Organizational 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.

PersonalityPersonality

• Personality–A combination of traits that classifies individuals.–Developed based on genetics and environmental

factors.–Affects the long-term performance of individuals.

Single 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.

Big Five Personality TraitsBig Five Personality Traits

From Trait To

Extrovert Extraversion Introvert

Cooperation Agreeableness Competition

Emotionally stable Emotionalism Emotionally unstable

Responsible/ Dependable

Conscientiousness Irresponsible/ Undependable

Open Openness to Experience

Closed

Emotional IntellegenceEmotional Intellegence

EQ testshttp://www.ihhp.com/quiz.htmhttp://ei.haygroup.com/resources/default_ieitest.htmhttp://www.allthetests.com/emotional.php3

PerceptionPerception

• 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.

The 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 9–1

Bias 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.

AttitudesAttitudes

• 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.

AttitudesAttitudes

• 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, management

• Parkinson’s Law• Peter Principle

PowerPower

• 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.

Sources 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.

Sources 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.

Sources and Bases of PowerSources and Bases of Power

Exhibit 9–1

Organizational PoliticsOrganizational Politics

• Politics–The process of gaining and using power.

• Political Behavior–Networking

• The process of developing relationships for the purpose of socializing and politicking.

–Reciprocity• Involves creating obligations and developing alliances

and using them to accomplish objectives.

–Coalition• A network of alliances that will help a manager achieve

an objective.

Political Behaviors and Guidelines for Developing Political SkillsPolitical Behaviors and Guidelines for Developing Political Skills

Exhibit 9–2

Managing ConflictManaging Conflict

• Conflict–Exists whenever people are in disagreement and

opposition.

• Functional Conflict–Exists when disagreement and opposition support

the achievement of organizational goals.

• Dysfunctional Conflict–Exists when conflict prevents the achievement of

organizational goals.–Complacency and confrontation are both

dysfunctional forms of conflict.

Conflict Management StylesConflict Management Styles

Exhibit 9–3

The Negotiation ProcessThe Negotiation Process

Model 9–2

The Collaborating Conflict StyleThe Collaborating Conflict Style

Model 9–3a

The Collaborating Conflict Style (cont’d)The Collaborating Conflict Style (cont’d)

Model 9–3b

The Collaborating Conflict Style (cont’d)The Collaborating Conflict Style (cont’d)

Model 9–3c

The Stress Tug-of-WarThe Stress Tug-of-War

Exhibit 9–5