Study Guide Bnc1

Chapter 13, Power and governmental sympathies instruction Objectives 1. Define origin and contrast leadership and power. 2. Contrast the 5 bases of power. 3. Explain the office of dependence in power kinships. 4. Identify 9 power or captivate tactics and their contingencies. 5. Show the connection amid informal anguish and the ab subroutine of power. 6. Identify the causes and consequences of political behavior. 7. Apply economic crisis way techniques. 8. Determine whether a political action is ethical. Chapter 13, Power and governing Section Outlines I.Power is the capacity that A has to influence the behavior of B, so that B acts in accordance with As wishes. A. Definition of power the force to influence the behavior of others. 1. Potential 2. Dependency B s relationship to A when A possesses something that B requires. B. Contrasting leadership and power. 1. Leaders use power as a means of attaining group goals. 2. Power does non require goal compatibility, but relies on dependency. 3. While leadership focuses on the downward influence of 1s followers, power also deals with lateral and upward influence. II. Bases of powerA. noble power = based on an respective(prenominal)s agency in an brass. 1. Coercive power A power base that is dependent on fear of the negative results from failing to comply such as compulsive by force of basic physiological or safety needs. 2. bribe power Compliance achieved based on the ability to pass rewards that others belief as valuable. 3. Legitimate ( testicle authority) power The power a psyche receives as a result of his or her position in the formal pecking order of an organization. B. Personal power = influence derived from an individuals characteristics. 1. practiced power set based on special skills or knowledge. 2. referent power Influence based on identification with a person who has desirable mental imagerys or personal traits. C. Dependency The Key to Power 1. General dependency fix Th e greater B s dependence on A, the more power A has over B. 2. Factors creating dependency a. Importance think of technology engineers of Gettyimages b. scarcity think of Ferruccio Lamborghini he memorized the manual and destroyed it. c. Nonsubstitutability the fewer viable substitutes for a resource, the more power control over that resource interprets. III.Power Tactics slipway in which individuals translate power bases into specific actions. intelligent persuasion, inspirational appeals, and citation tend to be the most effective, especially when the audience is exceedingly arouse in the outcomes of a decision process. A. Legitimacy Relying on your authority position or saying a signal accords with organizational policies or rules. B. Rational persuasion Presenting logical arguments and factual evidence to demonstrate a request is reasonable. C. Inspirational appeals Developing emotional commitment by appealing to a targets values, needs, hopes, and aspirations.D. Cons ultation Increasing the targets harbor by involving him or her in deciding how you will accomplish your plan. E. exchange Rewarding the target with benefits or favors in exchange for following a request. F. Personal appeals Asking for compliance based on friendship or loyalty. G. Ingratiation Using flattery, p stick out, or friendly behavior prior to make a request. H. Pressure Using warnings, repeated demands, and threats. I. Coalitions Enlisting the aid or support of others to persuade the target to agree. J. Political Skill The ability to influence others in such a way as to enhance ones objective.IV. Sexual Harassment Unequal Power in the study A. Any unwanted activity of a sexual nature that affects an individuals employment and creates a hostile hit environment. B. Sexual harassment negatively affects job attitudes and leads those who feel harassed to withdraw from the organization. C. Some ways managers fanny protect themselves and their employees from sexual harassment 1. bugger off sure an ready policy defines what constitutes sexual harassment, informs employees they bathroom be fired for sexually harassing other employee, and establishes procedures for making complaints. 2.Reassure employees they will not encounter retaliation if they file a complaint. 3. Investigate every complaint, and inform the legal and human resource de situationments. 4. Make sure offenders are disciplined or terminated. 5. Set up in-house seminars to raise employee awareness of sexual harassment issues. V. Politics Power in achievement A. Definition of Organizational Politics 1. Political behavior, in organization, consists of activities that are not required as part of an individuals formal role but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization. . Legitimate political power b. Illegitimate political power VI. Causes and Consequences of Political Behavior A. Factors modify to political behavior 1. Individual factors 2. Organizational factors B. How do people move to organizational politics? 1. Decreased job satisfaction 2. Increased fretting and stress 3. Increased turnover 4. Reduced performance VII. Impression solicitude VIII. The Ethics of Behaving Politically Chapter 13, Power and Politics Key Terms Power- A capacity that A has to influence the behavior of B so that B acts in accordance with As wishes. Dependence B s relationship to A when A possesses something that B requires. Coercive Power A power base that is dependent on fear of the negative results from failing to comply. Reward power Compliance achieved based on the ability to distribute rewards that others view as valuable. Legitimate power The power a person receives as a result of his or her position in the formal hierarchy of an organization. Personal power Influence derived from an individuals characteristics. Expert power Influence based on special skills or knowledge. Referent power Influence bas ed on identification with a person who has desirable esources or personal traits. Power tactics Ways in which individuals translate power bases into specifics actions. Political skill The ability to influence others in such a way as to enhance ones objectives. Sexual Harassment Any unwanted activity of a sexual nature that affects an individuals employment and creates a hostile work environment. Political behavior Activities that are not required as part of a persons formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization. Impression trouble (IM) The process by which individuals attempt to control the impression others form of them. antitank behaviors Reactive and proactive behaviors to avoid action, blame, or change Chapter 17, Human Resources Policies and Procedures Learning Objectives 1. Define initial woof, and identify the most useful methods. 2. Define material selection, a nd identify the most useful methods. 3. Define dependant on(p) selection, and contrast the arguments for and against medicine testing. 4. Compare the four main types of information. 5. Contrast formal and informal preparedness methods. 6.Contrast on-the-job and off-the-job teaching. 7. Describe the purposes of performance place and list the methods by which it can be done. 8. Show how managers can improve performance paygrades. 9. Describe how organizations can manage work-family conflicts. Chapter 17, Human Resources Policies and Procedures Section Outlines I. Selection Process A. Initial selection are the first information applicants submit and are use for foregoing rough cuts to decide whether the applicant meets the basic qualifications for a job. 1. Application forms including earn of recommendation 2. Background checks B. Substantive selection 1.Written tests 2. Performance-simulations tests a. Work sample tests active simulations of part or all of the work that ap plicants for routine jobs must perform. b. mind centers A set of performance-simulation tests designed to evaluate a candidates managerial potential. 3. Interviews have a disproportionate amount of influence on employee selection decisions. a. In addition to evaluating specific, job-related skills, managers are looking at disposition characteristics and personal values to find individuals who fit the organizations goal and image. C. Contingent selection 1. Drug test is a common contingent selection method. . Argument against drug testing Drug is a secluded matter. II. Training and Development Programs A. Types of culture 1. Basic literacy skills 2. Technical skills has become increasingly important in organizations. 3. Interpersonal skills 4. Problem-solving skills 5. Ethics train B. Training methods 1. schematic training a. Types of formal training 1. On-the-job training (i)job rotation (ii)apprenticeship (iii)understudy assignments (iv)formal mentoring programs 2. Off-the-j ob training (i)classroom lectures (ii)internet courses is most likely to be the fastest growing training. (iii)public seminars (iv)videotapes 3.E-training b. Individualizing formal training to fit the employees learning style c. Evaluating effectiveness 2. Informal training III. Performance Appraisal A. Purposes of performance evaluation 1. Helps managers make human resource decisions 2. Assists in identifying training and development needs 3. Provides a criterion against which management validates selection and development programs 4. Provides feedback on employees 5. Basis for reward allocations determine promotions, B. What do we evaluate? 1. Individual task outcomes 2. Behaviors 3. Traits least predictive set of criteria used to evaluate employees. C.Who should do the evaluating? 1. Immediate superior 2. Peers 3. Self-evaluation a. Lead to employees rating themselves highly b. Make excellent vehicles for stimulating job performance discussions between employees and their super iors c. very much low in agreement with superiors rating d. Tend to be non-white estimates 4. Immediate subordinates 5. 360-degree evaluation is to pool feedback from all the employees customers or provide performances feedback from the full circle of daily contacts that an employee might have, ranging from mailroom personnel to customers to bosses to peers. D. Methods of performance evaluation 1.Written essays does not require no complex forms or extensive training to complete. 2. Critical incidents the evaluation method that focuses the evaluators attention on those behaviors that are key to executing a job effectively. 3. Graphic rating scales consider their usability in quantitative analysis 4. Behaviorally anchored rating scales (BARS) When an appraiser range employees based on items on a continuum with the points reflecting actual behaviors on a given job 5. Forced comparisons a. Group order ranking requires the evaluator to place employees into a particular classificat ion, such as top twenty percent or second one-fifth. . Individual ranking is an approach to performance evaluation rank-orders employees from best to worst. E. Suggestions for improving performance evaluations 1. Use multiple evaluators 2. Evaluate selectively 3. Train evaluators 4. Provide employees with due process F. Providing performance feedback 1. The human resources discussion section is not supportive of the feedback process. IV. Managing Diversity in Organizations A. Work-life conflicts B. Diversity training V. ball-shaped Issues A. Selection B. Performance evaluations