PowerPoint Presentation by Charlie Cook The University of West Alabama chapter 8 Part 4: Leading Copyright © 2009 South-Western/Cengage Learning. All rights reserved. Personalities, Power and Politics

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–2 Organizational Behavior Organizational BehaviorOrganizational Behavior  The study of actions that affect performance in the workplace.  The goal of organizational behavior theorists is to explain and predict actions and how they will affect performance.  The field of organizational behavior has three levels of focus: the individual, the group, and the organization.  Individual behavior-3 things-personality, perception, and attitudes

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–3 Personality PersonalityPersonality  A combination of behavioral, mental, and emotional traits that define an individual.  Based on genetics and environmental factors.  Affects behavior as well as perceptions and attitudes.

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–4 Single Traits of Personality Locus of ControlLocus of Control  Lies on a continuum between believing that control over one’s destiny is external (externalizers) and believing that it is internal (internalizers). Optimism versus PessimismOptimism versus Pessimism  Lies on a continuum whose opposite end is pessimism. Risk PropensityRisk Propensity  Lies on a continuum from risk taking to risk avoiding. MachiavellianismMachiavellianism  Based on the belief that the ends can justify the means and power should be used to reach desired ends.

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–5 The Big Five Personality Dimensions Trait Continuum FromTraitTo ExtrovertExtraversionIntrovert CooperativeAgreeablenessCompetitive Emotionally stable Emotionalism Emotionally unstable Responsible/ Dependable Conscientiousness Irresponsible/ Undependable Willing to try new things Openness to Experience Not willing to try new things

How about some examples of these Personality Traits? Examples from the movies…. John Bender (Judd Nelson) – Big five personality dimensions: High on extraversion and openness to experience; low on emotional stability, agreeableness, and conscientiousness.John Bender (Judd Nelson) – Big five personality dimensions: High on extraversion and openness to experience; low on emotional stability, agreeableness, and conscientiousness. Brian Ralph Johnson (Anthony Michael Hall) – Big five personality dimensions: High on emotional stability, agreeableness, conscientiousness, and openness to experience; moderate on extraversion. Type B personality.Brian Ralph Johnson (Anthony Michael Hall) – Big five personality dimensions: High on emotional stability, agreeableness, conscientiousness, and openness to experience; moderate on extraversion. Type B personality. Allison Reynolds (Ally Sheedy) – Big five personality dimensions: High on extraversion and openness to experience; low on emotional stability, agreeableness, and conscientiousness. Type A personality.Allison Reynolds (Ally Sheedy) – Big five personality dimensions: High on extraversion and openness to experience; low on emotional stability, agreeableness, and conscientiousness. Type A personality. Claire Standish (Molly Ringwald) – Big five personality dimensions: High on extraversion and conscientiousness; moderate on emotional stability, agreeableness, and openness to experience. Strongest Type A personality of the four characters in the scene.Claire Standish (Molly Ringwald) – Big five personality dimensions: High on extraversion and conscientiousness; moderate on emotional stability, agreeableness, and openness to experience. Strongest Type A personality of the four characters in the scene. The following are the nicknames for each character shown in the scene:The following are the nicknames for each character shown in the scene: The Criminal – BenderThe Criminal – Bender The Brain – BrianThe Brain – Brian The Kook – AllisonThe Kook – Allison The Princess – ClaireThe Princess – Claire Note: Students familiar with the Lunchtime sequence might ask about the absence of Andrew Clark, The Jock (Emilio Estevez). We edited him out of the scene because he would not approve the use of his image.Note: Students familiar with the Lunchtime sequence might ask about the absence of Andrew Clark, The Jock (Emilio Estevez). We edited him out of the scene because he would not approve the use of his image. Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–6

What personality traits do YOU have? Take the Self Assesment on pg. 276Take the Self Assesment on pg. 276 Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–7

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–8 Perception PerceptionPerception  The process of selecting, organizing, and interpreting environmental information.  Self-esteem (self-concept)  Your perception of yourself.  Self-efficacy  The belief in your own capability to perform in a specific situation.

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–9 The Attribution Process AttributionAttribution  The process of determining the reason for an individual’s behavior and whether that behavior is either situational (out of the control of the individual) or intentional (the individual is consciously behaving).

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–10 Exhibit 8–1 ● The Attribution Process

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–11 Bias in Perception SelectivitySelectivity  Screening information in favor of the desired outcome. Frame of ReferenceFrame of Reference  Seeing things from your point of view rather than another’s. StereotypesStereotypes  The process of generalizing the behavior of a group and then applying the generalities to one individual. ExpectationsExpectations  Perceiving what is expected to be perceived.

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–12 Attitudes AttitudesAttitudes  Positive or negative evaluations of people, things, and situations. Attitude FormationAttitude Formation  Attitudes are based on perceptions. Attitudes and BehaviorAttitudes and Behavior  Attitudes reflect feelings and affect behavior. Pygmalion EffectPygmalion Effect  Managers’ attitudes toward and expectations of employees and how they treat them largely determine employee performance.

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–13 Attitudes and Job Satisfaction Job SatisfactionJob Satisfaction  A person’s attitude toward his or her job.  Generally measured along a continuum from satisfied/positive/high to dissatisfied/negative/low. Job Satisfaction and PerformanceJob Satisfaction and Performance  Affects absenteeism and turnover.  Citizenship behavior  Employee efforts to go above and beyond the call of duty. Determinants of Job SatisfactionDeterminants of Job Satisfaction  Personality, the work itself, compensation, growth and upward mobility, coworkers, management

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–14 Power PowerPower  The ability to influence others’ behavior. Sources of PowerSources of Power  Position power  Derived from top management and is delegated down the chain of command.  Personal power  Derived from followers, based on an individual’s behavior.  A charismatic leader has personal power. Ie James Jones  Empowerment  Even though power starts at the top, today top managers are giving power to employees.

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–15 Power (cont’d) How to Increase Your PowerHow to Increase Your Power  You can increase your power without taking power away from others.  Generally, power is given to those who get results and have good interpersonal skills.

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–16 Types of Power Coercive PowerCoercive Power  Involves threats and/or punishment to influence compliance. Connection PowerConnection Power  Based on the user’s relationship with influential people. “It’s not what you know, it’s who you know.”  Can be helpful in your management career. Do networking to develop important connections with important managers up the ladder. Make alliances. Reward PowerReward Power  Based on the user’s ability to influence others by providing something of value to them. “win-win”

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–17 Types of Power (cont’d) Legitimate PowerLegitimate Power  Based on the user’s position power in the organization. Referent PowerReferent Power  Based on the user’s personal power relationships with others. Requesting someone do something instead of giving an order.  To get more referent power, make efforts to gain others’ confidence in you. Information PowerInformation Power  Based on others’ need for data.  To get more information power, know what’s going on in the business. Serve on committees. Give service and info to other depts. Expert PowerExpert Power  Based on the user’s skills and knowledge. The “go to guy”.  To get more expert power, go to training programs, volunteer, be willing to take on the more complex tasks.

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–18 Exhibit 8–2 ● Type of Power

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–19

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–20 Organizational Politics PoliticsPolitics  The process of gaining and using power. Political BehaviorsPolitical Behaviors  Networking  The process of developing relationships for the purpose of socializing and career building.  Reciprocity  The creation of obligations and the development of alliances that are used to accomplish objectives.  Coalition Building  A network of alliances that help a manager achieve an objective.

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–21 Exhibit 8–3 ● Political Behaviors and Guidelines for Developing Political Skills

Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–22

One example of motivating your employees…the Art Friedman way About Friedman’s Appliance Store-pg 408 of text Enter the world of Art FriedmanEnter the world of Art FriedmanEnter the world of Art FriedmanEnter the world of Art Friedman Copyright © 2009 South-Western/Cengage Learning. All rights reserved.8–23