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Organizational Behavior Week 10 of Notes

by: Nicole Rossi

Organizational Behavior Week 10 of Notes MGT 06300 - 6

Marketplace > Rowan University > Business, management > MGT 06300 - 6 > Organizational Behavior Week 10 of Notes
Nicole Rossi
GPA 3.9

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Week 10 of notes
Organizational Behavior
Yang Yang
Class Notes
Organizational Behavior
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This 3 page Class Notes was uploaded by Nicole Rossi on Wednesday March 30, 2016. The Class Notes belongs to MGT 06300 - 6 at Rowan University taught by Yang Yang in Spring 2016. Since its upload, it has received 12 views. For similar materials see Organizational Behavior in Business, management at Rowan University.


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Date Created: 03/30/16
Notes from March 31st, 2016: Power: the capacity of a person, team, or organization to influence others. It’s not an act, it’s a potential; it’s based on the target’s perception, It’s embedded in dependent relationship. Bases of Power:  Formal Bases: o Legitimate: position of authority o Reward: ability to give valued outcomes o Coercive: ability to punish or withhold rewards  Informal Bases: o Referent: identification, admiration, respect o Expert: unique knowledge or skill Use of Power: Influencing Others This is any behavior that attempts to alter someone’s attitude or behavior. Types of Influences:  Silent Authority: covert influence  Assertiveness: “vocal authority” (opposite of silent authority)  Information Control: manipulates others’ access to information  Coalition: forms groups to gain more power  Upward Appeal: appeals to high authority  Persuasion: logic, facts, emotional appeals.  Ingratiation and Impression Management: increase liking  Exchange: promise of benefits or resources. The first 5 are hard influences, and the last three are soft influences. Outcomes of Influence: Hard Influence: Resistance Middle: Compliance Soft Influence: Commitment Cialdini’s Persuasion Principles:  Liking: people prefer to say yes to those they know and like  Reciprocity: people repay in kind  Consistency: people align with their past commitments  Social Proof: people follow the lead of similar others  Authority: people defer to experts  Scarcity: people want more of what’s less PART TWO Social Networks: They are systems of interconnected social actors (individuals, groups and organizations) The Oracle of Bacon: The steps or degrees away from another random person. “6 degree separation” On average any two Fortune 1000 boards are connected by less than 4 degrees through shared directors. The Power of Social Networks: Social networks generate power through social capital o Capital: Resource that enables people and organizations to create value, get things done, and achieve goals Power Sources Provided By Social Capital:  Knowledge and information sharing  Increased visibility  Referent power Social Networks and Career Development:  Large personal networks are associated with higher paying jobs  Well-diversified networks helps people get promoted faster  Personal contacts help people find better, more satisfying jobs  Building good working relationships is the main cause of success for people in new roles/ situations. Key Network Concepts:  Network Structures  Individual Positions  Nature of Connections Individual Positions: David (most powerful), Han, Fang, George David: Degree centrality Han: Betweeness George/Fan: closeness The Strength of Weak Ties: weak ties=more diverse information; more power


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