OBHRExam3ReviewSheetFINALExam

OBHRExam3ReviewSheetFINALExam - Org B 321 Fall 2011(Dr...

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Org B 321 – Fall 2011 (Dr. Nielson) Exam 3 Review Sheet highlighted or TODO items need work Covers Chapters 10 – 12 & other readings/concepts as indicated below You should be able to define the following terms, concepts, or theories , AND you should be able to apply them and distinguish them from one another . In other words, you should be able to explain how they would impact organizations and individuals differently, and/or how you as a business leader would use these concepts to be more effective. Concepts designated with the label (READ) are concepts you are expected to know from reading the textbook but will be only be discussed minimally, if at all, during our class sessions. Concepts for Exam 1 and 2 are 6-7 questions out of the 40 questions. Chapter 10 – Leadership Power – definition/key points Definition- ability to influence the behavior of others and resist unwanted influence in return Key Points- A person will not always choose to influence others, even though they have the ability Ability to resist the influence of others Requires one person’s perception of dependence on another 5 Types (or Sources) of Power Organizational Power 1. Legitimate -”formal authority”; based upon an individuals position in the formal hierarchy 2. Reward - based upon the capacity to control distribution of valued rewards and resources or benefits 3. Coercive - Based upon fear, intimidation, and the capacity to control punishment; much leeway for management; poor form of power-causes negative feelings Personal Power 4. Expert - based on special abilities/knowledge/skills 5. Referent - based on admired qualities and reputation (eg integrity, passion, extra work) Expert + Referent = Engagement Legitimate + Reward = Compliance Coercive = Resistance Consequences* (Expert power and referent power lead to engagement) .. (legitimate and reward lead to compliance) (coercive power leads to resistance) CAUSES >> CONSEQUENCES Slide with “engagement, compliance, resistance”, coercive power as a last resort Influence Tactics (Big 3 – see slide) Rational Persuasion- logical arguments; only tactic successful in upward influence; most effective when important and feasible Credibility Inspirational Appeals- appeals to values and ideals; emotional reaction; must have insight about things that are important for the target for this to be successful (There are 7 others on the slide) Conflict Resolution Situational Considerations* Styles (see Figure 10-4) Competing - (win-lose); high assertiveness, low cooperation; best to use when (1) the leader knows he/she is right (2) the leader needs to make a quick decision; uses legitimate or coercive power along with pressure or coalitions; won’t win many friends and gets the result initially Avoiding- lose-lose; both low assertiveness and cooperation; the situation is never resolved; unfavorable results for everyone and may result in negative feelings toward the leader
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Accommodating - lose-win; low assertiveness, high cooperation; best to use when the leader does
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