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MGMT 201 exam 3
| Question | Answer |
|---|---|
| power | The capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes, function of dependence |
| formal bases of power | Based on individual’s organizational position, coercive, reward, legitimate |
| coercive power | complies from fear of negative results |
| reward power | complies due to desire for positive benefits |
| legitimate power | from the formal authority to control and use organizational resources |
| personal bases of power | Stems from an individual’s unique characteristics, expert and referent |
| group projects | Groupthink and its Relation to Policies and Productivity in Teams, Minimizing Social Loafing in Virtual Work Teams, Norms and Deviant Workplace Behavior, Pregnancy Related Discrimination in the Workplace, Five Stages of Group Development |
| expert power | influence wielded as a result of expertise, special skill, or knowledge |
| referent power | based on identification with a person who has desirable resources or personal traits, charisma |
| what creates dependence | Importance, scarcity, nonsubstitutability |
| Nine power/influence tactics and their effectiveness | Legitimacy, rational persuasion, inspirational appeals, consultation, exchange, personal appeals, ingratiation, pressure, coalitions |
| conflict | A process that begins when one party perceives that another party has negatively affected or is about to negatively affect something that the first party cares about |
| functional conflict | supports the goals of the group and improves performance |
| dysfunctional conflict | hinders group performance |
| types of conflict | task, relationship, process |
| task conflict | work content and goals |
| relationship conflict | interpersonal relationships |
| process conflict | how the work is done |
| perceived conflict | awareness needed for actualization |
| felt conflict | emotional involvement, parties experience anxiety/tension/frustration/hostility |
| my conflict management style results | My top styles were collaborator (win-win), avoider (leave-lose/win), and compromiser (mini-win/mini-lose) |
| managing conflict | Minimizing counterproductive conflict- recognize when there really is a disagreement, encourage open frank discussion focused on interests, have opposing groups pick important issues and work for mutual satisfaction, emphasize shared interests |
| negotiation | Process that occurs when two or more parties decide how to allocate scarce resources |
| distributive bargaining | win-lose, opposed interests, low information sharing, short term relationship |
| integrative bargaining | win-win, both parties are satisfied, congruent interests, high information sharing, long term relationship |
| third party negotiations | mediator, arbitrator, conciliator |
| mediator | neutral third party who facilitates negotiated solution by using reasoning and suggesting alternatives |
| arbitrator | third party to a negotiation who has authority to dictate agreement |
| conciliator | trusted third party who provides an informal communication link between the negotiator and the opponent |
| organizational structure | Defines how job tasks are formally divided, grouped, and coordinated |
| work specialization | Describes the degree to which activities in the organization are subdivided into separate jobs |
| departmentalization | Basis by which jobs are grouped together so that common tasks can be coordinated |
| chain of command | Unbroken line of authority that extends from the top of the organization to the lowest levels to clarify reporting and accountability relationships |
| span of control | The number of employees a manager is expected to effectively and efficiently direct |
| centralization v decentralization | Degree to which decision making is concentrated at a single point in the organization |
| formalization | Degree to which jobs within the organization are standardized |
| boundary spanning | When individuals form relationships outside their formally assigned groups |
| three common organizational designs | simple structure, bureaucracy, matrix |
| simple structure | low degree of departmentalization, wide spans of control, authority centralized in a single person, little formalization, difficult to maintain in anything other than small organizations |
| bureaucracy | highly routine operating tasks achieved through specialization, formal rules and regulations, centralized authority, narrow spans of control, tasks grouped by functional departments, decision making follows the chain of command |
| matrix | combines two forms of departmentalization (functional and product), facilitates coordination and efficient allocation of specialists, possible confusion, fosters power struggles, stress |
| determinants of structure | organizational strategy, organizational size, technology, environment, institutions |
| organizational strategy | structure supports strategy |
| organizational size | move toward mechanistic structure as size increases |
| technology | routine activities prefer mechanistic structures, nonroutine prefer organic structures |
| environment | dynamic environments lead to organic structures, capacity/volatility/complexity |
| institutions | act as guidelines for appropriate behavior |
| organizational culture | A system of shared meaning held by members that distinguishes the organization from other organizations |
| characteristics of organizational culture | Innovation and risk taking, Attention to detail, Outcome orientation, People orientation, Team orientation, Aggressiveness, stability |
| dominant culture | expresses core values that are shared by a majority of organization’s members |
| subcultures | develop in large organization to reflect common problems, situations, experiences of members |
| understanding what a strong culture is | Organization’s core values are both intensely held and widely shared, has great influence on behavior of members, increase cohesiveness, result in lower employee turnover |
| functions of culture | Defines boundaries, Conveys a sense of identity, Generates commitment beyond oneself, Enhances social stability, Sense making and control mechanism |
| how culture can be a liability | institutionalization, barriers to change, barriers to diversity, barriers to acquisitions and mergers |
| institutionalization | behaviors and habits go unquestioned |
| barriers to change | culture is slow to change |
| barriers to diversity | culture seeks to minimize diversity |
| barriers to acquisitions and mergers | cultural incompatibility can be a problem |
| how does a culture begin | founders |
| how to keep culture alive | selection, top management, socialization |
| selection | hiring/retaining |
| top management | establish norms of behavior by their actions |
| socialization | help new employees adapt to existing culture |
| socialization options | formal, informal |
| formal socialization | new workers separated or training, collective and fixed, divestiture |
| informal socialization | new workers immediately put to work, individual, variable, random, investiture |
| how do employees learn culture | stories, rituals, material symbols, language |
| stories | provide explanations |
| rituals | reinforce key values |
| material symbols | convey importance, degree of egalitarianism desired, and appropriate behaviors |
| language | identify and segregate members |
| conflict styles | collaborator, accommodator, avoider, controller, compromiser |
| collaborator conflict style | win/win, high goal orientation, high relationships orientation |
| accommodator conflict style | yield-lose/win, low goal orientation, high relationships orientation |
| controller conflict style | win/lose, high goal orientation, low relationships orientation |
| avoider conflict style | leave-lose/win, low goal orientation, low relationships orientation |
| compromiser conflict style | mini-win/mini-lose, negotiated goal orientation, negotiated relationships orientation |
| Harvard Business Review Leading Change | establish sense of urgency, form powerful guiding coalition, create vision, communicate vision, empower others to act, plan/create short term wins, consolidate improvements/produce more change, institutionalize new approaches |
Created by:
gillwags
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