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the ability of one person or group to cause another person or group to do something that they otherwise might not have done |
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activities in which managers engage to increase their power and to pursue goals that favor their individual and group interests |
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Political Decision Making |
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decision making characterized by active disagreement over which organizational goals to pursue and how to pursue them |
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a group of managers who have similar interests and join forces to achieve their goals |
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power that originates from a person's position in an organization |
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the power to control and use organizational resources to accomplish organizational goals |
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the power to give pay raises, promotions, praise, interesting projects, and other rewards to subordinates |
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the power to give or withhold punishment |
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the power that stems from access to and control over information |
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Informal Individual Power |
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power that stems from personal characteristics such as personality, skills, and capabilities |
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informal power that stems from superior ability or expertise |
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informal power that stems from being liked, admired, and respected |
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an intense form of referent power that stems from an individual's personality or physical or other abilities, which induce others to believe in and follow that person |
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Five Factors to determine Relative Power |
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Definition
1. Sources of power 2. Consequences of power 3. Symbols of power 4. Personal Reputations 5. Representational Indicators |
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Term
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Definition
the struggle that arises when the goal-directed behavior of one person or group blocks the goal-directed behavior of another person or group |
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Term
Pondy's Model of Organizational Conflict |
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Definition
Stage 1: Latent Conflict (sources of conflict) Stage 2: Perceived Conflict Stage 3: Felt Conflict Stage 4: Manifest Conflict Stage 5: Conflict Aftermath |
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Definition
a process in which groups with conflicting interests meet together to make offers, counteroffers, and concessions to each other in an effort to resolve their differences |
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