CHAPTER 10

Power - is the potential or ability to influence decisions and control resources

Organizational politics - informal approaches to gaining power through means other than merit or luck
Influence - ability to change behavior
Socialized power - the use of power to achieve constructive ends
Personalized power - the use of power primarily for the sake of personal aggrandizement and gain
Legitimate power - based on the manager's formal position within the hierarchy
Coercive power - comes from controlling others through fear or threat of punishment
Subordinate power - the threat of a lawsuit by an employee who is treated unjustly serves as a constraint on
legitimate power
Reward power - include promotions, challenging assignments, and recognition given to employee.
Expert power - the ability to influence others because of one's specialized knowledge, skills, or abilities.
Referent power - the ability to influence others that stems from one's desirable traits and characteristics.
Resource dependence perspective - the organization requires a continuing flow of human resources, money,
customers, technological inputs, and material to continue to function.
Implicit leadership theory - group members develop prototypes specifying the traits and abilities that characterize
an ideal buaoness leader.
Empowerment - the process of sharing power with group members, thereby enhancing their feelings of self-eficacy.
Machiavellianism - a tendency to manipulate others for personal gain.
MOSTLY ETHICAL AND POSITIVE POLITICAL TACTICS
1. Develop power contacts through networking
2. Manage your impression
3. Control vital information
4. Keep informed
5. Be courteous, pleasant, and positive
6. Ask satisfied customers to contact your manager
7. Avoid political blunders
8. Sincere flattery
MOSTLY UNETHICAL AND NEGATIVE POLITICAL TACTICS
1. Backstabbing
2. Embrace-or-demolish
3. Stealing credit
4. Territorial games - also known as turf wars, refer to behavior involving the hoarding of information and other
resources
5. Good-mouthing -an incompetent to make him or her transferable
6. Placing a weak manager under you to help secure your position
ORGANIZATIONAL INFLUENCE TACTICS

1. Leading by example - serving as a positive model of desirable behavior

2. Assertive - refers to being forthright in your demands without violating the rights of others
3. Rationality - means appealing to reason and logic
4. Ingratiation - refers to getting someone else to like you
5. Exchange - a method of influencing others by offering to reciprocate if they meet your demands
6. Inspirational appeal and emotional display - an influence method centering on the effective domain.
7. Joking and kidding

CHAPTER 11
Conflict - refers to the opposition of persons or forces giving rise to some tension, or to a disagreement between two
or more parties who are interdependent.
Downsizing - the laying off of workers to reduce Costa and increase efficiency, is one such change
Special harassment - is unwanted sexually oriented behavior in the workplace that results in discomfort and/or
interference with the job.
Quid pro quo harassment - the employee's submission to or rejection of unwelcome sexual advances is used as the
basis for tangible employment action about the employee.
Hostile working environment harassment - occurs when someone in the workplace creates an intimidating,
hostile, or offensive working environment
Work-family conflict - occurs when the individual has to perform multiple roles
Personality clash - an antagonistic relationship between two people based on differences in personal attributes,
preferences, interests, values, and styles.
cognitive conflicts - deal mostly with disagreements over how work should be done.
Task conflict - focuses on substantive , issue-related differences, related to the work itself.
Relationship conflict - focuses on personalized, individually oriented issues.
POSITIVE CONSEQUENCES OF CONFLICT
1. Increased creativity
2. Increased effort
3. Increased diagnostic
4. Increased group cohesion
NEGATIVE CONSEQUENCES OF CONFLICT
1. Poor physical and mental health
2. Wasted resources
3. Poor performance and sidetracked goals
4. Heightened self-interest
CONFLICT MANAGEMENT STYLES
1. Competitive - desire to achieve one's own concerns or goals at the expense of the other party, or to dominate
2. Accommodative - favors appeasement, or satisfying the other's concerns without taking care of one's own
3. Sharing
4. Collaborative - desire to fully satisfy desires of both parties

Win-win - belief that after conflict has been resolved, both sides should gain something of value.
5. Avoidant - uncooperative and unassertive
Confrontation and problem solving - a method of identifying the true source of conclict and resolving its
systematically
Open-door-policy - any employee can bring a gripe to attention without checking with his or her immediate manager
Difficult person - an individual who created problems for others, yet has the skill and mental ability to do otherwise.
Negotiating and bargaining - conferring with another person in order to resolve a problem.
Mutual gains - refers to the idea that both parties win
Compromise - one party agrees to do one thing of the other party agrees to do something else.
Stress - the mental and physical condition that results from a perceived threat that cannot be dealt with readily.
Stressor - any force creating the stress reaction.
Burnout - is a pattern of emotional, physical, and mental exhaustion in response to chronic job stressors.
Negative lifestyle factors - behavior patterns predisposing a person to job stress, including poor exercise and
eating habits and heavy consumption of caffeine, alcohol, tobacco, and other drugs
Job demands-job control model - worker experience the most stress when the demands of the job are high yet they
have little control over the activity.
Role conflict - having to choose between competing demands or expectations
Role ambiguity - a condition in which the job holder received confusing or poorly defined expectations.
Person-role conflict - occurs when the role an employer expects a worker to perform conflict with the person's
basic values
Wellness program - is thus a formal organization-sponsored activity to help employees stay well and avoid illness.
Relaxation respose - a general-purpose method of learning to relax by oneself, which includes making oneself quiet
and comfortable.

CHAPTER 12
Organization - a collection of people working together to achieve a common purpose.
Organization structure - the arrangement of people and tasks to accomplish organizational goals.
Organization design - the process of creating a structure that best fits a purpose, strategy, and environment.
Mechanistic organization - primarily hierarchical, with an emphasis on specialization and control and vertical
communication and a heavy reliance on rules
Organic structure - an organization laid out like a network, emphasizing horizontal specialization, extensive use of
personal coordination, extensive communication among members, and loose rules, policies, and procedures
Formal organization structure - an official statement of reporting relationships, rules, and regulations.
Informal organization structure - a set of unofficial working relationships that emerges to take care of the events
and transactions not covered by the formal structure.
Formalization - the degree to which expectations regarding the methods of work are specified, committed to writing,
and enforced.
Centralization - the extent to which executives delegate authority to lower organizational units.
Complexity - the number of different job titles and units within an organization
Bureaucracy - a rational, systematic, and precise form of organization in which rules, regulations, and techniques of
control are precisely defined
Machine bureaucracy - an ideal organization that standardizes work processes and is efficient

Professional bureaucracy - an organization composed of a core of highly trained professionals that standardizes
skills for coordination.
Two in a box - dividing up executive responsibilities in one position.
Departmentalization - the process of subdividing work into departments.
Functional departmentalization - the grouping of people according to their expertise.
Product/service dwpartmentalization - the arrangement of departments according to the products or services
they provide
Matrix organization structure - an organization consisting of an project structure superimposed onbabfunctional
stricture
Matrix - refers to the features of something contained in something else, similar to a grid with numbers in the cells
Project - a temporary group of specialties working together under one manager to accomplish a fixed objective.
Flat organization structure - an organization structure with relatively few layers
Outsource - the practice of having work performed by groups outside the organization
Off shoring - the practice of having work performed by a company in an overseas location.
Homesourcing - the practice of outsourcing work to homes.
Horizontal structure - the arrangement of work by teams that are responsible for accomplishing a process.
Reengineering - the radical redesign of work to achieve substantial improvements in performance.
Network structure - a temporary association of otherwise independent firms linked by technology to share
expenses, employees talents, and access to one another's markets.

CHAPTER 13
Organizational culture - is a system of shared values and beliefs that influence worker behavior.
DIMENSIONS OF ORGANIZATIONAL CULTURE
1. Values - the foundation of any organizational culture.
2. Organizational stories with underlying meanings
3. Myths - are dramatic narratives or imagined events about the firm history.
4. Degree of stability
5. Resource allocations and rewards
6. Rites and rituals
7. A sense of ownership
8. Belief in a higher purpose
9. Innovative
Subculture - a pocket in which the organizational culture differs from the dominant culture, as well as other pockets
of subculture.

Socialization - the process of coming to understand the values, norms, and customs essential for adopting to an
organization.
THE ORGANIZATIONAL CULTURE AS ORGANIZATIONAL TYPES
1. Resilient - highly adapted to shifts in the external market
2. just-in-time - not always prepared for change
3. Military precision - knows his or her role and implements it well
4. Passive-Aggressive - here is the seething, smiley-gaced organization.
5. Over managed - has multiple layers of management, analyzes problems to the point of diminishing returns and
emphasizes politics in decision making
6. Outgrown - too large and complex to be effectively managed by a small team
7. Fits and starts - here we find an organization with loads of smart, motivated, and talented people.
Learning organization - is one that is skilled at creating, acquiring, and transferring knowledge
Double loop learning - occurs when people use feedback to confront the validity of the goal or the values implicit in
the situation.
Benchmarking - borrowing ideas from the competition.
Knowledge management - is a systematic approach to documenting, applying , and transferring the know-how and
experience of employees
Intellectual capital - is knowledge that transforms raw materials and makes them more valuable.

CHAPTER 14
Individualism - a mental set in which people see themselves first as individuals and believe that their own interests
take priority.
Collectivism - a value emphasizing that the group and society should receive top priority.
Power distance - the extent to which employees accept the idea that members of an organization have different
levels of power.
Uncertainty avoidance - the extent to which people accept the unknown and tolerate risk and unconventional
behavior
Materialism - an emphasis on assertiveness and the acquisition of money and material objects. Usually measured
along a continuum, with concern for others at the opposite end.
Concern for others - an emphasis on personal relations and a concern for the welfare of others.
long term orientation - in describing national culture, taking a long-range perspective
Short term orientation - in describing a national culture, a sand for immediate results
Formality - attaching considerable importance to tradition, ceremony, social rules, and rank.
Informality - a casual attitude toward tradition, ceremony, social rules, and rank
Urgent time orientation - the perception of time as a scarce resource, therefore leading to impatience
Casual time orientation - the perception of time as an unlimited and unending resource, leading to patience.
High context culture - a culture that makes more extensive use of body language
Low context culture - a culture that makes less use of body language
Multicultural manager - a manager with the skills and attitudes to relate effectively to and motivate people across
race, gender, age, social attitudes, and lifestyles, and to conduct business in a diverse, international environment.
Cultural sensitivity - an awareness of and a willingness to investigate the reasons why people of another culture act
as they do.

Multicultural organization - an organization that values cultural diversity and is willing to encourage and even
capitalize on such diversity.
Ethnocentrism - the assumption that the ways of one's culture are the best ways of doing things
Cultural assumption -a form of stereotype in which we attribute attitudes and behaviors to members of a group
without verifying our information.
Diversity training - training that attempts to bring about workplace harmony by teaching people how to get along
better with diverse work associates
Cultural training - training that attempts to help workers understand people from other cultures.
Culture shock - a group of physical and psychological symptoms that can develop when a person is abruptly placed
in a foreign culture.
Cultural intelligence - an outsider's ability to interpret someone's unfamiliar and ambiguous behavior the same way
that person's compatriots would.
Ideocentrism - viewing the self as separate from others
Allocentrism - viewing the self as inseparable from others in the in-group