Test03 - Chapter 13 Contrasting Leadership And Power Bases...

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Chapter 13 Contrasting Leadership And Power Bases Of Power Creating Dependency Power Tactics Sexual Harassment Political Behaviors Impression Management Techniques Chapter 14 Transitions In Conflict Thought Funtional And Dysfunctional Conflict Process Conflict Task Conflict conflict over content and goals of the work. Tasks conflict can be just as disruptive as relationship conflicts. Sources Of Conflict Management Stage 1 - potential opposition or incompatibility; stage 4 - Behavior Bargaining Strategies The Negotiation Process Chapter 15 Key Elements Of Organization Structure Span Of Control the number of subordinates a manager can efficiently and effectively direct. Common Organizational Designs Simple Structure Virtual Organization Determinants Of An Organization Structure Strategy, Organization size, technology, environment Innovation Strategy a strategy that emphasizes the introduction of major new products and services. Key Dimensions To An Organizational Environment Chapter 16 Characteristics Of An Organizational Culture Dominant Culture a culture that expresses the core values that are shared by a majority of the organization's members. Subcultures Strong Culture Culture As A Liability Read the page Stages Of Socialization a process that adapts employees to the organization's culture. Rituals Ethical Organizational Culture Creating A Positive Organizational Culture Chapter 17 Interviews Types Of Skill Training Purposes Of Performance Evaluation Methods Of Performance Evaluation Chapter 18 Types Of Resistance To Change Sources Of Resistance To Change Politics Of Change Action Research Underlying Values In Organizational Development Interventions Of Change Agents Innovation And Its Sources Characteristics Of Learning Organizations Creating Learning Organizations Establish a strategy, redesign the organization's structure, reshape the organization's culture. Power does not require goal compatibility, mearly dependence. Leadership requires some congruence between the goals of the leader and theose being led. Leadership focuses on the downward influence patterns. Power does not. Leadership focuses on style. Power focuses on tactics for gaining compliance. Formal power is based on an individual's position in an organization. It can come from the ability to coerce or reward, or from formal authority. Coercive power = dependent on fear of the negative results from failing to comply; Reward power = opposite of coercive, which people comply because it produces positive benefits; someone who can distribute rewards others view as valuable will have power over them; pay rates, raises bonuses or nonfinancial, recognition, promotions, interesting work assignments, friendly colleagues and preferred work shifts or sales territories. Legitimate Power = the power a person receives as a result of his or her position in the formal heirarchy of an organization. Usually percieve these people as higher on the "chart" Dependency increases when the resource you control is
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This note was uploaded on 11/08/2011 for the course ECON 102 taught by Professor Smith during the Spring '11 term at Saddleback.

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