Chapter 11 Interpersonal Behavior Ch 11.ppt

Intrapersonal Conflict:  Conflict occurs when an employee’s supervisor or peers send conflicting expectations to him or her, it is possible to intrapersonal conflict to emerge from within an individual, as a result of competing roles taken. Example Sabrina as team leader and Executive staff.

1. Chapter 11
Interpersonal
Behavior

2. CONFLICT IN ORGANIZATIONS
The Nature of Conflict:
Definition:Conflict arises from disagreements over the
goals to attain or the methods used to accomplish these
goals

3. Levels of Conflict
IntrapersonalConflict:Conflictoccurswhenan
employee’ssupervisororpeerssendconflicting
expectationstohimorher,itispossibletointrapersonal
conflicttoemergefromwithinanindividual,asaresult
ofcompetingrolestaken.ExampleSabrinaasteam
leaderandExecutivestaff.

4. Levels of Conflict
InterpersonalConflict:Interpersonalconflictsarea
seriousproblemtomanypeoplebecausetheydeeply
affectaperson’semotions.
IntergroupConflict:Intergroupconflictsbetween
differentdepartmentsalsocauseproblems.Eachgroup
setsouttounderminetheother,gainpower,and
improveitsimage

5. Sources of Conflict
Organizationalchange:Withthepaceoftechnological,
political,andsocialchangeincreasingandthemarketplace
hurtlingtowardaglobaleconomy,organizationalchanges
willbeeverpresent
Differentsetsofvalues:Peoplealsoholddifferentsetsof
beliefandvaluesystems.Theirphilosophiesmaydiverge,or
theirethicalvaluesmayleadthemindifferentdirections.
Threatstostatus:Whenone’sstatusisthreatened,face
savingbecomesapowerfuldrivingforceasapersonstruggles
tomaintainadesiredimage.Conflictmayarisebetweenthe
defensivepersonandwhoevercreatedathreattostatus

6. A Model of the Conflict Resolution Process

7. A Model of Conflict
A Model of Conflict:
Inordertohandleconflicts,managersmayapplythemodel
showingtheprocessofconflictresolution.Beforethattheymust
realizefewthingsaboutconflict.Theyare:
1.Conflict arises from many sources and directions.
2.It also varies in the speed of its emergence and in the degree of
predictability.
3.Sometimes it smolders for a long time.
4.Other times it simply seems to explode without warning, as the
sudden eruption of dangerous volcano.
5.Conflict can be constructive or destructive.
6.Managers, therefore, must know when to stimulate conflict and
when resolve it.

8. Sources of Conflict
Personality clashes:Not everyone thinks, feels, looks, or acts
alike. Although personality differences can cause conflict,
they are also rich sources for creative problem solving.
Contrasting perceptions:Conflict may arise unless
employees learn to see things as others see them, and help
others do the same in reverse.
Lack of trust:When someone has a real reason not to trust
another, the potential for conflict rises.
Incivility:Workplace incivility occurs when employees fail to
exhibit concern and regard for others or-worse yet-disrespect
each other on the job

9. Effects of Conflicts
1.Conflictisoftenseenbyparticipantsasdestructive,
butthisisalimitedview.
2.Conflictisnotallbad,butrathermayresultineither
productiveornonproductiveoutcomes.Amore
positiveview,then,istoseeconflictasnearly
inevitableandtosearchforwaysinwhichitcan
resultinconstructiveoutcomes.

10. Model of Conflict
Win-Lose
Lose-Win
Win-Win
Lose-Lose
Win
Lose
Lose
Win
3
2
4
1
Individual B’s Outcome
Individual A’s Outcome

11. Conflictmayproducefourdistinctoutcomes,depending
ontheapproachestakenbythepeopleinvolved.
1.Thefirstsituationtermed“lose-lose”,inwhicha
conflictdeterioratestothepointthatbothpartiesare
worseoffthantheywerebefore.Anextremeexampleis
thecaseofanexecutivewhofirestheonlypersonwho
knowsthesecretformulafortheorganization’smost
successfulproduct.
Conflict Outcomes

12. 2.Lose-winisasituationinwhichonepersonisdefeated
whiletheotheroneisvictorious.
3.Inthewin-losethesituationisreversed,withBlosingtoA.
4.Win-winisthatinwhichbothpersonsperceivethatthey
areinabetterpositionthantheywerebeforetheconflict
began.
Conflict Outcomes

13. Resolution Strategies
1.Avoiding:Physicalormentalwithdrawalfromtheconflict
2.Smoothing:Accommodatingtheotherparty’sinterests.
3.Forcing:Usingpowertacticstoachieveawin.
4.Confronting:Facingtheconflictdirectly,andworkingit
throughtoamutuallysatisfactoryresolution.
5.Compromising:searchingformiddlegroundorbeing
willingtogiveupsomethinginexchangeforgaining
somethingelse.

14. Assertive Behavior
Assertiveness:Assertivenessistheprocessofexpressing
feelings,askingforlegitimatechanges,andgivingandreceiving
honestfeedback.
Anassertiveindividualisnotafraidtorequestthatanother
personchangeanoffensivenessbehaviorandisnot
uncomfortablerefusingunreasonablerequestsfromsomeone
else.
Assertivepeoplearedirect,honest,andexpressive.Theyfeel
confident,gainself-respect,andmakeothersfeelvalued.
Beingassertiveinasituationinvolvesfivestageswhichis
showninthenextfigure-

15. Assertive Behavior
Figure 11.5 Stages in Assertive Behavior
Stages Example
1.Describe the behavior “When you do this ……….”
2.Express your feelings “I feel……..”
3.Empathize “I understand why you……..”
4.Alternatives “I want you to consider changing to
either……..”
5.Indicate consequences “If you do (don’t), I will………”

16. Stroking
Stroking:Strokingisdefinedasanyactofrecognitionfor
another.
Itappliestoalltypesofrecognition,suchasphysical,verbal,
andnonverbalcontactbetweenpeople.
Strokesmaybe–
Positive
Negative,or
Mixed.

17. Stroking
PositiveStroke:Positivestrokesfeelgoodwhentheyare
received,andtheycontributetotherecipient’ssenseof
beingOK.
NegativeStroke:Negativestrokeshurtphysicallyor
emotionallyandmaketherecipientfeellessOKabout
herselforhimself.
MixedStroke:Anexampleofmixedstrokeisthis
supervisor’scomment:“Oscar,thatisagoodadvertising
layout,consideringthesmallamountofexperienceyouhave
inthisfield.”

18. Power and Politics
Power is the ability to influence other people and events.
It is the way that leaders extend their influence to others.
Powerisearnedandgainedbyleadersonthebasisoftheir
personalities,activities,andthesituationsinwhichthey
operate.

19. Types of Power
Personalpower:Calledreferentpower,charismaticpower,
andpowerofpersonality–comesfromeachleader
individually.
Itistheabilityofleaderstodevelopfollowersfromthe
strengthoftheirownpersonalities.
Suchleadershavemagnetism,anairofconfidence,anda
beliefinobjectivesthatattractsandholdsfollowers.Suchas
MahatmaGandhi./Dr.MahatirBinMohammad

20. Types of Power
Legitimatepower:Knownaspositionpowerandofficial
power,comesfromhigherauthority.Itgivesleadersthe
powertocontrolresourcesandtorewardandpunishothers.
Peopleacceptthispowerbecausetheybelieveitisdesirable
andnecessarytomaintainorderanddiscourageanarchyin
asociety.
Expertpower:Knownastheauthorityofknowledge,comes
fromspecializedlearning.Itispowerthatarisesfroma
person’sknowledgeofandinformationaboutacomplex
situation.Itdependsoneducation,training,andexperience.

21. Types of Power
Rewardpower:Capacitytocontrolandadministeritemsthat
arevaluedbyanother.Itarisesfromanindividual’sabilityto
givepayrises,recommendsomeoneforpromotionortransfer,
orevenmakefavorableworkassignments.
Coercivepower:Capacitytopunishanother.Managerswith
coercivepowercanthreatenanemployee’sjobsecurity,make
punitivechangesinsomeone’sworkschedule,oradminister
physicalforce.Suchpowerusesfearasamotivator,whichcan
beapowerfulforceininducingaction.

22. Effects of Power Bases
Theuseofapowerbasemustfititsorganizationalcontextin
ordertobeeffective.
Employeescanrespondtotheuseofpowerinoneofthreeways

23. Effects of Power Bases
Resistance
Likely if coercive power is used consistently, without apparent
cause, or in an arrogant manner, employees may comply by
meeting minimal expectations.
Compliance
Legitimate and reward power are both likely to result in
compliance
Commitment
Commitment is the enthusiastic release of energy and talent to
satisfy the leader’s requests. Reference and expert power are
most likely to produce commitment, but legitimate and reward
power can work under certain conditions.

24. Organizational Politics
Organizational politics refers to intentional behaviors used
to enhance or protect a person’s influence and self-interest
while inspiring confidence and trust in others.

25. Organizational Politics
Political skill consists of four key dimensions –
1. Being socially astute
2. Having interpersonal influence
3. Creating useful networks
4. Expressing sincerity

26. Influence and Political Power
Steps to increase your influence –
1.Treat the other party as a potential ally
2.Specify your objectives
3.Learn about other’s needs, interests, and goals
4.Inventory your own resources to identify something of value
to offer
5.Assess your relationship with the other person
6.Decide what to ask for and what to offer
7.Make the actual exchange that produces a gain for both parties

27. Tactics to Gain Political Power
Networking
Social exchange
Form alliances
Become identified with a higher authority
Control information
Give service selectively
Acquire power and status symbols
Grab power from others
Join or form interest groups

28. •Pros and Cons of the Movie
“Corporate”: Analyse the movie
from the Ethical Point of View
•Is it healthy? Is it declining? Is it a dead
Issue?

29. Questions