CSUF MGMT 340 FINAL

Power

a capacity one person has to influence the behavior of another person so that the other person acts in the way they want them to

Who has power?

Everyone has some level of power

5 bases of power

1. reward power
2. coercive power
3. legitimate power
4. expert power
5. referent power

Bases of Power: Reward power

It is based on the ability to distribute rewards. Like a boss who can promote you.

The ability to create positive consequences

Bases of Power: Coercive Power

Based on fear of negative results if fail to comply

-it is the opposite of reward power.

-Like a boss who can fire you.

-Criminals have this power

Bases of Power: Legitimate Power

Based on position in the formal hierarchy of the organization

-Like cops, judges, teachers, parents, etc.

Bases of Power: Expert Power

Based on special knowledge or skills

-Any expert. Like doctors, lawyers, Neil Degras Tyson

Bases of Power: Referent Power

Based on identification with a person who has desirable resources or personal traits

-This is based on having power because people like you. Like famous people.

Expert and referent power are positively related to?

1. employees' satisfaction with supervision

2. employees' organizational commitment

3. employee job performance

**Reward, coercive, and Legitimate power are not good for these 3 things.

Power requires what?

Dependence

-The rewards have to be important, scarce(rare), and non-substitutable

9 Power Tactics

1.Legitimacy
2.Rational Persuasion
3.Inspirational Appeals
4.Consultation
5.Exchange
6.Personal Appeals
7.Ingratiation
8.Pressure
9.Coalitions

Power Tactics: Legitimacy

"You have to do it because I'm the boss"

Power Tactics: Rational Persuasion

presenting logical and factual evidence to demonstrate a request is reasonable

Power Tactics: Inspirational Appeals

developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations.

-Like the Sarah Mclachlan dog commercials

Power Tactics: Consultation

getting support by involving others in decision-making/participation.

-like in a group project

Power Tactics: Exchange

"You scratch my back I scratch your back"

deed for a deed

Power Tactics: Personal Appeals

asking for compliance based on friendship or loyalty.

-"Come on bro hook it up, we go way back"

Power Tactics: Ingratiation

Kissing their hootch to get what you want

-like telling the boss their shoes are cool to get a promotion

Power Tactics: Pressure

using warnings, repeated demands, and threats

-"Do this or ill take your hashbrowns

Power Tactics: Coalitions

When we ban together

-like unions

3 things to consider when choosing a power tactic

1. Consider which tactic authentically fits you?

2. Where is the person you are trying to influence in the organizational hierarchy?

3. How is the person you are trying to influence likely to respond?

Politics in Organizations

This is influencing the organization outside the scope of the role. Employees don't like this

Examples
-Withholding information
-Whistle blowing
-Leaking confidential information
-Forming coalitions

Leadership

•The ability to influence ourselves and others toward the achievement of a vision or set of goals.

4 Leadership Theories

trait
Behavioral
contingency
contemporary

Leadership Theories: Trait Theories

-Personal qualities and characteristics of leaders like MLK and Gandhi

-Like being around people
-Assert themselves
-Creative and flexible
-High Emotional Intelligence

Leadership Theories: Behavioral theories

Behaviors that leaders engage in

-We can teach people these behaviors

Behavioral Theories: Ohio State Studies

They came up with 2 dimensions of leadership of effective leaders

-Initiating structure
-Consideration

Initiating structure

-ability to define and structure work

-Higher group and organization productivity

-Positive employee performance evaluations

Consideration

-ability to create job relationships based on trust, respect for employee ideas and regard for their feelings

-Job satisfaction
-Motivation
-Respect for leader

Contingency Theories

looking at the style of leadership that gits in certain situations

Situational Leadership Theory

Focuses on the ability and willingness of the employees. These 2 things are the maturity of the employees

-A leader must math their style with the employees maturity.

4 stages of maturity: M1

Telling

-The employee is incompetent and is unmotivated

-The leader should be direct. Tell them how to do the work

4 stages of maturity: M2

Selling

-Employees are able but not too motuvated

4 stages of maturity: M3

Participating

4 stages of maturity: M4

Delegate

-Employees are motivated and able

Path-Goal Theory

A theory that states that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

-Employee contingencies
-leader Behaviors
-Environmental Contingencies
-Leader Effectiveness

Environmental contingency

Is the task structured? If it is then you don't have to give so much guidance

-Like easy to understand school school that don't need guidance like discussion boards

-Team Dynamics

Leader-Member Exchange (LMX) Theory

Leaders don't treat everyone the same.

In-group:
-have higher performance/expectations
-less turnover
-They are "in" with the leader
-Stress from needing to come through

Out-group:
-They are treated more formally
-They are more left out

Contemporary theories of Leadership: Charismatic Leaders

-like Steve Jobs, Oprah, Nelson Mandela

they have the following:
-Vision
-Articulation
-Personal risk
-Sensitive to follower needs
-Unconventional behavior

Contemporary theories of Leadership: Transactional Leaders

Guide or motivate followers in the direction of established goals by clarifying role and task requirements

-Works with the system

Contemporary theories of Leadership: Transformational Leaders

inspire followers to transcend their own self-interests and embrace change. Good when revolutions/innovations are needed

-Works against the system

Responsible leaders

-Authentic
-Ethical
-Servant

Positive Leadership

Creates trust, leads to:
-Take risks
-Share information
-Groups more effective
-Improved productivity

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.

-Pervasive

-Cost 359$ billion annually

Types of conflict at work

1. Functional conflict

2. Dysfunctional conflict

functional conflict

conflict that supports the goals of the group and improves its performance

dysfunctional conflict

hinders group performance and is destructive.

-Destroys relationships

3 Types of conflict

1. Task Conflict
2. Relationship Conflict
3. Process Conflict

task conflict

Relates to the content and goals of the work

-I think we should sell ice cream. Jimmy thinks we should sell rubbers

relationship conflict

focuses on interpersonal relationships

-Simply not getting along

-Hardest type to resolve

Process conflict

Relates to how the work gets done.

-They agree on what needs to get done, but not how it should get done

3 types Location of Conflict

1. Dyadic conflict

2. Intragroup conflict

3. Intergroup conflict

Dyadic conflict

conflict that occurs between two people

Intragroup conflict

conflict within a group or team

Intergroup conflict

conflict that occurs between two or more groups.

-Like the food department having beef with the camera department

The conflict Process stages

1. Potential opposition or incompatibility
2. Cognition and personalization
3. Intentions
4. Behavior
5. Outcomes

The Conflict Process: Antecedents and Outcomes

"Communication"
-Have open lines of communication
-Do surveys and stuff like that

"Structure"
-Create a structure that allows for collaboration and teamwork

"Personal variables"
-Consider personality when hiring
-Be mindful of your own intentions
-Teach employees how to be mindful of their intentions

5 ways to handle conflict

1. Competing
2. Avoiding
3. Compromising
4. Collaborating
5. Accommodating

Conflict Handling Intentions: Avoiding

Ignoring the conflict

-No one wins. It's a lose lose

-Can buy you time to cool down

Which conflict handling method works for unimportant issues?

Avoiding

Conflict Handling Intentions: Accommodating

Giving the other person what they want at your own expense

-You win, I lose

-Can get you point for the future

-Bad long term strategy

Which conflict handling method works for important relationships?

Accommodating

Conflict Handling Intentions: Competing

Take care of own concerns at expense of the other person

-I win, you lose

-Works when you have the authority

-May create resentment when used as a long-term strategy

Which conflict handling method works for important issues?

Competing

Conflict Handling Intentions: Compromising

Both parties gain something and also give something up

-Both win-both lose

-Works when both sets of concerns are valid

-May result in parties not exploring the very best solution

Which conflict handling method works when there are limited resources and time?

Compromising

Conflict Handling Intentions: Collaborating

Both parties get EXACTLY what they want

-the only win-win strategy

-Due to limited resources or poor relationships, it is not always possible

-Works when both sets of concerns are valid

Which conflict handling method works when there are abundant resources and time?

Collaborating

Types of Negotiation

-Distributive

-Integrative

Distributive Bargaining

Win-lose

Assumes a fixed pie. Only one person can get exactly what they want. Like there being only 1 promotion spot

Integrative Bargaining

win-win solution

-Explores mutual goals and gains

-Assumes an abundant pie

5 steps of negotiation process

1. Preparation and planning
2. Definition of ground rules
3. Clarification and justification
4. Bargaining and problem solving
5. Closure and implementation

The Negotiation Process: Preparation and planning

Doing the research for what will be negotiated. Finding out what you will do if the negotiation does not go your way
-Plan B

The Negotiation Process: Definition of ground rules

Who? Where? When? What?

- Who am I negotiating with, where am I negotiating....Etc.

The Negotiation Process: Clarification and justification

Justify your position / request.

-Making a case for why you stand in the negotiation

The Negotiation Process: Bargaining and problem solving

Give-and-take

-Back and forth dance where you compromise

The Negotiation Process: Closure and implementation

Formalize agreement.

-The contract. Legal side of the final handshake/verbal agreement

Mediator

facilitates an agreement

Conciliator

informal communication link. It is more assertive than a mediator. This person offers advice and might talk to both sides individually if they're super pissed

Arbitrator

dictates an agreement.

Like a judge. Actually makes the decision when the two parties can't come to an agreement

Third Party Negotiations

-mediator
-arbitrator
-conciliator

Organizational Culture

A system of shared meaning held by an organization's members that distinguishes the organization from other organizations

Dominant culture

It is the core values in the organization

Do all organizations have strong cultures?

no, but successful companies do

Is there a best type of organizational culture?

No

5 Functions of Organizational Culture

1. Distinguishes between organizations

2. Provides sense of identity

3. Commitment to something larger than self-interest

4. Creates stability

5. Guides and shapes behavior

Where does a culture begin?

with the founder's vision

motto

a short statement of beliefs or words to live by

How Organizations form: 4 steps

1. Philosophy/vision of founder

2. Selection

3. Top management and socialization(training)

4. Organizations culture

4 primary ways employees learn culture

1. Stories
2. Rituals
3. Material Symbols
4. Language

Learning culture: Rituals

Activities that are done frequently and strengthen the goals and values of the organization

#2 Fortune list of 100 best companies to work for

Ultimate Software

Culture of thanks

Ultimate Software

#1 Fortune list of 100 best companies to work for 2020

Hilton Hotels

Learning culture: Material Symbols

The layout of the office that creates the mood of the organization

Learning culture: Language

Verbally expressing culture, beliefs, values, etc.

-Mission statements
-How employees are referred
-How people talk to each other

How to Develop an Ethical Organizational Culture

-Be a visible role model

-Communicate ethical expectations

-Ethics training

-Reward ethical acts and punish unethical ones

-Provide protective mechanisms for people who do the right thing. Like whistle blowers

How to develop a Positive Organizational Culture

-Build on employee strengths(Put people where they will thrive)

-Reward more than punish

-Encourage vitality and growth

How to develop a spiritual Organizational Culture

Recognize that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.

-Acknowledging the employees as individuals with an inner self

Warning signs that current culture is bad

- Barrier to diversity
- Barrier to change
- Barrier to mergers and acquisitions
- Encourages bad practices