Problem 1• Load the boston dataset by using Pandas read_csv()..docx

Problem 1:
• Load the boston dataset by using Pandas read_csv().
• Remove column zero (the tag for this column is ‘Unnamed: 0’
• Remove column tagged as ‘dist’ and join the two parts of the
dataframe (to the left and right of
the column ‘dis’) back together in a new dataframe called df2.
• Calculate the mean of column called ‘age’ and add it as a new
column with the mean value
repeated for all rows.
Problem 2:
• Generate a vector of 1000 random numbers between 0 to 100.
• Plot a histogram of these numbers with number of bins equal
to 10.
• Calculate the average of these numbers by using numpy
method mean().
• Plot a line with a red color from the mean point on the
histogram plot in y direction to show the
location of mean in the histogram plot.
• Make two matrices as follows and perform matrix
multiplication:
3 6
4 9
1 5
* 4 12 21
23 15 −4
• Take the transpose of the first matrix and multiply it by itself.
What is the relationship of the
resultant matrix and the original matrix?
Problem 3
Generate an array of normally distributed that contains 10000
samples. The mean of the
distribution is 10 and the standard deviation is 3.

1. Plot the samples vs. its index
2. Draw a line from the mean value with color green and
thickness of 2.
3. Draw dashed lines from mean ± 2* standard deviation with a
red color and thickness of 1.
4. Draw the histogram of this distribution and draw solid lines
from the mean and mean ±
2* standard deviation with magenta.
5. Calculate the percentage of the samples that fall between the
two standard deviation
lines from the data you have generated and print it as an output.
Essentials of Organizational Behavior
Fourteenth Edition
Chapter 14
Conflict and Negotiation
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All
Rights Reserved.
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After studying this chapter you should be able to:
Describe the three types of conflict and the three loci of
conflict.
Outline the conflict process.
Contrast distributive and integrative bargaining.
Apply the five steps of the negotiation process.
Show how individual differences influence negotiations.
Describe the social factors that influence negotiations.
Assess the roles and functions of third-party negotations.

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Definition of Conflict
Conflict: Process that begins when one party perceives that
another party has negatively affected, or is about to negatively
affect, something that the first party cares about
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Conflict primarily deals with perception. If nobody thinks there
is conflict, then no conflict exists. Conflict can be experienced
in an organization through many different avenues. It can be
that the goals of the individuals are incompatible or there is a
difference of opinion over the interpretation of facts. Many
conflicts also arise through disagreements about how people
should behave.
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Perspectives of Conflict
Functional conflict:
Supports the goals of the group and improves its performance
Dysfunctional conflict:
Hinders group performance
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Contemporary perspectives differentiate types of conflict based
on their effects.
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Effect of Levels of Conflict

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This exhibit shows the effect of levels of conflict.
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Types of Conflict
Three categories of conflict:
Task conflict:
Work content and goals
Relationship conflict: Interpersonal relationships
Process conflict:
How the work is done
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You can assess the focus of conflict by looking at either task,
relationship, or process.
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Desired Conflict LevelsSource of ConflictBlankLevel of
ConflictBlankBlankLowModerateHighTaskFunctionalBlankDysf
unctionalRelationshipBlankDysfunctionalBlankProcessFunction
alDysfunctionalBlank
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Task conflict arises when there is conflict over the content
and/or goals of the work. If this type of conflict exists at low to
moderate levels, then this is a functional conflict that can help
individuals seek clarification or new ideas on how to
accomplish their goals.
Relationship conflict is based on problems between individuals

and is almost always dysfunctional.
Process conflict occurs when there is disagreement on how the
work gets done. Low levels of process conflict represent
functional conflict.
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Loci of Conflict
Three sources of conflict:
Dyadic conflict:
Conflict between two people
Intragroup conflict:
Conflict occurring within a group or team
Intergroup conflict:
Conflict between groups or teams
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Another way to understand conflict is to consider where it
occurs – its locus.
In sum, the traditional view that all conflict should be
eliminated is short-sighted. The interactionist view that conflict
can stimulate active discussion without spilling over into
negative, disruptive emotions is incomplete. Thinking about
conflict in terms of type and locus helps us realize that conflict
is probably inevitable in most organizations. Therefore, it’s
important to manage the variables of the conflict process.
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The Conflict Process
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The conflict process is outlined above; in the following slides,
we will look at each step individually.
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Stage I: Potential Opposition
Communication
Barriers exist
Too much or too little
Structure
Group size, age, diversity
Organizational rewards, goals, group dependency
Personal Variables
Personality types
Emotionality
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Stage I of the conflict process is potential opposition or
incompatibility. In this stage there are three main conditions
that can cause conflict to arise. They are communication,
structure, and personal variables.
Communication may cause conflict when words mean different
things to different people and misunderstandings result.
Communication can be functional to a point, but when too much
communication is given, it can cause frustrations and sometimes
there are barriers in place to effectively hear what is being
communicated.
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Stage II: Cognition and Personalization
Potential for conflict is actualized
Parties “make sense” of conflict by defining it and its potential
solutions

Emotions play a major role in shaping perceptions
Perceived conflict: awareness needed for actualization
Felt conflict: emotional involvement - parties experience
anxiety, tension, frustration, or hostility
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Stage II looks at the recognition or cognition of the conflict and
the personalization or the emotional part of the conflict. As
stated earlier, in order for conflict to be present there must be
an awareness of its existence, defined as perceived conflict.
Once people are aware of the conflict, emotions are expressed
that can impact the outcome of the conflict; this is defined as
felt conflict. Emotions can include anxiety, tension, frustration,
or hostility.
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Stage III: Intentions (1 of 2)
Intentions:
Decisions to act in a given way
Inferred (often erroneous) intentions may cause greater conflict
Five conflict handling intentions:
Competing
Collaborating
Avoiding
Accommodating
Compromising
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Stage III starts to look at the intentions of the individuals
involved. These intentions include the determination to act in a
certain way, but it is important to realize behavior does not
always accurately reflect intention. Sometimes people act out of

emotion and not rational thinking.
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Stage III: Intentions (2 of 2)
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Using two dimensions – cooperativeness (the degree to which
one party attempts to satisfy the other party’s concerns) and
assertiveness (the degree to which one party attempts to satisfy
her own concerns) – we can identify five conflict handling
intentions: competing (assertive and uncooperative);
collaborating (assertive and cooperative); avoiding (unassertive
and uncooperative); accommodating (unassertive and
cooperative); and compromising (midrange on both
assertiveness and cooperativeness).
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Stage IV: Behavior
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Stage IV moves us beyond intentions to the chosen behavior in
the conflict. This is when conflict becomes visible. Usually
each party is using overt attempts to implement their own
intentions.
This step may cause a reaction in others, either because the
individual miscalculated someone’s intentions or he or she was
not skilled in translating his or her intentions into behavior.
This can cause functional conflicts that may be helpful, or
dysfunction conflicts that can be highly destructive.

Functional conflicts are usually at the lower range of the
continuum, while conflicts that reach the upper range of the
continuum are almost always dysfunctional.
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Stage V: Outcomes
Functional Outcomes:
Improves decision quality
Stimulates creativity and innovation
Encourages interest and curiosity
Problems are aired
Accepts change and self-evaluation
Dysfunctional Outcomes:
Group is less effective
Reduces cohesiveness and communications
Leads to the destruction of the group
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Stage V looks at the outcomes of conflict resolution. Functional
outcomes include increasing group performance, encouraging
interest and curiosity, and creating an environment for self-
evaluation and change. Dysfunctional outcomes include
discontented workers, reduced group cohesiveness, and
infighting. In order to create functional conflict, it is important
to reward dissent and punish conflict avoiders.
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Managing Conflict
Minimize counterproductive conflict:
Recognize when there really is a disagreement
Encourage open, frank discussion focused on interests
Have opposing groups pick important issues and work for
mutual satisfaction

Emphasize shared interests
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If managers recognize that in some situations conflict can be
beneficial, they can encourage people to challenge the system
and develop fresh ideas.
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Cultural Influences
Culture influences conflict resolution strategies
Collectivist cultures try to use indirect methods to preserve
relationships
Promote the good of the group as a whole
Individualist cultures confront differences of opinion directly
and openly
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There are numerous global implications in the area of conflict
as different cultures will view conflict through unique lenses.
For example, U.S. managers are more likely to use competing
tactics whereas Japanese managers will tend toward compromise
and avoidance.
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Negotiation
Negotiation: Process that occurs when two or more parties
decide how to allocate scarce resources
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Negotiation or bargaining is the process where the people

involved work on creating a deal that is mutually beneficial.
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Bargaining Strategies
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There are two main approaches – distributive and integrative.
Distributive bargaining seeks to divide up a fixed amount of
resources and often creates a win/lose situation. Integrative
bargaining seeks one or more settlements that can create a win-
win situation for all parties involved.
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Distributive Bargaining
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This exhibit depicts distributive bargaining. Each negotiator has
a target point that defines his goals and a resistance point that
marks the lowest acceptable outcome. The area between these
points is the settlement range in which both parties’ goals can
be met.
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Integrative Bargaining
Integrative bargaining:
A win-win solution is possible
But:
Parties must be open with information and candid about their
concerns
Both parties must be sensitive regarding the other’s needs

Parties must be able to trust each other
Both parties must be willing to be flexible
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In order for integrative bargaining to be successful, parties must
be open with information and candid about their concerns. In
addition, both parties must work to pay attention to the needs of
the others involved. This all needs to happen so trust occurs. In
the process both parties must be willing to be flexible in
working toward a solution.
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The Negotiation Process
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The negotiation process is best understood through the
negotiation process. The grid in this slide outlines the steps:
Preparation and planning, definition of ground rules,
clarification and justification, bargaining and problem solving,
and closure and implementation. You should determine your
BATNA and that of the other party before proceeding with
negotiations. BATNA represents the Best Alternative To a
Negotiated Agreement or the lowest acceptable value you will
take for a negotiated agreement. Then anything above your
BATNA is a good negotiated outcome.
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Individual Differences in Negotiation Effectiveness
Personality Traits
Little evidence to support
Disagreeable introvert is best

Moods & Emotions
Showing anger helps in distributive negotiations
Positive moods help integrative negotiations
Culture
Negotiating styles vary across national cultures
Gender Differences
Men are slightly better
Many stereotypes – low power positions
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Many individual differences are interwoven in the negotiation
process and impact the effectiveness of the outcomes.
Personality traits will impact outcomes as extroverts tend to be
weaker at negotiation because they will want people to like
them. Intelligence is not an indicator of effective negotiation
skills.
Mood and emotion can impact negotiations as anger is often an
effective tool in distributive bargaining, whereas positive
moods are helpful in integrative bargaining situations.
Culture also plays a role in negotiations and the styles utilized.
American negotiators will often make the first offer where
Japanese negotiators will often wait. North Americans use facts
to persuade, Arabs use emotions, and Russians speak more in
ideals. Brazilians tend to say no when negotiating much more
than Americans or Japanese negotiators will do so.
Gender can also impact negotiation effectiveness. Men and
women tend to approach negotiations in the same way but may
view the outcomes differently. Women may appear more tender
in the process where men come across as tough. On the average,
men are more likely to be negotiators than women.
23

Negotiating in a Social Context
Reputation
Trustworthiness
Competence and integrity
Relationships
What is best for the relationship as a whole
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To really understand negotiations in practice, we have to
consider the social factors of reputation and relationships.
Have a reputation for being trustworthy matters in negotiations.
What characteristics help a person develop a trustworthy
reputation? A combination of competence and integrity.
The social, interpersonal component of relationships with
repeated negotiations means that individuals go beyond valuing
what is simply good for themselves and instead start to think
about what is best for the other party and the relationship as a
whole.
24
Third-Party Negotiations
Basic third party roles:
Mediator: neutral third party who facilitates a negotiated
solution by using reasoning, persuasion, and suggestions for
alternatives
Arbitrator: third party to a negotiation who has the authority to
dictate an agreement
Conciliator: trusted third party who provides an informal
communication link between the negotiator and the opponent

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When it’s impossible to reach an agreement through direct
negotiations, it may be necessary to turn to a third party to help
find a solution. There are three basic third-party roles:
mediator, arbitrator, and conciliator.
25
Implications for Managers
Choose an authoritarian management style in some situations.
Seek integrative solutions in some situations.
Build trust.
Consider compromise.
Consider the tradeoffs between distributive and integrative
bargaining.
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Choose an authoritarian management style:
In emergencies
When unpopular actions need to be implemented
When the issue is vital to the organization’s welfare
Seek integrative solutions:
When your objective is to learn
When you want to merge insights from people with different
perspectives
When you need to gain commitment by incorporating concerns
into a consensus
When you need to work through feelings that have interfered
with a relationship
Build trust by accommodating others:
When you find you’re wrong
When you need to demonstrate reasonableness
When other positions need to be heard
When issues are more important to others than to yourself

When you want to satisfy others and maintain cooperation
When you can build social credits for later issues
To minimize loss when you are outmatched and losing
When employees should learn from their mistakes
Consider compromising when:
Goals are important but not worth potential disruption
Opponents with equal power are committed to mutually
exclusive goals
You need temporary settlements to complex issues
Distributive bargaining can resolve disputes, but it often
reduces the satisfaction of one or more negotiators because it’s
confrontational and focused on the short term. Integrative
bargaining tends to provide outcomes that satisfy all parties and
build lasting relationships.
26
Copyright
Rights Reserved.
Essentials of Organizational Behavior
Fourteenth Edition
Chapter 13
Power and Politics
Rights Reserved.
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After studying this chapter you should be able to:
Contrast leadership and power.
Explain the three bases of formal power and the two bases of
personal power.
Explain the role of dependence in power relationships.
Identify power or influence tactics and their contingencies.
Identify the causes and consequences of abuse of power.
Describe how politics work in organizations.
Identify the causes, consequences, and ethics of political
behavior.
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A Definition of Power
Power: The capacity that A has to influence the behavior of B
so that B acts in accordance with A’s wishes
The most important aspect of power is that it is a function of
dependence
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Power refers to the capacity one person has over the other
person to get the individual to do something. Inherent in this
definition is the idea of dependency. The stronger the
relationship or the dependency that one person has when the
other possesses something they want or requires, the greater the
dependency on that person.
3
Contrasting Leadership and
PowerDifferencesLeadershipPowerGoal CompatibilityRequires
goal congruenceOnly needs dependenceDirection of
InfluenceFocuses on downward influenceConcerned with
influence in all directionsResearch EmphasisEmphasizes

leadership styleBroader topic: focuses on tactics used by
individuals and groups
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Leadership and power are two different concepts and need to be
defined separately. Leadership is focusing on goal achievement
along with followers. Power is used as a way to accomplish the
goal and often followers are also means to accomplish the goal.
Leadership will focus on using leadership downward to
influence others to help them achieve their tasks, whereas
power uses influence to gain something upward or laterally.
4
Formal Bases of Power
Formal power is based on an individual’s organizational
position
Coercive Power: Complies from fear of the negative results
Reward Power: Complies due to desire for positive benefits
Legitimate Power: From the formal authority to control and use
organizational resources
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There are two main bases of power, formal and personal. Formal
power is defined by the position a person will hold in the
organization. People with formal power can utilize different
power bases to accomplish their tasks. The first is coercive
power, where employees fear negative consequences if they
don’t do what they are told. Reward power is the ability to
distribute rewards that others see as valuable, encouraging them
to accomplish the goals or tasks to get the reward. The last base
is legitimate power where the formal authority to control and
use resources is then based on the person’s position in the

formal hierarchy.
5
Personal Bases of Power
Personal power stems from an individual’s unique
characteristics
Expert: Influence wielded as a result of expertise, special skill,
or knowledge
Referent: Based on identification with a person who has
desirable resources or personal traits
Charisma
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The second major form of power is personal power, which
comes through the individual’s personality and characteristics.
This is often more effective than formal power. Personal power
can be based on expert power, or the individual’s special skills
or knowledge. It can also be based on referent power, or the
personal traits or resources he or she offers to others.
6
Effective Power Bases
Expert and referent power are positively related to performance
and commitment
Reward and legitimate power are unrelated to organizational
outcomes
Coercive power is negatively related to employee satisfaction
and commitment
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Expert and referent power tend to be more effective when goals
are related to performance and commitment. However, reward

and legitimate power do not seem related to organizational
outcomes.
We have seen that coercive power tends to be negatively related
to work outcomes, such as employee satisfaction and
commitment.
7
General Dependence Postulate
The greater B’s dependence on A, the more power A has over B
What creates dependence?
Importance
Scarcity
Non-substitutability
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The most important aspect of power is that it is a function of
dependence.
8
Social Network Analysis
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We can uses social network analysis to assess the exchange of
resources and dependencies within an organization.
A graphical illustration of the associations among individuals
in a social network is called a sociogram, which functions like
an informal version of an organization chart. The difference is
that a formal organization chart shows how authority is
supposed to flow, whereas a sociogram shows how resources
really flow in an organization.

9
Power Tactics
Power tactics: Used to translate power bases into specific
actions that influence others
Some are more effective than others
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There are a number of power tactics an individual can use or
ways in which they can make the power base work for them by
moving people into specific actions. Some are more effective
than others.
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Nine Influence Tactics
Legitimacy
Rational persuasion
Inspirational appeals
Consultation
Exchange
Personal appeals
Ingratiation
Pressure
Coalitions
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This slide exhibits 9 major power or influence tactics. They are
legitimacy, rational persuasion, inspirational appeals,
consultation, exchange, personal appeals, ingratiation, pressure,
and coalitions.
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Influence Tactic Effectiveness
Most Effective
Rational persuasion
Inspirational appeals
Consultation
Least Effective
Pressure
Combining tactics increases effectiveness
Direction, sequencing, individual skill, and organizational
culture modify effectiveness
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Many factors can influence the effectiveness of the power
tactics discussed. The most effective tactics tend to be rational
persuasion, inspirational appeals, and consultation, while the
least effective is pressure.
Their ability to encourage the desired behavior could depend on
the sequencing of the tactics. It is often better to start with
softer tactics such as exchange and work up to harder tactics
such as pressure. The success of the tactics will, however,
greatly depend on the political skill of the user and the context
or culture of the organization.
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Preferred Power Tactics by Influence Direction
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While rational persuasion may work for you, the effectiveness
of some influence tactics depends on the direction of influence.
This exhibit shows that rational persuasion is the only tactic

effective across organizational levels.
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Cultural Preferences for Power
Culture affects preference for power tactics
Individualistic cultures
See power in personalized terms and as a legitimate means of
advancing personal ends
Engage in more self-enhancement behaviors
Collectivistic cultures
See power in social terms and as legitimate means of helping
others
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An individual’s culture influences preferences for power tactics.
Individualistic cultures view power in personalized terms and
see it as a legitimate means of advancing personal ends, while
those in collectivistic cultures view power in social terms and
as a legitimate means of helping others.
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Political Skill
Political skill: ability to influence others to enhance one’s own
objectives
Politically skilled are more effective users of all the influence
tactics
Political skill is more effective when the stakes are high
Those with political skill can exert their influence without
others detecting it
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When an organization is run with open and fairly applied rules,

free of favoritism or biases, political skill is actually negatively
related to job performance.
People who fit the culture of the organization also tend to
obtain more influence. Extraverts tend to be more influential in
team-oriented organizations, and highly-conscientious people
are more influential in organizations that value working alone
on technical tasks.
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How Power Affects People
People with power:
Put their interests ahead of others
Objectify others
React to threats against their competence
Tend to be overconfident
But there can be positive effects of power
Depends on personality
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Power doesn’t affect everyone in the same way.
The toxic effects of power depend on one’s personality. Power
doesn’t corrupt those with anxious personalities because they
are less likely to think that using power benefits them. The
corrosive effects of power can be contained by organizational
systems. We have the power to blunt the negative effects of
power. The people who are most likely to abuse power are those
who are low in status and gain power.
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Sexual Harassment
Sexual harassment is any unwanted activity of a sexual nature
that affects an individual’s employment or creates a hostile
work environment
More prevalent in male-dominated societies

Managers have a responsibility to protect their employees from
a hostile work environment
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The U.S. Equal Employment Opportunity Commission (EEOC)
states that sexual harassment happens when a person encounters
“unwelcome sexual advances, requests for sexual favors, and
other verbal or physical conduct of a sexual nature” on the job
that disrupt work performance or that create an “intimidating,
hostile, or offensive” work environment.
While countries define sexual harassment differently, most
nations have at least some policies to protect workers. However,
the real question may be whether the policies or laws are
followed.
17
Organizational Politics
Political behavior: consists of activities that are not required as
part of an individual’s formal role but that influence, or attempt
to influence, the distribution of advantages and disadvantages
within the organization
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Organizational politics focuses either on the use of power to
affect decision making in an organization, or on self-serving
and organizationally unsanctioned behaviors.
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The Reality of Politics
Politics arise in organizations because of:
Conflicting interests

Limited resources
Ambiguity in decision making
Politicking: Twisting facts to support one’s own goals and
interests
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Politics often occurs when resources are low; the excess demand
for the resources leads to competition and political behaviors.
When the scarce resources are distributed, there will be varying
views regarding how “fairly” or “effectively” the distribution
was done. Perceptions can be distorted such that the manager
feels he or she is documenting decisions, but the employee just
feels that the manager is covering his rear.
Most of the time, managers are making decisions under
ambiguous conditions and there is not a readily available
objective standard. This creates a context in which political
maneuvering is encouraged.
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Factors Contributing to Political Behavior
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There are a number of factors that influence political behavior.
These factors include individual factors such as those with high
“mach” personalities or high expectations of success.
Situational influences such as low organizational investment or
high expectations of success can lead to illegitimate political
actions.
As well as organizational factors such as a culture of low trust
and role ambiguity. The combination of these factors will lead

to political behavior, which can lead to favorable outcomes such
as increased rewards or decreased punishments.
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Responses to Organizational Politics
Organizational politics may threaten employees
Decreased job satisfaction
Increased anxiety and stress
Increased turnover
Reduced performance
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For most people who have modest political skills or who are
unwilling to play the politics game, outcomes tend to be
predominantly negative in terms of decreased job satisfaction,
increased anxiety and stress, increased turnover, and reduced
performance.
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Qualifiers to Responses to Organizational Politics
The politics-performance relationship is moderated by
individual’s understanding of who makes decisions and why
they were selected
Political behavior at work moderates the effects of ethical
leadership
When politics are perceived as a threat, people respond with
defensive behaviors
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Most employees will not engage in a high level of politics and
often react negatively to politics. Their reactions include
decreased job satisfaction, increased anxiety and stress,

increased turnover, and a reduction in performance. Even
though the given outcome for the individual employee who
engages in politics may be favorable, it is often a negative
impact for the group as a whole.
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Defensive Behaviors
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This exhibit shows examples of defensive behaviors.
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Impression Management
Impression management: The process by which individuals
attempt to control the impression others form of them
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Impression management is a response to political behavior and
is defined as the process by which individuals attempt to control
the impression others form of them. Some techniques used to
manage this impression are conformity, self-promotion, favors,
excuses, apologies, self-promotion, and association.
24
Using Impression Management
IM and interviews:
Self-promotion and ingratiation work well

IM and performance evaluations:
Ingratiation positively related
Self-promotion is negatively related
IM by culture:
Are our conclusions about responses to politics globally valid?
We don’t really know
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Impression management has shown to be effective in different
situations, such as job interviews and performance evaluations.
It is important that in an interview you set forth a positive
impression. Many applicants utilize IM to get the interviewer to
like them. Self-promotion is seen as important because it shows
confidence; however, in an interview, ingratiation is not as
effective. Nevertheless, in performance evaluations ingratiation
has been found to be a positive technique and linked to higher
rankings. However, self-promotion does not work as well in this
context.
Most research on employee reactions to organizational politics
is U.S.-based; the few studies that have been done elsewhere
suggest that minor modifications may be necessary to our
understanding.
25
The Ethics of Behaving Politically
Questions to consider:
What is the utility of engaging in politicking?
How does the utility of engaging in the political behavior
balance out any harm it will do to others?
Does the political activity conform to standards of equity and
justice?
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Is political behavior ethical in the workplace? Well, the answer
is probably yes and no. It is difficult to tell ethical from
unethical politicking. There are three questions that can help
define ethical/unethical political behavior:
What is the utility of engaging in the behavior?
Does the utility balance out any harm done by the action?
Does the action conform to standards of equity and justice?
The answers to these questions can help you decide if the
behavior is ethical or unethical.
26
Mapping Your Political Career
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One of the most useful ways to think about power and politics is
in terms of your own career. This exhibit is an example of a
political map based on your hypothetical relationships with the
people upon whom your career depends.
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Implications for Managers
To maximize your power, increase others’ dependence on you.
You will not be alone in attempting to build your power bases.
Try to avoid putting others in a position where they feel they
have no power.
By assessing behavior in a political framework, you can better
predict the actions of others and use that information to
formulate political strategies that will gain advantages for you
and your work unit.
Help others understand the importance of becoming politically

savvy.
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As a manager who wants to maximize your power, you will
want to increase others’ dependence on you.
You will not be alone in attempting to build your power bases.
Try to avoid putting others in a position where they feel they
have no power.
By assessing behavior in a political framework, you can better
predict the actions of others and use that information to
formulate political strategies that will gain advantages for you
and your work unit.
Consider that employees who have poor political skills or are
unwilling to play the politics game generally relate perceived
organizational politics to lower job satisfaction and self-
reported performance, increased anxiety, and high turnover.
Help others understand the importance of becoming politically
savvy.
28
Copyright
Rights Reserved.
29

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Problem 1• Load the boston dataset by using Pandas read_csv()..docx