VCU MGMT 310 - Chapter 14 Review Power and Influence (3 pages)

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Chapter 14 Review Power and Influence



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Chapter 14 Review Power and Influence

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Pages:
3
School:
Virginia Commonwealth University
Course:
Mgmt 310 - MANAGING PEOPLE IN ORGANIZTNS
Unformatted text preview:

Chapter 14 Review Power and Influence Coalitions Individuals and or groups that have common interests and perspectives Coercive power A type of interpersonal power that gives someone the ability to punish another for his or her behavior Dependence asymmetry A phenomenon that exists when a firm is more dependent on a business partner than a business partner is on a firm Empowerment The process of sharing power with subordinates and pushing decision making and implementation to the lowest possible level increasing the influence and autonomy of all employees Expert power A type of interpersonal power based on an individual having specialized knowledge or skills Influence The means or vehicle by which power is exercised Interdependence A quality that exists whenever one individual requires another individual s assistance to achieve a goal Joint dependence A phenomenon that exists when two firms are equally dependent on the other Law of reciprocity The idea that people should repay in the future what another person has done for them in the present Legitimate power A type of interpersonal power that is based on the formal position an individual holds in an organization Personal power Power that is obtained from having personal attributes that others desire Positional power Power that comes from an individual s formal place within an organization s structure Power The potential of one individual or a group to influence the behavior thinking or attitudes of another individual or group Referent power A type of interpersonal power based on the personal liking an individual has for another Relational power Power gained from the types of networks to which an individual belongs the types of people in those networks and the strength of the relationships within the networks Resource scarcity The lack of sufficient resources such as money and staff that forces individuals in organizations to make critical decisions about how to best allocate the available resources throughout the company Reward power A type of interpersonal power that gives someone the ability to reward another for his or her behavior Nye Hard power comes from a person s formal position and their ability to offer rewards and exert punishment Soft Power views opinions and perspectives of followers Relational power Centrality breadth depth and portability of networks determine how much relational power a person has The people closest to you will be in your core network Large social networks help individuals find valuable work resources and communicate work related information widely Using influence Pushing styles Persuading Viewed as credible and have exclusive information Asserting both parties have a stake at the matter at hand Provide feedback and exchange assistance Pulling styles Bridging person s contributions may be helpful to the requestor listening sharing Attracting associated influence tactics include creating common ground and communicating goals Moving away style Disengaging reduce or diffuse conflict when they are not prepared and when new information has surfaced Power Audit Identify the interdependencies Who is dependent on whom and for what Whose cooperation is needed Whose compliance matters Determine everyone s sources of power Who is in a position of power and why What are their sources of power How are these sources maintained Analyze differences in goals values stakes and working styles How might these differences shape individuals assumptions and perceptions Analyze the broader context How much potential for conflict exists Where are the major alliances and rivalries How are key players likely to respond to conflict Periodically update the diagnosis


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