Organizational behavior,power, politics, conflict, and stress

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Organizational behavior,power, politics, conflict, and stress

  1. 1. Management FundamentalsConceptsCopyright © 2006 Thomson Business and Economics.All rights reserved.Skill DevelopmentApplicationsRobert N. LussierThird EditionPowerPoint Presentation by Charlie CookThe University of West AlabamaChapter 9Organizational Behavior:Power, Politics, Conflict,and Stress
  2. 2. 9–2Copyright © 2006 Thomson Business and Economics. All rights reserved.Learning OutcomesLearning Outcomes1. Describe each of the big five personality dimensions.2. Explain the perception process, and identify the two factors thatinfluence it.3. Describe the interrelationship among personality, perception,and attitude, and explain the contribution of each to a manager’sbehavior.4. Explain what job satisfaction is and why it is important.5. Define power, and explain the difference between position andpersonal power.6. Identify the differences among reward, legitimate, and referentpower.After studying this chapter, you should be able to:
  3. 3. 9–3Copyright © 2006 Thomson Business and Economics. All rights reserved.Learning Outcomes (cont’d)Learning Outcomes (cont’d)7. Discuss how power and politics are related.8. Describe how money and politics have a similar use.9. Explain what networking, reciprocity, and coalitions have incommon.10. List and define five conflict management styles.11. List the steps in initiating and using the collaborative conflictresolution model.12. Explain the stress tug-of-war analogy.
  4. 4. 9–4Copyright © 2006 Thomson Business and Economics. All rights reserved.Learning Outcomes (cont’d)Learning Outcomes (cont’d)13. Define the following key terms:organizational behavior reciprocitycoalition personalityconflict perceptionfunctional conflict attributioncollaborative conflict resolution attitudesmodelBCF statement Pygmalion effectmediator citizenship behaviorarbitrator powerstress politicsstressors networking
  5. 5. 9–5Copyright © 2006 Thomson Business and Economics. All rights reserved.Organizational BehaviorOrganizational Behavior• Organizational Behavior (OB)– ____________________________________________________________________________________________________________________________________________________________________– __________________________________________________________________________________
  6. 6. 9–6Copyright © 2006 Thomson Business and Economics. All rights reserved.PersonalityPersonality• Personality– __________________________________________________________________________________– __________________________________________________________________________________– __________________________________________________________________________________
  7. 7. 9–7Copyright © 2006 Thomson Business and Economics. All rights reserved.Single Traits of PersonalitySingle Traits of Personality• Locus of control– _________________________________________________– _________________________________________________• Optimism versus Pessimism• Risk Propensity– _________________________________________________• Machiavellianism– ____________________________________________________________________________________________________________________________________________________________________________________________________
  8. 8. 9–8Copyright © 2006 Thomson Business and Economics. All rights reserved.The Big Five Personality DimensionsThe Big Five Personality DimensionsFrom Trait ToExtrovert Extraversion IntrovertCooperative Agreeableness CompetitiveEmotionally stable Emotionalism Emotionally unstableResponsible/DependableConscientiousnessIrresponsible/UndependableOpenOpenness toExperienceClosedTrait Continuum
  9. 9. 9–9Copyright © 2006 Thomson Business and Economics. All rights reserved.PerceptionPerception• Perception– __________________________________________________________________________________– __________________________________________________________________________________– __________________________________________________________________________________
  10. 10. 9–10Copyright © 2006 Thomson Business and Economics. All rights reserved.The Attribution ProcessThe Attribution Process• Attribution– ________________________________________________________________________________________________– Situational• ________________________________________________________________________________________– Intentional• ________________________________________________________________________________________
  11. 11. 9–11Copyright © 2006 Thomson Business and Economics. All rights reserved.Bias in PerceptionBias in Perception• Selectivity– __________________________________________________________________________________________________• Frame of Reference– __________________________________________________________________________________________________• Stereotypes– __________________________________________________________________________________________________• Expectations– _________________________________________________
  12. 12. 9–12Copyright © 2006 Thomson Business and Economics. All rights reserved.AttitudesAttitudes• Attitudes– __________________________________________________________________________________________________• Attitude Formation– _________________________________________________• Attitudes and Behavior– _________________________________________________• Pygmalion Effect– ___________________________________________________________________________________________________________________________________________________
  13. 13. 9–13Copyright © 2006 Thomson Business and Economics. All rights reserved.Attitudes (cont’d)Attitudes (cont’d)• Attitudes and Job Satisfaction– __________________________________________________________________________________________________• Job Satisfaction and Performance– _________________________________________________– _________________________________________________• Determinants of Job Satisfaction– __________________________________________________________________________________________________
  14. 14. 9–14Copyright © 2006 Thomson Business and Economics. All rights reserved.PowerPower• Power– _________________________________________________• Position power– __________________________________________________________________________________________________• Personal power– __________________________________________________________________________________________________• Empowerment– __________________________________________________________________________________________________
  15. 15. 9–15Copyright © 2006 Thomson Business and Economics. All rights reserved.Sources and Bases of PowerSources and Bases of Power• How to Increase Your Power– __________________________________________________________________________________– ___________________________________________________________________________________________________________________________
  16. 16. 9–16Copyright © 2006 Thomson Business and Economics. All rights reserved.Types of PowerTypes of Power• Coercive Power– __________________________________________________________________________________________________• Connection Power– __________________________________________________________________________________________________• Reward Power– __________________________________________________________________________________________________
  17. 17. 9–17Copyright © 2006 Thomson Business and Economics. All rights reserved.Types of Power (cont’d)Types of Power (cont’d)• Legitimate Power– __________________________________________________________________________________________________• Referent Power– __________________________________________________________________________________________________• Information Power– _________________________________________________• Expert Power– _________________________________________________
  18. 18. 9–18Copyright © 2006 Thomson Business and Economics. All rights reserved.Organizational PoliticsOrganizational Politics• Politics– _________________________________________________• Political Behaviors– Networking• __________________________________________________________________________________________– Reciprocity• __________________________________________________________________________________________– Coalition• __________________________________________________________________________________________
  19. 19. 9–19Copyright © 2006 Thomson Business and Economics. All rights reserved.Managing ConflictManaging Conflict• Conflict– __________________________________________________________________________________________________• The Psychological Contract– __________________________________________________________________________________________________– __________________________________________________________________________________________________• ________________________________________________________________________• ____________________________________
  20. 20. 9–20Copyright © 2006 Thomson Business and Economics. All rights reserved.Managing Conflict (cont’d)Managing Conflict (cont’d)• Functional Conflict– __________________________________________________________________________________________________• Dysfunctional Conflict– __________________________________________________________________________________________________– __________________________________________________________________________________________________
  21. 21. 9–21Copyright © 2006 Thomson Business and Economics. All rights reserved.Negotiation, Collaboration, and MediationNegotiation, Collaboration, and Mediation• Negotiating– __________________________________________________________________________________________________– __________________________________________________________________________________________________• Collaboration– __________________________________________________________________________________________________• Mediation– __________________________________________________________________________________________________
  22. 22. 9–22Copyright © 2006 Thomson Business and Economics. All rights reserved.StressStress• Stress– _________________________________________________• Stressors– _________________________________________________• Functional Stress– __________________________________________________________________________________________________• Dysfunctional stress– _________________________________________________• ____________________________________________________________________________________________________

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