Micro Exam Study Guide
Management Second Exam Study Guide
Chapter 5: Gaining Power and Influence - Power – the capacity to influence someone’s behavior - Human capital – an individual’s power - Social capital – power over other people - 4 sources of personal power - Expertise, personal attraction, effort, legitimacy - Likability is a kind of power - If you are well liked it is often because you have open, honest relationships, you are emotionally accessible, and you exercise unconditional acceptance - 4 sources of position power - Centrality, flexibility, visibility, relevance - Centrality – access to information in a communication network - Flexibility – freedom to exercise judgment - Visibility – Interacting with influential people in an organization - Relevance – Working on central objectives and issues in an organization - Influence strategies - Supporters, opposers, undecided, neutral, uninformed - Upward influence – managing the boss (like in the soul of a new machine) - Retribution vs. Reciprocity vs. Reason - Use retribution when: - Unequal power in influences favor - Commitment and quality aren’t important - Tight time constraints - Serious violations - Specific, unambiguous requests - Resistance to request is unlikely - Use reciprocity when: - Parties are mutually dependent - Each party has valued resources - Adequate for negotiating - Use reason when: - Adequate time for extensive discussion - Common goals - Parties share mutual respect - Parties share ongoing relationship
Chapter 6: Motivating Others - Components of motivation - Direction, intensity, and persistence - How to diagnose performance problems: - Establish expectations - Facilitate performance - Link performance to rewards - Use salient incentives - Distribute rewards with equity - Provide feedback Theory X – employees are seen as
Chapter 5: Gaining Power and Influence - Power – the capacity to influence someone’s behavior - Human capital – an individual’s power - Social capital – power over other people - 4 sources of personal power - Expertise, personal attraction, effort, legitimacy - Likability is a kind of power - If you are well liked it is often because you have open, honest relationships, you are emotionally accessible, and you exercise unconditional acceptance - 4 sources of position power - Centrality, flexibility, visibility, relevance - Centrality – access to information in a communication network - Flexibility – freedom to exercise judgment - Visibility – Interacting with influential people in an organization - Relevance – Working on central objectives and issues in an organization - Influence strategies - Supporters, opposers, undecided, neutral, uninformed - Upward influence – managing the boss (like in the soul of a new machine) - Retribution vs. Reciprocity vs. Reason - Use retribution when: - Unequal power in influences favor - Commitment and quality aren’t important - Tight time constraints - Serious violations - Specific, unambiguous requests - Resistance to request is unlikely - Use reciprocity when: - Parties are mutually dependent - Each party has valued resources - Adequate for negotiating - Use reason when: - Adequate time for extensive discussion - Common goals - Parties share mutual respect - Parties share ongoing relationship
Chapter 6: Motivating Others - Components of motivation - Direction, intensity, and persistence - How to diagnose performance problems: - Establish expectations - Facilitate performance - Link performance to rewards - Use salient incentives - Distribute rewards with equity - Provide feedback Theory X – employees are seen as