Organizational Behavior Ch. 13

Power

influence the behavior of others and resist unwanted influence in return

Legitimate power

organizational power based on authority or position

Reward power

control of resources or benefits

Coercive power

ability to hand out punishment

Expert power

expertise or knowledge

Referent power

attractiveness and charisma of the leader

Influence

use of behaviors to cause behavioral or attitudinal changes in others

Rational persuasion

logical arguments and hard facts to show someone that a request is worthwhile

Inspirational appeal

influence tactic designed to appeal to one's values and ideals

Personal appeals

influence tactic in which the requestor asks for something based on personal friendship or loyalty

Appraising

influence tactic in which the requestor clearly explains why performing the request will benefit the target personally

Organizational politics

actions directed toward the goal of furthering a person's own self-interests

Competing

conflict resolution style by which one party attempts to get their own goals met without concern for the other party's results

Avoiding

conflict resolution style by which one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down

Accommodating

conflict resolution style by which one party gives in to the other and acts in a completely unselfish way

Compromise

conflict resolution style by which conflict is resolved through give-and-take concessions

Negotiation

process in which two or more interdependent individuals discuss and attempt to reach agreement about their differences (preparation, exchanging information, bargaining, closing and commitment)

BATNA

negotiator's Best Alternative To a Negotiated Agreement