Term
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Definition
| The behavior that occurs among organizational groups when participants identify with one group and perceive that other groups may block their group's goal achievement or expectations. |
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Term
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Definition
| A model of organization that is an ideal that is not fully achievable in the real world, though managers strive to use rational processes whenever possible. In the rational organization, behavior is not random or accidental. Goals are clear and choices are made in a logical way. When a decision is needed, the goal is defined, alternatives are identified, and the choice with the highest probability of success is selected. The model is also characterized by centralized power and control, extensive information systems, and an efficiency orientation. |
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Term
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Definition
| A model of organization that is used when differences are great, organization groups have separate interests, goals, and values. Disagreement and conflict are normal, so power and influence are needed to reach decisions. This model particularly describes organizations that strive for democracy and participation in decision making by empowering workers. |
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Term
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Definition
| The ability of one person or department in an organization to influence other people to bring about desired outcomes. |
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Term
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Definition
| A force for achieving desired outcomes, but only as described by the formal hierarchy and reporting relationships. |
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Term
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Definition
| The top managers place constraints on decisions made at lower levels by specifying a decision frame of reference and guidelines. |
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Term
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Definition
| Being centrally located in the organization and having access to information and people that are critical to the company's success. |
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Term
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Definition
| Events and activities both inside and outside on organization that are essential for attaining organizational goals. |
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Term
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Definition
| Dependency, Financial Resources, Centrality, Nonsubstitutability, Coping with Uncertainty. (see guide) |
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Term
| Domains of Political Activity |
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Definition
| (areas in which politics plays a role) in most organizations are structural change, management succession, and resource allocation. |
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Term
| Tactics for Increasing Power |
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Definition
1) Enter areas of high uncertainty.
2) Create dependencies.
3) Provide scarce resources.
4) Satisfy strategic contingencies. |
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Term
| Political Tactics for Using Power |
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Definition
1) Build coalitions and expand networks.
2) Assign loyal people to key positions.
3) Control decision premises.
4) Enhance legitimacy and expertise.
5) Make a direct appeal. |
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Term
| Tactics for Enhancing Collaboration |
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Definition
1) Create integration devices.
2) Use confrontation and negotiation
3) Schedule intergroup consultation
4) Practice member rotation.
5) Create shared mission and superordinate goals. |
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Term
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Definition
| Designed to increase worker participation and provide a cooperative model for solving union-management problems, are increasingly being used. |
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Term
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Definition
| Occurs when parties in conflict directly engage one another and try to work out their differences |
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Term
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Definition
| The bargaining process that often occurs during confrontation and that enables the parties to systematically reach a solution. |
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Term
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Definition
| The bargaining process usually accomplished through a union and results in an agreement that specifies each party's responsibilities for the next 2 to 3 years with a contract. |
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Term
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Definition
| Rivalry among groups in the pursuit of a common prize, whereas conflict presumes direct interference with goal achievement. |
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Term
| Sources of Intergroup Conflict |
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Definition
| Goal incompatability, differentiation, task interdependence, and limited resources. |
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Term
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Definition
| A key element underlying relative power. Power is derived from having something someone else wants. |
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Term
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Definition
| Control over resources is an important source of power in organizations. Departments that generate income for an organization have greater power. |
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Term
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Definition
| Centrality reflect a department's role in the primary activity of an organization. One measure of centrality is the extent to which the work of the department affects the final output of the organization. |
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Term
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Definition
| A department's function cannot be performed by other readily available resources. |
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Term
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Definition
| Departments that can reduce this uncertainty for the organization will increase their power. |
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Term
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Definition
| Activities to acquire, develop, and use power and other resources to obtain the preferred outcome when there is uncertainty or disagreement about choices. |
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