CHAPTER 7: Power, Politics and Conflicts

Flashcards covering power, politics, and conflict management concepts based on the lecture notes including theories by French and Raven, Morgan, Daft, and Thomas.

Power

A person's ability to influence others so they follow their orders or directions.

Lines of Supply

An organizational source of power where managers gain influence by controlling resources such as money, materials, and rewards.

Lines of Information

An organizational source of power where managers gain an advantage in decision-making by having access to important reports, data, and information.

Lines of Support

An organizational source of power gained when managers receive approval and backing from higher management and influential people.

Reason

A power tactic involving the use of facts and logic to convince people.

Friendliness

A power tactic involving being kind, respectful, and creating goodwill before making a request.

Coalition

A power tactic involving gaining support from others to strengthen a request.

Bargaining

A power tactic involving the exchange of favors or benefits.

Assertiveness

A power tactic involving the use of direct demands, reminders, or orders.

Higher Authority

A power tactic where a person seeks support from higher-level managers to influence others.

Sanctions

A power tactic involving the use of rewards or punishments to influence behavior.

Coercive power

A source of power identified by French and Raven (1959) driven by fear, penalties, and the threat of negative consequences.

Reward power

A source of power identified by French and Raven (1959) gained through control and distribution of valuable incentives or resources.

Expert power

A source of power identified by French and Raven (1959) built on possessing specialized skills, technical knowledge, or unique expertise.

Legitimate power

A source of power identified by French and Raven (1959) derived from holding a formal, socially approved position or rank.

Referent power

A source of power identified by French and Raven (1959) sparked by personal charisma, respect, and deep admiration.

Organizational Politics

Defined by Daft (1992) as a process of bargaining and negotiation used to overcome conflicts and differences of opinion.

Autocracies

A political system type identified by Morgan (1986) where control is held by an individual or small group.

Bureaucracies

A political system type identified by Morgan (1986) where rules are written and power relationships are clearly specified.

Technocracies

A political system type identified by Morgan (1986) where power is held by those who possess knowledge and expertise.

Codetermination

A political system type identified by Morgan (1986) where opposing parties, such as labor unions and management, share a ruling system.

Representative Democracy

A political system type identified by Morgan (1986) where officers are elected for specific terms by workers.

Direct Democracy

A political system type identified by Morgan (1986) where everyone participates in the right to rule.

Political Behavior

Activities not required as part of a formal role that can bring advantages or disadvantages to individuals or groups.

Legitimate Political Behavior

Normal everyday politics such as complaining to a supervisor, forming coalitions, or developing contacts outside the organization.

Illegitimate Political Behavior

Political activities that violate the implied rules of an organization.

Organizational Conflict

A state visible when at least one party perceives that an interest or concern is about to be or has been compromised or frustrated.

Avoidance

A conflict-handling style in the Thomas (1976) model where parties seek to suppress or ignore the conflict.

Accommodation

A conflict-handling style in the Thomas (1976) model where one party puts the other's interests first to provide stability.

Compromise

A conflict-handling style in the Thomas (1976) model viewed as a positive and constructive solution.

Competition

A conflict-handling style in the Thomas (1976) model where parties aim to maximize their own interests, creating winners and losers.

Collaboration

A conflict-handling style in the Thomas (1976) model likely to be the optimum solution for both parties and the organization.