Chapter 9 Organizational Behavior Power Politics Conflict and

Learning Outcomes Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 2

Learning Outcomes (cont’d) Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 3

Organizational Behavior • Organizational Behavior (OB) – The study of actions that affect performance in the workplace. – The goal of OB is to explain and predict actions and how they will affect performance. – OB focuses on three levels: individual, group, and organizational. • Win-win Situation – A situation in which both parties get what they want. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4

Personality • Personality – A combination of traits that classifies individuals. – Developed based on genetics and environmental factors. – Affects the long-term performance of individuals. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 5

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 – The degree to which people believe that ends justify the means and use power to get what they want. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 6

Big Five Personality Traits Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 7

Perception • 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 describes how individuals perceive themselves. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 8

The Attribution Process • Attribution – The process of determining the reason for an individual’s behavior. – Situational: out of the control of the individual. – Intentional: individual is consciously behaving. Model 9– 1 Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 9

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 to one individual. • Expectations – Perceiving what is expected to be perceived. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 10

Attitudes • Attitudes – Persistent 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 and expectations of employees and how they treat them largely determine employee performance. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 11

Attitudes • Attitudes and Job Satisfaction – Job satisfaction is a person’s attitude toward his or her job. • Job Satisfaction and Performance – Affects absenteeism and turnover. – Doesn’t guarantee performance. – Affects off-the-job behaviors. • Determinants of Job Satisfaction – Personality, the work itself, compensation, growth and upward mobility, coworkers, management Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 12

Power • 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 the follower based on the individual’s behavior. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 13

Sources and Bases 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. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 14

Sources and Bases of Power • Legitimate Power – Based on the user’s position power given by 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. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 15

Sources and Bases of Power Exhibit 9– 1 Copyright © 2003 by South-Western/Thomson Learning.

Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 17

Organizational Politics • Politics – The process of gaining and using power. • Political Behavior – 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. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 18

Political Behaviors and Guidelines for Developing Political Skills Exhibit 9– 2 Copyright © 2003

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Managing Conflict • Conflict – Exists whenever people are in disagreement and opposition. • 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. Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 21