Power & Negotiations
A gas company employee who is especially proficient (e.g., competent and skilled) in negotiating with state regulators to get results the company needs possesses:
a. Coercive power
b. Expert power
c. Legitimate power
d. Referent power
Expert power
With "transformational leadership", what is being transformed?
The way employees view their jobs.
Example – Transformational leaders can cause employees to feel like their jobs have more significance.
Define 1 of the following 3:
Satisficing
Bounded Rationality
Groupthink
Groupthink is a pattern of faulty decision making that occurs in cohesive groups whose members strive for agreement at the expense of accurately assessing information relevant to the decision.
Bounded rationality--> Refers to the the limitations of the human mind itself and its impact on reasoning.
Rather than making optimal decisions, organizational members often engage in satisficing—they search for and choose acceptable responses to opportunities and problems, not necessarily the best possible responses.
Define and provide an example of:
public compliance and private acceptance
Public compliance; fear of social punishment or negative reinforcement
−May not lead to meaningful behavioral change or private compliance with the law.
Private acceptance: internalization of norms as the “right way” to act
−Will lead to meaningful change in attitudes/behavior
Define and give an example of both formal and informal power.
Formal individual power is the power that stems from a person’s position in an organization’s hierarchy. Includes legitimate, reward, coercive, informational
Power stemming from personal characteristics is informal individual power. There are several sources of informal individual power: expert, referent, and charismatic power.
What's the difference between "initiating structure" and "consideration" in leadership behavior? Give an example of each.
Initiating Structure – The extent to which the leader defines and structures the roles of employees for goal attainment.
Consideration – The extent to which leaders create job relationships characterized by mutual trust, respect, and consideration of employees’ feelings.
The attractiveness of a group to its members is called group cohesiveness. Identify 3 of the 5 factors that affect group cohesiveness.
a. Group size.
b. Similarity of group members.
c. Competition between groups.
d. Success.
e. The exclusiveness of the group.
Name and define 3 of the 6 persuasion principles we discussed.
Authority
Reciprocity
Liking
Social Proof
Scarcity
Consistency
As the chief mechanic of Fly Hi Airlines, Mack Wild’s department is the only one that has the necessary skills to repair the airline’s critical cockpit electronics. The senior managers all treat Mack with respect and try to avoid criticizing him or his department because they see Mack’s department as:
a. Charismatic
b. Irreplaceable
c. Resourceful
d. Ascendant
Irreplaceable
Define and give an example of both leadership styles.
Relationship-oriented style:
This leader wants to be liked by and get along well with their subordinates.
First priority is developing good relationships with their followers.
Second priority is making sure that the job gets done (task accomplishment).
Task-oriented style:
This leader want subordinates to perform at a high level and accomplish all their assigned tasks.
Their first priority is task accomplishment.
Their second priority is relationships
Name 3 of the 5 building blocks of organizational culture.
1). The characteristics of people within the organization.
2). Organizational ethics.
3). The employment relationship.
4). Organizational structure.
5). National culture.
Define each of the following:
conformity
compliance
obedience
Conformity: The tendency to change our behaviors or beliefs to match the behaviors or beliefs of others
Compliance: Change in behavior due to the intentional influence of others
−Direct appeals or requests
−Can also be more subtle
Obedience--> Complying with authority’s requests
Describe 3 of the 5 specific tactics that managers can use to structure the negotiating and bargaining process to make compromise and collaboration more likely:
a. Emphasize common goals.
b. Focus on the problem, not the people.
c. Focus on interests, not demands.
d. Create opportunities for joint gain.
e. Focus on what is fair.
Define 3 of the 4 leader decision-making styles.
Autocratic Style: Leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit.
Consultative Style: Leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision.
Facilitative Style: Leader presents the problem to a group of employees and seeks consensus on a solution, making sure that the leader’s own opinion receives no more weight than anyone else’s.
Delegative Style: Leader gives an individual employee or a group of employees the responsibility for making the decision.
What contingencies would cause an organization to choose an organic rather than a mechanistic structure?
Organizations that operate in a stable, low-uncertainty environment adopt or develop mechanistic structures, which foster a high level of standardization and predictability.
Organizations that operate in dynamic, flexible, and highly uncertain environments develop an organic structure that is flat, decentralized, and speeds up communication and decision making.
Which influence tactic is most likely to be used by transactional leaders?
Reciprocity tactics
In lecture, we discussed the two major motivations for people to conform.
What are they? And under what conditions are each more likely?
Understanding, uncertainty
Belonging, certainty