Management 2: Human Relations in Management
Personal and Organizational Values
Values-important meaningful
-valued by an individual, a group of
people or an organizations.
Personal Values- standards that you set for
yourself
Organizational Values-core values and
shared norms
-establish an organizations culture.
Where Values Come From
1. Family- a place for building values
2. School- professors and classmates
3. Workplace- skills, respect, sense of
compliance are put into real test.
4. Religion- promotes not only the spiritual
welfare but also foster their harmonious
relations with others.
5. Peers- modification on behavioral patterns
which influenced by peers.
2 Categories of Values
Terminal Values- maintain a high priority
Instrumental Values- reflect the ways one
prefers to behave
Values Systems- frameworks people use to develop
beliefs
-Eduard Spranger defined six
types of people based on their types of values
systems.
Sprangers Six Value System
1. Theoretical Person
2. Economic Person
3. Aesthetic Person
4. Social Person
5. Political Animal
6. Religious Person
Graves Seven Value Levels- Clare Graves
-People evolved through different levels of
psychological existence
Level 1: Reaction
Level 2: Tribalism
Level 3: Egocentrism
Level 4: Conformity
Level 5: Achievement
Level 6: Social Orientation
Level 7: Existentialism
Integrity- soundness of moral character
Elements of success According to convey:
1. Personality Ethics: being likeable, received
well and a positive mental attitude.
2. Character Ethics: based on principles,
beliefs, and strong values.
Values and the Workplace- values and ethics is
important
-To help keep order, ensuring that a
company runs smoothly and remains profitable.
Values Conflict- two or more values
Internal Values Conflict- one that is waged
inside of you
Cognitive Dissonance- Leon Festinger
(1957)
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- Cognitive dissonance theory
- Powerful motive to maintain cognitive
consistency can give rise to irrational
- Two or more conflicting cognitions:
ideas, beliefs, values or emotional
reactions.
1. Change your original beliefs
about management.
2. Use denial
3. Get into self-justification
4. Change your own behavior
Four Major Areas of differences in Values and in
Perception of the values of others
1. Power and Authority
2. Individual versus the group
3. Tolerance for uncertainty
4. Value of punctuality
Denial- failure to confront problems
Self-justification- explaining your behavior so that
you feel it is correct
Perception- process by which individual select,
organize, and interpret their sensory impression in
order to give their environment.
Factors influencing perception
1. Target- can affect what is perceived loud
people are more likely to be notice in a group
than quiet ones.
2. The Situation- which we see object or event
is important.
-Elements in the surrounding environment
influence our perception.
Attribute Theory- typical behavior by an individual
-to determine whether it is internally or
externally.
Behavior war consider as:
Internally-dispositional
Externally- situational
Rules of Determining Attribution:
1. Distinctiveness
2. Consensus
3. Consistency
Selective Perception- selective interpretation based
on their interest, background, experience and attitude
Halo Effects- general impression of an
individual on the basis of a single characteristic
Projection- attributing ones own
characteristics to other people.
Stereotyping- judging someone on the
basis of ones perception of the group
Prejudice- unfounded dislike of a person or
group based on their belonging to a particular
stereotyping
Contrast Effects- concepts that our reaction
to a one person
Human Behavior- range of behavior
- Influence by culture, attitudes, emotions,
values, ethics, authority, rapport,
hypnosis, persuasion, coercion and
genetics.
Workplace Behavior- pattern of actions
-directly or indirectly influences the
organizations effectiveness.
 Theory X- Traditional set of assumptions about
Types of Workplace Behavior people in organizational settings
1. Performance Behavior- set of work-related Theory Y- more humanistic and supportive approach
behavior
2. Dysfunctional Behavior- detract from B. NEED-BASED PERSPECTIVES ON
rather than contribute to, MOTIVATION
3. Absenteeism- employee does not show up Herzbergs Two Factor Theory of Motivation (Dual
for work Structure Theory)- by Frederick Herzberg
4. Turnover- people lose their jobs. - Motivation factors
Motivation- set of forces that leads people to behave - Affects satisfaction
in particular ways. - Hygiene factors
-force of the need or desire to act. 1. Hygienes- called dissatisfiers, factors
Need- individual requires or wants. connected with a job that we dont want to be
Organizational climate- emotional weather without
within an organization 2. Motivators- called satisfiers, connected with
Morale- overall mood of an individual or a job that involve such issues as the nature
group, based on attitudes and satisfaction. of work
Importance of Motivation Motivators Satisfier
Perform at high levels Achievement Companies policies and
To work hard administration
To come to work regularly Recognition Quality of supervision
To make positive contributions Advancement Relationship with
Historical Perspectives on Motivation supervision
1. The Traditional Approach- Frederick Taylor Work Challenge Peer relations
-method of structuring jobs called Possibility for Pay
Scientific Management. development
-employees are motivated by Responsibility Job security
money Working conditions
2. The Human Relations Approach- Status
employees want to feel useful and important McClellands Manifest Needs Theory-by David
- Employees have strong social needs McClelland
- Suggests that favorable employee -all people have certain needs that motivate
attitudes results in motivation to work them in life and on the job.
hard. 1. Achievement Needs- strong correlations
3. The Human Resources Approach- people between high need for achievement and job
wants to contribute and are to make genuine performance and success
contributions. 2. Power Needs- influence people to conform
-encourage participation and create to certain situations. Individuals who want to
a work environment thinking about employee control and influence other
motivations. 3. Affiliations Needs- to develop warm,
A. GENERAL THEORIES OF MOTIVATION friendly, cordial, and personal relationship.
McGregors Theory X and Theory Y People who have intense desire to be
Theory X accepted and liked by other people.
Theory X Theory Y 4. Need for Competence- drive to strive for
Dislike work and will Work is as natural as quality to work.
avoid it play or rest The Hierarchy of Needs- human needs are arranged
Lacks responsibility, little Not inherently lazy in a hierarchy of importance
ambition and seeks General Hierarchy of Organizational
security Example Needs Example
Coerced, controlled and Exercise self-direction Achievement Self- Challenging Job
threatened with and self-control. Actualization
punishment Have potential. They Needs
learn to accept and seek Status Esteem Needs Job Title
responsibility. Friendship Belongingness Friends in Work
The Managerial Role is The Managerial Role is Needs Group
to coerce and control to develop the potential Stability Security Needs Pension Plan
workers in employees. Help them Sustenance Physiological Base Salary
release that potential Needs
toward common
objectives
ERG Theory- Clayton Alderfer
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 - Stands for Existence, Relatedness and Job Rotation- systematically moving
Growth Needs. workers from one job to another
C. BEHAVIOR-BASED (Process-based) Job Enlargement- giving workers more
PERSPECTIVES ON MOTIVATION tasks to perform. Also called Horizontal Job
Equity Theory- peoples desire to be treated Loading.
with what they perceived as equity and avoid Job Enrichment- more tasks to perform and more
inequity. control over how to perform them.
Equity- being treated fairly, inequity -It relies on Vertical Job Loading
is treated unfairly Freedom in deciding about such things
Expectancy Theory- Victor Vroom Participation of subordinates
-human behaviors in terms of peoples goals, Interaction of workers
choices and the expectation that goals will Feedback on their job performance
be reached. Change of the physical aspects of work
- motivated by how much they want environment
something and the likelihood they perceived Job Characteristics Theory- 5 motivational
of getting it. properties of tasks and 3 critical psychological states
Expectancy of people.
Instrumentality -important contemporary model how to
Valence design jobs.
Outcome -by Hackman and Oldham
Effort to perform expectancy 3 Psychological States:
Performance to outcome 1. Experienced meaningfulness of
expectancy work
D. LEARNING-BASED PERSPECTIVES ON 2. Experienced responsibility for
MOTIVATION work outcomes
Reinforcement Theory- human behavior in 3. Knowledge of the results
5 Characteristics of the Job or Core Job
terms of repetition.
Dimension
-rewarded enough times will be repeated.
1. Skill Variety- diversity of aptitudes
-Process of changing behavior because of a
and abilities
reward, or lack of reward is called behavior
2. Task Identity- perception of how
modification.
meaningful a job seems to be to the
Reinforcements- consequences of
worker
behavior. 3. Task Significance- perception by
Reinforcers- incentives such as the worker that his or her work
awards, bonuses, promotions and affects other peoples work or lives
gifts 4. Autonomy- freedom to choose
Goal Setting- employees set their ones tasks and work methods
own goals 5. Feedback- information given to a
Types of reinforcement in Organizations person about how he or she is
1. Positive Reinforcement- reward or performing
desirable consequence Employee Involvement-
2. Negative Reinforcement or Avoidance- most often enhanced
opportunity to avoid or escape through what are called
3. Extinction- eliminating a reward or desirable participative management
consequence and empowerment
4. Punishment- Unpleasant or aversive Participation- giving
Social Learning- people observe the behaviors of employees a voice in
others, recognize their consequence and making decisions about
alter their own behavior as a result. their own work
Organizational Behavior Modification- application Empowerment-
of reinforcement theory to people in
Processes of enabling
organizational settings
workers to set their own
Work Design in Organization- Work design is an
work goals and solve
important method managers can use to
problems within their
enhance employee performance
sphere of responsibility
Job Design- how organization define and structure
Flexible Work
jobs
Job Specialization- help improve efficiency but it can Arrangement- to enhance
also promote monotony and boredom employee motivation and
Early Alternatives to Job Specialization performance by giving
workers more flexibility
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Popular Flexible Work Arrangements
1. Variable Work Schedules- where
employees work a full forty-four hour week in
fewer than traditional five days a week.
2. Flexible Work Schedules- also called
Flextime, a workday is broken down into two
categories: flexible time and core time.
3. Extended Work Schedules-relatively long
periods of work followed by relatively long
periods of paid time off.
4. Job Sharing- two or more part-time
employees share one full-time job
5. Telecommuting- alternative work
arrangement which allows employees to
spend part of their time working off-site. It is
called e-commuting or working from
home.
Goal-Setting Theory of Motivation
Goal difficulty- Challenging and requires
effort
Goal specificity- clarity and precision of a
goal
Goal acceptance- extent to which a person
accepts a goal as his or her own
Goal commitment- person is personally
interested in reaching a goal.
Performance Management
Performance measurement (performance
appraisal)- process by which someone
1. Evaluates an employees work behaviors by
measurement and comparison with
previously established standards
2. Documents the results
3. Communicates the results to the employee.
Reward System- consist of all organizational
components
- Allocating compensation and benefits to
employees in exchange for their
contribution to the organization
Roles, purposes and meanings of Rewards:
Surface Value- reward to an employee
is it objective meaning or worth
Symbolic Value- reward to an
employee is its subjective and personal
meaning or worth
Types of Rewards- combined to create an
individuals compensation package.
1. Base Pay- pay an individual receive and it
includes wages or salary
2. Incentive System- employees can earn
additional compensation in return for certain
types of performance
3. Indirect compensation or benefits-
important element in most compensation
plans
4. Perquisites- special privileges awarded to
selected members of an organizations
usually top managers
5. Awards- improve performance under the
right conditions
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Managing Reward Systems
1. Flexible reward system- employees to
choose the combination of benefits that best
suit their needs
2. Participative pay system- involve the
employee in the systems design,
administration or both
3. Pay secrecy- policy complete secrecy
means that no information is available to
employees
4. Expatriate compensation- support a
comparable lifestyle of an employee when
relocated to another place.
Interpersonal Dynamics- an interpersonal relation
that can be formal and positive.
- Occurs when 2 parties know each other,
have mutual respect and affection and
enjoy interacting with one another.
Outcomes of Interpersonal Behavior- can serve as
a solid basis for social support.
Group- 2 or more people who interact,
share common goals, have unspoken or
formal rules or norms
Norm- standard of behavior expected of
group members
Group Process- way of group members
deal with each other while working on a
task.
Types of group
Formal Group- form by an organization to do its work
Common group- relatively permanent
formal group with functional reporting
relationships
Task group- relatively temporary formal
group established to do a specific task.
Affinity group- collections of employees
from the same level in the organization who
meet on a regular basis to share information.
Informal Group- established by its members
Friendship group- relatively
permanent and informal and draw
its benefits from the social
relationships
Interest group- relatively
temporary and informal and its
organized around a common
activity
Classification Scheme for Types of Groups
1. Mutual Acceptance- members sharing
information about themselves and getting to
know each other.
2. Communication and Decision Making-
members discuss their feelings more openly
and agree on goals and individual roles in
the group.
3. Motivation and Productivity- members
cooperate help each other and work toward
accomplishing task.
4. Control and Organization- group is mature.
Members work together and are flexible,
adaptive and self-correcting.

Group Performance Factor
Group Composition- degree of similarity or
difference among group members
-described in terms of Homogeneity or
Heterogeneity of members.
Group Size- number of members of the
group
Group Norms- standard against which the
appropriateness of a behaviors a judged.
Group Cohesiveness- extent to which a
group is committed to staying together.
Group Decision Making in Organization
Group Polarization- tendency for group
average post discussion attitudes to be more
extreme
Groupthink- model of thinking that people
engaged when they are deeply involved in a
cohesive in-group
Participation- act of sharing whether one
views in participation
Group Problem Solving
1. Brainstorming- used in idea
generation phase of decision
making
2. Nominal Group Technique- group
member follow a generate-
discussion-vote cycle
3. Delphi Technique- method of
systematically gathering judgment
of expert
Communication- giving and receiving ideas, feelings
and information among people.
Factors of Communication
Major factors include attitudes and values, conscious
and unconscious communication
and timing
Reasons for Failure in Listening
1. Selective listening- listener deliberately
chooses what he or she wants to hear.
Information Overload- listener is
overwhelmed with incoming
information. Common cause of poor
listening skills
2. Tuning Out-simply refuse to listen to
coworkers or other people due to prejudice.
Prejudice- in communication is the
unwillingness to listen to members
of groups
The Ebbinghaus Curve of
Forgetting or Ebbings Curve- by
Herman Ebbinghaus
Red Flags Words- bring an
immediate emotional response
Active Listening- listening with
greater concentration, less
tolerance for distraction and more
feedback to the speaker.
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3. The Timing of Message- can be major
factors when a message becomes distorted
and misunderstood.
1. Emotional Timing
2. Situational Timing
3. Relevance Timing
4. Filtering- when listeners fail to receive
messages correctly because of hearing only
want they want to hear.
The Pitfalls of Filtering- they avoid
hearing unpleasant facts or opinions
Becomes a better listener- how to become a good
listener
1. Stop Talking
2. Put the talker at ease
3. Show a talker that you want to listen
4. Get rid of destructions
5. Try to enter into the speakers reality
6. Be patient. Use pauses for reflecting
7. Listen for main ideas
8. Ask questions and give feedback
9. Listen for feelings as well as for facts
10. Hold your temper. Go easy on argument and
criticism
11. Encourage others to talk
Communicating without words
Non-verbals- communicating
without speaking
Context- point of reference
Intensity- show serious
concentration or emotion
Illustrators- gestures people use to
clarify a point they might be making
Regulators- used to control the
flow of communication
Displays- gesture that are used like
nonverbal punctuation marks
Emblems- gestures used in a
specific meaning
Distancing- distance of physical
space that you maintain between
other people and yourself
Organizational Communication- oral and written
communication
-both formal and informal dimensions and
travels both vertical and horizontally
Vertical communication- message that
need to be communicated go through the
chain of command
Horizontal communication- message
between and your equals in the formal
organization
Grapevine- network within the informal
organization that communicates incomplete
Rumor mill- gossip network that produces
mostly false information
Communication Fidelity- degree of
correspondence between the message
intended by the source
Communication- social process in which 2 or more Reduce Noise
parties exchange information and share Foster Informal Communication
meaning Develop a balanced information network
Purposes of Communication Team in Organizations
To achieve coordinated action Differentiating Teams from the Group
Information sharing Group
Norm
Task Activity
Group Process
Methods of Communication
Status
Written Communication
Conformity
Oral Communication
Groupthink
Nonverbal Communication
A. Job Categories- the work of
Process- is social because it involves 2 or more
conventional groups is usually
people.
described in terms of highly
Source- is the individual, group or specialized jobs that require
organization interested in communicating minimal training and moderate
something to another party effort
Encoding- process by which the message is B. Authority- the supervisor directly
translated from an idea or thought controls the daily activities of the
Transmission- process through which the workers
symbols that carry the message are sent to C. Reward System- how the
the receiver employees are rewarded is vital to
Decoding- process by which the receiver of the long-term success of an
the message interprets its meaning organization
Receiver- the receiver of the message may Skill-Bases Pay
be an individual, a group, an organization Gain-Sharing Systems
Feedback-receivers response to the Team Bonus Plans
message Four Categories of Benefits
Noise-any disturbance in the communication 1. Enhance Performance
process that interfere with or distorts 2. Employee Benefits
communication 3. Reduced Costs
Channel noise- is the disturbance in 4. Organizational Enhancement
communication that is primarily a function of Cost of Teams- usually expressed in terms of the
the medium difficulty of changing to a team-based
Small Group Communication Networks organization
Wheel Network patterns in which Types of Teams
A. Quality Circles- small groups of employees
information flows between the person at the
from the same area who meet regularly to
end of each spoke and the person in the
discuss
middle.
B. Work Team- tend to be permanently like
Chain network each member
QCs but they are rather than auxiliary
communicates with the person above and committees
below, except for the individuals on each C. Problem-Solving teams-temporary teams
end, who communicate with only one established to attack specific problems in the
person. workplace
Circle Network communicates with people D. Management teams- consisting of
in both sides but not with anyone else managers from various areas, coordinating
All- channel Network found in informal the work teams.
groups that have no formal structure, leader E. Product Development Teams-
or task to accomplish. combinations of work teams and problems-
solving teams that create new design for
Downward Communication- provides direction products or services
Upward Communication- provides feedback to F. Virtual Teams- teams that may never
management actually meet together in the same room
Semantics- study of language forms, and semantic their activities take place on the computer
problems occur when people attribute Planning the Changes
different meanings to the same words or Leading the decision
language forms Repairing implementation
Improving organizational factors in
communication
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Essential team issues- teams can be utilized in employee oriented and
small and large organization on the shop production oriented.
floor and in offices Employee-Oriented
Team Performance- often declined and then (Employee-centered
rebounds to the original levels and above. leader behavior)-
Phases of Team Implementation emphasizing interpersonal
Phase 1: Start-Up relations.
Phase 2: Reality and Unrest Production Oriented-
Phase 3: Leader-Centered Teams emphasize the technical or
Phase 4: Tightly Formed Teams task aspects of the job
Phase 5: Self-Managing Teams Autocratic Leader- one who dictates decisions down
Factors of Effectiveness of Team Decision Making to subordinates
The Skills and abilities of the group members Democratic Leader- one who shares decision
The Size of the Group making with subordinates
The Task to be Undertaken Fiedler Model- 1st comprehensive contingency model
Methods in Decision Making For Teams: for leadership.
1. Consensus- where all team members get a Least Preferred Worker- Questionnaire that purports
chance to air their opinions to measure whether a
2. Majority Rule- democracy in action. Team person is task or
votes, majority win. relationship oriented.
3. Minority Rule- usually takes the form of a 3 Situational Criteria
subcommittee of a larger team that 1. Leader-Member Relations- degree of
investigate information confidence, trust, and respect subordinates
4. Averaging- is the epitome of compromise have in their leader.
5. Expert- this is simple. 2. Task Structure- degree to which the job
6. Authority Rule without Discussion- assignments are procedurized
usually no room for discussion 3. Position Power- degree of influence a
7. Authority Rule with Discussion- also leader has over power variables such as
known as Participative Decision Making. hiring, firing, discipline, promotions, and
Leadership-is both process and a property. salary increases.
Influence- ability to affect the perceptions, beliefs, The LPC Theory of Leadership-
attitudes, motivation, and/or behaviors of also called Contingency Theory
others -suggest that a leaders
Traditional Models of Leadership (Early Approach effectiveness depends on the
to leadership) situation
Trait Approaches to Leadership (Trait Hersey-Blanchards Situational Theory- most
theories of Leadership)- identify stable and widely practiced leadership models
enduring character traits that differentiated -Paul Hersey and Ken Blanchards
effective leaders from non-leaders. Situational Leadership- contingency theory that
Behavioral Approaches to Leadership focuses on the followers
(Behavioral theories of Leadership)- -uses two leadership dimensions
identify behaviors that differentiated effective that Fiedler identity: Task and
leaders from non-leaders Relationship Behavior
Ohio States Studies- most Specific leadership Style:
comprehensive and replicated of Telling
the behavioral theories Selling
Initiating Structure (Job- Participating
centered leader Del`egating
behavior)- refers to extent Maturity
to which a leader is likely Job Maturity
to define and structure his Psychological Maturity
or her role 4 Stages of Maturity
Consideration- extent to People are both unable and unwilling to take
which person is likely to responsibility to do something
have job relationships that People are unable but willing to do
are characterized by necessary job tasks.
mutual trust People are able but unwilling to do what the
University of Michigan Studies-
leader wants
also came up with 2 dimension of People are both able and willing to do what
leadership behavior labeled
is asked for them

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The Hersey and Blanchard Theory of Leadership-
appropriate leader behavior depends on the
readiness of the leaders followers
Leader-Member Exchange Theory (LMX Model)-
stresses the importance of variable
relationships between supervisors and each
of their subordinates.
-The In-Group receives special duties
requiring more responsibility and autonomy.
Out-Group receives special privileges.
Vrooms Decision Tree Approach- leadership
attempts to prescribe how much participation
subordinates should be allowed in making
decision
Path-Goal Theory- leaders behavior us acceptable to
subordinates insofar as they view it as a
source of other future satisfaction
Leader-Participation Theory- leadership behavior
and participation to decision making
Contemporary Views on Leadership
Transactional Leadership- leaders
who guide or motivate their
followers in the direction of
established goals by clarifying role
and task requirements
Transformational Leadership-
basic distinction between leading
for change and leading for stability
How to be a Transformational Leader
Individualized consideration
Intellectual Stimulation
Inspirational Motivation
Idealized Influence
Charismatic Leadership- type of influence based on
the leaders personal charisma
-form of interpersonal attraction that inspires
support and acceptance
Characteristics of Charismatic Leaders:
Have a Vision
Are able to articulate the vision
Are willing to take risks to achieve the vision
Are sensitive to the environment and to
follower needs
Exhibit behaviors that are out of the ordinary
Visionary Leadership- leaders who creates and
articulates a realistic, credible and attractive
vision of the future
Leader Management
1. Team Management- manager integrates
management of production and people under
condition
2. Middle of the Road Management- workers
spontaneously work and do as they are told
if the reasons for doing so are clearly
explained
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3. Impoverished Management- manager is an
expert at passing the blame on others for his
failure
4. Authority Compliance- relationship
between a manager and his subordinates is
based on the exercise of authority and
obedience
Trait Theory- postulates people are either born or not
born with qualities that predispose them to
success in leadership roles
Skills Theory- states that learned knowlge and
acquired skills/abilities are significant factors
in the practice of effective leadership
Situational Theory- suggests that different situations
require different styles of leadership
Contingency Theory- states that a leaders
effectiveness is contingent on how well the
leaders style matches a specific setting or
situation.
Path-Goal Theory- about how leaders motivate
followers to accomplish identified objectives.
Transformational Theory- states that leadership is
the process by which a person engages with
others and is able to create a connection that
results in increased motivation
Transactional Theory- focuses on the exchanges
that take place between leaders and
followers.
Servant Leadership Theory- conceptualization of
leadership reflects a philosophy that leaders
should be servant first
Emerging Issues in Leadership
Strategic Leadership- Capability to
understand the complexities of both the
organization and its environment
Ethical Conduct- being held up as a
prerequisite for effective leadership
Virtual Leadership- emerging as an
important issues for organization
Transactional Analysis
Transactional Analysis (TA) - way of understanding
the give and take of human interaction.
-analyzes the emotion and motivation that
are deeply rooted in the unconscious mind
Unconscious Mind- place where human store many
otherwise forgotten memories, feelings,
frustration and ideas.
Eric Berne- introduced the concept of TA.
Transaction- exchange of words between two people
Three people types:
Child Ego States- one all children know first
hand
Parent- observing their parents or other who
played parental role in their lives
Adult- learned through observation.
Ego States- people types that exist within each
human being
Child Ego States- divided into three parts each
representing a type of child-like behavior
 1. Natural Child- all of the happiness,
imagination, openness and warmth of
childhood
2. Adapted Child- one who modifies his own
behavior under parental influence
3. Little Professor- ego states of intuition,
creativity and manipulation
Parent Ego States
1. Critical Parent- parent figure most mature
humans remember from their early lives
2. Sympathetic Parent- caring, nurturing
parent figure
Adult Ego States- involves rational, unemotional,
and careful thinking in which you gather facts
and draw conclusion.
Non-verbal and verbal Ego States- each ego states
has its own non-verbal and verbal
characteristics.
Adult-Adult Complementary Transaction- sends
message to someone who responds from
the same states
Leadership- use of no coercive influence to direct
and coordinate the activities of group
members to meet goals
The Nature of Influence
Influence- ability to affect the perceptions, attitudes
or behaviors of others.
Impression Management- direct, intentional effort by
someone to enhance his or her image in the
eyes of others
Appearance- one of the first thing people think of.
The Nature of Power
Power- potential ability of a person or group to
exercise control over another person or
group
Types of Power
1. Legiti,mate Power- granted by virtue of
ones position in the organization
2. Reward Power- exists when one person
controls rewards that another person values
3. Coercive Power- exists when one person
has the ability to punish or physically or
psychologically
4. Expert Power- exists when one person
controls information that is valuable to
someone else
5. Networking Power- power attained by
gaining contacts and knowing the right
people
6. Charismatic Power- power that is based on
the attractiveness a person has to others
7. Referent Power- power that exists when
one person wants to be like or imitates
someone else
8. Position Power- resides in a position,
regardless of who is filling the position
9. Personal Power- resides in the person
regardless of the position being filled
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Bases of Power- classic framework developed by
John R.P. French and Bertram Raven
The Uses of Power in Organization
1. Commitment- the result from an attempt to
exercise power
2. Compliance- willing to carry out the leaders
wishes
3. Resistance- subordinates reject or fight the
leaders wishes
Organizational Politics- activities people perform to
acquire, enhance and use power and other
resources to obtain their preferred outcomes
in a situation
Reasons for Political Behavior
Ambiguous Goals
Scarce Resources
Technology and Environment
Non Program Decision
Organizational Change
The Techniques of Political Behavior
1. Control as much as possible
2. Controlling the agenda
3. Game Playing
4. Building Coalition
5. Controlling Decision Parameter
Open Communication- very effective technique for
restraining the impact of political behavior
Forewarned is forearmed sums up one final
technique for controlling political activity.
Organizational Justice
Distributive Justice - refers to people
perceptions of the fairness with which
rewards and other valued outcomes are
distributed within the organization.
Procedural Justice is an individual
perception of the fairness of the process
used to determine various outcomes.
Interpersonal Justice relates to the
degree of fairness people see in how they
are related by others in their organization.
Informational Justice perceived fairness of
information used to arrive at decision.
Additional Terms to remember:
1. Empowerment giving people the authority
to make decisions or permitting them to have
control.
- Refers to forming teams of people to work
together to make decisions in problem-
solving and goal setting processes.
2. Rewards consist of sharing profits with
employees.
3. Work teams are group of employees with
shared goals who join forces on a work
project.
4. Team spirit the energy and shared
commitment results from teamwork.
5. Corporate Culture shared values and
assumptions within an organization.
6. Culture Stories stories that illustrate the
values of people who make an organization
work.
7. Psychological contracts agreements that
are not written or spoken but are understood
between people.
8. Assertiveness standing up for your rights
without threatening the self esteem of the
other person.
9. Aggressiveness involves hurting others
and putting them on the defensive
10. Social Loafing tendency of some
members of groups to put forth less effort in
a group than they would if they are alone

10 L E S L I E G U I M A L MANAGEMENT 2/REVIEWER/MIDTERM