Unit 5: Behavior in OrganizationsPower, Politics, Conflict and Stress

Mrs. WoodSports Management

What is Organizational Behavior?

• The study of actions that affect performance in the workplace. – Organizational behaviorists try to explain and

predict actions in the workplace and show how such actions affect performance. • AIM: To attempt to create win-win situations.

– (Win-Win Situations: Situations in which both parties get what they want).

How does it work? • Our behavior is driven by 3 components:– Personality– Perception– Attitude

• Understanding how these components drive behavior provide insight into how people will behave in certain situations.– BRAINSTORM: Identify an example in sports where

each component illustrates a prediction of an individuals behavior.

Examining the Components:Personality

• The combination of traits that characterizes an individual. – Personality affects our behaviors, perceptions and

attitudes.– Influential factor in hiring processes. WHY?

• Example: – Sports Announcers/Broadcasters• What type of personality does

the ideal announcer possess?– LIVELY IS KEY!!! MUST BE

EXTROVERTED & IDIOSYNCRATIC.

Classifying Personality• Single Traits System of Personality:– Focus of control• Externalizers vs. Internalizers (Destiny Control)

– Optimism• Optimists vs. Pessimists

– Risk propensity• Risk takers vs. Risk avoiders

– Machiavellianism• The degree of abusing power to get what we want.

– Self-esteem – opinion of self character – Self-efficacy – behaving to achieve goals

Classifying Personality• The Big 5 Personality Traits:– Extroversion• Extroverts vs. Introverts

– Agreeableness• Cooperators vs. Competitors

– Emotionalism • Emotionally stable vs. Emotionally unstable.

– Conscientiousness• Responsible/Dependable vs. Irresponsible/Undependable

– Openness to experience • The degree of willingness to try new things.

Examining the Components:Perception

• The process through which we select, organize and interpret information from the surrounding environment. – No 2 people experience anything exactly the same.– The more accurate information, the more our perception models

reality. • Example:

– Why do some people think the Yankees are acting fiscally irresponsible and ruining baseball?

– Why do some of us view a referee’s videotaped decision as fair while others do not? We all see the same videotaped play, don’t we?• PERCEPTION IS NOT THE SAME FOR 2 PEOPLE!!!

Examining the Components:Attribution

• The process of determining why we behave certain ways. – Everyone of us tries to find reasons behind behavior every day

—our own, those around us, professional athletes and front office executives—in fact, we do this continually.

• Attribution Process: 1. Identify a behavior2. Determine Intent (Situational vs. Intentional)3. Determine Reason for Behavior4. Determine Behavioral Response

Bias In Perception

• Selectivity:– The manner in which we screen information to favor the

outcome we desire.

• Frame of Reference:– Our bias of seeing things from our point of view.

• Stereotyping:– Where the observer projects characteristics or behaviors

of an individual onto a group.

Attitudes

Attitudes

• Attitudes are positive or negative evaluations of people, things, and situations. – Organizations look for people with high self

esteem and positive attitudes toward their careers and personal lives• Usually result in employing loyal and reliable workers.

How the Attitudes of Management Affect Performance

• Pygmalion Effect:– Examines how management’s attitude toward

workers, their expectations of them, and their treatment of them affect workers’ performance.

– Example:• John Wooden, the legendary basketball coach at UCLA

(now retired), expected excellence from every player.

Management creates a “Self-Fulfilling Prophecy”

• John Wooden’s teams won ten NCAA national championships. Wooden constructed his "pyramid of success" out of such concepts as "keep it simple" and "teamwork is not a preference, it's a necessity.”

Power

• The ability to influence the actions of others.

TYPES OF POWER• Position Power

– Power that comes with a management or leadership position.• Personal Power

– Power that is held by charismatic leaders and influential people.

• All types of power can be lost as quick as it was gained

Examples of Power

• Presidents/Owners, Mgmt Personnel– Myles Brand, president of the NCAA, is thus a

powerful person, as is every effective coach and athletic director.

• Power of Organizations– FIFA is a powerful organization because of the

influence it wields around the world. • Cultural Influences– Nike is a powerful organization because of its

ability to shape culture (also around the world) through its products.

The Seven Bases of Power

• Coercive power– Position power that uses threats or punishment to achieve

compliance. • Connection power– Personal power that uses a relationship with important people

to influence behaviors/attitudes. • Reward power– Position power that uses the ability to influence others by giving

them something of value. • Legitimate power– Position power that is given to people by organizations or by

society.

The Seven Bases of Power

• Referent power– Personal power that is voluntarily giving someone power

over you.

• Informational power– Personal power (sometimes position). Deals with people

who have information or knowledge that others need.

• Expert power– Personal Power. Deals with people who have expertise or

specialized skills that others need.

Political Power

• Politics – The efforts of groups or individuals with

competing interests to obtain power and positions of leadership.• Like power, they can be manipulative and destructive. • Are a healthy fact of organizational life.

– Aim for the evolution of strong ideas and for the company to be the “fittest” possible.

Types of Political Behaviors

• Networking:– Developing relationships in order to gain social or

business advantages. • Reciprocity:– Using mutual dependence to accomplish objectives.

• Exchanging Favors.

• Coalition:– An alliance of people with similar objectives who

together have a better chance of achieving their objectives.

Developing Political Skills

• Learn the organizational culture• Learn the power plays• Don’t surprise your boss• Be an honest team player• Stay tuned to the networking grapevine• Resolve conflicts

Styles of Conflict Management

• Conflict management is based on two dimensions: – Concern for others’ needs – Concern for your own needs.

• Results in three types of behavior: – Passive – Aggressive– Assertive.

• Managed through 5 different styles:– Avoiding, Accommodating, Forcing, Negotiating, &

Collaborating.

BCF Statements

• Method of collaboration to resolve conflict that describes conflicts in terms of behaviors, consequences, and feelings.– When you do B (behavior), C (consequences) happens,

and you feel F (feelings). – Example:• When EA Sports decides not to publish a

comprehensive instruction manual (behavior), I don’t fare well in my dynasty mode of NCAA 2009 (consequence), and I become very frustrated and angry at my fantasy life (feelings).

Stress• Stress is our body’s internal reaction to external

stimuli coming from the environment.• Think of stress as a tug-of-war with you in the

center. – On your left are ropes (causes of stress) pulling you

to burnout. – Stress that is too powerful will pull you off center. – On your right are ropes (stress management

techniques) that you can choose to use to pull you back to the center.

Techniques to Reduce Stress Management

• Time management• Nutrition• Positive thinking• Relaxation• Exercise• Support network