This document provides an overview of key concepts from Chapter 9 of the textbook "Organizational Behavior: Power, Politics, Conflict, and Stress" including personality traits, perception, attitudes, power, organizational politics, managing conflict, and stress. The chapter aims to describe these concepts, explain their interrelationships, and discuss their importance for managerial behavior. Specifically, it outlines 13 learning outcomes to be achieved after studying this chapter.

1. Management Fundamentals
Concepts
Copyright © 2006 Thomson Business and Economics.
All rights reserved.
Skill DevelopmentApplications
Robert N. Lussier
Third Edition
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Chapter 9
Organizational Behavior:
Power, Politics, Conflict,
and Stress

2. 9–2Copyright © 2006 Thomson Business and Economics. All rights reserved.
Learning OutcomesLearning Outcomes
1. Describe each of the big five personality dimensions.
2. Explain the perception process, and identify the two factors that
influence it.
3. Describe the interrelationship among personality, perception,
and attitude, and explain the contribution of each to a manager’s
behavior.
4. Explain what job satisfaction is and why it is important.
5. Define power, and explain the difference between position and
personal power.
6. Identify the differences among reward, legitimate, and referent
power.
After studying this chapter, you should be able to:

3. 9–3Copyright © 2006 Thomson Business and Economics. All rights reserved.
Learning Outcomes (cont’d)Learning Outcomes (cont’d)
7. Discuss how power and politics are related.
8. Describe how money and politics have a similar use.
9. Explain what networking, reciprocity, and coalitions have in
common.
10. List and define five conflict management styles.
11. List the steps in initiating and using the collaborative conflict
resolution model.
12. Explain the stress tug-of-war analogy.

4. 9–4Copyright © 2006 Thomson Business and Economics. All rights reserved.
Learning Outcomes (cont’d)Learning Outcomes (cont’d)
13. Define the following key terms:
organizational behavior reciprocity
coalition personality
conflict perception
functional conflict attribution
collaborative conflict resolution attitudes
model
BCF statement Pygmalion effect
mediator citizenship behavior
arbitrator power
stress politics
stressors networking

5. 9–5Copyright © 2006 Thomson Business and Economics. All rights reserved.
Organizational BehaviorOrganizational Behavior
• Organizational Behavior (OB)
– _________________________________________
_________________________________________
_________________________________________
_________________________________________
– _________________________________________
_________________________________________

6. 9–6Copyright © 2006 Thomson Business and Economics. All rights reserved.
PersonalityPersonality
• Personality
– _________________________________________
_________________________________________
– _________________________________________
_________________________________________
– _________________________________________
_________________________________________

7. 9–7Copyright © 2006 Thomson Business and Economics. All rights reserved.
Single Traits of PersonalitySingle Traits of Personality
• Locus of control
– _________________________________________________
– _________________________________________________
• Optimism versus Pessimism
• Risk Propensity
– _________________________________________________
• Machiavellianism
– _________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________

8. 9–8Copyright © 2006 Thomson Business and Economics. All rights reserved.
The Big Five Personality DimensionsThe Big Five Personality Dimensions
From Trait To
Extrovert Extraversion Introvert
Cooperative Agreeableness Competitive
Emotionally stable Emotionalism Emotionally unstable
Responsible/
Dependable
Conscientiousness
Irresponsible/
Undependable
Open
Openness to
Experience
Closed
Trait Continuum

9. 9–9Copyright © 2006 Thomson Business and Economics. All rights reserved.
PerceptionPerception
• Perception
– _________________________________________
_________________________________________
– _________________________________________
_________________________________________
– _________________________________________
_________________________________________

10. 9–10Copyright © 2006 Thomson Business and Economics. All rights reserved.
The Attribution ProcessThe Attribution Process
• Attribution
– ________________________________________________
________________________________________________
– Situational
• ____________________________________________
____________________________________________
– Intentional
• ____________________________________________
____________________________________________

11. 9–11Copyright © 2006 Thomson Business and Economics. All rights reserved.
Bias in PerceptionBias in Perception
• Selectivity
– _________________________________________________
_________________________________________________
• Frame of Reference
– _________________________________________________
_________________________________________________
• Stereotypes
– _________________________________________________
_________________________________________________
• Expectations
– _________________________________________________

12. 9–12Copyright © 2006 Thomson Business and Economics. All rights reserved.
AttitudesAttitudes
• Attitudes
– _________________________________________________
_________________________________________________
• Attitude Formation
– _________________________________________________
• Attitudes and Behavior
– _________________________________________________
• Pygmalion Effect
– _________________________________________________
_________________________________________________
_________________________________________________

13. 9–13Copyright © 2006 Thomson Business and Economics. All rights reserved.
Attitudes (cont’d)Attitudes (cont’d)
• Attitudes and Job Satisfaction
– _________________________________________________
_________________________________________________
• Job Satisfaction and Performance
– _________________________________________________
– _________________________________________________
• Determinants of Job Satisfaction
– _________________________________________________
_________________________________________________

14. 9–14Copyright © 2006 Thomson Business and Economics. All rights reserved.
PowerPower
• Power
– _________________________________________________
• Position power
– _________________________________________________
_________________________________________________
• Personal power
– _________________________________________________
_________________________________________________
• Empowerment
– _________________________________________________
_________________________________________________

15. 9–15Copyright © 2006 Thomson Business and Economics. All rights reserved.
Sources and Bases of PowerSources and Bases of Power
• How to Increase Your Power
– _________________________________________
_________________________________________
– _________________________________________
_________________________________________
_________________________________________

16. 9–16Copyright © 2006 Thomson Business and Economics. All rights reserved.
Types of PowerTypes of Power
• Coercive Power
– _________________________________________________
_________________________________________________
• Connection Power
– _________________________________________________
_________________________________________________
• Reward Power
– _________________________________________________
_________________________________________________

17. 9–17Copyright © 2006 Thomson Business and Economics. All rights reserved.
Types of Power (cont’d)Types of Power (cont’d)
• Legitimate Power
– _________________________________________________
_________________________________________________
• Referent Power
– _________________________________________________
_________________________________________________
• Information Power
– _________________________________________________
• Expert Power
– _________________________________________________

18. 9–18Copyright © 2006 Thomson Business and Economics. All rights reserved.
Organizational PoliticsOrganizational Politics
• Politics
– _________________________________________________
• Political Behaviors
– Networking
• _____________________________________________
_____________________________________________
– Reciprocity
• _____________________________________________
_____________________________________________
– Coalition
• _____________________________________________
_____________________________________________

19. 9–19Copyright © 2006 Thomson Business and Economics. All rights reserved.
Managing ConflictManaging Conflict
• Conflict
– _________________________________________________
_________________________________________________
• The Psychological Contract
– _________________________________________________
_________________________________________________
– _________________________________________________
_________________________________________________
• __________________________________
__
__________________________________
__
• __________________________________
__

20. 9–20Copyright © 2006 Thomson Business and Economics. All rights reserved.
Managing Conflict (cont’d)Managing Conflict (cont’d)
• Functional Conflict
– _________________________________________________
_________________________________________________
• Dysfunctional Conflict
– _________________________________________________
_________________________________________________
– _________________________________________________
_________________________________________________

21. 9–21Copyright © 2006 Thomson Business and Economics. All rights reserved.
Negotiation, Collaboration, and MediationNegotiation, Collaboration, and Mediation
• Negotiating
– _________________________________________________
_________________________________________________
– _________________________________________________
_________________________________________________
• Collaboration
– _________________________________________________
_________________________________________________
• Mediation
– _________________________________________________
_________________________________________________

22. 9–22Copyright © 2006 Thomson Business and Economics. All rights reserved.
StressStress
• Stress
– _________________________________________________
• Stressors
– _________________________________________________
• Functional Stress
– _________________________________________________
_________________________________________________
• Dysfunctional stress
– _________________________________________________
• __________________________________________________
__________________________________________________