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Org Behaviour

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					Management Fundamentals
Concepts, Applications, Skills Development

Organizational Behavior:
Power, Politics, Conflict, and Stress
9A

Jung Personality Types
Sensing / Thinking
A logical information processor/factual decision maker who works well with things. Sensing / Feeling A logical information processor/conceptual decision maker who works well with people. Intuition/Feeling An insightful/hunch information processor/conceptual decision maker who works well with people.
9-1

Intuition
An insightful/hunch information processor/factual decision maker who works well with things.

Extraversion Agreeableness Neuroticism Conscientiousness Openness to Experience
9-2

5 Personality Traits

Perception
•The process of selecting, organizing, and interpreting environmental information.
9-3

Bias In Perception
•People perceive the same behavior differently because of:
– – – – Selectivity Frame of reference Stereotypes Expectation
9-4

Expectations
Read the phrase in the triangle below:

Bird in the the hand
9-5

Attitudes
•Positive or negative evaluations of people, things, and situations.
9-6

Pygmalion Effect
•Managers’ attitudes, expectations, and treatment of employees largely determine performance.
9-7

Sources & Bases of Power
Position Power
Coercive Connection Reward Legitimate Referent

Personal Power
Information Expert

9-8

Political Behaviors and Guidelines for Developing Political Skills
NETWORKING

• Learn the Culture •Learn the Power Players • Don’t Surprise Your Boss • Be an Honest Team Player • Stay Tuned to the Grapevine • Resolve Conflicts RECIPROCITY COALITIONS
9-9

Conflict & Performance
High

Dysfunctional Low Low

Functional

Dysfunctional

Optimal Balance

High

Level of Conflict
9-10

Conflict Management Styles
High Concern for Others’ Needs

Accommodating
Passive You Win, I Lose

High Concern Collaborating for Assertive Others’ and You Win, I Win Own Needs

Negotiating
Assertive You Win Some, I Win Some

Low Concern for Others’ and Own Needs

Avoiding
Passive You Lose, I Lose

Forcing
Aggressive You Lose, I Win

High Concern for Own Needs
9-11

Accommodate

Collaborate

5 Conflict Styles
Avoid Negotiate Force

9-12

The Collaborating Conflict Style
Planning INITIATE
Step 1. Plan a BCF statement that maintains ownership of the problem.
Step 2. Present your BCF statement and agree on the conflict. Step 3. Ask for, and/or give, alternative conflict resolutions. Step 4. Make an agreement for change.

Leading RESPOND
Step 1. Listen to and paraphrase the conflict using the BCF model

MEDIATE
Step 1. Have each party state their complaint using the BCF model. Step 2. Agree on the conflict problem(s). Step 3. Develop alternative conflict resolutions.

Step 2. Agree with some aspect of the complaint.
Step 3. Ask for, and/or give, alternative conflict resolutions. Step 4. Make an agreement for change.

Step 4. Make an agreement for change.
Step 5. Follow up to make sure the conflict is resolved.

Organizing

Controlling

9-13

4 Steps of Planning Negotiations
Research other party

Set objectives Develop options
Anticipate questions
9-14

The Stress Tug-of-War
Causes of Stress
Personality Type Organizational Culture Management Behavior

Stress Management Techniques
Time Management

Work Performed
Human Relations

Functional Stress High Performance

Relaxation Nutrition

Exercise
Positive Thinking Support Network

Burnout Low Performance

Stress-Free Low Performance

9-15


				
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posted:4/18/2009
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