BUAD 304 MIDTERM - USC
CUMMINGS
What are the benefits of having barriers to entry? - ANSWERS-they
enhance the power of professions (importance, scarcity, and non-
substitutability), making them more sought after (a dr is more sought
after than a hairstylist)
If a company depends on you heavily... - ANSWERS-you will get
better benefits (more money, promotions, respect) and hold more
power
Those who absorb/reduce uncertainty in an organization... -
ANSWERS-rule that organization because it can't handle uncertainty
- engineers ruled in the early 1900s because they had the power to
reduce the problem at that time
Distributive negotiation - ANSWERS-dominates the business world
99% of the time, "win-lose" scenarios, focuses on "what I want"
Integrative negotiation - ANSWERS-"win-win" scenarios, focuses on
"what each of us wants," reduces conflict and prolongs relationships
Power - ANSWERS-the potential ability to influence others to do
things they otherwise wouldn't do
,Formal power - ANSWERS-power that comes from one's position in
a firm
Legitimate power - ANSWERS-authority from one's position
Negative legitimate power - ANSWERS-tends to be threatening and
demeaning to those being influenced, builds power holder's ego
(powerful people naming monuments after themselves) (tends to
produce compliance or resistance)
Personal power - ANSWERS-power that comes from a person's
characteristics
Expert power - ANSWERS-power from a person's expertise, skills,
and knowledge - runs out quickly (tends to foster commitment)
People are influenced by - ANSWERS-those they like, the need to
reciprocate received actions, the desire to do what others do, the
pressure to continue practicing past behaviors/commitments, the
gravitation towards authority/expertise, the desire to seek what's
scarce
How is power determined by dependency - ANSWERS-the greater
B's dependency on A, the more power A has over B - A will have
power over B as long as A controls something B values and B cannot
get it elsewhere or easily find substitutes for it
, USC-CT - ANSWERS-Uncover problems, Select most critical
problems, Create potential solutions, Choose solutions with most
potential, Translate solutions into implementation plan
Values - ANSWERS-ideals that guide our thinking and behavior
across all situations (especially at work), relatively stable across time
and most situations
Where do values come from? - ANSWERS-parents, childhood
experiences, spiritual beliefs, culture, age generation
What determines success/failure in an organization? - ANSWERS-
How well self fits with the organization's values
When hiring, how do organizations achieve fit? - ANSWERS-
selection (assessment tests, interviews) and/or socialization (boot
camps, training, coaching and counseling)
In order for you to be satisfied in a job, you should - ANSWERS-
actively seek a job that best fits you - be as selective as the company
is, don't settle
Schwartz's Value Theory - ANSWERS-2 sets of bipolar values (self-
transcendence vs self enhancement, openness to change vs
conservation) are what motivate our behavior across any context -
values adjacent to each other on diagram are complementary, values
across from each other are incongruent
CUMMINGS
What are the benefits of having barriers to entry? - ANSWERS-they
enhance the power of professions (importance, scarcity, and non-
substitutability), making them more sought after (a dr is more sought
after than a hairstylist)
If a company depends on you heavily... - ANSWERS-you will get
better benefits (more money, promotions, respect) and hold more
power
Those who absorb/reduce uncertainty in an organization... -
ANSWERS-rule that organization because it can't handle uncertainty
- engineers ruled in the early 1900s because they had the power to
reduce the problem at that time
Distributive negotiation - ANSWERS-dominates the business world
99% of the time, "win-lose" scenarios, focuses on "what I want"
Integrative negotiation - ANSWERS-"win-win" scenarios, focuses on
"what each of us wants," reduces conflict and prolongs relationships
Power - ANSWERS-the potential ability to influence others to do
things they otherwise wouldn't do
,Formal power - ANSWERS-power that comes from one's position in
a firm
Legitimate power - ANSWERS-authority from one's position
Negative legitimate power - ANSWERS-tends to be threatening and
demeaning to those being influenced, builds power holder's ego
(powerful people naming monuments after themselves) (tends to
produce compliance or resistance)
Personal power - ANSWERS-power that comes from a person's
characteristics
Expert power - ANSWERS-power from a person's expertise, skills,
and knowledge - runs out quickly (tends to foster commitment)
People are influenced by - ANSWERS-those they like, the need to
reciprocate received actions, the desire to do what others do, the
pressure to continue practicing past behaviors/commitments, the
gravitation towards authority/expertise, the desire to seek what's
scarce
How is power determined by dependency - ANSWERS-the greater
B's dependency on A, the more power A has over B - A will have
power over B as long as A controls something B values and B cannot
get it elsewhere or easily find substitutes for it
, USC-CT - ANSWERS-Uncover problems, Select most critical
problems, Create potential solutions, Choose solutions with most
potential, Translate solutions into implementation plan
Values - ANSWERS-ideals that guide our thinking and behavior
across all situations (especially at work), relatively stable across time
and most situations
Where do values come from? - ANSWERS-parents, childhood
experiences, spiritual beliefs, culture, age generation
What determines success/failure in an organization? - ANSWERS-
How well self fits with the organization's values
When hiring, how do organizations achieve fit? - ANSWERS-
selection (assessment tests, interviews) and/or socialization (boot
camps, training, coaching and counseling)
In order for you to be satisfied in a job, you should - ANSWERS-
actively seek a job that best fits you - be as selective as the company
is, don't settle
Schwartz's Value Theory - ANSWERS-2 sets of bipolar values (self-
transcendence vs self enhancement, openness to change vs
conservation) are what motivate our behavior across any context -
values adjacent to each other on diagram are complementary, values
across from each other are incongruent
