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Organizational Behavior

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Title: Organizational Behavior


1
Organizational 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.

2
Personality
  • Personality
  • A combination of traits that classifies
    individuals.
  • Developed based on genetics and environmental
    factors.
  • Affects the long-term performance of individuals.

3
Single 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.

4
Big Five Personality Traits
5
Emotional Intellegence
EQ tests http//www.ihhp.com/quiz.htm http//ei.ha
ygroup.com/resources/default_ieitest.htm http//ww
w.allthetests.com/emotional.php3
6
Perception
  • 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.

7
The Attribution Process
  • Attribution
  • The process of determining the reason for an
    individuals behavior.
  • Situational out of the control of the
    individual.
  • Intentional individual is consciously behaving.

Model 91
8
Bias in Perception
  • Selectivity
  • Screening information in favor of the desired
    outcome.
  • Frame of Reference
  • Seeing things from your point of view rather than
    anothers.
  • Stereotypes
  • The process of generalizing the behavior of a
    group to one individual.
  • Expectations
  • Perceiving what is expected to be perceived.

9
Attitudes
  • 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.

10
Attitudes
  • Attitudes and Job Satisfaction
  • Job satisfaction is a persons attitude toward
    his or her job.
  • Job Satisfaction and Performance
  • Affects absenteeism and turnover.
  • Doesnt guarantee performance.
  • Affects off-the-job behaviors.
  • Determinants of Job Satisfaction
  • Personality, the work itself, compensation,
    growth and upward mobility, coworkers, management
  • Parkinsons Law
  • Peter Principle

11
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 the follower based on the
    individuals behavior.

12
Sources and Bases of Power
  • Coercive Power
  • Involves threats and/or punishment to influence
    compliance.
  • Connection Power
  • Based on the users relationship with influential
    people.
  • Reward Power
  • Based on the users ability to influence others
    with something of value to them.

13
Sources and Bases of Power
  • Legitimate Power
  • Based on the users position power given by the
    organization.
  • Referent Power
  • Based on the users personal power relationship
    with others.
  • Information Power
  • Based on data desired by others.
  • Expert Power
  • Based on the users skills and knowledge.

14
Sources and Bases of Power
Exhibit 91
15
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16
Organizational 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.

17
Political Behaviors and Guidelines for Developing
Political Skills
Exhibit 92
18
Managing 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.

19
Conflict Management Styles
Exhibit 93
20
The Negotiation Process
Model 92
21
The Collaborating Conflict Style
Model 93a
22
The Collaborating Conflict Style (contd)
Model 93b
23
The Collaborating Conflict Style (contd)
Model 93c
24
The Stress Tug-of-War
Exhibit 95
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