89 Questions
What are the two main sources of power discussed in the text?
Position power and personal power
Which type of power is derived from the followers?
Personal power
What is the potential to influence, not the actual use of power, according to the text?
Power
What does successful managers push down the chain of command according to the text?
Power
What are the forms of influencing mentioned in the text?
Power, politics, networking, and negotiating
What is emphasized as important for successful negotiators in the text?
Trustworthiness
What approach does the text suggest to use when influencing?
Stakeholders’ approach to ethics
Which types of power are mentioned in the Key Terms section of the text?
Coercive power, connection power, expert power, information power
Which type of power is based on the user's position power given by the organization?
Legitimate power
Which influencing tactic involves explaining why objective needs are met and how meeting the objective benefits the other party?
Rational persuasion
What is the appropriate type of power when employees should be rewarded for doing a good job?
Reward power
Which type of power involves punishment and withholding of rewards to influence compliance?
Coercive power
What type of power is based on the user’s personal relationships with others?
Referent power
What is connection power based on?
Influential relationships
What is politics in an organization primarily used for?
Gaining and using power
What does networking involve in an organizational context?
Developing relationships for socializing and politicking
What are the guidelines for developing political skills?
Understanding organizational culture, developing good working relationships, and gaining recognition
What does self-assessment help clarify in the networking process?
Skills and competencies
What is the one-minute self-sell used for in networking?
Summarizing history and career plans
What does building and maintaining a network involve?
Categorizing contacts, expanding the list, and using social media while following company policies.
What does an in-person networking interview involve?
Establishing rapport, delivering a one-minute self-sell, asking prepared questions, and following up with a thank-you note and status report.
What is negotiating primarily about?
Coming to an agreement between two or more parties
When are negotiations appropriate?
In situations without a fixed price or deal
What is the key to the negotiation process?
Preparation, face-to-face interactions, understanding what is being negotiated, and putting agreements in writing.
What should be done once there is an agreement in negotiations?
Stop selling once there is an agreement.
Position power is delegated, and personal power is derived from the followers.
True
Money and politics have a similar use according to the text.
True
Networking involves building and maintaining relationships.
True
There are seven types of power mentioned in the text.
True
Networking is not important in the context of organizational influence.
False
Influencing should not be done ethically.
False
Negotiating primarily involves coercion and punishment.
False
Successful negotiators are not necessarily trusted negotiators.
False
Connection power is based on relationships with influential people and is used in job seeking or promotions.
True
Politics is the process of gaining and using power, functioning as an organizational medium of exchange.
True
Networking involves developing relationships for socializing and politicking, including creating obligations and using coalitions as an influencing tactic.
True
Guidelines for developing political skills include understanding organizational culture, developing good working relationships, and gaining recognition.
True
The networking process involves self-assessment, setting goals, creating a one-minute self-sell, developing a network, conducting networking interviews, and maintaining the network.
True
Self-assessment helps clarify skills and competencies, while the one-minute self-sell is an opening statement used in networking to summarize history and career plans.
True
Building and maintaining a network involves categorizing contacts, expanding the list, and using social media while following company policies.
True
In-person networking interviews involve establishing rapport, delivering a one-minute self-sell, asking prepared questions, and following up with a thank-you note and status report.
True
Negotiating is a process where two or more parties attempt to come to an agreement and is an essential career skill.
True
Negotiations are appropriate in situations without a fixed price or deal, and all parties should believe they got a good deal.
True
The key to the negotiation process is preparation, face-to-face interactions, understanding what is being negotiated, and putting agreements in writing.
True
Negotiations do not have to be a zero-sum game, and it's important to take your time and stop selling once there is an agreement.
True
Legitimate power is based on the user’s position power given by the organization, and is appropriate when asking someone to do something within their job scope.
True
Rational persuasion is a helpful influencing tactic for managers and involves explaining why objective needs are met, how meeting the objective benefits the other party, providing evidence the objective can be met, and explaining how problems/concerns will be handled.
True
Increasing legitimate power involves increasing management experience, exercising authority regularly, following rational persuasion guidelines, and backing up authority with rewards and punishment.
True
Reward power is based on the user’s ability to influence others with something of value to them and is appropriate when employees should be rewarded for doing a good job.
True
Guidelines for increasing reward power include gaining and maintaining control over evaluating employees’ performance, finding out what others value, and letting people know you control rewards.
True
Coercive power involves punishment and withholding of rewards to influence compliance and is appropriate while maintaining discipline and enforcing rules.
True
Guidelines for increasing coercive power include gaining authority to use punishment and withhold rewards, not making rash threats, and being persistent.
True
Referent power is based on the user’s personal relationships with others and is appropriate for people with weak or no position power.
True
Increasing referent power involves developing people skills and working on relationships with managers and peers.
True
Expert power is based on the user’s skill and knowledge, often using the rational persuasion influencing tactic, and is appropriate when new managers rely on employees’ expertise.
True
Guidelines for increasing expert power include increasing training, attending trade meetings, keeping up with the latest technology, and projecting a positive self-concept.
True
Information power is based on the user’s data desired by others and is appropriate when making rational persuasion or inspirational appeals. Guidelines for increasing information power include having information flow through you, knowing what is going on in the organization, and developing a network of information sources.
True
Power is the actual use of influence over followers.
False
There are five types of power mentioned in the text.
False
Networking process does not involve self-assessment.
False
Negotiation primarily involves coercion and punishment.
False
Networking is not important in the context of organizational influence.
False
Successful negotiators are trusted negotiators.
True
Legitimate power is based on the user’s position power given by the organization, and is appropriate when asking someone to do something within their job scope.
True
Influencing should not be done ethically.
False
Connection power is based on relationships with influential people and is used in job seeking or promotions.
True
Politics is the process of gaining and using power, functioning as an organizational medium of exchange.
True
Networking involves developing relationships for socializing and politicking, including creating obligations and using coalitions as an influencing tactic.
True
Guidelines for developing political skills include understanding organizational culture, developing good working relationships, and gaining recognition.
True
The networking process involves self-assessment, setting goals, creating a one-minute self-sell, developing a network, conducting networking interviews, and maintaining the network.
True
Self-assessment helps clarify skills and competencies, while the one-minute self-sell is an opening statement used in networking to summarize history and career plans.
True
Building and maintaining a network involves categorizing contacts, expanding the list, and using social media while following company policies.
True
In-person networking interviews involve establishing rapport, delivering a one-minute self-sell, asking prepared questions, and following up with a thank-you note and status report.
True
Negotiating is a process where two or more parties attempt to come to an agreement and is an essential career skill.
True
Negotiations are appropriate in situations without a fixed price or deal, and all parties should believe they got a good deal.
True
The key to the negotiation process is preparation, face-to-face interactions, understanding what is being negotiated, and putting agreements in writing.
True
Negotiations do not have to be a zero-sum game, and it's important to take your time and stop selling once there is an agreement.
True
Legitimate power is based on the user’s position power given by the organization, and is appropriate when asking someone to do something within their job scope.
True
Rational persuasion is a helpful influencing tactic for managers and involves explaining why objective needs are met, how meeting the objective benefits the other party, providing evidence the objective can be met, and explaining how problems/concerns will be handled.
True
Increasing legitimate power involves increasing management experience, exercising authority regularly, following rational persuasion guidelines, and backing up authority with rewards and punishment.
True
Reward power is based on the user’s ability to influence others with something of value to them and is appropriate when employees should be rewarded for doing a good job.
True
Guidelines for increasing reward power include gaining and maintaining control over evaluating employees’ performance, finding out what others value, and letting people know you control rewards.
True
Coercive power involves punishment and withholding of rewards to influence compliance and is appropriate while maintaining discipline and enforcing rules.
True
Guidelines for increasing coercive power include gaining authority to use punishment and withhold rewards, not making rash threats, and being persistent.
True
Referent power is based on the user’s personal relationships with others and is appropriate for people with weak or no position power.
True
Increasing referent power involves developing people skills and working on relationships with managers and peers.
True
Expert power is based on the user’s skill and knowledge, often using the rational persuasion influencing tactic, and is appropriate when new managers rely on employees’ expertise.
True
Guidelines for increasing expert power include increasing training, attending trade meetings, keeping up with the latest technology, and projecting a positive self-concept.
True
Information power is based on the user’s data desired by others and is appropriate when making rational persuasion or inspirational appeals. Guidelines for increasing information power include having information flow through you, knowing what is going on in the organization, and developing a network of information sources.
True
Study Notes
Power, Politics, and Networking in Organizations
- Connection power is based on relationships with influential people and is used in job seeking or promotions.
- Politics is the process of gaining and using power, functioning as an organizational medium of exchange.
- Networking involves developing relationships for socializing and politicking, including creating obligations and using coalitions as an influencing tactic.
- Guidelines for developing political skills include understanding organizational culture, developing good working relationships, and gaining recognition.
- The networking process involves self-assessment, setting goals, creating a one-minute self-sell, developing a network, conducting networking interviews, and maintaining the network.
- Self-assessment helps clarify skills and competencies, while the one-minute self-sell is an opening statement used in networking to summarize history and career plans.
- Building and maintaining a network involves categorizing contacts, expanding the list, and using social media while following company policies.
- In-person networking interviews involve establishing rapport, delivering a one-minute self-sell, asking prepared questions, and following up with a thank-you note and status report.
- Negotiating is a process where two or more parties attempt to come to an agreement and is an essential career skill.
- Negotiations are appropriate in situations without a fixed price or deal, and all parties should believe they got a good deal.
- The key to the negotiation process is preparation, face-to-face interactions, understanding what is being negotiated, and putting agreements in writing.
- Negotiations do not have to be a zero-sum game, and it's important to take your time and stop selling once there is an agreement.
Influence and Power in Organizations
- Legitimate power is based on the user’s position power, given by the organization, and is appropriate when asking someone to do something within their job scope.
- Rational persuasion is a helpful influencing tactic for managers and involves explaining why objective needs are met, how meeting the objective benefits the other party, providing evidence the objective can be met, and explaining how problems/concerns will be handled.
- Increasing legitimate power involves increasing management experience, exercising authority regularly, following rational persuasion guidelines, and backing up authority with rewards and punishment.
- Reward power is based on the user’s ability to influence others with something of value to them and is appropriate when employees should be rewarded for doing a good job.
- Guidelines for increasing reward power include gaining and maintaining control over evaluating employees’ performance, finding out what others value, and letting people know you control rewards.
- Coercive power involves punishment and withholding of rewards to influence compliance and is appropriate while maintaining discipline and enforcing rules.
- Guidelines for increasing coercive power include gaining authority to use punishment and withhold rewards, not making rash threats, and being persistent.
- Referent power is based on the user’s personal relationships with others and is appropriate for people with weak or no position power.
- Increasing referent power involves developing people skills and working on relationships with managers and peers.
- Expert power is based on the user’s skill and knowledge, often using the rational persuasion influencing tactic, and is appropriate when new managers rely on employees’ expertise.
- Guidelines for increasing expert power include increasing training, attending trade meetings, keeping up with the latest technology, and projecting a positive self-concept.
- Information power is based on the user’s data desired by others and is appropriate when making rational persuasion or inspirational appeals. Guidelines for increasing information power include having information flow through you, knowing what is going on in the organization, and developing a network of information sources.
Influence and Power in Organizations
- Legitimate power is based on the user’s position power, given by the organization, and is appropriate when asking someone to do something within their job scope.
- Rational persuasion is a helpful influencing tactic for managers and involves explaining why objective needs are met, how meeting the objective benefits the other party, providing evidence the objective can be met, and explaining how problems/concerns will be handled.
- Increasing legitimate power involves increasing management experience, exercising authority regularly, following rational persuasion guidelines, and backing up authority with rewards and punishment.
- Reward power is based on the user’s ability to influence others with something of value to them and is appropriate when employees should be rewarded for doing a good job.
- Guidelines for increasing reward power include gaining and maintaining control over evaluating employees’ performance, finding out what others value, and letting people know you control rewards.
- Coercive power involves punishment and withholding of rewards to influence compliance and is appropriate while maintaining discipline and enforcing rules.
- Guidelines for increasing coercive power include gaining authority to use punishment and withhold rewards, not making rash threats, and being persistent.
- Referent power is based on the user’s personal relationships with others and is appropriate for people with weak or no position power.
- Increasing referent power involves developing people skills and working on relationships with managers and peers.
- Expert power is based on the user’s skill and knowledge, often using the rational persuasion influencing tactic, and is appropriate when new managers rely on employees’ expertise.
- Guidelines for increasing expert power include increasing training, attending trade meetings, keeping up with the latest technology, and projecting a positive self-concept.
- Information power is based on the user’s data desired by others and is appropriate when making rational persuasion or inspirational appeals. Guidelines for increasing information power include having information flow through you, knowing what is going on in the organization, and developing a network of information sources.
Learn about connection power and how it is based on relationships with influential people, as well as the appropriate use and guidelines for increasing connection power in professional settings.
Make Your Own Quizzes and Flashcards
Convert your notes into interactive study material.
