Power and Politics

1) What is the dependency theory?

2) What are the organizational factors that influence political behaviors?
3) How do we defense ourselves from political behavior?
4) What is the impact of culture on political behavior?
5) How should a leader use his/her power in the organization?

2) individual factor: high self-monitors; internal focus on control; high mach personality; organizational
investment; perceived job alternatives; expectations of success
Organizational factor: reallocation of resources; promotion opportunities; low trust; role ambiguity;
unclear performance evaluation system; democratic decision-making; high performance pressures

3) avoiding action – over-conforming; buck passing; playing dumb;stretching

Avoiding blame – buffing; playing safe; justifying; misrepresenting
Avoiding change – prevention; self-protection

4)People from different cultures hold different believes about power and power relationships. Some countries
value a directive use of power, while others define a consultative and democratic approach as correct (im not
sure about this one)

5)leaders should: 1)delegate decision authority; 2)see people’s talents as a resource; 3) change peoples
working conditions; 4) get resources for work group; 5) take risks; press for inovations; 6) share power widely
Not sure about this one either)

Organizational Structure
 What are the determinants of organizational structure?
 What is the purpose of organizing?
 What is the relationship between organizational design and employee behavior?
 What is the difference between mechanistic versus organic organization based on ….. such as leadership,
communication, decision, etc.?
 What are the 6 key elements that define an organization’s design?

1)strategy, Size, Technology, environment: determines structural designs: mechanistic and

organic

2) Organizing determines what needs to be done, how it will be done, and who is to do it
Purposes:
 Assign tasks and responsibilities associated with individual jobs
 Coordinates diverse organizational tasks
 Clusters jobs into units
 Establishes relationships among individuals, groups and departments
 Establishes formal lines of authority
 Allocates and deploys organizational resources

3)Structure and design have significant effects on employees. It

shapes the work environment. The relationships tell us smth about job
performance, job satisfaction, and motivation of employees

a) work specification – higher employee productivity, but reduced job satisfaction

b)span of control-large spans—higher employee performance
c)centralization-some value dependency and freedom, some not

4)mechanistic: high specialization, clear chain of command, narrow spans of control, centralization,
 high formulation
Organic-cross-functional teams, cross-hierarchical teams, free flow of inf, wide spans of control,
decentralization

 Work specialization
 Decentralization
 Chain of command
 Span of control
 Centralization and decentralization
 Formalization

Human Resource Policies and Practices

1) What are the activities of the major human resource management? (The Human Resource Management Process)
2) What is a training cycle?
3) How do you evaluate training effectiveness?
4) What are the purposes of performance evaluation?
5) ………………… for this position, what kind of performance evaluation method will you use?
6) How can you improve performance evaluations?
7) What are the factors that influence compensation?
8) How does the selection process work in an organization?

1)recruitment, selection and introduction, personnel administration, training and

development, performance and reward management, talent management, career planning,
HR planning, labour relations

2)training – enhances the capabilities of an employee to perform his or her current job sycle
a)asses needs – develop training objectives
b) design and develop training
c)deliver training
d)evaluate training – were objectives met

3)

4)-making general HR decisions

-indentifying training and development needs – employees skilss
-validating selection and development programs
-supplying the basis for reward allocation decisions

6)-emphasize behavior rather than traits

-document performance behavior in a journal
-use multiple evaluaters to overcome rater biases
-evaluate selectively based on evaluater competence
-train evaluaters to improve rater accuracy
-provide employees with the process
7)employees tenure and performance, company profitability, kind of job performed, kind of
business, unionization, loabor or capital intensive, geo location, size of company