FINAL EXAM Study Guide 15TH ED Mgmt 340 Ch 13 18 Chapter 13 1 Identify the different types of power Explain each and how it could be used Page Ref 414 Coercive dependent on fear of the negative results from failing to comply Reward compliance achieved based on ability to distribute rewards that others view as valuable Legitimate power achieved as result of his position in the formal hierarchy of an organization Person influence derived from his characteristics Expert influence based on special skills knowledge Referent influence based on identification with a person who has desirable resources or traits 2 Identify and explain the formal bases of power Page Ref 416 Formal power is based on one s position in an organization coercive reward legitimate 3 What are the power tactics identified in this chapter Identify the merits of each Page Ref 418 Legitimacy relying on your authority position or saying a request accords with organizational rules Rational persuasion presenting logical arguments factual evidence Inspirational appeals developing emotional commitment by appealing to target s values needs Consultation increasing target s support by involving him to decide how you will accomplish your plan Exchange rewarding the target with favors in exchange for following request Personal appeals asking for compliance based on friendship or loyalty Pressure using warnings repeated demands and threats Coalitions support of others to persuade the target to agree 4 Define sexual harassment What is sexual harassment about Define different forms of sexual harassment Page Ref 421 Sexual harassment unwanted activity of sexual nature that affects one s employment and creates hostile work environment unwanted looks comments off color jokes sexual artifacts Chapter 14 5 Describe the different types of conflict Page Ref 448 Functional supports the goals of the group and improves its performance Dysfunctional hinders group performance Task over content and goals of the work Relationship based on interpersonal relationships Process over how work gets done 6 Describe the conflict management process Page Ref 449 Five stages Potential opposition appearance of conditions that create opportunities for conflict to arise Cognition personalization awareness by either parties of existence of condition Intentions decisions to act in a given way competing collaborating avoiding accommodating Behavior includes statements actions reactions made by conflicting parties Outcome functional dysfunctional 7 Define Conditions that can create conflict Page Ref 451 Bad communication little or too much word connotations jargon noise Bad structure size of group degree of specialization for each member reward systems Personal variables personality emotions values 8 Describe conflict handling Page Ref 452 Competing desire to satisfy one s interests regardless of the impact on other party Collaborating when parties to a conflict each desire to satisfy fully the concerns of all parties Avoiding desire to withdraw from or surpass a conflict Accommodating willingness of one party in conflict to place the opponent s interests above or her own Compromising when each party is willing to give up something 9 Describe the nature of conflict and the negotiation process Page Ref 453 Conflict process 5 stages potential opposition incompatibility cognition personalization intention behavior outcome Negotiation process 5 steps preparation planning definition of rules clarification bargaining problem solving closure implementation 10 What is the difference between functional and dysfunctional conflict Page Ref 456 457 Functional beneficial improves decisions stimulates innovation encourages interest Dysfunctional uncontrolled opposition breeds discontent leads to destruction 11 What is distributive bargaining Page Ref 459 Distributive bargaining negotiation that seeks to divide up a fixed amount of resources win loss 12 Define the components of third party negotiations Page Ref 468 Mediator neutral third party who facilitates a negotiated solution by reasoning persuasion suggestion Arbitrator third party to negotiation who has the authority to dictate agreement Conciliator trusted third party who provides an informal communication link between the negotiator and opponent 13 Define the process of Negotiation Page Ref 458 Negotiation when parties decide how to allocate scarce resources Distributive bargaining win loss situation Integrative bargaining win win solution CHAPTER 15 14 What is span of control Page Ref 484 Span of control number of subordinates a manager can efficiently direct 15 Identify and define the type of Organizational Structures Page Ref 488 Simple low degree of departmentalization wide spans of control single person central authority Bureaucracy highly routine operating tasks thru specialization formalized rules departmentalized tasks centralized authority narrow span of control decision making that follows chain of command Matrix creates dual lines of authority combines functional product departmentalization 16 How is Matrix different from the Virtual organization Page Ref 490 Virtual small core organization that outsources major business functions Matrix dual lines of authority combines functional and product departmentalization 17 Define Mechanistic Model How is it different from Boundry less Organization Page Ref 496 Mechanistic model extensive departmentalization high formalization limited info network limited centralization Boundary less seeks to eliminate the chain of command limitless spans of control replace departments with empowered teams 18 Difference between centralized decentralized Define when each would be a best fit Page Ref 498 Mechanistic model high specialization clear chain of command narrow span of control centralized Organic model cross functional teams free flow of info wide span of control decentralized 19 What are the characteristics of Work specialization Page Ref 501 Contributes to higher employee productivity but reduced job satisfaction Chapter 16 20 Is there a fit between some national cultures the different types of org structure Page Ref 502 National culture influences the preference for structure 21 What are the characteristics of dominant culture Page Ref 514 Dominant culture expresses core values that are shared by majority of the organization s members 22 What is subculture Page Ref 514 Subcultures mini cultures within an organization defined by department designations and geographical