1. 9–19–1Copyright © 2006 Thomson Business and Economics. All rights reserved. Agenda and Announcements Agenda –Leadership (Chapter 13) Self Assessment –Team Training Presentation –Review Power and Negotiations (Chapter 9) Objective Case Material Review Ugli Orange Case Announcements: – Grades To Date

2. PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business and Economics. All rights reserved. Chapter 9 – 2 nd Half Organizational Behavior: Power, Politics, Conflict, and Stress

3. 9–39–3Copyright © 2006 Thomson Business and Economics. All rights reserved. Objective Case – College Faculty (page 342) Teams A & C Lead Discussion: 1-10 Multiple Choice Questions? 11.Was sending the memo a wise political move? What might Petersburg have gained and lost by sending it? 12.What would you do if you were Joel? (a) Would you talk to the dean letting him know that Petersburg said he would appeal the policy decision? If so, which kind of political behavior would this approach represent? (b) Would you draft a policy directly stating that graduate assistants cannot be used to grade objective exams? (c) Would your answer to (b) be influenced by your answer to (a)? 13.If you were Petersburg, once you saw you had no support during the meeting, would you have continued to defend your position or agreed to stop using a graduate assistant to grade exams? Would your answer be different if you were not a tenured faculty member?

4. 9–49–4Copyright © 2006 Thomson Business and Economics. All rights reserved. College Faculty Case - continued 14.If you were Petersburg, and Joel drafted a policy and department members agreed with, would you appeal the decision to the dean? Would your answer be different if you were not a tenured faculty member? 15.If you were the dean of SAS, knowing that the VP does not want to set a collegewide policy, and Petersburg appealed to you, what would you do? Would you develop a schoolwide policy for SAS? 16. (a) Should Fred Robinson have spoken up in defense of Petersburg during the meeting? If you were Robinson, would you have taken Petersburg’s side against the other seven members? (b) Would your answer depend on whether you were friends with Petersburg, and you were a tenured professor? 17. What are the ethical issues in this case (Chapter 2), how does perception and attitudes influence ethics?

5. 9–59–5Copyright © 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

6. 9–69–6Copyright © 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

7. 9–79–7Copyright © 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.

8. 9–89–8Copyright © 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. 9–99–9Copyright © 2006 Thomson Business and Economics. All rights reserved. Political Behaviors and Guidelines for Developing Political Skills Exhibit 9–3

10. 9–10Copyright © 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.

11. 9–11Copyright © 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.

12. 9–12Copyright © 2006 Thomson Business and Economics. All rights reserved. Conflict Management Styles Exhibit 9–4

13. 9–13Copyright © 2006 Thomson Business and Economics. All rights reserved. Ugli Orange Negotiations Pair Up Dr. Jones and Dr. Roland 10 minutes

14. 9–14Copyright © 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. Japan Example Collaboration –The parties work together to solve a problem. Mediation (Facilitator, Mediator, Arbitrator or Courts) –The use of a neutral third party to help the parties resolve a conflict. When are you Negotiating? –Customers –Suppliers –Boss –Employees –Unions –Peers (resources, etc.) –Project Teams –Internal “Infrastructure” –Society (Govt., Others) –Others?

15. 9–15Copyright © 2006 Thomson Business and Economics. All rights reserved. The Negotiation Process Exhibit 9–5 Planning should be the most time consuming What are you “willing to give up to get”? 5. Understand the needs and build RFP or provide vision, goals, etc.

16. 9–16Copyright © 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.

17. 9–17Copyright © 2006 Thomson Business and Economics. All rights reserved. The Stress Tug-of-War Exhibit 9–8