OB 6301 Exam 2
Terms
undefined, object
copy deck
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Formal power
- four sources -
Legitimate power – power to control and use org. resources
Reward power – power to give rewards
Coercive power – power to give or withhold punishment
Information power – power stemming from access to and control over info. -
Informal power
- three sources -
Expert power – power which stems from superior ability or expertise.
Referent power – power that stems from being liked, admired, respected.
Charismatic power – a rare and intense form of personal power that comes from personality. -
General ways to increase individual power
- four ways to increase -
Recognize WHO has the power
Control the agenda
Bring in an outside expert
Build coalitions and alliances
Coalitions are a group of two or more individuals who have similar interests and join together to achieve their goals. -
Playing politics
- five ways to use politics to your advantage -
Make sure everyone benefits
Ask for feedback especially from those in power (learn and build relationship)
Remember the “Law of Reciprocityâ€
Success breeds contempt and opposition
Think one step ahead -
Steps to a successful negotiation
- two steps with subcategories -
Research, Research, Research!
Know what issues are important to you
Know the value of the object to you
Know your strengths and weaknesses
Think about what issues important to other
Think about value of object to other
Think about other’s strengths/weaknesses
Set limits
Set Target price
Set Freeze price
Set BATNA -
Pondy’s model of organizational conflict
- five stages -
Stage 1 – Latent conflict
Stage 2 – Perceived conflict
Stage 3 – Felt conflict
Stage 4 – Manifest conflict
Stage 5 – Conflict aftermath - Distributive and integrative negotiations
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Distributive
“Fixed Pieâ€
Win/Lose
Fixed set of issues that must be divided up
One party gains at the expense of the other – adversarial
Integrative
“Expanding the pieâ€
Gain/gain
The set of issues can be expanded or added to for creative solution
Both parties can walk away satisfied if search for issues successful – they have shared interests - Conflict dimensions
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Issue in question
Size of stakes
Interdependence of parties
Continuity of interaction
Structure of parties
Involvement of 3rd parties
Perceived progress of conflict - Categories of diversity
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Primary categories- genetic differences that affect self-image and socialization
Secondary categories- learned characteristics that are acquired and modified throughout life - 2 ways to increase diversity awareness
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Exploration of cultural assumptions
Name game
Personalize the experience
“Class Divided†- Pros and Cons of Diversity
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PROS
Ethics – right thing to do
Increases d.m. capabilities
Increases creativity
Can enhance performance (div. talents)
CONS
Lower satisfaction
More conflict
Can inhibit work being done -
Kohlberg’s model of moral development
- Three levels
- Heinz dilemma -
Self-centered level – moral value resides in external happenings rather than in individuals and standards
Conformity level – moral value resides in performing good or right roles
Principled level – moral value resides in internalized principles of the individual - Moral consistency
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A newer idea that suggests that moral maturity is measured by the consistency of your convictions
Breaking any law is wrong
Speeding - Theoretical approaches to morality
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Utilitarian approach
Identify courses of action available, who will be affected (benefits & harms), choose greatest benefit and least harm
Rights approach
Identify course that respects the rights of everyone
Fairness or justice approach
Identify fair course that does not discriminate or favor anyone
Common-good approach
Identify course that benefits all
Virtue approach
Identify course that a moral/upstanding person would choose and that would be good for “character†- Layers of culture
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Layers of culture
Cultural symbols
Shared behaviors
Cultural values
Shared assumptions - Types of culture
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Bureaucratic
Clan
Entrepreneurial
Market - Methods of maintaining culture
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What managers and teams pay attention to
Reactions to incidents and crises
Role modeling, teaching, and coaching
Allocation of rewards and status
Recruitment, selection and promotion
Rites and ceremonies
Organizational stories