Agenda and Announcements
• Agenda
–Leadership (Chapter 13)
• Self Assessment
–Team Training Presentation
–Review Power and Negotiations (Chapter 9)
• Objective Case
• Material Review
• Ugli Orange Case
• Announcements:
– Grades To Date
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–1
Chapter 9 – 2nd Half
Organizational
Behavior:
Power, Politics,
Conflict, and
Stress
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Copyright © 2006 Thomson Business and Economics.
All rights reserved.
Objective Case – College Faculty (page 342)
Teams A & C Lead Discussion:
1-10 Multiple Choice Questions?
11. Was sending the memo a wise political move? What might
Petersburg have gained and lost by sending it?
12. What would you do if you were Joel? (a) Would you talk to the
dean letting him know that Petersburg said he would appeal
the policy decision? If so, which kind of political behavior
would this approach represent? (b) Would you draft a policy
directly stating that graduate assistants cannot be used to
grade objective exams? (c) Would your answer to (b) be
influenced by your answer to (a)?
13. If you were Petersburg, once you saw you had no support
during the meeting, would you have continued to defend your
position or agreed to stop using a graduate assistant to grade
exams? Would your answer be different if you were not a
tenured faculty member?
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–3
College Faculty Case - continued
14. If you were Petersburg, and Joel drafted a policy and
department members agreed with, would you appeal the
decision to the dean? Would your answer be different if you
were not a tenured faculty member?
15. If you were the dean of SAS, knowing that the VP does not
want to set a collegewide policy, and Petersburg appealed to
you, what would you do? Would you develop a schoolwide
policy for SAS?
16. (a) Should Fred Robinson have spoken up in defense of
Petersburg during the meeting? If you were Robinson, would
you have taken Petersburg’s side against the other seven
members? (b) Would your answer depend on whether you
were friends with Petersburg, and you were a tenured
professor?
17. What are the ethical issues in this case (Chapter 2), how does
perception and attitudes influence ethics?
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–4
Power
• 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 followers, based
on an individual’s behavior.
• Empowerment
– Giving power to employees
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–5
Sources and Bases of Power
• How to Increase Your Power
– You can increase your power without taking
power away from others.
– Generally, power is given to those who get
results and have good human relations skills.
Exhibit 9–2
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–6
Types 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.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–7
Types of Power (cont’d)
• Legitimate Power
– Based on the user’s position power in 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.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–8
Political Behaviors and Guidelines for Developing Political Skills
Exhibit 9–3
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–9
Managing Conflict
• Conflict
– Exists whenever people are in disagreement
and opposition.
• The Psychological Contract
– Is composed of the implicit expectations of
each party.
– Conflict arises when the contract is broken,
which happens when:
•
•
We fail to make explicit our own expectations and
fail to inquire into the expectations of others.
We assume that others have the same expectations
that we hold.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–10
Managing Conflict (cont’d)
• 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.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–11
Conflict Management Styles
Exhibit 9–4
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–12
Ugli Orange Negotiations
• Pair Up
• Dr. Jones and Dr. Roland
• 10 minutes
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–13
Negotiation, Collaboration, and Mediation
•
When are you Negotiating?
–
–
–
–
–
•
–
Peers (resources, etc.)
Project Teams
Internal “Infrastructure”
Society (Govt., Others)
Others?
A process in which two or more parties in conflict attempt
to come to an agreement.
Can be hampered by zero-sum attitudes of parties.
• Japan Example
Collaboration
–
•
–
–
–
–
–
Negotiating
–
•
Customers
Suppliers
Boss
Employees
Unions
The parties work together to solve a problem.
Mediation (Facilitator, Mediator, Arbitrator or Courts)
–
The use of a neutral third party to help the parties resolve
a conflict.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–14
The Negotiation Process
5. Understand the
needs and build RFP or
provide vision, goals,
etc.
Planning should be the most time consuming
What are you “willing to give up to get”?
Copyright © 2006 Thomson Business and Economics. All rights reserved.
Exhibit 9–5
9–15
Stress
•
Stress
–
•
Stressors
–
•
Factors that cause people to feel overwhelmed by anxiety,
tension, and/or pressure.
Functional Stress
–
•
The body’s reaction to environmental demands.
Helps improve performance by challenging and
motivating people to meet objectives.
Dysfunctional stress
–
Stress that is severe enough to lead to burnout.
• Burnout is a constant lack of interest
and motivation to perform one’s job
due to stress.
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–16
The Stress Tug-of-War
Exhibit 9–8
Copyright © 2006 Thomson Business and Economics. All rights reserved.
9–17