1. PowerPoint Presentation by Charlie Cook The University of West Alabama Chapter 8 5e Part IV: Leading Copyright © 2011 Cengage Learning. All rights reserved. Organizational Behavior: Power, Politics, Conflict, And Stress

2. Copyright © 2011 Cengage Learning. All rights reserved.8–2 Learning Outcomes 1. 1.Describe each of the big five personality dimensions. 2. 2.Explain the perception process, and identify the two factors that influence it. 3. 3.Describe the interrelationship among personality, perception, and attitude, and explain the contribution of each to a manager’s behavior. 4. 4.Explain what job satisfaction is and why it is important. 5. 5.Define power, and explain the difference between position and personal power. 6. 6.Identify the differences among reward, legitimate, and referent power. 7. 7.Discuss how power and politics are related. After studying this chapter, you should be able to:

3. Copyright © 2011 Cengage Learning. All rights reserved.8–3 Learning Outcomes (cont’d) 8. 8.Describe how money and politics have a similar use. 9. 9.Explain what networking, reciprocity, and coalitions have in common. 10. 10.List and define five conflict management styles. 11. 11.List the steps in initiating and using the collaborative conflict resolution model. 12. 12.Explain the stress tug-of-war analogy. 13. 13.Define the key terms listed at the end of the chapter. After studying this chapter, you should be able to:

4. Copyright © 2011 Cengage Learning. All rights reserved.8–4 IDEAS ON MANAGEMENT IDEAS ON MANAGEMENT at The RLJ Companies 1. 1.How would you describe Robert Johnson’s personality? 2. 2.How have perception and attitudes affected Robert Johnson’s career? How did he deal with discrimination? 3. 3.What types of power does Johnson have? How does he use his power? 4. 4.How does Johnson effectively use organizational politics at The RLJ Companies? 5. 5.What types of negotiating and collaborating does Johnson do?

5. Copyright © 2011 Cengage Learning. All rights reserved.8–5 Organizational Behavior Organizational Behavior (OB)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 of behaviors: individual, group, and organizational.

6. Copyright © 2011 Cengage Learning. All rights reserved.8–6 Personality PersonalityPersonality  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.

7. Copyright © 2011 Cengage Learning. All rights reserved.8–7 Single Traits of Personality Locus of ControlLocus of Control  External: outside forces are in control.  Internal: individual is in control. Optimism versus PessimismOptimism versus Pessimism  Positive and negative outlooks Risk PropensityRisk Propensity  From risk taking to risk avoidance. MachiavellianismMachiavellianism  The belief that ends can justify means and power should be used to reach desired ends.

8. Copyright © 2011 Cengage Learning. All rights reserved.8–8 The Big Five Personality Dimensions Trait Continuum FromTraitTo ExtrovertExtraversionIntrovert CooperativeAgreeablenessCompetitive Emotionally stable Emotionalism Emotionally unstable Responsible/ Dependable Conscientiousness Irresponsible/ Undependable OpenOpenness to ExperienceClosed

9. Copyright © 2011 Cengage Learning. All rights reserved.8–9 Perception PerceptionPerception  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.

10. Copyright © 2011 Cengage Learning. All rights reserved.8–10 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 (individual is consciously behaving).

11. Copyright © 2011 Cengage Learning. All rights reserved.8–11 Exhibit 8–1 ●The Attribution Process

12. Copyright © 2011 Cengage Learning. All rights reserved.8–12 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.

13. Copyright © 2011 Cengage Learning. All rights reserved.8–13 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.

14. Copyright © 2011 Cengage Learning. All rights reserved.8–14 Attitudes and Job Satisfaction Job SatisfactionJob Satisfaction  A person’s attitude toward his or her job. Job Satisfaction’s Effects on PerformanceJob Satisfaction’s Effects on Performance  Affects absenteeism and turnover.  Affects off-the-job behaviors. Determinants of Job SatisfactionDeterminants of Job Satisfaction  Personality, the work itself, compensation, growth and upward mobility, coworkers, management

15. Copyright © 2011 Cengage Learning. All rights reserved.8–15 Join the Discussion Ethics & Social Responsibility SmokingSmoking 1.Should employees be allowed to smoke wherever and whenever they want to at work? 2.How did your perceptions of and attitude toward smoking affect your answer to the previous question? 3.Might limiting employees’ smoking change their behavior on the job? How so? 4.What kinds of personality traits might make employees resist management’s efforts to restrict their smoking during working hours? 5.Is it ethical and socially responsible to restrict employees’ smoking?

16. Copyright © 2011 Cengage Learning. All rights reserved.8–16 Organizational Power PowerPower  The ability to influence others’ behavior Position PowerPosition Power  Derived from top management and is delegated down the chain of command Personal PowerPersonal Power  Derived from followers, based on an individual’s behavior EmpowermentEmpowerment  Giving power to employees

17. Copyright © 2011 Cengage Learning. All rights reserved.8–17 Sources and Bases of Power 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 human relations skills. Exhibit 8–2 ● Type of Power

18. Copyright © 2011 Cengage Learning. All rights reserved.8–18 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. Reward PowerReward Power  Based on the user’s ability to influence others with something of value to them.

19. Copyright © 2011 Cengage Learning. All rights reserved.8–19 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 relationship with others Information PowerInformation Power  Based on data desired by others Expert PowerExpert Power  Based on the user’s skills and knowledge

20. Copyright © 2011 Cengage Learning. All rights reserved.8–20 Join the Discussion Ethics & Social Responsibility Following OrdersFollowing Orders 1.Is it ethical and socially responsible to teach people in the military or any other organization to follow orders without questioning authority? 2.What would you do if your boss ordered you to do something you thought might be unethical? (Some options are to just do it, to not do it and say nothing, to look more closely at what you are being asked to do, to go to your boss’s boss to make sure it’s okay to do it, to tell the boss you will not do it, to ask the boss to do it himself or herself, or to blow the whistle to an outside source like the government or media.) 3.Is following orders a good justification for conducting unethical practices?

21. Copyright © 2011 Cengage Learning. All rights reserved.8–21

22. Copyright © 2011 Cengage Learning. All rights reserved.8–22 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 politicking.  Reciprocity  Involves creating obligations and developing alliances and using them to accomplish objectives.  Coalition Building  Forming a network of alliances that will help a manager achieve an objective.

23. Copyright © 2011 Cengage Learning. All rights reserved.8–23 Exhibit 8–3 ●Political Behaviors and Guidelines for Developing Political Skills

24. Copyright © 2011 Cengage Learning. All rights reserved.8–24

25. Copyright © 2011 Cengage Learning. All rights reserved.8–25 Negotiation, Collaboration, and Mediation NegotiatingNegotiating  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. CollaborationCollaboration  The parties work together to solve a problem. MediationMediation  The use of a neutral third party (mediator) to help the parties resolve a conflict.

26. Copyright © 2011 Cengage Learning. All rights reserved.8–26 Model 8–1 ●The Negotiation Process

27. Copyright © 2011 Cengage Learning. All rights reserved.8–27 Managing Conflict ConflictConflict  Exists whenever people are in disagreement and opposition. The Psychological ContractThe 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 others have the same expectations that we hold.

28. Copyright © 2011 Cengage Learning. All rights reserved.8–28 Managing Conflict (cont’d) Functional ConflictFunctional Conflict  Exists when disagreement and opposition support the achievement of organizational goals. Dysfunctional ConflictDysfunctional Conflict  Exists when conflict prevents the achievement of organizational goals.  Complacency and confrontation are both dysfunctional forms of conflict.

29. Copyright © 2011 Cengage Learning. All rights reserved.8–29 Exhibit 8–4 ●Conflict Management Styles

30. Copyright © 2011 Cengage Learning. All rights reserved.8–30

31. Copyright © 2011 Cengage Learning. All rights reserved.8–31 Model 8–2 ●The Collaborative Conflict Resolution Model

32. Copyright © 2011 Cengage Learning. All rights reserved.8–32 Model 8–2 ●The Collaborative Conflict Resolution Model (cont’d)

33. Copyright © 2011 Cengage Learning. All rights reserved.8–33 Model 8–2 ●The Collaborative Conflict Resolution Model (cont’d)

34. Mediating Conflict Resolution MediatorMediator  A neutral third party who helps resolve a conflict. Mediation TechniquesMediation Techniques  Focus on how conflict affects working relationship  Focus on specific behaviors, not personalities  Act impartially as mediator, not as judge ArbitratorArbitrator  A neutral third party who resolves a conflict by making a binding decision which the conflicting parties must follow. Copyright © 2011 Cengage Learning. All rights reserved.~–34

35. Copyright © 2011 Cengage Learning. All rights reserved.8–35 Stress StressStress  The body’s reaction to environmental demands. StressorsStressors  Factors that cause people to feel overwhelmed by anxiety, tension, and/or pressure. Functional StressFunctional Stress  Helps improve performance by challenging and motivating people to meet objectives. Dysfunctional stressDysfunctional 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.

36. Copyright © 2011 Cengage Learning. All rights reserved.8–36 Exhibit 8–5 Relaxation Exercises

37. Copyright © 2011 Cengage Learning. All rights reserved.8–37

38. Copyright © 2011 Cengage Learning. All rights reserved.8–38 Exhibit 8–6 ●The Stress Tug-of-War

39. Copyright © 2011 Cengage Learning. All rights reserved.8–39 Join the Discussion Ethics & Social Responsibility ObesityObesity 1.Is there prejudice and discrimination against obese people at work? 2.Is it ethical and socially responsible for the government to try to get people to lose weight, through ads and other methods? 3.What is the reason for the increase in obesity in the United States? Are restaurant owners and other food marketers responsible for the obesity problem, or are consumers at fault?

40. Copyright © 2011 Cengage Learning. All rights reserved.8–40 KEY TERMS arbitratorarbitrator attitudesattitudes attributionattribution BCF statementBCF statement citizenship behaviorcitizenship behavior coalitioncoalition collaborative conflict resolution modelcollaborative conflict resolution model conflictconflict functional conflictfunctional conflict mediatormediator networkingnetworking organizational behaviororganizational behavior perceptionperception personalitypersonality politicspolitics powerpower Pygmalion effectPygmalion effect reciprocityreciprocity stressstress