Test 3

Counterculture

Embrace values or assumptions that directly oppose the organizations dominant culture.

Centrality (Contingencies of Power)

Power holders importance based on the degree and nature of interdependence with others. -Increases with the number of people dependent on you as well as how quickly and severely they are affected by that dependence.

Exchange (Types of Influence)

Promising benefits or resources in exchange for the target person's compliance

(Test Question) What is the relationship between emotional intelligence and relationship conflict

Relationship conflict is less likely to occur if emotional intelligence is high

Silent Authority (Types of Influence)

Influencing behavior through legitimate power without explicitly referring to that power base

(Test Question) Which of the following is an advantage of having moderate levels of organizational conflict

It energizes people to evaluate alternatives

Subculture

Located throughout their various divisions, geographic regions, and occupational groups. Some subcultures enhance or oppose the firm's dominant culture.

Scare Resources (Sources of Conflicts)

Motivates competition for the resources needed -There aren't enough financial and other resources for employees and company owners to each receive the outcomes they seek.

Incompatible Goals (Sources of Conflict)

Occurs when goals of one person or department seem to interfere with another persons or departments goals.

(Test Question) Which leadership theory specifically highlights four leadership styles, including the participative style

Path-Goal Theory

Coercive Power

Ability to apply punishment

Assertiveness (Types of Influence)

Actively applying legitimate and coercive power by applying pressure or threats

Legitimate Power

Agreement that people in certain roles can request certain behaviors of others

Substitutability (Contingencies of Power)

Availability of Alternatives. -More power when few/no alternatives

(Test Question) Which conflict management style is associated with low cooperativeness and low assertiveness

Avoiding

Communication Problems (Sources of Conflict)

lack of opportunity or ability or motivation to communicate effectively

(Test Question) Organizations with an adaptive corporate culture ____

are focused outwardly on customers and other stakeholders outside the organization

Reward Power

Control rewards valued by others, remove negative sanctions

Interdependence (Sources of Conflict)

The extent in which employees must share materials, information or expertise to perform their jobs. -Parties more likely to interfere with each other

Discretion (Contingencies of Power)

The freedom to exercise judgment or to make decisions without referring to a specific rule or receiving permission from someone else. -

Rituals

the programmed routines of daily organizational life that dramatize the organization's culture

Persuasion (Types of Influence)

using logical arguments, factual evidence, and emotional appeals to convince people of the value of a request

Path-Goal Theory (Types of Leaderships)

-A leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on the employee and situation, to influence employee expectations about desired results and their positive outcomes.

Differentiation (Sources of Conflict)

-Differences among people and work units regarding their training, values, beliefs, and experiences. -Two people or departments may agree on a common goal but have different beliefs about how to achieve that goal.

Yielding (Conflict Management)

-Giving in completely to the other sides wishes or at least cooperating with little or no attention to your own interests. -Other party has substantially more power -Issue is much less important to you than the other party -The value and logic of your position isn't clear

Sources of Conflict

-Incompatible Goals -Differentiation -Interdependence -Scarce Resources -Ambiguous Rules -Poor Communication

Types of Power

-Legitimate -Reward -Coercive -Expert -Referent

Compromising (Conflict Management)

-Looking for position in which your losses are offset by equally valued gains -Parties have equal power -Time pressure to resolve the conflict -Parties lack trust/openness for problem solving

Types of Commitment

-Persuasion -Impression management (including ingratiation) -Exchange

Methods of dealing with Conflict (Conflict Management)

-Problem Solving -Forcing -Avoiding -Yielding -Compromising

Types of Influence

-Silent Authority -Assertiveness -Information Control -Coalition Formation -Upward Appeal -Persuasion -Impression Management (including ingratiation) -Exchange

Contingencies of Power

-Substitutability -Centrality -Visibility -Discretion

Types of conflict

-Task Conflict -Relationship Conflict

Types of Leaderships

-Transactional -Transformational -Path-goal theory -Fiedler's contingency model -Authentic leadership -Implicit leadership (Define these)

Problem Solving (conflict management)

-Tries to find a solution that is beneficial for both parties -Known as Win-Win Orientation -Both parties collaborate to identify common ground and potential solutions that satisfy everyone involved -Parties have trust, openness and time to share info

Forcing (Conflict management)

-Tries to win conflict at the others expenses -known as Win-Lose orientation -The more one part receives, the less the other party receives -Believe the other persons behavior is unethical -Dispute requires quick resolution

Transactional (Types of Leaderships)

-a style of leadership that focuses on supervision, organization, and performance -a style of leadership in which leaders promote compliance by followers through both rewards and punishments.

Avoiding (Conflict Management)

-tries to smooth over or evade conflict situations altogether -Steer clear of the sensitive topic when interacting with the other person in the conflict -Conflict has become too emotionally charged -Cost of trying to resolve the conflict outweighs the benefits

Fiedler's Contingency Model (Types of Leadership)

A leadership model stating that leader effectiveness depends on whether the person natural leadership style is appropriately matched to the situation (The level of situation control)

Transformational (Types of Leaderships)

A leadership perspective that explains how leaders change teams or organizations by creating, communicating and modeling a vision for the organization or work unit and inspiring employees to strive for that vision

implicit Leadership (Types of Leadership)

A theory stating that people evaluate a leaders effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviors of effective leaders (leadership prototypes) and that people tend to inflate the influence of leaders on organizational events.

Relationship conflict

A type of conflict in which people focus on characteristics of other individuals, rather than on the issues, as the source of conflict.

task conflict

A type of conflict in which people focus their discussion around the issue while showing respect for people who have other points of view.

upward appeal (Types of Influence)

Calling on higher authority or expertise, or symbolically relying on these sources to support the influencers position.

Expert Power

Capacity to influence others by possessing knowledge or skills that they value

Referent Power

Capacity to influence others through identification with and respect for the power holder.

(Test question) By going on strike at a critical time in the company's business cycle, unions are mainly applying which contingency of power

Centrality

Ambiguous Rules (Sources of Conflicts)

Complete lack of rules or breeds conflict. This occurs because uncertainty increases the risk that one party intends to interfere with the other party's goals -Creates uncertainty and threatens goals

(Test Question) When employees keep co-workers in the dark about work issues to help their own cause, they are using what type of influence tactic

Controlling Information

(Test Question) Which of the following statements about countervailing power in organizational relationships is true?

Countervailing power is the weaker party's power to maintain the stronger party's continued participation in the relationship

Information Control (Types of Influence)

Explicitly manipulating someone else's access to information for the purpose of changing their attitudes and/or behavior.

(Test Question) Incompatible goals, differentiation, and ambiguous rules are

Sources of Potential Conflict

Authentic Leadership (Types of Leadership)

The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept.

Visibility (Contingencies of Power)

You are known as a holder of a valued resource. -Increases with FaceTime or display of power symbols (EX: Strategically locate themselves in more visible work areas like closest to boss or where other employees frequently pass by) (EX: Medical professionals wear white coats with stethoscopes around their necks to symbolize their legitimate and expert power in hospital settings)

Bicultural audit

a process of diagnosing cultural relations between companies and determining the extent to which cultural clashes will likely occur

impression management (Types of Influence)

actively shaping, through set presentation and other means, the perceptions and attitudes that others have on us. Includes ingratiation, which refers to the influencers attempts to be more liked by the targeted person or group.

coalition formation (Types of Influence)

forming a group that attempts to influence others by pooling the resources and power of its members

countervailing power

the capacity of a person, team or organization keep a more powerful person or group in the exchange relationship -Person A dominates the relationship but person B has enough countervailing power to keep person A in the exchange relationship and ensure that person or department uses its dominant power judiciously

Artifacts

the observable symbols and signs of an organization's culture

Reality Shock

the stress that results when employees perceive discrepancies between their pre-employment expectations and on-the-job reality

organizational culture

the values and assumptions shared within an organization