Chapter 10
1. List and describe three types of authority?
Weber defines traditional, charismatic and legal as the three types of authority in which leaders
exercise on towards their followers (Stojkovic, Kalinich, & Klofas, 2013, p. 288). Traditional
authority is associated with individuals who hold leadership positions within organizations for a
long period of time. In relation to a police station or agency headquarters; this type of power is
vested with the chief of police as it is towards a director of an agency. Their role within the
organization plays a large role so their authority needs to match that of their influence on
towards the subordinates within the organization. Charismatic is the next type of authority,
which is founded within a person’s attributes or actions in the organization (Stojkovic, Kalinich,
& Klofas, 2013, p. 288-89). A good example would be a retired chief of police who spent a long
time cleaning up the streets and took in a lot of bad people. Many under him liked his qualities
and traits as a leader which after a long time is ingrained into them. Lastly, we have legal
authority which is based on an appeal towards the formal rules and regulations of and
organization (Stojkovic, Kalinich, & Klofas, 2013, p. 289). This style is a lot like the style adopted
in the military and law enforcement organizations because the of hierarchy structure which
follows a chain of command which allows for every day interactions to occur.
2. List and describe the five bases of power identified by French and Raven?
The five types of power are reward, coercive, legitimate, referent, and expert organization
(Stojkovic, Kalinich, & Klofas, 2013, p. 289). These powers all illustrate the interactions and
relationships shares between that of those in leadership position and underneath them. Reward
power is the power that the receiver’s perception is that the person can provide a reward or
remuneration for compliance with orders or commands. This could be found in construction
type jobs, the head of the group tells those underneath them that they have to do a job a
certain way or they will not be paid. Coercive power is based on the power recipient’s
perception that failure to follow orders will bring the threat of punishment or punishment itself
organization (Stojkovic, Kalinich, & Klofas, 2013, p. 289). This could be exercised in a prison or
boot camp style environment; in boot camp you are required to do things a certain way and to
follow all orders from the leaders of the platoon. The same if you were in a prison, just the
difference is that they have to listen to the correctional officers or otherwise there will be
consequences for their actions. Legitimate power is exercised when a power holder is able to
influence a power recipient to do something based on the power recipient’s internalized belief
organization (Stojkovic, Kalinich, & Klofas, 2013, p. 289). Referent is the power on an individual
is the attraction towards the person in power. In police organizations, officers patrol the street
looking to stop people from doing foolish acts. Now once finding them the individual looks at
them with this type of power because they now they’re doing wrong at the same time they are
aware that this individual has the power to change their life.
3. Discuss the consequences of power relations?
Power has its benefit and consequences Voluntary hospitals, for example, rely on a legitimate
power system with talks and explanations provided to patients. In contrast, veterans’ hospitals
employed methods of coercion to gain compliance (Stojkovic, Kalinich, & Klofas, 2013, p. 291).
This shows that the two different organizations use their own preferred style of power to assert
towards those within their area of work.
4. List and describe four personality traits affecting an administrator’s approach to organizational
political behavior?
These four personality traits are the need for power, Machiavellianism, locus of control, and
risk-seeking propensity (Stojkovic, Kalinich, & Klofas, 2013, p. 300). Power is a necessity that all
organizational leaders need to have in order to be effective leaders. The need for power will
depend on the type of leaders who seek to dominate others through expressions of power and
will. Machiavellianism is predicated on the ideas of manipulation and deceit (Stojkovic, Kalinich,
& Klofas, 2013, p. 300). Supervisors within the criminal justice field exercise this type of power in
order to manipulate those in their organization for short missions and long ended ones. Locus of
control refers to an individual’s ability to control his or her fate within an organization (Stojkovic,
Kalinich, & Klofas, 2013, p. 301). People with a high internal locus believe they have the ability to
determine their level of success by the influence they have on their surroundings. In a law firm
this could best be depicted as the intern doing all that they can to get noticed to obtain the job
at the same time be aware that the people that will make the decision in keeping them are
readily in the vicinity to verify their production. Then there is risk- seeking propensity is defined
as persons taking low level risk taking to get what they need to gain a step in the game.
5. Present and explain your own definition of power in organizations?
Power within an organization is simply the tools that the leaders and supervisor use in order to
work towards an organizational goal. If that means using different style and types to obtain that
goal, then so be it. An effective type of leadership would be traditional because it exercises the
leader giving the orders and the subjects taking them and getting them accomplished. It is the
driving forces that build organizations to successful establishments that contribute to it self.
Chapter 11
1. List and describe the types of conflict?
We can identify four types of conflict in organizations as conflict, group conflict, Intraorganizational conflict, and interorganizational conflict (Stojkovic, Kalinich, & Klofas, 2013, p.
315). Personal is within the individual in an organization which is effected by the working
conditions and other work related issues. This usually occurs when the individual does not
succeed as they should be and they have been getting in even more trouble as they go on.
Group conflict occurs in organizations when individual members disagree on some point of
common interest (Stojkovic, Kalinich, & Klofas, 2013, p. 316). Taking the actions of a group and
pitting them against the supervisor’s commands in the work place. lntra-organizational Conflict
is generated by the structural makeup of an organization—that is, by formal authority in the
organization and how it is delegated (Stojkovic, Kalinich, & Klofas, 2013, p. 317). This illustrates
how leadership interacts with those in high or low leadership positions and others whole play
roles within the circle.
2. List and describe the stages of a conflict episode?
The stages are latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict
aftermath which are affected by both environmental and organizational factors (Stojkovic,
Kalinich, & Klofas, 2013, p. 321). Latent happens when competitions to maintain resources
occur. This is seen my perceived conflicts which occur when on or more individual acknowledge
this conflict exist. Felt conflict occurs when a party personalizes the conflict situation (Stojkovic,
Kalinich, & Klofas, 2013, p. 321). In the military you whenever you leave the wire in a clarified
hostile area you are required to take on person with you. Now if one person is upset with the
other and one person doesn’t allow the conflict to upset them but the other person is allowing it
to which is now affecting the relationship. After the conflict situation has been perceived and
felt by a party, it may move into manifest conflict. This stage of the conflict episode is
characterized by overt or covert behavior to bring out the conflict (Stojkovic, Kalinich, & Klofas,
2013, p. 323). Manifest conflict can occur in forms of a disturbance such as large scale riots
within the streets. Which sometimes involve one side blocking the goals of that of the other
side? Aftermath is the results of the conflict that happen and how they turn out.
3. List and explain conflict behaviors?
Accommodating, avoidance, collaborative, compromising and competing behavior are all
conflicts of behavior (Stojkovic, Kalinich, & Klofas, 2013, p. 324-26). Conflict behavior could be
described as the necessary traits exercised by mainly law enforcement stations on how they run
their organization. How the leaders in charge deal with the small things.
4. Explain process interventions and structural interventions?
Process interventions require that the manager or supervisor intervene indirectly in the conflict
(Stojkovic, Kalinich, & Klofas, 2013, p. 328). The goal for this is to have all parties working
towards one shared goal in which they need to determine during the conflict. A manager would
need to intervene as soon as they saw a few workers causing a commotion in the lobby or
workers in the streets being fools. Potential process intervention takes a lot of time and effort
placed into it in order to sustain any genuine solutions.
5. Explain structural interventions?
Structural interventions are designed to reduce conflict by examining and altering preexisting
conditions of the organization that promote conflict (Stojkovic, Kalinich, & Klofas, 2013, p. 332).
Mainly defined as the issues in which the manger deals solely which has two different
approaches which are selection and training intervention and contextual- modification
intervention. Selection interventions use recruitment process in order to screen and choose the
best suited people for the organization and the job (Stojkovic, Kalinich, & Klofas, 2013, p. 332).
An experienced individual is directed with this task because they know how do direct the traits
of the people that they come in contact with who come looking for the position for the job
within the organization. Contextual modification attempts to change the context within the
parties that interact with one another (Stojkovic, Kalinich, & Klofas, 2013, p. 332). This required
for a strict management and leadership within the policy development and enforcement. This
could include the equal opportunity of members within the organization in order to progress
successfully. If they were conflict involving this policy there would be server consequences.
Chapter 12
1. Define decision and discuss the decision-making process?
Managers make decisions with long-term consequences by reviewing and altering their agency’s
mission, establishing long-term goals as a result of formal planning, or changing the agency’s
philosophy and operations (Stojkovic, Kalinich, & Klofas, 2013, p. 343). Changing from one
method of corrections to another will have effects on the community in which the offender is
being let back out into, the corrections staff that deals with the prisoners, as well as the
prisoners in the facility. Making the decision to make a change in policies or methodology would
prove to be very challenging for those directly involved in the process. The decision making
process involves those within the administrative shop in an organization who deal with these on
an everyday bases (Stojkovic, Kalinich, & Klofas, 2013, p. 332). Discussions on budgets, policies,
work flow and more would be brought up at these administrative meetings.
2. Discuss decision-making theory
Making decisions take a lot of effort placed on to each on made. They theory behind it is that a
specific level of rationality I needed in order to make the better decisions in an organizational
structure. Increasing consistency in theory, increasing agreement on goals and decision rules,
and improving the quality of information will produce increasingly rational decisions (Stojkovic,
Kalinich, & Klofas, 2013, p. 349).In a law enforcement environment, this would best be
described as the staff and leaders coming together to go through the planning process in order
to make effective decisions within the organization.
3. Discuss the impact of organizational culture on decision-making?
Assumptions and beliefs are learned responses to problems that are valued enough to pass on
to new members through both the formal and informal socialization processes (Stojkovic,
Kalinich, & Klofas, 2013, p. 352). The way the staff was brought up within the organization, this
will alter their decision making to look out for the best interest of the group. They value the
success of the organization and will address problems against them as they present themselves.
4. Discuss the impact of politics on decision-making?
Internal politics are the processes by which interested parties within the organization express
their concern and seek implementation and acceptance of their ideas and practices (Stojkovic,
Kalinich, & Klofas, 2013, p. 354). This is direct towards those individual who want to make a
change within the organization. Now the type of change varies because you have the interest of
the individuals who are creating these political views occurring they could be good or bad. There
could be a miscommunication between supervisors and key leaders in which would also cause
for internal politics. External politics consist of the influence that outside parties exert on the
organization’s definition of mission, the appropriate types of operations the organization
exhibits, and the directions it takes (Stojkovic, Kalinich, & Klofas, 2013, p. 354). Competitors as
well as those who do not agree with the views in which your organization exert on to society
make up the external politics.
5. Discuss decision-making styles?
Analytical, behavioral, and conceptual styles are adopted into the decision making process. The
leaders in which display a high tolerance for ambiguity and over analyze situations exercise the
analytical style the most (Stojkovic, Kalinich, & Klofas, 2013, p. 358). These individuals place too
much though and perfection into making decisions that they do not see that if they were to
make a wrong one that they could simply learn from it and adjust for next time around.
Conceptual decision makers work well with people and rely on discussions with others to
consider the problem and possible solutions (Stojkovic, Kalinich, & Klofas, 2013, p. 358). This
goes well in throughout the structure in the organization because it allows for the leaders and
planners to come to an agreement on the plans at hand as well as look towards future
engagements to mitigate conflict and confusion. Behavioral decision makers like to interact with
others and welcome open discussions (Stojkovic, Kalinich, & Klofas, 2013, p. 358). This is more of
the agreeable type, in relation to others ideas to provide a solution for their process, at the
same time avoiding arguments that could arise. Mainly provides all parties who are associate
with the planning and decisions making satisfied.