3. Power and Influence in the Workplace Flashcards Preview

Organisational Behaviour [Trimester 3 UNE 2019] > 3. Power and Influence in the Workplace > Flashcards

Flashcards in 3. Power and Influence in the Workplace Deck (104)
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1

The capacity of a person, team or organisation to influence others

power.

2

_____ is not the act of changing someone's attitude or behaviour; is is only the potential to do so.

power

3

that one person or group believes it is dependent on another person or group for a resource of value is the ______ _______ of power

basic prerequisite of power.

4

power requires the _______ of dependence

perception of dependence.

5

The capacity of a person, team or organisation to keep a more powerful person or group in the exchange relationship c______ power

countervailing power

6

Sources of power include: L______ R_____ C_____ E_____ R_____

Legitimate Reward Coercive Expert Reference.

7

Contingencies of power include: S_________ C________ D________ V________

SUBSTITUTABILITY (lack of alternatives) CENTRALITY (number of affected is large and people are quickly affected by actions). DISCRETION The freedom to exercise judgment. VISIBILITY (power increases to the extent that a person's or work unit's competencies are known to others.

8

These three sources of power originate mostly from the powerholder's e position or informal role. Options: Legitimate Reward Coercive Expert Reference.

legitimate reward coercise

9

These sources of power originate from the powerholder's own characteristics: Options: Legitimate Reward Coercive Expert Reference.

expert referent.

10

______ power is an agreement amonth organisational members that people in certain roles can request certain behaviours of others. Options: Legitimate Reward Dominant Coercive Expert Reference. Persuasive

legitimate power Originates from formal job description/rules of conduct.

11

legitimate power operates within a "_____ of ______", which is the range within which people are willing to accept someone else's authority.

zone of indifference.

12

The _____ of _____ increases with the extent that the powerholder is trusted and makes fair decisions.

The "zone of indifference"

13

______ power - power deriving from a person's ability to control the allocation of things valued by others and to remove negative sanctions. Options: Legitimate Reward Dominant Coercive Expert Reference. Persuasive

reward power.

14

______ power - the ability to apply punishment Options: Legitimate Reward Dominant Coercive Expert Reference. Persuasive

coercive power - and be used to bully and intimidate employees. Can include sarcasm or ostracism.

15

______ power - an individual's or work unit's capacity to influence others by possessing knowledge or skills that they value. Options: Legitimate Reward Dominant Coercive Expert Reference. Persuasive

expert power.

16

Three coping strategies to help organisations cope with uncertainty: 1. P______ 2. F______ 3. A_____

1. Prevention (prevent environmental changes from occuring). 2. Forecasting - predict environmental changes or variations. 3. Absorption - absorbing or neurtralising the impact of environmental shifts as they occur.

17

Centralised information flow is associated with a) low information control b) high information control

high information control (person in the hub central to all information).

18

All-channels formation of information is associated with a) low information control b) high information control

lower information control.

19

a contingency of power pertaining to the availability of alternatives

substitutability. power is strongest when someone has a monopoly over a valued resource.

20

professions and labour unions gain power by controlling knowledge, tasks or labour to perform activities. This minimises their

substitutability. e.g., medical profession - controls who can perform specific medical procedures.

21

a contingency of power pertianing to the degree and nature of interdependence between the powerholder and others

centrality.

22

If most people in the organisation would be adversely affective by your absence then you are considered to have high _____

centrality.

23

a important contingency of power where someone has the freedom to exercise judgement - to make decisions without referring to a specific rule or receiving permission from someone else.

Discretion.

24

when someone locates themselves in a more visible officer, use public symbols and become more known in the executive circles they are using the contingency of ______

visibility.

25

high powered people are more like to t_____ a_____, whereas low-power people are more c_____ and r____ to act

take action cautious and reluctant.

26

Some studies have found that people who have (or believe they have) power engage in more a______ than m_____ thinking

automatic than mindful thinking.

27

high power individuals show less e____

empathy.

28

high-power people's orientation to social _____ rather than social _____ means that they are much better at recognising positive reactions from others

social rewards rather than social punishments.

29

high-power individuals tend to neglect _______ informaiton

individuating information.

30

One consequence of high-power people having difficulty taking others perspectives is that they fail to p_____ on c____ i___

pass on crucial information. (fail to take into consideration their privileged access to information).