Chapter 8 Mgmt Personality, Stress, Job Satisfaction,

7/25/2019 Chapter 8 Mgmt Personality, Stress, Job Satisfaction,

http://slidepdf.com/reader/full/chapter-8-mgmt-personality-stress-job-satisfaction 1/41

PowerPoint Presentation by Charlie Cook

The University of West Alabama

chapter 8Part 4: Leading

Copyright © 2009 o!th"Western#Cengage $earning%

All rights reserve&%

Organizational

Behavior:

Power, Politics,

Confict, and

Stress



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"2

Learning OutcomesLearning Outcomes

Learning OutcomesLearning Outcomes

'% (es)ribe ea)h of the big five personality &imensions%

2% *+plain the per)eption pro)ess, an& i&entify the two fa)tors that

infl!en)e it%

-% (es)ribe the interrelationship among personality, per)eption, an&

attit!&e, an& e+plain the )ontrib!tion of ea)h to a manager.s

behavior%

/% *+plain what ob satisfa)tion is an& why it is important%

1% (efine power , an& e+plain the &ifferen)e between position an&

personal power%

% 3&entify the &ifferen)es among rewar&, legitimate, an& referent

power%

4% (is)!ss how power an& politi)s are relate&%

After st!&ying this )hapter, yo! sho!l& be able to5



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"#

Learning Outcomes (cont’d)Learning Outcomes (cont’d)

Learning Outcomes (cont’d)Learning Outcomes (cont’d)

8% (es)ribe how money an& politi)s have a similar !se%

9% *+plain what networking, re)ipro)ity, an& )oalitions have in

)ommon%

'0% $ist an& &efine five )onfli)t management styles%''% $ist the steps in initiating an& !sing the )ollaborative )onfli)t

resol!tion mo&el%

'2% *+plain the stress t!g"of"war analogy%

'-% (efine the key terms liste& at the en& of the )hapter%

After st!&ying this )hapter, yo! sho!l& be able to5




IDEAS ON MANAGEMENT at The RLJ

Companies

'% 6ow wo!l& yo! &es)ribe 7obert ohnson.s personality

2% 6ow have per)eption an& attit!&es affe)te& 7obert ohnson.s

)areer 6ow &i& he &eal with &is)rimination

-% What types of power &oes ohnson have 6ow &oes he !sehis power

/% 6ow &oes ohnson effe)tively !se organi:ational politi)s at

The 7$ Companies

1% What types of negotiating an& )ollaborating &oes ohnson &o



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"$

Organizational BehaviorOrganizational Behavior

;<rgani:ational =ehavior <rgani:ational =ehavior The st!&y of a)tions that affe)t performan)e in theThe st!&y of a)tions that affe)t performan)e in the

workpla)e%workpla)e%

The goal of organi:ational behavior theorists is toThe goal of organi:ational behavior theorists is to

e+plain an& pre&i)t a)tions an& how they will affe)te+plain an& pre&i)t a)tions an& how they will affe)tperforman)e%performan)e%

The fiel& of organi:ational behavior has three levelsThe fiel& of organi:ational behavior has three levels

of fo)!s5 the in&ivi&!al, the gro!p, an& theof fo)!s5 the in&ivi&!al, the gro!p, an& the

organi:ation%organi:ation%



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"%

PersonalityPersonality

;PersonalityPersonality A )ombination of behavioral, mental, an& emotional A )ombination of behavioral, mental, an& emotional

traits that &efine an in&ivi&!al%traits that &efine an in&ivi&!al%

=ase& on geneti)s an& environmental fa)tors%=ase& on geneti)s an& environmental fa)tors%

Affe)ts behavior as well as per)eptions an& attit!&es% Affe)ts behavior as well as per)eptions an& attit!&es%


http://slidepdf.com/reader/full/chapter-8-mgmt-personality-stress-job-satisfaction 7/41Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"&

Single Traits o PersonalitySingle Traits o Personality

;$o)!s of Control$o)!s of Control $ies on a )ontin!!m between believing that )ontrol$ies on a )ontin!!m between believing that )ontrol

over one.s &estiny is e+ternal >over one.s &estiny is e+ternal >externalizersexternalizers? an&? an&believing that it is internal >believing that it is internal >internalizersinternalizers?%?%

; <ptimism vers!s Pessimism<ptimism vers!s Pessimism $ies on a )ontin!!m whose opposite en& is$ies on a )ontin!!m whose opposite en& is

pessimism%pessimism%

; 7isk Propensity7isk Propensity $ies on a )ontin!!m from risk taking to risk avoi&ing%$ies on a )ontin!!m from risk taking to risk avoi&ing%

; @a)hiavellianism@a)hiavellianism =ase& on the belief that the en&s )an !stify the=ase& on the belief that the en&s )an !stify the

means an& power sho!l& be !se& to rea)h &esire&means an& power sho!l& be !se& to rea)h &esire&en&s%en&s%



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"!

The Big Five Personality Diensions The Big Five Personality Diensions

Trait Contin!!m

'ro( )rait )o

*+trovert Extraversion 3ntrovert

Cooperative Agreeableness Competitive

*motionallystable

Emotionalism*motionally

!nstable

7esponsible#(epen&able

Conscientiousness3rresponsible#Un&epen&able

Willing to try

new things Openness to Experienceot willing to

try new things




PerceptionPerception

;Per)eptionPer)eption The pro)ess of sele)ting, organi:ing, an& interpretingThe pro)ess of sele)ting, organi:ing, an& interpreting

environmental information%environmental information%

elf"esteem >self")on)ept?elf"esteem >self")on)ept?

Bo!r per)eption of yo!rself%Bo!r per)eption of yo!rself%

elf"effi)a)yelf"effi)a)y

The belief in yo!r own )apability to perform in a spe)ifi)The belief in yo!r own )apability to perform in a spe)ifi)

sit!ation%sit!ation%



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"*0

The !ttri"#tion Process The !ttri"#tion Process

; Attrib!tion Attrib!tion The pro)ess of &etermining the reason for anThe pro)ess of &etermining the reason for an

in&ivi&!al.s behavior an& whether that behavior isin&ivi&!al.s behavior an& whether that behavior is

eithereither situational situational >o!t of the )ontrol of the in&ivi&!al?>o!t of the )ontrol of the in&ivi&!al?

oror intentional intentional >the in&ivi&!al is )ons)io!sly behaving?%>the in&ivi&!al is )ons)io!sly behaving?%



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"**

+,hiit !"* The Attrib!tion Pro)ess




Bias in PerceptionBias in Perception

;ele)tivityele)tivity )reening information in favor of the &esire&)reening information in favor of the &esire&

o!t)ome%o!t)ome%

; Drame of 7eferen)eDrame of 7eferen)e

eeing things from yo!r point of view rather thaneeing things from yo!r point of view rather thananother.s%another.s%

; tereotypestereotypes The pro)ess of generali:ing the behavior of a gro!pThe pro)ess of generali:ing the behavior of a gro!p

an& then applying the generalities to one in&ivi&!al%an& then applying the generalities to one in&ivi&!al%

; *+pe)tations*+pe)tations Per)eiving what is e+pe)te& to be per)eive&%Per)eiving what is e+pe)te& to be per)eive&%



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"*#

!ttit#des!ttit#des

; Attit!&es Attit!&es Positive or negative eval!ations of people, things, an&Positive or negative eval!ations of people, things, an&

sit!ations%sit!ations%

; Attit!&e Dormation Attit!&e Dormation

Attit!&es are base& on per)eptions% Attit!&es are base& on per)eptions%; Attit!&es an& =ehavior Attit!&es an& =ehavior Attit!&es refle)t feelings an& affe)t behavior% Attit!&es refle)t feelings an& affe)t behavior%

; Pygmalion *ffe)tPygmalion *ffe)t @anagers. attit!&es towar& an& e+pe)tations of@anagers. attit!&es towar& an& e+pe)tations of

employees an& how they treat them largely &etermineemployees an& how they treat them largely &etermine

employee performan)e%employee performan)e%




!ttit#des and $o" Satisaction!ttit#des and $o" Satisaction

;ob atisfa)tionob atisfa)tion A person.s attit!&e towar& his or her ob% A person.s attit!&e towar& his or her ob%

Eenerally meas!re& along a )ontin!!m fromEenerally meas!re& along a )ontin!!m from

satisfie&#positive#high to &issatisfie&#negative#low%satisfie&#positive#high to &issatisfie&#negative#low%

; ob atisfa)tion an& Performan)eob atisfa)tion an& Performan)e Affe)ts absenteeism an& t!rnover% Affe)ts absenteeism an& t!rnover%

Citi:enship behavior Citi:enship behavior *mployee efforts to go above an& beyon& the )all of &!ty%*mployee efforts to go above an& beyon& the )all of &!ty%

; (eterminants of ob atisfa)tion(eterminants of ob atisfa)tion Personality, the work itself, )ompensation, growth an&Personality, the work itself, )ompensation, growth an&

!pwar& mobility, )oworkers, management!pwar& mobility, )oworkers, management



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"*$

oin the (is)!ssionoin the (is)!ssion *thi)s F o)ial 7esponsibility*thi)s F o)ial 7esponsibility

;mokingmoking

'%'% ho!l& employees be allowe& to smoke wherever an&ho!l& employees be allowe& to smoke wherever an&

whenever they want to at workwhenever they want to at work

2%2% 6ow &i& yo!r per)eptions of an& attit!&e towar& smoking affe)t6ow &i& yo!r per)eptions of an& attit!&e towar& smoking affe)t

yo!r answer to the previo!s G!estionyo!r answer to the previo!s G!estion

-%-% @ight limiting employees. smoking )hange their behavior on the@ight limiting employees. smoking )hange their behavior on the

ob 6ow so ob 6ow so

/%/% What kin&s of personality traits might make employees resistWhat kin&s of personality traits might make employees resist

management.s efforts to restri)t their smoking &!ring workingmanagement.s efforts to restri)t their smoking &!ring working

ho!rsho!rs

1%1% 3s it ethi)al an& so)ially responsible to restri)t employees.3s it ethi)al an& so)ially responsible to restri)t employees.

smokingsmoking



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"*%

PowerPower

;Power Power The ability to infl!en)e others. behavior%The ability to infl!en)e others. behavior%

; o!r)es of Power o!r)es of Power Position power Position power

(erive& from top management an& is &elegate& &own the(erive& from top management an& is &elegate& &own the)hain of )omman&%)hain of )omman&%

Personal power Personal power (erive& from followers, base& on an in&ivi&!al.s behavior%(erive& from followers, base& on an in&ivi&!al.s behavior%

*mpowerment*mpowerment Eiving power to employees%Eiving power to employees%



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"*&

Power %cont&d'Power %cont&d'

;6ow to 3n)rease Bo!r Power 6ow to 3n)rease Bo!r Power Bo! )an in)rease yo!r power witho!t taking powerBo! )an in)rease yo!r power witho!t taking power

away from others%away from others%

Eenerally, power is given to those who get res!ltsEenerally, power is given to those who get res!lts

an& have goo& interpersonal skills%an& have goo& interpersonal skills%



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"*!

+,hiit !"2 Type of Power




Types o Power Types o Power

; Coer)ive Power Coer)ive Power 3nvolves threats an&#or p!nishment to infl!en)e3nvolves threats an&#or p!nishment to infl!en)e

)omplian)e%)omplian)e%

; Conne)tion Power Conne)tion Power

=ase& on the !ser.s relationship with infl!ential=ase& on the !ser.s relationship with infl!entialpeople%people%

; 7ewar& Power 7ewar& Power =ase& on the !ser.s ability to infl!en)e others by=ase& on the !ser.s ability to infl!en)e others by

provi&ing something of val!e to them%provi&ing something of val!e to them%




Types o Power %cont&d' Types o Power %cont&d'

; $egitimate Power $egitimate Power =ase& on the !ser.s position power in the=ase& on the !ser.s position power in the

organi:ation%organi:ation%

; 7eferent Power 7eferent Power

=ase& on the !ser.s personal power relationships with=ase& on the !ser.s personal power relationships withothers%others%

; 3nformation Power 3nformation Power =ase& on others. nee& for &ata%=ase& on others. nee& for &ata%

; *+pert Power *+pert Power =ase& on the !ser.s skills an& knowle&ge%=ase& on the !ser.s skills an& knowle&ge%



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"2*

oin the (is)!ssionoin the (is)!ssion *thi)s F o)ial 7esponsibility*thi)s F o)ial 7esponsibility

; Dollowing <r&ersDollowing <r&ers

'%'% 3s it ethi)al an& so)ially responsible to tea)h people in the3s it ethi)al an& so)ially responsible to tea)h people in the

military or any other organi:ation to follow or&ers witho!tmilitary or any other organi:ation to follow or&ers witho!t

G!estioning a!thorityG!estioning a!thority

2%2% What wo!l& yo! &o if yo!r boss or&ere& yo! to &o somethingWhat wo!l& yo! &o if yo!r boss or&ere& yo! to &o something

yo! tho!ght might be !nethi)al >ome options are to !st &oyo! tho!ght might be !nethi)al >ome options are to !st &o

it, to not &o it an& say nothing, to look more )losely at what yo!it, to not &o it an& say nothing, to look more )losely at what yo!

are being aske& to &o, to go to yo!r boss.s boss to make s!reare being aske& to &o, to go to yo!r boss.s boss to make s!re

it.s okay to &o it, to tell the boss yo! will not &o it, to ask theit.s okay to &o it, to tell the boss yo! will not &o it, to ask the

boss to &o it himself or herself, or to blow the whistle to anboss to &o it himself or herself, or to blow the whistle to an

o!tsi&e so!r)e like the government or me&ia%?o!tsi&e so!r)e like the government or me&ia%?

-%-% 3s following or&ers a goo& !stifi)ation for )on&!)ting !nethi)al3s following or&ers a goo& !stifi)ation for )on&!)ting !nethi)al

pra)ti)espra)ti)es






Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"2#

Organizational PoliticsOrganizational Politics

; Politi)sPoliti)s The pro)ess of gaining an& !sing power%The pro)ess of gaining an& !sing power%

; Politi)al =ehaviorsPoliti)al =ehaviors etworkingetworking

The pro)ess of &eveloping relationships for the p!rpose ofThe pro)ess of &eveloping relationships for the p!rpose ofso)iali:ing an& )areer b!il&ing%so)iali:ing an& )areer b!il&ing%

7e)ipro)ity7e)ipro)ity The )reation of obligations an& the &evelopment of allian)esThe )reation of obligations an& the &evelopment of allian)es

that are !se& to a))omplish obe)tives%that are !se& to a))omplish obe)tives%

Coalition =!il&ingCoalition =!il&ing A network of allian)es that help a manager a)hieve an A network of allian)es that help a manager a)hieve an

obe)tive%obe)tive%




+,hiit !"# Politi)al =ehaviors an& E!i&elines for (eveloping Politi)al

kills



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"2$



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"2%

(anaging Confict(anaging Confict

; Confli)tConfli)t *+ists whenever people are in &isagreement an&*+ists whenever people are in &isagreement an&

opposition%opposition%

; The Psy)hologi)al Contra)tThe Psy)hologi)al Contra)t

3s )ompose& of the impli)it e+pe)tations of ea)h3s )ompose& of the impli)it e+pe)tations of ea)hparty%party%

Confli)t arises when the )ontra)t is broken, whi)hConfli)t arises when the )ontra)t is broken, whi)h

happens when5happens when5

We fail to make e+pli)it o!r own e+pe)tations an& fail toWe fail to make e+pli)it o!r own e+pe)tations an& fail toinG!ire into the e+pe)tations of others%inG!ire into the e+pe)tations of others%

We ass!me that others have the same e+pe)tations that weWe ass!me that others have the same e+pe)tations that we

hol&%hol&%



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"2&

(anaging Confict %cont&d'(anaging Confict %cont&d'

; D!n)tional Confli)tD!n)tional Confli)t *+ists when &isagreement an& opposition s!pport the*+ists when &isagreement an& opposition s!pport the

a)hievement of organi:ational goals%a)hievement of organi:ational goals%

; (ysf!n)tional Confli)t(ysf!n)tional Confli)t

*+ists when )onfli)t prevents the a)hievement of*+ists when )onfli)t prevents the a)hievement oforgani:ational goals%organi:ational goals%

Too little or too m!)h )onfli)t is !s!ally &ysf!n)tional%Too little or too m!)h )onfli)t is !s!ally &ysf!n)tional%



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"2!

+,hiit !"4 Confli)t @anagement tyles






Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"#0

)egotiation, Colla"oration, and)egotiation, Colla"oration, and

(ediation(ediation; egotiatingegotiating A pro)ess in whi)h two or more parties in )onfli)t A pro)ess in whi)h two or more parties in )onfli)t

attempt to )ome to an agreement%attempt to )ome to an agreement%

Can be hampere& by :ero"s!m attit!&es of parties%Can be hampere& by :ero"s!m attit!&es of parties%

; CollaborationCollaboration The parties work together to solve a problem%The parties work together to solve a problem%

; @e&iation@e&iation The !se of a ne!tral thir& party to help the partiesThe !se of a ne!tral thir& party to help the parties

resolve a )onfli)t%resolve a )onfli)t%



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"#*

+,hiit !"$ The egotiation Pro)ess




+,hiit !"% The Collaborative Confli)t 7esol!tion @o&el



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"##

+,hiit !"% The Collaborative Confli)t 7esol!tion @o&el >)ont.&?




+,hiit !"% The Collaborative Confli)t 7esol!tion @o&el >)ont.&?



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"#$

StressStress

; tresstress The bo&y.s rea)tion to environmental &eman&s%The bo&y.s rea)tion to environmental &eman&s%

; tressorstressors Da)tors that )a!se people to feel overwhelme& byDa)tors that )a!se people to feel overwhelme& by

an+iety, tension, an&#or press!re%an+iety, tension, an&#or press!re%; D!n)tional tressD!n)tional tress 6elps improve performan)e by )hallenging an&6elps improve performan)e by )hallenging an&

motivating people to meet obe)tives%motivating people to meet obe)tives%

; (ysf!n)tional stress(ysf!n)tional stress tress that is severe eno!gh to lea& to b!rno!t%tress that is severe eno!gh to lea& to b!rno!t%

=!rno!t is a )onstant la)k of interest an& motivation to=!rno!t is a )onstant la)k of interest an& motivation to

perform one.s ob &!e to stress%perform one.s ob &!e to stress%



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"#%

Ca#ses o $o" StressCa#ses o $o" Stress

; Personality TypePersonality Type

; <rgani:ational C!lt!re<rgani:ational C!lt!re

; @anagement =ehavior @anagement =ehavior

; Type of WorkType of Work

; 3nterpersonal 7elations3nterpersonal 7elations



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"#&

Stress (anageentStress (anageent

; tress @anagementtress @anagement The pro)ess of eliminating or re&!)ing stress%The pro)ess of eliminating or re&!)ing stress%

; tress @anagement Te)hniG!estress @anagement Te)hniG!es Time managementTime management

7ela+ation7ela+ation !trition!trition

*+er)ise*+er)ise

Positive thinkingPositive thinking

!pport network!pport network



Copyright © 2009 South-Western/Cengage Learning. All rights resered. !"#!

+,hiit !"& 7ela+ation *+er)ises







+,hiit !"! The tress T!g"of"War



*+ T+-(S

; organi:ational behavior organi:ational behavior

; personalitypersonality

; per)eptionper)eption

; attrib!tionattrib!tion

;attit!&esattit!&es

; Pygmalion effe)tPygmalion effe)t

; )iti:enship behavior )iti:enship behavior

; power power

;politi)spoliti)s; networkingnetworking

; re)ipro)ityre)ipro)ity

; )oalition)oalition

; )onfli)t)onfli)t

; f!n)tional )onfli)tf!n)tional )onfli)t

; )ollaborative )onfli)t)ollaborative )onfli)t

resol!tion mo&elresol!tion mo&el; =CD statement=CD statement

; me&iator me&iator

; arbitrator arbitrator

; stressstress

; stressorsstressors

Date post:	28-Feb-2018
Category:	Documents
Upload:	mokhobo-ramakhula
View:	213 times
Download:	0 times

Chapter 8 Mgmt Personality, Stress, Job Satisfaction,

Documents