MANA 3318 Final Exam

Power

The ability to influence another person.

Authority

The right to influence another person.

zone of indifference

The range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought.

French and Raven's five power: Reward power (formal)

Power based on an agent's ability to control rewards that a target wants.

French and Raven's five power: Coercive power (formal)

Power that is based on an agent's ability to cause an unpleasant experience for a target.

French and Raven's five power: Legitimate power (formal)

Power that is based on position and mutual agreement; agent and target agree that the agent has the right to influence the target.

French and Raven's five power: Referent power (personal)

An elusive power that is based on interpersonal attraction.

French and Raven's five power: Expert power (personal)

The power that exists when an agent has specialized knowledge or skills that the target needs.

Intergroup Sources of Power: critical resources

When one group controls an important resource that another group desires, the first group holds power.

Intergroup Sources of Power: strategic contingencies

Activities that other groups depend on in order to complete their tasks.

Information power

Access to and control over important information.

personal power

Power used for personal gain.

social power

Power used to create motivation or to accomplish group goals.

Influence

The process of affecting the thoughts, behavior, and feelings of another person.

Power: Formal

based on one's position in the organization

Power: Personal

based on the unique characteristics of the individual

KANTER'S SYMBOLS OF POWER 1

Ability to intercede for someone in trouble

KANTER'S SYMBOLS OF POWER 2

Ability to get placements for favored employees

KANTER'S SYMBOLS OF POWER 3

Exceeding budget limitations

KANTER'S SYMBOLS OF POWER 4

Procuring above-average raises for employees

KANTER'S SYMBOLS OF POWER 5

Getting items on the agenda at meetings

KANTER'S SYMBOLS OF POWER 6

Access to early information

KANTER'S SYMBOLS OF POWER 7

Having top managers seek out their opinion

KANTER'S SYMBOLS OF POWERLESSNESS 1

Overly close supervision

KANTER'S SYMBOLS OF POWERLESSNESS 2

inflexible adherence to the rules

KANTER'S SYMBOLS OF POWERLESSNESS 3

Tendency to do the job themselves rather than training others to do it

KORDA'S SYMBOLS OF POWER: Office furnishings

KORDA'S SYMBOLS OF POWER: Time power

Using clocks and watches as power symbols

KORDA'S SYMBOLS OF POWER: Standing by

A game in which people are obliged to keep their cell phones with them at all times so executives can reach them

CIALDINI'S SIX PRINCIPLES OF SOCIAL INFLUENCE: Friendship/Liking

People like those who like them

If a friend or someone else in your "ingroup" asks for a favor, it pays to say yes.

How to increase liking:SimilarityPraise/ComplimentsCooperation

CIALDINI'S SIX PRINCIPLES OF SOCIAL INFLUENCE: Reciprocity

If someone helps you, it pays to return the favor

Related to goal of gaining social approval and norms of reciprocity

An interesting study found that people who take free samples at grocery stores are more likely to spend money than those who don't

CIALDINI'S SIX PRINCIPLES OF SOCIAL INFLUENCE: Social Validation

When in doubt, go with majority opinion. What do others think is correct?others think is correct? People follow the lead of similar others

CIALDINI'S SIX PRINCIPLES OF SOCIAL INFLUENCE: Commitment/Consistency

We want to appear consistent - This is a prime motivator of our behavior

CIALDINI'S SIX PRINCIPLES OF SOCIAL INFLUENCE: Authority

It pays to follow the suggestions of a expert authority

CIALDINI'S SIX PRINCIPLES OF SOCIAL INFLUENCE: Scarcity

scarce resources tend to be worth morePeople want more of what they can have less of

MANAGERIAL APPLICATION OF LIKING AND FRIENDSHIP

It pays to be friends with your subordinates, to a point

Liking has a huge implication for how we give feedback!

MANAGERIAL APPLICATION OF RECIPROCITY AT WORK

Gift giving

Modeling behavior

MANAGERIAL APPLICATION OF SOCIAL VALIDATION

Use peer power when it's available

Influence is often best exerted horizontally than vertically

Instead of trying to convince a group of veteran employees to get on board with a change that they are resisting, find one who supports the initiative and have them speak up instead of the boss

MANAGERIAL APPLICATION OF COMMITMENT

Commitments should be: Active Public Voluntary

MANAGERIAL APPLICATION OF AUTHORITY

Managers should ensure people know their expertise before trying to exert influence

MANAGERIAL APPLICATION OF SCARCITY

Managers should highlight the unique benefits of exclusive information

TYPES OF INFLUENCE TACTICS: Pressure

The person uses demands, threats, or intimidation to convince you to comply with a request or to support a proposal. '

"If you don't do this, you're fired. You have until 5:00 to change your mind, or I'm going without you."ssssss

TYPES OF INFLUENCE TACTICS: Upward appeals

The person seeks to persuade you that the request is approved by higher management or appeals to higher management for assistance in gaining your compliance with the request.

"I'm reporting you to my boss. My boss supports this idea."

TYPES OF INFLUENCE TACTICS: Exchange

The person makes an explicit or implicit promise that you will receive rewards or tangible benefits if you comply with a request or support a proposal or reminds you of a prior favor to be reciprocated.

"You owe me a favor. I'll take you to lunch if you'll support me on this."

TYPES OF INFLUENCE TACTICS: Coalition

The person seeks the aid of others to persuade you to do something or uses the support of others as an argument for you to agree also.

"All the other supervisors agree with me. I'll ask you in front of the whole committee."

TYPES OF INFLUENCE TACTICS: Ingratiation

The person seeks to get you in a good mood or to think favorably of him or her before asking you to do something.

"Only you can do this job right. I can always count on you, so I have another request."

TYPES OF INFLUENCE TACTICS: Rational persuasion

The person uses logical arguments and factual evidence to persuade you that a proposal or request is viable and likely to result in the attainment of task objectives.

"This new procedure will save us 150,000 dollars in overhead. It makes sense to hire John; he has the most experience."

TYPES OF INFLUENCE TACTICS: Inspirational appeals

The person makes an emotional request or proposal that arouses enthusiasm by appealing to your values and ideals or by increasing your confidence that you can do it.

"Being environmentally conscious is the right thing. Getting that account will be tough, but I know you can do it."

TYPES OF INFLUENCE TACTICS: Consultation

The person seeks your participation in making a decision or planning how to implement a proposed policy, strategy, or change.

"This new attendance plan is controversial. How can we make it more acceptable? What do you think we can do to make our workers less fearful of the new robots on the production line?"

HOW TO WIN FRIENDS AND INFLUENCE PEOPLE

Don't criticize, condemn, or complain!

If you want people to like you, become genuinely interested in them!

Be a good listener. Encourage others to talk about themselves!

To win someone to your way of thinking, get them to say "yes" immediately!

Ask questions instead of giving direct orders!

Show respect for the other person's opinions. Don't tell them that they're wrong!

Every time you're wrong, admit it quickly and emphatically!

Use encouragement to empower the other person!

Talk in terms of the other person's interest. Make them feel happy about doing the

HOW TO INCREASE INFLUENCE

BUILD CONNECTIONS

LISTEN BEFORE YOU TRY TO PERSUADE

MIND YOUR BODY LANGUAGE (AND YOUR TONE)

DEVELOP EXPERTISE

GIVE PEOPLE WHAT THEY WANT (WHEN YOU CAN)

CHARISMA

A charismatic person is someone who is outgoing, energetic, and likeable who naturally draws others to them

POLITICAL SKILL

Social astuteness

Interpersonal Influence

Networking ability

Sincerity

Leadership

The process of guiding and directing the behavior of people in the work environment

Leaders vs. Managers : Leaders

Advocate for change and new approaches to problems

Leaders vs. Managers : Managers

Advocate for stability and the status quo

Managerial Leadership

Adapting to Situational Demands

Gender and Leadership

◦Gender does not impact leader effectiveness

◦Differences based on research

◦Women tend to be more participative

◦Men tend to be harsher with punishments◦Stereotypes that don't hold up

◦Women are more people-oriented

◦Men are more process-oriented

◦Still few women in the top levels

Trait Theory

The breaking down of behavior patterns into a series of observable traits in order to understand human behavior

Behavioral Theories

Assumes people can be trained to lead

◦ Researched the behaviors of specific leaders

◦ Provides the basis of design for training programs

Behavioral Theories Lewin: Autocratic:

A style of leadership in which the leader uses strong, directive actions to control the rules, regulations, activities, and relationship I the work environment

Behavioral Theories Lewin: Democratic:

A style of leadership in which the leader uses interaction and collaboration with followers to direct the work and work environment

Behavioral Theories Lewin: Laissez-faire

A style of leadership in which the leader has a hands-off approach

Behavioral Theories Ohio State: Initiating structure:

Leader behavior aimed at defining and organizing work relationships and roles, as well as establishing clear patterns of organization, communication, and getting things done

Behavioral Theories Ohio State: Consideration

Leader behavior aimed at nurturing friendly, warm working relationships as well as encouraging mutual trust and interpersonal respect within the work unit

Behavioral Theories Michigan: Production-oriented

Work environment where the focus is on getting things done

Behavioral Theories Michigan: Employee-oriented

Work environment where the focus is on relationships

rend among Behavioral Theories

Task-oriented: Focused on getting the work done

Relationship-oriented: Focused on getting along

Contingency Theories: Path-Goal Theory

Theory states that leader effectiveness depends on the degree to which a leader enhances the performance expectancies and valences of their employees

Relational Theories: Leader-Member Exchange

◦ In-group:◦ Receive greater responsibilities and more rewards and attention◦ Managed more informally

◦ Out-group:◦ Receive fewer responsibilities, rewards, and attention◦ Managed more formally

Transactional Leaders

Motivate their followers in the direction of established goals by clarifying role and task requirements

Transactional Leadership Style

◦ Laissez-faire

◦ Management by Exception

◦ Contingent Reward

Transformational Leaders

Engage in developmental consideration

Charismatic Leaders Dark Side

Adjustment problems can be behind mask of likeability Commitment is not to ideals, but to themselves

Choose grandiose projects to glorify themselves; ignore modifications even when there is compelling evidence Highly visible actions but not the time with employees to develop a practical level

Not skilled/ interested in protégés - vision is only own identity, fail to develop competent successors

Followership 5 types

◦Alienated

◦Sheep

◦Yes people

◦Survivors

◦Effective

Conflict

Any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties

Types of conflict

Functional conflict:◦ Healthy, constructive disagreement between two or more people

Dysfunctional conflict:◦ Unhealthy, destructive disagreement between two or more people

Structural Factors of conflict

*Specialization

*Interdependence

*Common Resources

*Goal Differences

*Authority Relationships

*Status Inconsistencies

*Jurisdictional ambiguities

Personal Factors

*Skills and abilities

*Personalities

*Perceptions

*Values and ethics

*Emotions

*Communication Barriers

*Cultural differences

Inter-organizational conflict:

Conflict that occurs between two or more organizations

Inter-group conflict:

Conflict that occurs between groups or teams in an organization

Intra-group conflict:

Conflict that occurs within groups or teams

types of Intrapersonal Conflict: Inter-role conflict:

A person's experience of conflict among the multiple roles in their life

types of Intrapersonal Conflict: Intra-role conflict:

Conflict that occurs within a single role

types of Intrapersonal Conflict: Person-role conflict:

Conflict that occurs when a person in a role is expected to perform behaviors that clash with their personal values

Defense Mechanisms for conflict

◦ Fixation - Keeping up something dysfunctional

◦ Displacement - Redirecting conflict in a way that is misplaced

◦ Negativism - Pessimism

Compromise Mechanisms for conflict

◦ Compensation - Making up for previously negative situations

◦ Identification - Responding to conflict like others have before us

◦ Rationalization - Justifying our actions by making excuses

Withdrawal Mechanisms for conflct

◦ Flight - Flee!

◦ Withdrawal - Regressing

◦ Conversion - Emotional conflict manifest in physical symptoms

◦ Fantasy - daydreaming

Situational Conflict Management Strategies: Nonaction

Doing nothing in hopes that a conflict will disappear

Situational Conflict Management Strategies: Character Assassination

Attempt to label or discredit an opponent

Situational Conflict Management Strategies: Secrecy

Attempting to hide a conflict or issue that has the potential to create conflict

Situational Conflict Management Strategies: Expanding Resources

Get more resources!

Situational Conflict Management Strategies: Confronting and Negotiating

Distributive or integrative negotiations

Situational Conflict Management Strategies: Changing Personnel

Remove one or both parties

Conflict Management Styles: Competing

Those who compete are assertive and uncooperative and willing to pursue one's own concerns at another person's expense.

Conflict Management Styles: Collaborating

Attempt to work with others to identify a solution that fully satisfies everyone's concerns

Conflict Management Styles: Compromising

Find an expedient, mutually acceptable solution that partially satisfies both parties in the conflict while maintaining some assertiveness and cooperativeness

Conflict Management Styles: Avoiding

Conflict tend to be unassertive and uncooperative while diplomatically sidestepping an issue or simply withdrawing from a threatening situation

Conflict Management Styles: Accommodating

The opposite of competing, there is an element of self-sacrifice when accommodating to satisfy the other person.

Third Party Observer Tips

*Do not take sides

*Suggest the parties work things out themselves if you are not being useful

*IF necessary, refer the problem to parties' direct supervisors