Term
|
Definition
Decision making characterized by
active disagreement over which
organizational goals to pursue
and how to pursue them. |
|
|
Term
|
Definition
A group of managers who have
similar interests and join forces to
achieve their goals. |
|
|
Term
|
Definition
Power that originates from a person’s
position in an organization. Sources: legitimate power reward power, coercive power and information power |
|
|
Term
|
Definition
Power that originates from a person’s
position in an organization |
|
|
Term
|
Definition
The power to control and use organizational
resources to accomplish
organizational goals. |
|
|
Term
|
Definition
The power to give pay raises, promotion,
praise, interesting projects,
and other rewards to subordinates. |
|
|
Term
|
Definition
The power to give or withhold
punishment |
|
|
Term
|
Definition
The power that stems from access
to and control over information. |
|
|
Term
|
Definition
Power that stems from personal
characteristics such as personality,
skills, and capabilities. |
|
|
Term
|
Definition
Informal power that stems from
superior ability or expertise. |
|
|
Term
|
Definition
Informal power that stems from being
liked, admired, and respected. |
|
|
Term
|
Definition
An intense form of referent power
that stems from an individual’s
personality or physical or other
abilities, which induce others to
believe in and follow that person |
|
|
Term
| Sources of Functional and Divisional Power |
|
Definition
Ability to Control Uncertain Contingencies
Irreplacability |
|
|
Term
|
Definition
an event or problem that might occur and therefore must be planned for, by having
the people and resources in place to deal with it should the event arise. |
|
|
Term
|
Definition
when no other function or division
can perform its activities. |
|
|
Term
|
Definition
is how
vital or crucial its activities are to the operation of the entire organization and the degree to which it
is positioned to gain access to important information from other functions.Central functions,
whose activities are needed by many other functions, have access to a lot of information, |
|
|
Term
| Sources of Functional and Divisional Power |
|
Definition
Ability to Control Uncertain Contingencies
Irreplacability
Centrality
Ability to Control and Generate Resources |
|
|
Term
|
Definition
| activities that managers engage in to increase their power |
|
|
Term
| Tactics for Increasing Individual Power |
|
Definition
*managers can work to become irreplaceable
*managers may develop specialized skills or knowledge
about a certain product or technology that is becoming increasingly important to an organization
so that they control a crucial contingency facing it
*managers can try to become
more central in an organization by deliberately accepting responsibilities that bring them into
contact with many different functions or managers |
|
|
Term
| Tactics for Increasing Individual Power |
|
Definition
TAPPING THE SOURCES OF FUNCTIONAL AND DIVISIONAL POWER
RECOGNIZING WHO HAS POWER
CONTROLLING THE AGENDA
BRINGING IN AN OUTSIDE EXPERT
BUILDING COALITIONS AND ALLIANCES |
|
|
Term
Five factors
to consider when measuring the relative power of different managers in an organization |
|
Definition
Sources of Power:
Consequences of Power:
Symbols of Power:
Personal Reputations:
Representational Indicators |
|
|
Term
|
Definition
The struggle that arises when the
goal-directed behavior of one
person or group blocks the goal directed
behavior of another
person or group. |
|
|
Term
| Sources of Organizational Conflict |
|
Definition
Differentiation
task relationships
scarcity of resources |
|
|
Term
|
Definition
occurs when employees and tasks are split up into different
subunits or groups, such as functions and divisions, so they can produce goods and services
more effectively. |
|
|
Term
|
Definition
Task relationships generate conflict between people and groups because organizational tasks are
interrelated and affect one another. |
|
|
Term
|
Definition
| Competition for scarce resources produces conflict. |
|
|
Term
|
Definition
A process in which groups with
conflicting interests meet together
to make offers, counteroffers, and
concessions to each other in an
effort to resolve their differences |
|
|
Term
| step-by-step negotiation approach to resolve conflict |
|
Definition
1. A manager meets with both the employees in conflict and forcefully outlines the way their
behavior is affecting the way they perform their jobs and other members of the department.
Each employee then is asked to express their thoughts and feelings about the conflict to
open up the conflict so that the manager, and both employees, understand the facts of the
conflict and each other’s different positions.
2. The manager summarizes the dispute between the employees in a written form, creating a
report that carefully matches both sides of the case to identify the main factors in dispute.
For example, if the dispute is about one employee not pulling his or her weight or performing
substandard work, each employee’s explanation of events is noted carefully.
3. The manager discusses the facts in the report with each employee separately acting as a
neutral third party; the manager uses the fact-finding report to work out a solution each
employee can accept, going back and forth between the employees until they can accept a
common solution.
4. The manager meets with both employees to discuss the agreement and get their commitment
to resolving the dispute. Each employee also agrees to meet with the manager should
subsequent problems arise. |
|
|
Term
|
Definition
An outsider skilled in handling
bargaining and negotiation |
|
|
Term
|
Definition
A neutral third party who tries to
help parties in conflict reconcile
their differences. |
|
|
Term
|
Definition
A third party who has the authority
to impose a solution to a dispute. |
|
|
Term
| tactics that managers can use to make compromise and collaboration more likely: |
|
Definition
EMPHASIZE COMMON GOALS
FOCUS ON THE PROBLEM, NOT THE PEOPLE
FOCUS ON INTERESTS, NOT DEMANDS
CREATE OPPORTUNITIES FOR JOINT GAIN
FOCUS ON WHAT IS FAIR |
|
|
