MGMT 310 TEST 3 STUDY GUIDE (CH 9-12)

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MGMT 310 TEST 3 STUDY GUIDE (CH 9-12) MGMT 310 Test 3 Study Guide (Ch. 9-12) CHAPTER 9 • Authority- RIGHT to influence others • Power- ABILITY to influence others o Influence- power put into ... action o Control- exertion of enough influence to change others’ behavior • Dependency- B’s relation to A when A possesses something B requires • Nature of Power: o Latent: just b/c you have it does not mean you use it; having it could make use unnecessary o Relative: one person’s power over another depends on things like expertise and hierarchal level o Perceived: based on one’s beliefs that another has certain characteristics o Dynamic: power relationships evolve over time; indiv’s gain/lose power over others • Uses of Power: o Power Over: “dominance”; used to make another act a certain way o Power To: “empowerment”; gives others the means to act more freely themselves o Power From: “resistance”; protects us from power of others • Compliance to Power: o Coercive power- forcing someone to comply w/ wishes o Utilitarian power- desire for rewards  compliance o Normative power- employees’ belief that org. should govern behavior • Formal Power is established by an individual’s position in an org.  Conveys ability to coerce/reward Bases of Power o Coercive power- a power base dependent on fear o Reward Power- compliance achieved based on ability to distribute rewards seen as valuable o Legitimate Power- power received as result of formal position in org.  Can be culturally specific; ex: age in some cultures  Can come from acceptance of social structure  Designated by legitimizing agent; ex: CEO’s assistant o Expert Power- influence based on special skills/knowledge o Referent Power- based on indiv’s possession of desirable resources/traits Social Influence- use of power in interpersonal relationships Rational persuasion, Liking and Ingratiation, and emotional appeals • Social Influence Tactics/Approaches: o Consultation- seeking participation in marking/planning implementation of idea o Rational persuasion- using logical arguments/facts to persuade o Inspirational appeals- making an emotional request/proposal that appeals to values or increases confidence o Ingratiating tactics- seeking to get someone in good mood/to like you before request o Coalition tactics- seeking aid of others to persuade someone o Pressure tactics-¬ demands/threats/intimidation o Upward appeals-¬ persuade that request is approved at higher levels o Exchange tactics- promising rewards in exchange • Social Proof- convincing someone that others are taking the same actions o Bartenders adding a few dollar bills to tip jar o Bernie Madoff Ponzi scheme • Reactions to Influence: o Compliance: people do something b/c they don’t want costs of not doing it o Identification: influence flows from person’s charisma/favorable position o Internalization: do something b/c “it’s the right thing to do” Empowering Others: • Powerlessness: created by.. o Learned helplessness- condition resulting from belief that one’s behaviors don’t make a difference o Org. Factors:  Org. values, ambiguity, counternorms, competition, level in org. • Pfeffer’s Political Strategies: o Make power unobtrusive: power is most effective when it is subtle o Build legitimacy: power most effective when power and decision process appear legit o Build support base: obtain power for the actor or goodwill from other powerful actors CHAPTER 10 Conflict Premises • Conflict and disagreement are normal in human relationships • Conflict maybe be good: o Diagnose sources of problems o motivate search for new approaches o opportunity to realize value of opinion o both parties get to learn and improve • avoiding it can be costly • Mismanagement can have long-term consequences • Conflict altered based on framing o Relationship/task- do conflicting parties focus on conflict or task at hand? o Emotional/intellectual- do parties pay attention to emotions in dispute (anger/jealousy) or actions that occur apart from those emotions? o Cooperate/win- do parties focus on maximizing joint outcomes or maximizing own gain? • A mutually acceptable solution can often be found • Any of the parties in conflict can contribute to its resolution by taking personal responsibility and initiating communications o When you change relationships change o Waiting for change = no change o Others treat you the way you “trained” them o Risk-taking is part of conflict mgmt. • You can gain trust by giving trust • Consensus and Synergy are only likely when people cooperate in win-win relationships rather than competing • Emotional impairments (fear, rigidity, paranoia, etc.) keep some conflicts from ever being solved Views of Conflict: Good or Bad? • Traditional Views: o Cause negative emotions o Disrupts relationships o Distracts from work • Human relations View o Lessens social tensions o Ends groupthink o  better allocation of resources • Managed-conflict View- can do all of the above Causes of Conflict 1. Competition over scarce resources 2. Ambiguity over Responsibility/Jurisdiction 3. Task Interdependence a. Pooled task interdependence- members work independently w/o interaction i. X + Y + Z b. Sequential task interdependence i. X  Y  Z c. Reciprocal task interdependence- units provide input to one another i. X / Y  / Z 4. Goal Incompatibility 5. Competitive Reward Systems 6. Differentiation a. Each department copes w/ its environment’s specific demands  diff. values/risk preferences/etc. 7. Personality Factors a. Abrasive personality characteristics: perfectionist, analytical, independent ?? Conflict stimulation techniques: improve communication, bringing in outsiders, devil’s advocate, restructuring the org. • Felt conflict- experienced as discomfort and tension o Motivates person to reduce these feelings o Can be from in or outside org. (home life) • Perceived conflict- awareness off being in conflict situation o Learn of budget cuts  realization of scare resource o Know boss is watching  better performance Conflict and Unit Performance (+ graph) • Functional Conflict: improves/supports group’s goals  HIGH performance o optimal  self-critical, innovative • Dysfunctional conflict:  LOW performance o Low/none  stagnant, resistant to change, no new ideas Conflict styles differ on emphasis of assertiveness and cooperativeness o Avoiding- NOT assertive or cooperative; sidestep the conflict o  win/lose o Competing- very assertive, NOT cooperative; tries to satisfy own needs @ other’s expense o  lose/lose o Compromising- moderately assertive + co-op; no side 100% satisfied but pain is shared o No need to negotiate; parties differ too much o Accommodating- NOT assertive + co-op; satisfy others’ needs but not own o  win/lose o Collaborating- assert + co-op; focused on satisfying needs of both parties o Potential for win/win o Tries to resolve issue Contingency Factors for Handling Conflict • Competing usually  resentment o May be necessary when time is of the essence/ 100% sure you’re correct • Avoiding generally unproductive o Appropriate temporarily or if conflict is trivial • Accommodating can lead to greater demands/show weakness o Use if other party has great power or issue is unimportant to us • Compromising looks for satisfactory middle ground,  equally unsatisfying outcome o Necessary if little chance of agreement, parties have = power, time constraints • Collaborating looks for win/win situation to fully satisfy both parties o Requires trust, creativity, sharing of info Negotiating – process where 2 or more parties decide how to allocate scarce resources • Distributive bargaining (“zero-sum”)- gain for one is at expense of another - Get as much of pie as possible - Low info sharing - Short relationships • Integrative bargaining (“non-0 sum”)- joint-decisions decide amts.; looks for win/win - Expand the pie - High info sharing - Long relationships • Fisher and Ury’s “On Getting to Yes” Negotiation Model: 1. Separate people from the problem; objective mindset 2. Focus on interests not positions; look @ problem from their POV 3. Invent options for mutual gain; collaborative win-win mentality 4. Agree on objective criteria and insist on using it • BATNA: “Best Alternative to a Negotiated Agreement”; best you can do if other party refuses to negotiate/best without them CHAPTER 11 Managing Teams Groups vs. Teams • Groups: o Goal: share info o Synergy: neutral/ neg. o Accountability: individual o Skills: random and varied • Teams: o Goal: collective performance o Synergy: positive o Accountability: individual and mutual o Skills: complementary Different Types of Teams: • Functional team: a supervisor + subordinates in chain of command o “command team/vertical team” • Cross-functional team: members from diff. departments in an org. o Members of invoicing, inventories, and shipping creating cross-fn. Team • Self-Managing team: able to make key decisions on how work is done o Take over managerial duties o Quick Response time  closeness to customer o Value autonomy and opp’s to participate o Intrinsic Motivation o Take ownership of decisions • Virtual team: members are geographically distributed and work electronically o Studies show benefits outweigh costs Potential Advantages vs. Disadvantages of teams • Advantages: o Provide many perspectives, skills and resources o Participation increases acceptance and understanding of team’s outcomes o Participation is empowering o Working in teams is stimulating  Social presence effects- adrenaline ^ in presence of others leading to better performance  Team decisions usually more reliable than indiv’s  Participation is a developmental experience (backup QB gets exp.) • Disadvantages: “process losses” b/c they make it difficult to achieve process gains o Can be controlled by dominant/controlling members o Some members are reluctant to participate o Some may focus on personal goals o Time and resources taken from other activities o Social loafing/free riding- relying on others to carry the load o Some afraid to “rock the coat”  groupthink • Polarization- tendency of groups to make initial tendencies more polar o Risky shift phenomenon: groups usually make riskier financial decisions than individuals Stages of group development (forming, storming, norming, performing, adjourning) • Forming: team members getting acquainted and oriented to the task • Storming: members become more assertive in roles, personalities clearer o Conflict is likely • Norming: conflicts largely resolved, team becoming more cohesive • Performing stage: mature and performing @ high level o Learned norms, settled in roles, settle disagreements • Adjourning: team dissolves after achieving purpose or internal/external forces Punctuated equilibrium: Transition @ halfway point Roles (task-oriented, relations-oriented, self-oriented) • Task-oriented roles: members who initiate tasks, gather info, motivate others to perform o Necessary to complete job • Relations-oriented roles: resolve disputes, encourage members as they face barriers o Needed to keep team healthy and members satisfied • Self-oriented roles: focus on personal gain; recognition seekers, avoiders o Hamper team performance • Things that cause Role Stress o Role ambiguity is caused by unclear expectations  Conflicting expectations  role conflict o Role overload- expected to do too many things Cohesiveness- high levels of team spirit o Members usually communicate better and are more satisfied, less tense • Guidelines to build Cohesion: o Make membership to team attractive o Praise and publicize team accomplishments o Keep the team small o Identify and communicate outside threats/pressures Team size: choose 5 or 7 person team unless compelled to do otherwise • Dyad- two members o Anxious, uncomfortable o Unable to effectively solve stalemates • Triads- 3 people o 2 vs. 1 split makes one person feel isolated • 4 and 6 person teams can lead to stalemates CHAPTER 12 Organizational Culture- pattern of shared assumptions, values, and beliefs that are taught to new members as the correct way to perceive think and react • Elements of org. culture (from book, not PPT or study guide) o Values- deep-seated, personal standards that influence judgments, reactions, and commitment o Symbols- things that stand for/suggest something else  Dress codes suggest levels of formality; “Lambeau Leap” o Narratives- written/spoken accounts used by members of the organization to make sense experiences and express feelings/beliefs  Stories- dramatize ordinary events in org.’s to convey cultural meanings  Legends- more uplifting and events defy explanation o Heroes- company role models; they highlight values the co. reinforces o Rites- combine cultural forms into public performance o Rituals- simple combos of repetitive behaviors that are brief and unconscious Forces That Shape Organizational culture: *People, Rewards and Recognition + last 2 • Selection: define elements of the new culture • Orientation: communicate new culture and realign org. policies/practice • Socialization: new culture is accepted by employees and becomes norm o Best practices for Socialization:  Involvement of top mgmt.  Clear objectives measures and outcomes  Continually reinforce messages  Develop cohort identity  Socialization as ongoing process • Top Management: Leaders are signal generators, sending conscious and unconscious messages w/ actions and words • “Culture is an iceberg”  easier to change artifacts/policies than values  slow change The Cultural Iceberg (Slideshow): • Cultural Artifacts: “Above the Surface”; symbols o Behavioral Symbols  Rituals/ceremonies o Physical Symbols  Value statement posters o Verbal Symbols:  Stories/myths, slogans/jargon • Formal Policies and Informal Norms: “Water level/surface” *know the 4*  Policy manuals, org. structure, HR practices, perks/benefits, dress norms, etc. o Hiring Policies: Customers involved in Southwest’s interviews o Orientation Program: Haworth includes families @ orientation o Benefits Package: encourage long hours vs. balanced life o Recognition • Core Values: “Just below the surface” o Values being used (not ones written on poster) o Priorities/goals o Beliefs of what should/shouldn’t be done • Assumptions: “Very Bottom” o Social principles that guide perceptions o Deeply held beliefs o Often unconscious Why Does Culture matter?  Culture shapes attitudes and behavior in org.’s and affects important outcomes Function of Culture • What Culture Does: o Improved Cooperation o Improved decision-making o Enhanced control: 3 control mechanisms in Org’s  Market control- results<goals  price change (price to suppliers and employees also)  Bureaucratic control- based on formal authority; • control process = adjusting rules and issuing directives  Clan control- relies on shared beliefs/values o Enhanced Communication o Enhanced Commitment o Encourage (shared) Perceptions o Justification of Behaviors  Allows employees to make sense of/justify actions • Can also create competitive advantage: o valued, unique, inimitable, non-substitutable o Ex’s: Nordstrom’s employees save customers personal files to act as personal salesman Effective Culture Key attributes of strong org. culture: • A Bias for Action: o prefer “do it, fix it, try it” o do not waste time developing elaborate models to solve problems • Closeness to the Customer • Autonomy and Entrepreneurship: o Encourage innovation/change; keep work groups small • Productivity Through People o Rank-and-file employees valuable; avoid “us vs. them” labor mentality • Hands-on, Value-Driven: o Managers have clearly defined value system of the firm • Stick to the Knitting: o Stay close to the business you know • Simple Form, Lean Staff: o Simple structure w/ few staff positions • Simultaneous Loose/Tight Properties: o Both centralized and decentralized; tight controls on values but open to change *Characteristics of organizational culture (attention to detail, innovation, team orientation, outcome orientation) [Show More]

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