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Chapter 11 interpersonal behavior (1)
This chapter discusses interpersonal behavior in organizations. It covers conflict, assertiveness, power, and politics. The key topics are: - Conflict can arise from disagreements over goals/methods, task interdependence, roles/rules, and personality differences. - Assertiveness involves expressing feelings and giving honest feedback. Different interpersonal orientations exist such as dominance. - Power is the ability to influence others and events. Types of power include personal, legitimate, expert, reward, and coercive power. - Organizational politics involves intentional behaviors to enhance influence through tactics like social exchange, alliances, and controlling information.
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Chapter 11 interpersonal behavior (1)
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- 3. CHAPTER OBJECTIVES To Understand TheNature and Types of Conflict Conflict Outcomes and Resolution Strategies Different Personality Types Assertive Behavior Interpersonal Orientations and Stroking Types of Power Organizational Politics and Influence
- 4. Conflict In Organizations THENATURE OF CONFLICT Conflict An interpersonal process that arises from disagreements over the goals to attain or the methods to be used to accomplish those goals
- 5. Conflict In Organizations THENATURE OF CONFLICT Conflict can occur in any situation in which two or more parties feel themselves in opposition.
- 6. Conflict In Organizations THENATURE OF CONFLICT Conflicts also arise due to task interdependence, ambiguity of roles, policies, and rules, personality differences, ineffective communications, the competition over scarce resources, personal stress, and underlying differences in attitudes, beliefs, and experiences.
- 7. Conflict In Organizations THENATURE OF CONFLICT Knowledge and understanding of conflict and the methods for resolving it are important.
- 8. Conflict In Organizations LEVELSOF CONFLICT Intrapersonal Conflict Interpersonal Conflict Intergroup Conflict
- 9. Conflict In Organizations SOURCESOF CONFLICT Organizational change Different set of values Threats to status Contrasting perceptions Lack of trust Personality clashes Incivility
- 10. Conflict In Organizations EFFECTSOF CONFLICT Advantages People are stimulated to search for improved approaches that lead to better results. It energizes them to be more creative and to experiment with new ideas. Once-hidden problems are brought to the surface, where they may be confronted and solved.
- 11. Conflict In Organizations EFFECTSOF CONFLICT Disadvantages Cooperation and teamwork may deteriorate. At the individual level some people may feel defeated, while the self-image of others will decline and personal stress levels will rise. The motivation level of some employees will be reduced.
- 12. Conflict In Organizations AMODEL OF CONFLICT Conflict Outcomes Participant Intentions Resolution Strategies
- 13. Assertive Behavior ASSERTIVENESS Assertiveness Theprocess of expressing feelings, asking for legitimate changes, and giving and receiving honest feedback.
- 14.
- 15. Assertive Behavior INTERPERSONAL ORIENTATIONS InterpersonalOrientations Dominant way of relating to people
- 16. Assertive Behavior FACILITATING SMOOTHRELATIONS Interpersonal Facilitation The capacity to focus on others’ personal needs, sensitivities, and idiosyncrasies
- 17. Assertive Behavior FACILITATING SMOOTHRELATIONS Building on emotional intelligence Learning about co-workers’ personal lives Making mental notes about employee likes and dislikes, values, interests, and preferences &
- 18. Assertive Behavior FACILITATING SMOOTHRELATIONS Monitoring other people’s degree of job involvement, mood level, commitment, and satisfaction Developing and applying their facilitative skills in a variety of social settings
- 19. Assertive Behavior STROKING Anyact of recognition for another May be positive, negative, or mixed
- 20. Assertive Behavior STROKING Conditional Strokes Offered to employees if they perform correctly or avoid problems Unconditional Strokes Presented without any connection to behavior
- 21. Assertive Behavior STROKING Interpersonal Orientation Conflict Resolution Strategy Probable Behavior I’mnot OK — You’re not OK Avoidance Non- assertiveness I’m not OK — You’re OK Smoothing Non- assertiveness I’m OK — You’re not OK Forcing Aggressiveness I’m OK — You’re OK Confronting Assertiveness
- 22. Power and Politics POWER The ability to influence other people and events
- 23. Power and Politics Typesof POWER Personal Power Ability of leaders to develop followers from strength of their own personalities
- 24. Power and Politics Typesof POWER Legitimate Power Arises from the culture of society by which power is delegated legitimately from higher established authorities to others
- 25. Power and Politics Typesof POWER Expert Power Power that arises from a person’s knowledge of and information about a complex situation
- 26. Power and Politics Typesof POWER Reward Power The capacity to control and administer items that are valued by another Arises from an individual’s ability to give pay raises, recommend someone for promotion or transfer, or even make favorable work assignments
- 27. Power and Politics Typesof POWER Coercive Power The capacity to punish another, or at least to create a perceived threat to do so
- 28. Power and Politics EFFECTOF POWER BASES Resistance Compliance Commitment
- 29. Power and Politics ORGANIZATIONALPOLITICS Intentional behaviors that are used to enhance or protect a person’s influence and self- interest while also inspiring confidence and trust by others
- 30. Power and Politics ORGANIZATIONALPOLITICS Four Key Dimensions: Socially astute Interpersonal influence Networks Sincerity
- 31. Power and Politics INFLUENCEAND POLITICAL POWER Social exchange implies that… “if you’ll do something for me, I’ll do something for you.” Relies on the powerful norm of reciprocity in society, where two people in a continuing relationship feel a strong obligation to repay their social “debts” to each other
- 32. Power and Politics INFLUENCEAND POLITICAL POWER Tactic Used Example* Social exchange In a trade-off the chief engineer helps the factory manager get a new machine approved if the manager will support an engineering project. Alliances The information system manager and the financial vice president work together on a proposal for a new computer system. Identification with higher authority The president’s personal assistant makes minor decisions for her.*the following examples are used in the book
- 33. Power and Politics INFLUENCEAND POLITICAL POWER Tactic Used Example* Control of information The research and development manager controls new product information needed by the marketing manager. Selective service The purchasing manager selectively gives faster service to more cooperative associates. Power and status symbols The new controller arranges to double the size of the office, decorate lavishly, and employ a personal assistant.*the following examples are used in the book
- 34. Power and Politics INFLUENCEAND POLITICAL POWER Tactic Used Example* Power plays Manager A arranges with the vice president to transfer part of manager B’s department to A. Networks A young manager joins a racquetball club. *the following examples are used in the book
Editor's Notes
- #5 Conflict An interpersonal process that arises from disagreements over the goals to attain or the methods to be used to accomplish those goals
- #6 Conflict can occur in any situation in which two or more parties feel themselves in opposition.
- #7 Conflicts also arise due to task interdependence, ambiguity of roles, policies, and rules, personality differences, ineffective communications, the competition over scarce resources, personal stress, and underlying differences in attitudes, beliefs, and experiences.
- #8 Knowledge and understanding of conflict and the methods for resolving it are important.
- #9 Intrapersonal Conflict Interpersonal Conflict Intergroup Conflict
- #10 Organizational change Different set of values Threats to status Contrasting perceptions Lack of trust Personality clashes Incivility
- #11 Advantages People are stimulated to search for improved approaches that lead to better results. It energizes them to be more creative and to experiment with new ideas. Once-hidden problems are brought to the surface, where they may be confronted and solved.
- #12 Knowledge and understanding of conflict and the methods for resolving it are important.
- #13 Knowledge and understanding of conflict and the methods for resolving it are important.
- #14 Knowledge and understanding of conflict and the methods for resolving it are important.
- #15 Knowledge and understanding of conflict and the methods for resolving it are important.
- #16 Knowledge and understanding of conflict and the methods for resolving it are important.
- #17 Knowledge and understanding of conflict and the methods for resolving it are important.
- #18 Knowledge and understanding of conflict and the methods for resolving it are important.
- #19 Knowledge and understanding of conflict and the methods for resolving it are important.
- #20 Knowledge and understanding of conflict and the methods for resolving it are important.
- #21 Knowledge and understanding of conflict and the methods for resolving it are important.
- #22 Knowledge and understanding of conflict and the methods for resolving it are important.
- #23 Knowledge and understanding of conflict and the methods for resolving it are important.
- #24 Knowledge and understanding of conflict and the methods for resolving it are important.
- #25 Knowledge and understanding of conflict and the methods for resolving it are important.
- #26 Knowledge and understanding of conflict and the methods for resolving it are important.
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- #29 Knowledge and understanding of conflict and the methods for resolving it are important.
- #30 Knowledge and understanding of conflict and the methods for resolving it are important.
- #31 Knowledge and understanding of conflict and the methods for resolving it are important.
- #32 Knowledge and understanding of conflict and the methods for resolving it are important.
- #33 Knowledge and understanding of conflict and the methods for resolving it are important.
- #34 Knowledge and understanding of conflict and the methods for resolving it are important.
- #35 Knowledge and understanding of conflict and the methods for resolving it are important.