ARE 112 Midterm #2 Study Guide 2024 with Complete Solutions!!

Coercive power - ANSWER-The power to punish (least effective). Legitimate power - ANSWER-The power granted by some authority. EX: Mr. Peach and Alex Expert power - ANSWER-The power to have some specific skill or knowledge not found in others. EX: computer Wiz: Ralph and Jonah Referent power - ANSWER-The power from admiration or respect. Reward power - ANSWER-The power from being able to provide a reward to others. - In order to have authority you need to have power. - Authority: is the ability to command, direct, or influence thought, opinions, or behavior - Power alone does not give authority, this is a topic in our leadership Change management - ANSWER-Change occurs, this is not the same as transformational change, more of general comments about change, but we do see change management in the area of transformational change. 1. Dissatisfaction with the present situation 2. External pressure toward change 3. Momentum toward change (These are not the same as the driving force for change, but the context of change management) Threats to the change process: - ANSWER-1. Degree of change 2. Time frame 3. Impact of culture 4. Loss of existing benefits 5. Threats to position power 6. Threats to security 7. Redistribution of power 8. Disturb existing social networks 9. Uncertainty regarding change 10. Disruption of routine Methods of Change Management: - ANSWER-Phase Method: (takes up to 5 years) - Unfreezing: prepare for change (everything is open for change / big changes) - Changes - Refreezing: Change is stabilized (you make the changes and you stabilize it) Crossover Approach: This is risky, if it doesn't work because it can cause business to shut down EX: Wells Fargo Change Strategies: - ANSWER-1. Force-Coercion: Use of formal authority to create change. (must make changes | EX: Mr. Peach) -power base: legitimate, reward, coercive. -Managerial behavior: direct forcing, political maneuvering. -Likely results: Faster but may only be temporary. 2. Rational Persuasion: creating change through rational and empirical arguments. (convincing yourself to do / not being forced) -power base: expertise -Managerial behavior: informational efforts -Likely results- highly variable depending on acceptance of change. 3. Shared power: developing support through personal values, beliefs, and commitments. -power base: referent (admire the boss) -Managerial behavior: participative efforts. -Likely results- slower, but able to internalize the changes. (we believe in it and it's a good idea) Headcount: - ANSWER-as a critical success factor (CSF), number of full time equivalent Dashboard: - ANSWER-Displays critical success factors (headcount, average revenue per employee, employee satisfaction survey, headcount by dept., attrition rates) SKA's (Skills, Knowledge, and Ability) - ANSWER-1. Skills: your tool box, the things you can (Learn | Foreign language) 2. Knowledge: bunch of facts, (Choice | Accumulate) 3. Ability: (Inherent | Innate) Protected classes: Title VII of the Civil Rights Act of 1964 (Know at least four): - ANSWER-1. All persons of color: Is used primarily in the U.S. to describe any person who is not white. 2. National Origin: Is an act of 1924, a law that severely restricted immigration by establishing a system of national quotas that blandly discriminated against immigrants from southern and eastern Europe, and virtually excluded