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power
the capacity of a person, team, or organization to influence others
referent power
the capacity to influence others on the basis of an identification with and respect for the power
holder
social captial
the knowledge, opportunities and other resources available to members of a social network,
along with the mutual support, trust, reciprocity, and coordination that facilitate sharing of those
resources
social networks
social structures of individuals or social units that are connected to each other through one or
more forms of interdependence
structural hole
a gap between two or more social networks that lack network ties
upward appeal
a type of influence in which someone with higher authority or expertise is called upon in reality
or symbolically to support the influencers position
reward position
derived from the ability to control the allocation of rewards valued by others and to remove
negative sanctions
coercive power
is the ability to apply punishment
expert power
capacity to influence others by possessing knowledge or skills that they value
nonsubstitutable
more powerful, employees, work units, and organizations reduce this by controlling tasks,
knowledge, and labor by differentiating themselves from competitors (personal brand)
centrailty
people have more power when they have a high centrality (people are quickly affected by their
emotions)
visibility
idea that power increases to the extent that a persons or work units competencies are known to
others
discretion
refers to the freedom to exercise judgement
influence tactics
silent authority, assertiveness, information control, coalition formation, upward appeal,
impression management, persuasion, and exchange
best alternative to a negotiated agreement
the best outcome you might achieve through some other course of action if you abandon the
current negotiation
conflict
the process in which one party perceives that its interests are being opposed or negatively
affected by another party
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negotiation
the process whereby two or more conflicting parties attempt to resolve their divergent goals by
redefining the terms of their interdependence
psychological safety
a shared belief that it is safe to engage in interpersonal risk-taking, presenting unusual ideas,
constructively disagreeing with the majority, and experimenting with new work behaviors will not
result in coworkers posing a threat to their self concept, status, or career
relationship conflict
a type of conflict in which people focus their discussion on qualities of the people in the dispute,
rather than on the qualities of the ideas presented regarding a task-related issue
superordinate goals
goals that the conflicting parties value and whose attainment requires the joint resources and
effort from those parties
task conflict
type of conflict in which people focus their discussion around the issue in which different
viewpoints occur while showing respect for people involved in that disagreement third party.
conflict resolution
any attempt by a relatively neutral person to help the parties resolve their differences
win lose orientation
the belief that conflicting parties are drawing from a fixed pie, so the more one party receives,
the less the other party will receive
win win orientation
the belief that conflicting parties will find a mutally beneficial solution to their disagreement
distributive negotiation
most common when parties have only one item to resolve, such as product price or starting
salary
integrative negotiation
common when multiple issues are open for discussion
effective negotiators
negotiators engage in several preparation activities
preparational activities
initial, target, and resistance positions, understanding their needs behind these goals, and
knowing their alternatives at the negotiation
authentic leadership
the view that effective leaders need to be aware of, feel comfortable with, and act consistently
with their values, personality and self concept
implicit leadership 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 substitutes theory
identifying conditions that either limit a leaders ability to influence subordinates or make a
particular leadership style
unnecessary leadership orientation
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a set of beliefs and norms in which people are encouraged to questions past practices, learn
new ideas, experiment putting ideas into practice, view mistakes as the part of the learning
process
managerial leadership
leadership perspective stating that effective leaders help employees improve their performance
and well being toward current objectives and practices
path-goal leadership theory
stating that effective leaders choose the most appropriate leadership style, depending on the
employee and situation, to influence employee expectations about desired results and their
positive outcomes
servant leadership
leaders are to serve others , help employees fulfill their needs, and are coaches, stewards, and
facilitators of employee developement
shared leadership
be the view that leadership is a role, not a positions assigned to one person, such that people
within the team and organization lead each other
transformational leadership
a leadership perspective that explains how leaders change teams or orgs by creating,
communicating, and modeling a vision for the organization or work unit and inspiring employees
to strive for that vision
centralization
degree to which formal decision making authority is held by a small group of people, typically
those at the top of the org hierarchy
divisional structure
org structure in which employees are organized around geographic areas, outputs, or clients
formalization
the degree to which organizations standardize behavior through rules, procedures, formal
training and related mechanism
functional structure
organizational structure in which employees are organized around specific knowledge or others
resources
mechanistic structure
org structure with a narrow span of control and a high degree of formalization and centralization
net structure
an alliance of several organizations for the purpose of creating a product or serving a client
organic structure
org structure with a wide span of control, low formalization, and decentralized decision making
organizational strategy
the way the organization positions itself in its setting in relation to its stockholders, give the org
resources, capabilities, and mission org
span of control
number of people directly reporting to the next level in the hierarchy team based
org structure
built around self directed teams that complete an entire piece of work
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simple structure of organizations
employs few people
minimal hierarchy
one distinct product
functional structure of org
organizes employees around specific knowledge or other resources
greater specialization and improves direct supervision
weak on serving clients or developing products
divisional structure of organizations
groups employee around geographic areas, clients, or outputs
+ growth, focus on employee attention on products and customers
- duplicates resources and creates silos of knowledge
team - based structure of organizations
very flat with low formalization and organize self- directed teams around work processes rather
than functional specialties
matrix structure of organizations
combines two structures to leverage the benefits of both types
requires more coordination, will dilute accountability and increase conflict
network structure of organizations
alliance of several organizations for the purpose of creating a product or serving a client
adaptive culture
organizational culture in which employees are receptive to change, including the ongoing
alignment of the organization to its environment and continuous improvement of internal
processes
artifacts
observable symbols and signs of an organizations culture
attraction-selection-attrition theory
stating that organizations have a natural tendency to attract, select, and retain people with
values and personality characteristics consistent with orgs character
bicultural audit
process of diagnosing cultural relations between the companies and determining the extent to
which cultural clashes will likely occur
ceremonies
planned displays of organizational culture, conducted specifically for the benefit of an audience
learning orienation
set of beliefs and norms in which people are encouraged to question past practices, learn new
ideas, experiment putting ideas into practice and view mistakes as part of the learning process
organizational culture
values and assumptions share within an organization
organizational socialization
the process by which individuals learn the values, expected behaviors, and social knowledge
necessary to assume their roles in the organization
psychological contract
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the individuals beliefs about the terms and conditions of a reciprocal exchange agreement
between that person and the employer
realistic job preview
a method of improving organizational socialization in which job applicants are given a balance of
positive and negative information about the job and work context
reality shock
the stress that results when employees perceive discrepancies between their preemployment
expectations and on the job reality
rituals
the programmed routines of daily organizational life that dramatize the organization's culture
shared assumptions
nonconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered
the correct way to think and act toward problems and opportunities
values
stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a
variety of situations
subcultures
values and norms distinct from those of the majority, held by a group within a wider society
action research
a problem-focused change process that combines action orientation (changing attitudes and
behavior) and research orientation (testing theory through data collection and analysis)
appreciative inquiry
organizational change strategy that directs the groups attention away from its own problems and
focuses participants on the groups potential and positive elements
force field analysis
kurt lewins model of system wide change that helps change agents diagnose the forces that
drive and restrain proposed organizational change
parallel learning structure
highly participative arrangement composed of people from most levels of the organization who
follow the action research model to produce meaningful organizational change
positive organizational behavior
