Organizational Behavior: Power, Politics, Conflict, and StressLearning OutcomesLearning Outcomes (cont’d)Organizational BehaviorPersonalitySingle Traits of PersonalityBig Five Personality TraitsPerceptionThe Attribution ProcessBias in PerceptionAttitudesSlide 12PowerSources and Bases of PowerSlide 15Slide 16PowerPoint PresentationOrganizational PoliticsPolitical Behaviors and Guidelines for Developing Political SkillsSlide 20Managing ConflictConflict Management StylesSlide 23The Negotiation ProcessThe Collaborating Conflict StyleThe Collaborating Conflict Style (cont’d)Slide 27Slide 28The Stress Tug-of-WarSlide 30PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookOrganizational Behavior:Organizational Behavior:Power, Politics, Conflict, Power, Politics, Conflict, and Stressand StressOrganizational Behavior:Organizational Behavior:Power, Politics, Conflict, Power, Politics, Conflict, and Stressand StressChapter 9Chapter 9Chapter 9Chapter 9Copyright Copyright © © 2003 South-Western/Thomson Learning. All rights reserved.2003 South-Western/Thomson Learning. All rights reserved.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 9–2Learning OutcomesLearning OutcomesCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 9–3Learning Outcomes (cont’d)Learning Outcomes (cont’d)Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 9–4Organizational BehaviorOrganizational 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. 9–5PersonalityPersonality•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. 9–6Single Traits of PersonalitySingle 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. 9–7Big Five Personality TraitsBig Five Personality TraitsFrom Trait To Extrovert Extraversion Introvert Cooperation Agreeableness Competition Emotionally stable Emotionalism Emotionally unstable Responsible/ Dependable Conscientiousness Irresponsible/ Undependable Open Openness to Experience ClosedCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 9–8PerceptionPerception•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. 9–9The Attribution ProcessThe 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 9–1Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 9–10Bias in PerceptionBias 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. 9–11AttitudesAttitudes•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. 9–12AttitudesAttitudes•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, managementCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 9–13PowerPower•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. 9–14Sources and Bases of PowerSources 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. 9–15Sources and Bases of PowerSources 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. 9–16Sources and Bases of PowerSources and Bases of PowerExhibit 9–1Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 9–17Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 9–18Organizational PoliticsOrganizational Politics•Politics–The