Organizational conflict is inevitable b. Greater employee diversity is related to decreased organizational conflict c. Greater face-to-face communication leads to increased organizational conflict d. Conflict should be avoided wherever possible e. Increased cross-cultural interactions decrease organizational conflict.

Organizational conflict is inevitable

Which of the following statement about conflict is true? a. Conflict should be completely eliminated across organization b. Conflict should be encouraged in some departments and discouraged in others c. Organizations experiencing excessive conflict tend to also be apathetic, uncreative, and indecisive d. Use of technology and virtual teams can minimize conflict e. Organizations can suffer from too little conflict.

Organizations can suffer from too little conflict

The interdisciplinary field dedicated to understanding and managing people at work iscalled

Organizationsl behavior

The theory which states that leader behaviors are effective when employees view them as a source of satisfaction or as a way to future satisfaction is called

Path-goal theory

Main point of Milgrams experiment

People respond to the perception of power and NOT to the objective reality

The process that enables us to interpret and understand our surroundings is called:

Perception

In evaluating alternatives, managers should consider all but one of the following. Which one?

Personal preferences

__________conflict is defined as interpersonal opposition based on individual dislike or disagreement.

Personality

The ability to marshal resources to get things done is known as:

Power

the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments is called:

Practical intelligence

The greatest benefit of your education is developing

Problem-solving skills

Work-facilitiation:

Providing counseling, mentoring, and coaching to assist employee development

A lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one's actions harm others is called

Psychopathy

The __________ model of decision making explains how managers should make decisions

Rational

Principles of influence and persuasion

Reciprocity: able to comply with changes Consistency/Commitment: loyal to the cause of Org' Authority: power of position influence over others Social Proof: having role models to influence Liking: good social standings within the community Scarcity: limited resources in procedural justice

Therese is a charismatic person who is often able to get other employees to work late on special projects by being very friendly and fun to be around. She is exercising her _____power.

Referent

When one's personal characteristics and social relationships become the reason for compliance, the base influence is:

Referent power

Useful lessons about the relative effectiveness of influence tactics

Rely on the core Be believable and trustworthy Consult rather than legitimate Expect little from schmoozing Be subtle Learn to influence

Presenting the work group in a positive light to others

Representation and networking

3 primary reactions to attempts to manage and influence

Resistance Compliance Commitment

In his annual performance review meeting with Eileen, who has been working at the company for two years, Ruben suggests that if she keeps up her good work she is likely to be offered a promotion within the next year. Ruben is exercising his _______power.

Reward

Individuals or organizations have _____ power if they can obtain compliance by promising or delivering positive reinforcement.

Reward

John leads a team of 10 salespersons. He informs the team members that the first member to achieve the years' target will be sent on an all-expenses-paid holiday to the Grand Canyon National Park. John is demonstrating _______power.

Reward

When something is ___________, it stands out from its context

Salient

__________consists of choosing. A solution that meets some minimum qualifications, one that is " good enough."

Satisficing

A_________ represents a person's mental picture or summary of a particular event or type of stimulus

Schema

Explain the difference between hard and soft skills. Discuss why both are important in being hired and in being promoted in organizations.

See picture

The first step of the social perception process is:

Selective attention and comprehension

In the _____________ stage of social perception, people choose to perceive subsets of environmental stimuli

Selective attention/comprehension

The two basic dimensions of Schwartz's model of values are:

Self-enchancement/self-transcendence and openness to change/conservation

Hedonism shares elements of both ___________________________ and ______________.

Self-enchancement; openness to change

Pursuit of our own interest, success, and dominance is called

Self-enhancement

Because it offers growth opportunities, _______-leadership is expected to promote leadership effectiveness

Servant

When people feel supported, they tend to work harder at collective performance. Which type of leadership is expected to be effective because of its focus on this premise?

Servant-leadership

How to make a killer first impression

Set goals Consider your ornaments Remember your body speaks Bust bad moods and bad days Be interested to be interesting

Achievement-oriented:

Setting challenging goals

Influence in virtual teams - Requires reducing ambiguity

Share information Create accountability Provide examples

Supportive:

Showing concern for the well-being of employees

The steps in a plan to influence others

Step 1: Set a goal and get a clear idea of what it is you want to achieve. Step 2: Identify the person or persons who can help you achieve that goal. Step 3: Determine what type of influence outcome-compliance or commitment you want or need from the person(s) identified in Step 2. Step 4: Decide which bases of power and tactics are most appropriate for the influence outcome you desire (Be realistic as to which of these bases and tactics are available to you.) Step 5: Explicitly describe how you apply the bases of power and tactics you chose.

Hard Influence Tactics

Tactics involving more overt pressure methods than soft influence tactics +Exchange +Coalition +Pressure +Legitimating tactics

According to Fiedler, a leader's style is either _______-motivated as he or she is focused on accomplishing goals or __________-motivated as he or she is more interested in developing relations with followers

Task, Relationship

According to Fiedler, the two leadership styles are

Task-oriented and Relationship-oriented

Which of the following is not one of the top four skills desired by employers?

Teamwork

coercive power

The ability to make threats of punishment and deliver actual punishment gives an individual ____ ____.

power

The ability to marshal human, informational, and other resources to get something done is ____

The contingency approach suggests that:

The best answer depends on the situation

Which of the following statement is false

The contingency approach is just common sense

The idea that a manager should use OB concepts and tools that are situationally appropriate is known as:

The contingencyroach

Referent power

The emotions a person inspires 2 Forms: Charisma, Integrity

Naturalist intelligence is:

The potential to live in harmony with one's environment

Clarifying employees' roles and task requirements and providing followers the positive and negative rewards contingent on performance is called

Transactional leadership

When Tom installed controls for things such as accounting procedures and inventory audits and then rewarded his employees for using the system, he was instituting

Transactional leadership

A contingency approach is about knowing which OB tools to use and under what circumstances.

True

A female pitcher in a Major League Baseball game would be salient

True

A recent study reported in The Wall Street Journal suggested that men with shaved heads are perceived to have greater leadership potential than those with longer or thinning hair.

True

All communication involves a sender, message and receiver

True

An opportunity represents a situation in which there are possibilities to do things that lead to results that exceed goals and expectations.

True

Communication by telephone is convenient, fast, and private, but lacks non verbal information.

True

Communication is a form of social information processing

True

Communication is a process in which receivers creat meaning in their own minds.

True

Conflict is both good and bad for organizations.

True

Every management function and activity involves some form of direct or indirect communication.

True

Functional conflict is also know as constructive or cooperative conflict.

True

Gardner's work suggested that individuals actually demonstrate eight forms of intelligence.

True

In the final stage of the perception process, we turn ,metal representations into real-world judgements and decisions

True

Individual differences such as personality fluency an individual's work outcomes

True

Intelligence and mental abilities are relatively stable over time and across situations, and are difficult to change.

True

Knowing about social perception can help managers avoid mistakes

True

Legitimate power can be expressed either positively or negatively.

True

Managers can help employees manage their attitudes and emotions

True

Many effective managers select employees based on positive, job relevant, relatively stable individual differences

True

OB includes topics such as managing your peers and your bosses, as well as managing your subordinates

True

Often, decision makers "fish to judgement." Therefore, they are encouraged to slow down when making decisions.

True

Once a solution is chosen, it should be implemented, then, stakeholders need to evaluate how effectively the solution solves the problem.

True

One often overlooked and underestimated source of referent power is your network of relationships.

True

One's needs and goals often dictate which stimuli are salient

True

Openness to change is composed of self -direction and simulation.

True

Organizational behavior describes an interdisciplinary field dedicated to understanding and managing people at work.

True

Organizations can suffer from having to little conflict, as well as too much.

True

Part of being effective is understanding your own preferences and habits and questioning them.

True

Pay for Performance (P4P) plans are a form of reward power.

True

Perception is a cognitive process that enables us to interpret and understand our surroundings

True

Power is the ability to Marshall resources to get something done.

True

Self-enhancement is composed of power and achievement.

True

Something is salient when it stands out from context

True

The "knowing-doing gap" identifies the gap between what people know and what they actually do.

True

The average intelligence among people in developed countries has risen over the past 70 years

True

The combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities is known as personality

True

The desire for excitement, novelty and challenge in life is called simulation.

True

The first step in combating bullying is to document the event in writing, particularly if the bully is your boss.

True

The greatest benefit of a college education is developing problem-solving and critical thinking skills.

True

The rational model of decision making explains how managers should make decisions.

True

The source of conflict and the issues themselves may be imagined, as well as real.

True

The stages of perception, in order, are selective attention/comprehension, encoding and simplification, storage and retention, and retrieval and response

True

There are five bases of power; legitimate, reward, coercive, expert, and referent.

True

To be effective in organizations, a person should do what is appropriate given the situation.

True

True or False: Fielder's situational theories support the idea that a leader who is falling in one context may actually be better suited and succeed in another

True

Values generalize across cultures.

True

When conflict escalates, often the parties involved move from "light" to "heavy" tactics.

True

Whether you face. A problem or an opportunity, the goal is always to make improvements.

True

Cross-cultural differences and nonverbal communication both can be sources of noice between senders and receivers.

True.

Personal power is composed of sources of influence that you possess independently of your position or job.

True.

The self-transcendence part of Schwartz's model is composed of:

Universalism and benevolence

Servant-leaders are less likely to

Use behaviors that benefit themselves and hurt others

Establishing a vision and supporting its accomplishment

Value-based

Schwartz's model suggests that:

Values may conflict with each other

Ways to best represent your ogranization

Verbal Nonverbal Artifactual Administrative

Commitment means

Whatever it takes

Coalition

___ is an informal group bound together by the active pursuit of a single issue. +May or may not coincide with formal group membership. +When the target issue is resolved the coalition disbands. +Have "fuzzy boundaries," meaning they are in fluid membership. +Flexible in structure. +Temporary in duration. +Potent political force in organizations

commitment

____ is going above and beyond (the result of Legitimate Positive, Expert, Referent). Example: When someone your are attempting to influence not only joins your cause, but works at it even harder than you do, it is commitment.

apology

a form of trust/influence repair when harm has been done

________ is when you try to build enthusiasm by appealing to others' emotions, ideals, or values.

an inspirational appeal

One way to reduce the impact of bad impressions, negative uses of power, or poor performance is a(n):

apology

Timeliness is important in making a(n) ____ to prevent a bad situation from becoming worse.

apology

Organizational politics

are intentional acts in pursuit of self-interest that conflict with organizational interests

Network-level politics

are loose associations of individuals seeking social support fo their general self-interests: people-oriented, while coalitions are issue-oriented

impression management

attempting to change the image of person/org/idea by using speech, behavior, or appearence

Legitimating tactics

basing a request on authority or right, organizational rules or policies, or explicit/implied support from superiors

legitimating tactics

basing a request on one's authority or right, organizational rules or policies, or explicit/implied support from superiors

reciprocity

believe that both good and bad decisions should be repaid to you. act kindly to persuade

The ability to make threats or deliver punishment gives an individual or organization _______ power.

coercion

When Bill docked Joe's pay for being late to work again after being warned, Bill was using ___ power.

coercive

Expert is like

commitment

Fiona used an influence tactic on Gerald and got him to enthusiastically agree to her proposal. Gerald demonstrated initiative and persistence while completing the assignment. This is an example of

commitment

Referent is like

commitment

Legitimate is like

compliance

Reward is like

compliance

Marcy grudgingly agrees to Herb's proposal and needs a lot of prodding to satisfy the minimum requirements. Marcy is exhibiting

compliance.

Leader behavior associated with creating mutual respect or trust while concentrating on the group members' needs and desires is called

consideration

empowerment

consists of efforts to "enhance employee performance, well-being, and positive attitudes"

__________ is most likely to build commitment, as opposed to compliance or resistance.

consultation

coalition level

cooperative pursuit of group interests

network level

cooperative pursuits of self-interests

People who are very highly political run the risk of appearing self-serving and losing their ___.

credibility

In the Milgram film, the expert power

did not express literal qualifications

The trait approach to leadership

distinguishes the characteristics that can be used to separate leaders from followers

Compliance means

doing only what you are told

compliance

doing what is expected and nothing more (result of Legitimate Negative, Reward, Coercive)

empowerment

efforts to enhance employee performance, well being, and positive attitudes by 1) giving employees greater influence and 2) using centralized management practices

Research has shown that ____ reduces stress for individuals and teams.

empowerment

psychological empowerment

enhancing self-efficiency and intrinsic motivation

You are late in the preparation of the computer graphics for your final report and presentation. You run into a friend who is great at computer graphics just as he is heading out of the office at the end of the day and say, "I need your help for my project. If you could come back for two or three hours tonight and help me with these graphics, I will complete those spreadsheets you have been complaining about." Which influence tactic are you using with your friend?

exchange

Empowerment is an either-or proposition; either a subordinate is empowered or not—there are no "degrees" of empowerment.

false

Research shows that most interviewer impressions of job candidates are formed rationally through careful questioning.

false

Positive legitimate power

focuses constructively on job performance

social proof

follow the lead of those most like themselves. be relatable to persuade

power distribution

followers granted authority to make decisions

In the Milgram film, the reward power was

gained no matter what

Consultation

getting others to participate in planning, making decisions, and changes

consultation

getting others to participate in planning, making decisions, and changes

Coalition tactics

getting others to support your effort to persuade someone

Ingratiation

getting someone in a good mood prior to making a request. Being friendly and helpful and using praise, flattery, or humor. A particular form of ingratiation is "brownnosing"

ingratiation

getting someone in a good mood prior to making a request; being friendly by using praise, flattery, humor (ex: brown nosing)

Expert and referent power

have a general positive effect

Reward and legitimate power

have a slightly positive effect

Legitimate power

having the formal authority to make decisions

failure

how one responds to underperformance

If you are strong at ___________, your employees are likely to think that it is right to follow your lead.

impression management

Power

is the discretion and the means to enforce your will over others

Dewey, a manager at the Busy Bee Restaurant, gives Alice her schedule for the next week. Alice knows she must follow that schedule. What kind of power is Dewey exercising?

legitimate

Ethan tried to convince his subordinates to accept a new policy by showing them that the policy is consistent with the organizational rules and policies. He also showed them that the people above him had already supported and sanctioned the policy. What influence tactic was Ethan using?

legitimating tactics

Which of the following is a "hard" influence tactic?

legitimating tactics

power sharing

manager/leader and followers jointly make decisions

influence sharing

manager/leader consults followers when making decisions

authoritarian power

manager/leader imposes decisions

Soft skills are:

needed to interact with, influence, and perform with others

Compliance can be a result of __________ power.

negative legitimate, coercive, and reward

In the Milgram film, the referent power had

no charisma involved and no proof of integrity

In the Milgram film, the coercive power had

no negative consequences if no follow through

Reward power

obtain compliance by promising or granting rewards

reward power

obtain compliance by providing or granting rewards

individual level

one's pursuit of self-interest

resistance

people not being compliant

authority

people tend to defer to and respect credible peers, be an expert to persuade others

consistency

people tend to do what they are personally committed to do, follow through with commitments to persuade others

liking

people tend to like those who like them. learning about another person's likes/dislikes to persuade them

scarcity

people want items, information, and opportunities that have limited availability, special opportunities help persuade others

New supervisors frequently have problems with the transition from being one of the work group to being the boss because they now have to use ___ power instead of ___.

position; personal

What type of power tends to produce commitment?

positive legitimate, expert, and referent

Coercive power

power to make threats of punishment and deliver actual punishment

Commitment

produced by positive legitimate power, expert power, and referent power

Compliance (and sometimes resistance)

produced by reward, coercive, and negative legitimate power

Personal appeals

referring to friendship and loyalty when making a request

personal appeals

referring to friendship or loyalty when making a request

Coercive is like

resistance

The last step of the social perception process is:

retrieval and response

When Jen received a bonus for reaching her sales goal, her employer was using which for of power?

reward power

Professor Smith promises Professor Davis that he will buy him dinner if Professor Davis covers class for him one day while Professor Smith is presenting a paper at a conference. Professor Davis agrees, although he is merely going to hand out an assignment to students and be available for questions if they have any. Professor Smith is using his ________ power and Professor Davis is ________.

reward; complying

Resistance means

sabotage in some way

Coercive power has a

slightly negative effect

position power

source of influence is associated with a particular job or person within org (Legitimate, Reward, Coercive)

Personal power

sources of influence that you possess independent of your position or job (a source of influence and authority a person has over his or her followers) (Expert and Referent)

personal power

sources of power you possess independent of your personal job (Expert, Referent)

Negative legitimate power

tends to be threatening and demeaning to those being influenced

The critical aspect of organizational politics that distinguishes it from other forms of influence is:

the emphasis on self-interest

position power

the source of influence is associated with a particular job or position within an organization (Legitimate, reward, and coercive)

Structural empowerment

transfers authority and responsibilities from management to employees

Coalition building is getting others to support your efforts to persuade someone to do something.

true

Apologies are important and are effective to the extent that they restore ___.

trust

inspirational appeals

trying to build enthusiasm by appealing to others emotions, ideals, or values

Inspirational appeals

trying to build enthusiasm by appealing to others' emotions, ideals, or values

rational persuasion

trying to convince someone with reason, logic, facts

rational persuasion

trying to convince someone with reason, logic, or facts