Chapter 9 Behavior in Organizations Power Politics Conflict

Organization Behavior Organizational behavior (OB) is the study of actions that affect performance in the workplace. Organizational behaviorists try to explain and predict actions in the workplace and show such actions affect performance. They attempt to create win-win situations. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 2

Organization Behavior Three components —our personality, perception, and attitudes—drive our behavior. Understanding how personality, perception, and attitude drive behavior gives you insight into how people will behave in certain situations. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 3

Personalities in Broadcasting CBS Sports President, Sean Mc. Manus, believes that today, with channels crammed with sports content and the resulting fragmentation in audience loyalties, announcer personalities are Lussier/Kimball, Sport Management, First Edition pivotal in garnering Copyright © 2004, by South-Western, a division of Thomson Think about the late Howard Cosell, Billy Packard, John Madden, Charles Barkley, and Deion Sanders—where would their viewership be if they didn’t have lively onair personalities? 4

Single Traits System of Personality Locus of control Optimism Risk propensity Machiavellianism Self-esteem Self-efficacy Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 5

Big Five Personality Traits Extroversion Agreeableness Emotionalism Conscientiousness Openness to experience Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 6

Perception Why do some people think George Steinbrenner is a nice guy while others think he is a jerk? Why do some of us view a referee’s videotaped decision as fair while others do not? We all see the same videotaped play, don’t we? Yes, but we don’t Lussier/Kimball, Sport Management, First Edition 7 Copyright © 2004, by South-Western, a division of Thomson perceive it the same. Process through which we select, organize, and interpret information from the surrounding environment. Because the perception process colors everything, no two people experience anything exactly the same.

Attribution is the process of determining why we behave certain ways. Every one of us tries to find reasons behind behavior every day—our own, those around us, football players on TV—in fact, we do this continually. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 8

Frame of Reference Our frame of reference is our bias of seeing things from our own point of view. This one is pretty hard to overcome, and it tends to make situations into winlose propositions. The MLB players’ union and the owners display classic frame-ofreference problems. Players claim that MLB teams are very profitable—owners claim continual brink of bankruptcy. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 9

Stereotyping happens when we project the characteristics or behavior of an individual onto a group. Think about breakthrough athletes like Hank Greenberg or high school female wrestlers. Do you believe females should not be able to wrestle? Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 10

Attitudes are positive or negative evaluations of people, things, and situations. Organizations look for people with high self esteem and positive attitudes toward their careers and personal lives, because such people tend to be loyal and reliable workers. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 11

Pygmalion Effect Pygmalion effect has to do with how management’s attitude toward workers, their expectations of them, and their treatment of them affect workers’ performance. John Wooden, the legendary basketball coach at UCLA (now retired), expected excellence from every player. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 12

Pyramid of Success John Wooden’s teams won ten NCAA national championships. Wooden constructed his "pyramid of success" out of such concepts as "keep it simple" and "teamwork is not a preference, it's a necessity. ” Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 13

Organizational Power Myles Brand, president of the NCAA, is thus a powerful person, as is every effective coach and athletic director. FIFA is a powerful organization because of the influence it wields around the world. Nike is a powerful organization because of its ability to shape culture (also around the world) through its products. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 14

Losing Organizational Power Just as it can be gained, every type of power can also be lost (ask Kenneth Lay, former CEO of Enron). Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 15

Bases of Power Coercive power Connection power Reward power Legitimate power Referent power Informational power Expert power Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 16

Organizational Power Politics are the efforts of groups or individuals with competing interests to obtain power and positions of leadership. For example, the AIAW (Association for Intercollegiate Athletics for Women) represented women’s collegiate sports from 1971 until it folded in 1982. Observers blame the NCAA’s move into women’s sports for the fall of AIAW. However, the blame should also be placed on internal politics and the policies of the AIAW itself. AIAW had problems with its own members with regard to the Lussier/Kimball, Sportlack Management, First Edition 17 organization’s of support for athletic scholarships Copyright © 2004, by South-Western, a division of Thomson

Networking Learn the organizational culture Learn the power plays Don’t surprise your boss Be an honest team player Stay tuned to the networking grapevine Resolve conflicts Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 18

Styles of Conflict Management Conflict management is based on two dimensions: concern for others’ needs and concern for your own needs. These result in three types of behavior: passive, aggressive, and assertive. Avoiding, Accomodating, Forcing, Negotiating, Collaborating. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 19

BCF Statements BCF statements describe conflicts in terms of behavior, consequences, and feelings. When you do B (behavior), C (consequences) happens, and you feel F (feelings). Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 20

Stress Think of stress as a tug-of-war with you in the center. On your left are ropes (causes of stress) pulling you to burnout. Stress that is too powerful will pull you off center. On your right are ropes (stress management techniques) that you can choose to use to pull you back to the center. Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 21

Reducing Stress Management Time management Nutrition Positive thinking Relaxation Exercise Support network Lussier/Kimball, Sport Management, First Edition Copyright © 2004, by South-Western, a division of Thomson 22