PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business and Economics. All rights reserved. Chapter 9 Organizational Behavior: Power, Politics, Conflict, and Stress

9–29–2Copyright © 2006 Thomson Business and Economics. All rights reserved. Learning Outcomes 1.Describe each of the big five personality dimensions. 2.Explain the perception process, and identify the two factors that influence it. 3.Describe the interrelationship among personality, perception, and attitude, and explain the contribution of each to a manager’s behavior. 4.Explain what job satisfaction is and why it is important. 5.Define power, and explain the difference between position and personal power. 6.Identify the differences among reward, legitimate, and referent power. After studying this chapter, you should be able to:

9–39–3Copyright © 2006 Thomson Business and Economics. All rights reserved. Learning Outcomes (cont’d) 7.Discuss how power and politics are related. 8.Describe how money and politics have a similar use. 9.Explain what networking, reciprocity, and coalitions have in common. 10.List and define five conflict management styles. 11.List the steps in initiating and using the collaborative conflict resolution model. 12.Explain the stress tug-of-war analogy.

9–49–4Copyright © 2006 Thomson Business and Economics. All rights reserved. Learning Outcomes (cont’d) 13.Define the following key terms: organizational behavior reciprocity coalition personality conflict perception functional conflict attribution collaborative conflict resolution attitudes model BCF statement Pygmalion effect mediator citizenship behavior arbitrator power stress politics stressors networking

9–59–5Copyright © 2006 Thomson Business and Economics. All rights reserved. Ideas on Management at Black Entertainment Television 1.How would you describe Robert Johnson’s personality? 2.How have perception and attitudes affected Robert Johnson’s career? How did he deal with discrimination? 3.What types of power does Johnson have? How does he use his power? 4.How does Johnson effectively use organizational politics at BET? 5.What types of negotiating and collaborating does Johnson do?

9–69–6Copyright © 2006 Thomson Business and Economics. All rights reserved. Organizational Behavior Organizational Behavior (OB) –The study of actions that affect performance in the workplace. –The goal of OB theorists is to explain and predict actions and how they will affect performance. –OB focuses on three levels: individual, group, and organizational.

9–79–7Copyright © 2006 Thomson Business and Economics. All rights reserved. Personality –A combination of behavioral, mental, and emotional traits that define an individual. –Based on genetics and environmental factors. –Affects the long-term performance of individuals.

9–89–8Copyright © 2006 Thomson Business and Economics. All rights reserved. Single 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 –Based on the belief that the ends can justify the means and power should be used to reach desired ends.

9–99–9Copyright © 2006 Thomson Business and Economics. All rights reserved. The Big Five Personality Dimensions From Trait To Extrovert Extraversion Introvert Cooperative Agreeableness Competitive Emotionally stable Emotionalism Emotionally unstable Responsible/ Dependable Conscientiousness Irresponsible/ Undependable Open Openness to Experience Closed Trait Continuum

9–10Copyright © 2006 Thomson Business and Economics. All rights reserved. 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 (self-concept) describes how individuals perceive themselves.

9–11Copyright © 2006 Thomson Business and Economics. All rights reserved. The Attribution Process Attribution –The process of determining the reason for an individual’s behavior and whether that behavior is situational or intentional. –Situational Out of the control of the individual. –Intentional The individual is consciously behaving. Exhibit 9–1

9–12Copyright © 2006 Thomson Business and Economics. All rights reserved. Bias 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 and then applying the generalities to one individual. Expectations –Perceiving what is expected to be perceived.

9–13Copyright © 2006 Thomson Business and Economics. All rights reserved. Attitudes –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 toward and expectations of employees and how they treat them largely determine employee performance.

9–14Copyright © 2006 Thomson Business and Economics. All rights reserved. Attitudes (cont’d) Attitudes and Job Satisfaction –Job satisfaction is a person’s attitude toward his or her job. Job Satisfaction and Performance –Affects absenteeism and turnover. –Affects off-the-job behaviors. Determinants of Job Satisfaction –Personality, the work itself, compensation, growth and upward mobility, coworkers, management

9–15Copyright © 2006 Thomson Business and Economics. All rights reserved. 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 followers, based on an individual’s behavior. Empowerment –Giving power to employees

9–16Copyright © 2006 Thomson Business and Economics. All rights reserved. Sources and Bases of Power How 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 human relations skills. Exhibit 9–2

9–17Copyright © 2006 Thomson Business and Economics. All rights reserved. Types 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.

9–18Copyright © 2006 Thomson Business and Economics. All rights reserved. Types of Power (cont’d) Legitimate Power –Based on the user’s position power in 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.

9–19Copyright © 2006 Thomson Business and Economics. All rights reserved.

9–20Copyright © 2006 Thomson Business and Economics. All rights reserved. Organizational Politics Politics –The process of gaining and using power. Political Behaviors –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.

9–21Copyright © 2006 Thomson Business and Economics. All rights reserved. Political Behaviors and Guidelines for Developing Political Skills Exhibit 9–3

9–22Copyright © 2006 Thomson Business and Economics. All rights reserved.

9–23Copyright © 2006 Thomson Business and Economics. All rights reserved. Managing Conflict Conflict –Exists whenever people are in disagreement and opposition. The Psychological Contract –Is composed of the implicit expectations of each party. –Conflict arises when the contract is broken, which happens when: We fail to make explicit our own expectations and fail to inquire into the expectations of others. We assume that others have the same expectations that we hold.

9–24Copyright © 2006 Thomson Business and Economics. All rights reserved. Managing Conflict (cont’d) 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.

9–25Copyright © 2006 Thomson Business and Economics. All rights reserved. Conflict Management Styles Exhibit 9–4

9–26Copyright © 2006 Thomson Business and Economics. All rights reserved.

9–27Copyright © 2006 Thomson Business and Economics. All rights reserved. Negotiation, Collaboration, and Mediation Negotiating –A process in which two or more parties in conflict attempt to come to an agreement. –Can be hampered by zero-sum attitudes of parties. Collaboration –The parties work together to solve a problem. Mediation –The use of a neutral third party to help the parties resolve a conflict.

9–28Copyright © 2006 Thomson Business and Economics. All rights reserved. The Negotiation Process Exhibit 9–5

9–29Copyright © 2006 Thomson Business and Economics. All rights reserved. The Collaborative Conflict Resolution Model Exhibit 9–6

9–30Copyright © 2006 Thomson Business and Economics. All rights reserved. The Collaborative Conflict Resolution Model (cont’d) Exhibit 9–6 cont’d

9–31Copyright © 2006 Thomson Business and Economics. All rights reserved. The Collaborative Conflict Resolution Model (cont’d) Exhibit 9–6 cont’d

9–32Copyright © 2006 Thomson Business and Economics. All rights reserved. Stress –The body’s reaction to environmental demands. Stressors –Factors that cause people to feel overwhelmed by anxiety, tension, and/or pressure. Functional Stress –Helps improve performance by challenging and motivating people to meet objectives. Dysfunctional stress –Stress that is severe enough to lead to burnout. Burnout is a constant lack of interest and motivation to perform one’s job due to stress.

9–33Copyright © 2006 Thomson Business and Economics. All rights reserved. Relaxation Exercises Exhibit 9–7

9–34Copyright © 2006 Thomson Business and Economics. All rights reserved.

9–35Copyright © 2006 Thomson Business and Economics. All rights reserved. The Stress Tug-of-War Exhibit 9–8