Ch. 12. Power & Politics - Organizational Behavior, 11th Edition (Wiley Press)

Power

The ability to get someone else to do something you want done or the ability to make things happen or get things done the way you want.

Influence

A behavioral response to the exercise of power.

Psychological contract

An unwritten set of expectations about a person's exchange of inducements and contributions with an organization.

Zone of indifferences

The range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgement.

Legitimate power

Formal authority is the extent to which a manager can use the "right of command" to control other people.

Reward power

The extent to which a manager can use extrinsic and intrinsic rewards to control other people.

Coercive power

The extent to which a manager can deny desired rewards or administer punishment to control other people.

Process power

The control over methods of production and analysis.

Information power

The access to and/or the control of power.

Representative power

The formal right conferred by the firm to speak for and to a potentially important group.

Expert power

The ability to control another's behavior because of the possession of knowledge, experience, or judgement that the other person does not have but needs.

Rational persuasions

The ability to control another's behavior because, through the individual's efforts, the person accepts the desirability of an offered goal and a reasonable way of achieving it.

Referent power

The ability to control another's behavior because of the individual's desire to identify with the power source.

Coalition power

The ability to control another's behavior indirectly because the individual owes an obligation to you or another as part of a larger collective interest.

Power-oriented behavior

Action directed primarily at developing or using relationships in which other people are willing to defer to one's wishes

Political savvy

Knowing ow to negotiate, persuade, and deal with people regarding goals they will accept.

Empowerment

The process by which managers help other to acquire and use the power needed to make decisions affecting themselves and their work.

Organizational politics

The management of influence to obtain ends not sanctioned by the organization or to obtain sanctioned ends through non-sanctioned means and the art of creative compromise among competing interests.

Agency Theory

Suggests that public corporations can function effectively even through their managers are self=interested and do not automatically bear the full consequences of their managerial actions.

Organizational governance

the pattern of authority, influence, and acceptable managerial behavior established at the top of the organization.

Reward, coercive, and knowledge power

Three bases of position power are ________.

Rational persuasion

________ is the ability to control another's behavior because, through the individual's efforts, the person accepts the desirability of an offered goal and a reasonable way of achieving it.

Referent

A worker who behaves in a certain manner to ensure an effective boss-subordinate relationship shows ________ power.

The authority delegated to lower levels should be clear and precise.

One guideline for implementing a successful empowerment strategy is that ________.

Individuals will obey an authority figure even if it does appear to hurt someone else

The major lesson of the Milgram experiments is that ________.

Zone of indifference (fill-in)

The range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgement is called the _________.

Upward, downward, and lateral

The three basic power relationships to ensure success are ________.

Downward

In which dimension of power and influence would a manager find the use of both position power and personal power most advantageous?

Exercising influence

Reason, coalition, bargaining, and assertiveness are strategies for ________.

Organizational politics (fill-in)

Negotiating the interpretation of a union contract is an example of ________.

Expert power (Fill-in)

________ is the ability to control another's behavior because of the possession of knowledge, experience, or judgment that the other person does not have but needs.

Empowerment (fill-in)

The process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work is called ________.

Organizational governance (fill-in)

A pattern of authority, influence, and acceptable managerial behavior established at the top of the organization is called ________.

Agency theory (fill-in)

________ suggests that public corporations can function effectively even though their managers are self-interested and do not automatically bear the full consequences of their managerial actions.

zone of indifference

A __________ is the range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgment.

obeyed

Directives falling within the zone of indifference are________.

statutory power

All of the following are types of position power EXCEPT:

reward power

What type of power does a manager exercise when he or she offers pay raises, bonuses, special assignments, or compliments as incentives to subordinates?

process power

Consider a financial analyst who reviews, analyzes, and makes recommendations regarding investment proposals from other organizational units. What type of position power is the analyst most likely using in doing her/his job?

information power

Karl is the manager of an engineering department. He refuses to allow engineering drawings to be circulated outside of the department. Karl is exercising which type of power?

expert; rational persuasion; referent; coalitions

The four bases of personal power are:

position power

When an organization attempts to move power down the hierarchy, it must also alter the existing pattern of __________.

organizational politics

According to the Machiavellian tradition, __________ is the management of influence to obtain ends not sanctioned by the organization or to obtain sanctioned ends through nonsanctioned influence means.

by protecting stockholder interests, all the interests of society are served.

Which one of the following statements accurately describes a key premise of agency theory?