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Chap11
1.
IInntteerrppeerrssoonnaall BBeehhaavviioorr:: Working
with and Against Others
2.
LLeeaarrnniinngg OObbjjeeccttiivveess 1.
Describe two types of psychological contracts in work relationships and the types of trust associated with each. 2. Describe organizational citizenship behavior and ways in which it may be promoted. 3. Identify ways in which cooperation can be promoted in the workplace. 4. Describe the causes and effects of conflict in organizations. 5. Describe the techniques that can be used to manage conflict in organizations. 6. Identify two forms of deviant organizational behavior and how to minimize their occurrence. © Copyright 2003, Prentice Hall 2
3.
IInntteerrppeerrssoonnaall BBeehhaavviioorr A
variety of behaviors involving the ways in which people work with and against one another. © Copyright 2003, Prentice Hall 3
4.
PPssyycchhoollooggiiccaall CCoonnttrraaccttss People’s
beliefs about what is expected of another in a relationship. TTrraannssaaccttiioonnaall CCoonnttrraacctt: A type of psychological contract in which the parties have a brief and narrowly defined relationship that is primarily economic in focus. RReellaattiioonnaall CCoonnttrraacctt: A type of psychological contract in which the parties have a long-term and widely defined relationship with a vast focus. © Copyright 2003, Prentice Hall 4
5.
PPssyycchhoollooggiiccaall CCoonnttrraaccttss ©
Copyright 2003, Prentice Hall 5
6.
TTrruusstt A person’s
degree of confidence in the words and actions of another. CCaallccuulluuss--BBaasseedd TTrruusstt: A form of trust based on deterrence, whenever people believe that another will behave as promised out of fear of getting punished for doing otherwise. IIddeennttiiffiiccaattiioonn--BBaasseedd TTrruusstt: A form of trust based on accepting the wants and desires of another person. © Copyright 2003, Prentice Hall 6
7.
DDeevveellooppiinngg TTrruusstt HHooww
ttrruusstt ddeevveellooppss: – Some people tend to be more trusting than others – People develop reputations for being trustworthy HHooww ttoo pprroommoottee ttrruusstt: – Always meet deadlines – Follow through as promised – Spend time sharing personal values and goals © Copyright 2003, Prentice Hall 7
8.
PPrroossoocciiaall BBeehhaavviioorr Acts
that benefit others. OOrrggaanniizzaattiioonnaall CCiittiizzeennsshhiipp BBeehhaavviioorr (OCB): An informal form of behavior in which people go beyond what is formally expected of them to contribute to the well-being of their organization and those in it. WWhhiissttllee--bblloowwiinngg: The disclosure by employees of illegal, immoral, or illegitimate practices by employers to people or organizations able to take action. © Copyright 2003, Prentice Hall 8
9.
Organizational CCiittiizzeennsshhiipp BBeehhaavviioorr
The more people believe they are treated fairly by the organization: The more they trust its management. The more willing they are to go the extra mile to help out when needed. Although the effects of OCB may be indirect and difficult to measure, they can be very profound. To promote OCB: – Go out of your way to help others – Be an example of conscientiousness – Make voluntary functions fun – Demonstrate courtesy and good sportsmanship © Copyright 2003, Prentice Hall 9
10.
CCooooppeerraattiioonn vvss.. CCoommppeettiittiioonn
When ccooooppeerraattiinngg with one another, people contribute to attaining the same goal that they share. However, when ccoommppeettiinngg against one another, people attempt to attain the same goal, which only one can have. © Copyright 2003, Prentice Hall 10
11.
DDeetteerrmmiinnaannttss ooff CCooooppeerraattiioonn
TThhee RReecciipprroocciittyy PPrriinncciippllee – RReecciipprroocciittyy: The tendency to treat others the way they have treated us. PPeerrssoonnaall OOrriieennttaattiioonn – Competitors – Individualists – Cooperators – Equalizers OOrrggaanniizzaattiioonnaall RReewwaarrdd SSyysstteemmss – TTeeaamm--bbaasseedd RReewwaarrddss: Organizational reward systems in which at least a portion of an individual’s compensation is based on the performance of his or her work team. © Copyright 2003, Prentice Hall 11
12.
PPeerrssoonnaall OOrriieennttaattiioonnss CCoommppeettiittoorrss:
People whose primary motive is doing better than others, besting them in open competition. IInnddiivviidduuaalliissttss: People who care almost exclusively about maximizing their own gain and don’t care whether others do better or worse than themselves. CCooooppeerraattoorrss: People who are concerned with maximizing joint outcomes and getting as much as possible for their team. EEqquuaalliizzeerrss: People who are primarily interested in minimizing the differences between themselves and others. © Copyright 2003, Prentice Hall 12
13.
Cooperation between OOrrggaanniizzaattiioonnss
Partnering with suppliers Promoting business growth Responding to external threats © Copyright 2003, Prentice Hall 13
14.
CCoonnfflliicctt A
process in which one party perceives that another party has taken or will take actions that are incompatible with one’s own interests. Causes: – Perceptual distortion – Grudges – Distrust – Competition over scarce resources – Destructive criticism © Copyright 2003, Prentice Hall 14
15.
CCoonnsseeqquueenncceess ooff CCoonnfflliicctt
Negative Negative Conflict yields strong Conflict yields strong negative emotions. negative emotions. Conflict may divert people’s Conflict may divert people’s attention from the task at hand. attention from the task at hand. Communication between Communication between individuals or teams may be so adversely affected that any coordination of effort between them is compromised. individuals or teams may be so adversely affected that any coordination of effort between them is compromised. Lowered coordination tends Lowered coordination tends to lead to decrements in organizational functioning. to lead to decrements in organizational functioning. Positive Positive Conflict may improve the Conflict may improve the quality of organizational decisions. quality of organizational decisions. Conflict may bring out into Conflict may bring out into the open problems that have been previously ignored. the open problems that have been previously ignored. Conflict may motivate Conflict may motivate people to appreciate each other’s positions more fully. people to appreciate each other’s positions more fully. Conflict may encourage Conflict may encourage people to consider new ideas, thereby facilitating change. people to consider new ideas, thereby facilitating change. © Copyright 2003, Prentice Hall 15
16.
MMaannaaggiinngg CCoonnfflliicctt BBaarrggaaiinniinngg:
The process by which two or more parties in dispute with one another exchange offers, counteroffers, and concessions in an attempt to find a mutually acceptable agreement. Approaches to bargaining: – TTwwoo--PPaarrttyy NNeeggoottiiaattiioonn – AAlltteerrnnaattiivvee DDiissppuuttee RReessoolluuttiioonn © Copyright 2003, Prentice Hall 16
17.
NNeeggoottiiaattiinngg WWiinn--WWiinn SSoolluuttiioonnss
WWiinn--WWiinn SSoolluuttiioonnss: Resolutions to conflicts in which both parties get what they want. Suggestions for finding win-win solutions: – Avoid making unreasonable offers – Seek the common ground – Uncover the “real” issues – Broaden the scope of issues considered IInntteeggrraattiivvee AAggrreeeemmeenntt: A type of solution to a conflict situation in which the parties consider joint benefits that go beyond a simple compromise. © Copyright 2003, Prentice Hall 17
18.
AAlltteerrnnaattiivvee DDiissppuuttee RReessoolluuttiioonn
A set of procedures, such as mediation and arbitration, in which disputing parties work together with a neutral party who helps them settle their disagreements out of court. MMeeddiiaattiioonn: The process in which a neutral party (known as a mmeeddiiaattoorr) works together with two or more parties to reach a settlement to their conflict. AArrbbiittrraattiioonn: A process in which a third party (known as an aarrbbiittrraattoorr) has the power to impose, or at least to recommend, the terms of an agreement between two or more conflicting parties. © Copyright 2003, Prentice Hall 18
19.
MMeeddiiaattiioonn vvss.. AArrbbiittrraattiioonn
© Copyright 2003, Prentice Hall 19
20.
TTyyppeess ooff AArrbbiittrraattiioonn
BBiinnddiinngg AArrbbiittrraattiioonn: The two sides agree in advance to accept the terms set by the arbitrator, whatever they may be. VVoolluunnttaarryy AArrbbiittrraattiioonn: The two sides retain the freedom to reject the recommended agreement. CCoonnvveennttiioonnaall AArrbbiittrraattiioonn: The arbitrator can offer any package of terms he or she wishes. FFiinnaall--OOffffeerr AArrbbiittrraattiioonn: The arbitrator chooses between final offers made by the disputing parties themselves. © Copyright 2003, Prentice Hall 20
21.
Deviant Organizational BBeehhaavviioorr
Actions on the part of employees that intentionally violate the norms of organizations and/or the formal rules of society, resulting in negative consequences. Types of Deviant Behavior: – Incivility – Cyberloafing – Workplace Aggression – Workplace Bullying – Employee Theft © Copyright 2003, Prentice Hall 21
22.
IInncciivviilliittyy Demonstrating a
lack of regard for others and denying them the respect they are due. © Copyright 2003, Prentice Hall 22
23.
CCyybbeerrllooaaffiinngg The practice
of using a company’s email and/or Internet facilities for personal use. © Copyright 2003, Prentice Hall 23
24.
AAggggrreessssiioonn aanndd BBuullllyyiinngg
WWoorrkkppllaaccee AAggggrreessssiioonn: Acts of verbal and physical abuse toward others in organizations, ranging from mild to severe. Causes: – High trait anger – Positive attitude toward revenge – Past experience with aggression WWoorrkkppllaaccee BBuullllyyiinngg: The repeated mistreatment of an individual at work in a manner that endangers his or her physical or mental health. © Copyright 2003, Prentice Hall 24
25.
TTiippss ffoorr AAvvooiiddiinngg
AAggggrreessssiioonn Establish clear disciplinary procedures Treat people with dignity and respect Train managers in ways to recognize and avoid aggression © Copyright 2003, Prentice Hall 25
26.
EEmmppllooyyeeee TThheefftt
The taking of company property for personal use. Tips for reducing theft: – Involve employees in the creation of a theft policy – Communicate the costs of stealing – Treat people fairly – Be a good role model © Copyright 2003, Prentice Hall 26
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