Post on 22-Dec-2015
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
Organizational Behavior:Organizational Behavior:Power, Politics, Conflict, Power, Politics, Conflict, and Stressand Stress
Organizational Behavior:Organizational Behavior:Power, Politics, Conflict, Power, Politics, Conflict, and Stressand Stress
Chapter 9Chapter 9Chapter 9Chapter 9
Copyright Copyright © © 2003 South-Western/Thomson Learning. All rights reserved.2003 South-Western/Thomson Learning. All rights reserved.
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Learning OutcomesLearning Outcomes
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Learning Outcomes (cont’d)Learning Outcomes (cont’d)
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Organizational BehaviorOrganizational Behavior
• Organizational Behavior (OB)–The study of actions that affect performance in the
workplace.–The goal of OB is to explain and predict actions
and how they will affect performance.–OB focuses on three levels: individual, group, and
organizational.
• Win-win Situation–A situation in which both parties get what they
want.
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PersonalityPersonality
• Personality–A combination of traits that classifies individuals.–Developed based on genetics and environmental
factors.–Affects the long-term performance of individuals.
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Single Traits of PersonalitySingle Traits of Personality
• Locus of control–External: outside forces are in control. –Internal: individual is in control.
• Optimism versus Pessimism• Risk Propensity
–From risk taking to risk avoidance.
• Machiavellianism–The degree to which people believe that ends
justify the means and use power to get what they want.
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Big Five Personality TraitsBig Five Personality Traits
From Trait To
Extrovert Extraversion Introvert
Cooperation Agreeableness Competition
Emotionally stable Emotionalism Emotionally unstable
Responsible/ Dependable
Conscientiousness Irresponsible/ Undependable
Open Openness to Experience
Closed
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PerceptionPerception
• Perception–The process of selecting, organizing, and
interpreting environmental information.–Based on internal factors (e.g., personality) and
external factors (e.g., accuracy of information).–Self-esteem describes how individuals perceive
themselves.
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The Attribution ProcessThe Attribution Process
• Attribution–The process of determining the reason for an
individual’s behavior.–Situational: out of the control of the individual.–Intentional: individual is consciously behaving.
Model 9–1
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Bias in PerceptionBias in Perception
• Selectivity–Screening information in favor of the desired
outcome.
• Frame of Reference–Seeing things from your point of view rather than
another’s.
• Stereotypes–The process of generalizing the behavior of a
group to one individual.
• Expectations–Perceiving what is expected to be perceived.
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AttitudesAttitudes
• Attitudes–Persistent positive or negative evaluations of
people, things, and situations.
• Attitude Formation–Attitudes are based on perceptions.
• Attitudes and Behavior–Attitudes reflect feelings and affect behavior.
• Pygmalion Effect–Managers’ attitudes and expectations of
employees and how they treat them largely determine employee performance.
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AttitudesAttitudes
• Attitudes and Job Satisfaction–Job satisfaction is a person’s attitude toward his
or her job.
• Job Satisfaction and Performance–Affects absenteeism and turnover. –Doesn’t guarantee performance.–Affects off-the-job behaviors.
• Determinants of Job Satisfaction–Personality, the work itself, compensation, growth
and upward mobility, coworkers, management
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PowerPower
• Power–The ability to influence others’ behavior.
• Position power–Derived from top management and is delegated
down the chain of command.
• Personal power–Derived from the follower
based on the individual’s behavior.
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Sources and Bases of PowerSources and Bases of Power
• Coercive Power–Involves threats and/or punishment to influence
compliance.
• Connection Power–Based on the user’s relationship with influential
people.
• Reward Power–Based on the user’s ability to influence others with
something of value to them.
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Sources and Bases of PowerSources and Bases of Power
• Legitimate Power–Based on the user’s position power given by the
organization.
• Referent Power–Based on the user’s personal power relationship
with others.
• Information Power–Based on data desired by others.
• Expert Power–Based on the user’s skills and knowledge.
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Sources and Bases of PowerSources and Bases of Power
Exhibit 9–1
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Organizational PoliticsOrganizational Politics
• Politics–The process of gaining and using power.
• Political Behavior–Networking
• The process of developing relationships for the purpose of socializing and politicking.
–Reciprocity• Involves creating obligations and developing alliances
and using them to accomplish objectives.
–Coalition• A network of alliances that will help a manager achieve
an objective.
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Political Behaviors and Guidelines for Developing Political SkillsPolitical Behaviors and Guidelines for Developing Political Skills
Exhibit 9–2
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Managing ConflictManaging Conflict
• Conflict–Exists whenever people are in disagreement and
opposition.
• Functional Conflict–Exists when disagreement and opposition support
the achievement of organizational goals.
• Dysfunctional Conflict–Exists when conflict prevents the achievement of
organizational goals.–Complacency and confrontation are both
dysfunctional forms of conflict.
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Conflict Management StylesConflict Management Styles
Exhibit 9–3
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The Negotiation ProcessThe Negotiation Process
Model 9–2
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The Collaborating Conflict StyleThe Collaborating Conflict Style
Model 9–3a
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The Collaborating Conflict Style (cont’d)The Collaborating Conflict Style (cont’d)
Model 9–3b
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The Collaborating Conflict Style (cont’d)The Collaborating Conflict Style (cont’d)
Model 9–3c
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The Stress Tug-of-WarThe Stress Tug-of-War
Exhibit 9–5
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