MANA FINAL

Power

The potential to influence another person.

Influence

The process of affecting another person's behaviors, thoughts, or feelings.

Authority

The right to influence another person.

Reward Power

Power based on giving rewards such as raises, praise, promotions, bonuses, or better schedules.

Coercive Power

Power based on punishment, threats, or fear.

Legitimate Power

Power based on a person's formal position or authority.

Referent Power

Power based on admiration, respect, or liking.

Expert Power

Power based on knowledge, skills, or expertise.

Information Power

Power based on having or controlling important information.

Power is Neutral

Power is not automatically good or bad; it depends on how it is used.

Ethical Use of Power

Power should respect people's rights, treat people fairly, and protect employee dignity.

Empowerment

Giving employees more power, responsibility, and control over their work.

Political Behavior

Actions not required by someone's formal job role but used to influence advantages in an organization.

Sanctioned Influence Tactics

Acceptable tactics used to influence others in an organization.

Non-Sanctioned Influence Tactics

Unacceptable or manipulative tactics used to influence others.

Rational Persuasion

Using facts, logic, and reason to influence someone.

Inspirational Appeal

Using emotions, values, or enthusiasm to influence someone.

Consultation

Involving others in a decision to gain support.

Ingratiation

Trying to get someone to like you before asking for something.

Impression Management

Acting in ways that shape how others see you.

Personal Appeals

Asking for support based on friendship or loyalty.

Exchange

Offering favors or rewards in return for support.

Coalition Tactics

Getting others to support your position as a group.

Legitimating Tactics

Using authority, rules, or support from higher-ups to influence someone.

Pressure

Using demands, threats, or intimidation to force compliance.

Information Control

Withholding or sharing information in a manipulative way.

Resistance

When a person refuses, avoids, or pushes back against influence.

Compliance

When a person does what is asked but without strong commitment.

Commitment

When a person fully supports and agrees with the request.

Causes of Political Behavior

Competition for rewards, unclear rules, limited resources, ambition, and power struggles.

Consequences of Political Behavior

Can create support and coalitions, but can also cause distrust, stress, unfairness, and conflict.

Managing Organizational Politics

Use political skill, networking, sincerity, sponsorship, positivity, and ethical behavior.

Conflict

A situation where incompatible goals, emotions, attitudes, or behaviors create disagreement between parties.

Functional Conflict

Conflict that creates positive outcomes, such as better ideas and stronger decisions.

Dysfunctional Conflict

Conflict that creates negative outcomes, such as stress, lower productivity, and poor teamwork.

Task Conflict

Conflict about the content and goals of work.

Process Conflict

Conflict about how work should be done.

Relationship Conflict

Conflict based on personal issues or interpersonal tension.

Dyadic Conflict

Conflict between two people.

Intragroup Conflict

Conflict within a group or team.

Intergroup Conflict

Conflict between groups or teams.

Conflict Process

The way conflict develops, is perceived, is felt, is handled, and leads to outcomes.

Avoiding

A conflict style where someone chooses not to deal with the conflict.

Accommodating

A conflict style where one person lets the other person's goals come first.

Competing

A conflict style where someone tries to satisfy their own interests at the other person's expense.

Compromising

A conflict style where both sides give up something to reach a solution.

Collaborating

A conflict style where both sides work together to find a solution that satisfies everyone.

Superordinate Goals

Shared goals that help reduce conflict between people or groups.

Conflict Management Techniques

Use superordinate goals, negotiation, changing structure, changing personnel, or expanding resources.

Negotiation

A joint process of finding a mutually acceptable solution to a conflict.

Distributive Bargaining

Negotiation where each side tries to maximize its own gain because goals are in conflict.

Integrative Bargaining

Negotiation where both sides look for a win-win solution.

Principled Negotiation

A negotiation approach based on fairness, interests, options, and objective standards.

Separate People From the Problem

A principle of negotiation that focuses on solving the issue instead of attacking people.

Focus on Interests, Not Positions

A principle of negotiation that looks at what people really need instead of only what they say they want.

Generate Options

A principle of negotiation where both sides create several possible solutions before deciding.

Use Objective Standards

A principle of negotiation where decisions are based on fair outside criteria.

Third-Party Negotiation

When an outside person helps resolve a conflict.

Mediator

A neutral third party who helps both sides communicate and reach their own agreement.

Arbitrator

A third party who listens to both sides and makes a decision.

Conciliator

A third party who improves communication and trust between both sides.

Consultant

A third party who helps people improve problem-solving and relationships.

Organizational Structure

The division of labor and patterns of coordination, communication, workflow, and power in an organization.

Specialization

Dividing work into separate jobs.

Departmentalization

Grouping jobs together so similar tasks can be coordinated.

Chain of Command

The line of authority that shows who reports to whom.

Span of Control

The number of employees a manager can effectively supervise.

Centralization

The degree to which decision-making is concentrated at the top of the organization.

Decentralization

When decision-making is spread out among more people in the organization.

Formalization

The degree to which jobs are standardized with rules, procedures, and protocols.

Mechanistic Organization

A rigid, bureaucratic structure focused on rules, control, and efficiency.

Organic Organization

A flexible structure based on teamwork, participation, and adaptability.

Mechanistic Strengths

Efficient for standardized tasks and stable environments.

Mechanistic Weaknesses

Can be slow to change and may create subunit conflict.

Organic Strengths

Flexible, participative, and useful in changing environments.

Organic Weaknesses

Can be less clear, less controlled, and harder to manage in stable routine work.

Simple Structure

A basic structure often found in small businesses where authority is usually centered on one person.

Functional Structure

A structure that groups employees by job function, such as marketing, finance, or operations.

Product Structure

A structure that groups employees by product or service.

Geographic Structure

A structure that groups employees by location or territory.

Virtual Organization

A small core organization that outsources major business functions.

Boundaryless Organization

A structure that removes traditional boundaries, chain of command, and departments.

Cost Leadership Strategy

A strategy focused on efficiency and keeping costs low.

Quality Differentiation Strategy

A strategy focused on uniqueness, quality, innovation, or better service.

Organizational Culture

A system of shared assumptions and meanings held by members of an organization.

Innovation and Risk Taking

A culture characteristic showing how much employees are encouraged to be creative and take risks.

Attention to Detail

A culture characteristic showing how much employees are expected to be precise and careful.

Outcome Orientation

A culture characteristic focused on results instead of processes.

People Orientation

A culture characteristic showing how much decisions consider the effect on people.

Team Orientation

A culture characteristic showing how much work is organized around teams.

Aggressiveness

A culture characteristic showing how competitive or forceful employees are expected to be.

Stability

A culture characteristic showing how much the organization values consistency and predictability.

Clan Culture

A culture that is collaborative, cohesive, and people-focused.

Adhocracy Culture

A culture that is innovative, flexible, and adaptable.

Hierarchy Culture

A culture that is controlled, consistent, and rule-focused.

Market Culture

A culture that is competitive, customer-focused, and results-driven.

Artifacts

Visible symbols of culture, such as dress code, rituals, stories, language, and office layout.

Espoused Values

What an organization says it values.

Enacted Values

Values shown through the actual behavior of employees and leaders.

Assumptions

Deeply held beliefs that guide how people think and act in an organization.