Survey
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
Chapter Eleven Interpersonal Behavior ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Chapter Objectives To understand: • The nature and types of conflict • Conflict outcomes and resolution strategies • Different personality types • Assertive behavior • Types of power • Organizational politics and influence ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Introduction Almost every working relationship will produce some degree of conflict across time. Whether conflicts are destructive or constructive depends on the attitudes and skills of participants. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved The Nature of Conflict An interpersonal process that can arise from disagreement over almost anything • Managers spend about 20 percent of their time dealing with conflict Levels of Conflict • Intrapersonal • Interpersonal • Intergroup ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Intrapersonal Conflict Within the individual, which may happen when someone takes on competing roles. Examples: 1) A Managing Director who is also an environmentalist. His company plans a very profitable development on the seafront. This area is an important place for migratory birds. 2) A manager has to decide between employing his son or a more highly qualified person as a Supervisor. 3) A man hates his job, but has to stay in it to support his family. 4) You manager has given you an order to carry out. You do not feel that the order is ethical. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Interpersonal Conflict Conflict between individuals, Can be very serious as people’s emotions are affected. Self-image and selfesteem are often involved. Examples: 1) Two people fight for control of a group. 2) Conflict between a manager and a computer engineer about which new system to buy. The Manager feels that the engineer is threatening his authority. The Engineer feels that the Manager is ignoring his professional knowledge. 3) Since they met, two people who work together have never liked one another and have always argued. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Intergroup Conflict These arise because of differing viewpoints, group loyalties and complication of resources. Can often be between two departments in an organization which have competing goals. For example: 1) The production department wants to buy new machinery. The Sales Department wants to employ more staff. The company has only resources to do one of these. 2) The Sales Department wants to make more sales by selling a product cheaply. The Accounting department feels that the company needs to achieve a high profit margin. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Case Study Noura is the manager of the Al Ain Advertising Agency. The agency is currently experiencing problems between the Sales Department and the Design Department. Sales for the company have decreased, and each department blames the other. Employees in the Sales Department say that the decrease is because of poorly designed advertisements created by the Design Department. Employees in the Design Department claim that the decrease is due to poor performance by the Sales Department. There are also often arguments between Fatma, Manager of the Sales Department, and Ahmed, in charge of the Design Department. Fatma says that Ahmed is neither properly qualified nor creative enough for his job. Ahmed claims that Fatma lacks the experience to manage a Sales Department. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Case Study Noura and Fatma have been close friends since they went to school together. However, Noura believes that Ahmed is correct, and that Fatma is not doing her job well. While she believes that Ahmed is competent, Noura finds it very difficult to work with him. Ahmed has a masters degree, whereas Noura has a Higher Diploma from the HCT. Ahmed annoys Noura by often commenting that he is more highly qualified than her. Noura has decided that one of the managers must go, but is not sure who it should be. This decision is causing her a lot of worry. Question Identify all the levels of conflict in this case. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Sources of Conflict Interpersonal conflict arises from: • Organizational change • Different sets of values • Threats to status • Contrasting perceptions • Lack of trust • Personality clashes • Incivility ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Organizational Change People argue about the types of changes an organization needs, the pace of change, the results anticipated from changes etc. Personality Clashes People have individual differences. Individuals will always find that there are other individuals they do not get on with Differing Sets of Values Individual differences can result in people having different values. We learnt in Cultural Issues that differing values can be a problem when people from different countries work together. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Threats to Status Most people react very strongly when their status is threatened. In many cultures “Face” or face saving is a very important issue. Contrasting Perceptions We learnt about perception in Goal 1. People see things according to their own experiences and expectations. Conflict can occur when two people see the same thing differently. Lack of Trust Trust is the ability to depend on each other’s words and actions. It takes time to build, but can easily be destroyed. Conflict can occur when someone perceives a reason not to trust someone else. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Activity Identify the source of conflict in each of the following situations: 1) Ibrahim and Mustafa had been in conflict since Mustafa broke his promise to promote Ibrahim. 2) Nada and Hudda had disliked each other since they had first met. 3) Saeed and Khalifa conflicted since Khalifa criticized Saeed’s work at a management meeting. 4) Maryam and Amal conflicted over the changes the company planned. Maryam only saw the advantages, while Amal only saw the costs. 5) John, the English General Manager, and Dileep, the Production Manager, were in conflict. John instructed that employees should use the first name of managers when addressing them. Dileep felt that employees should always use “Mr.” or “Sir when talking with a manager. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Activity Students, working in pairs, give an example of each source of conflict. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Personality Factors Personality traits cluster around five major factors: • Agreeableness • Conscientiousness • Openness to experience • Emotional stability • Extroversion ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Personality Factors Trait Positive Extreme Negative Extreme Agreeableness Caring, sensitive, empathetic Uncooperative, irritable Conscientiousness Dependable, self-disciplined Disorganized, careless Openness to experience Curious, flexible, receptive Closed, fixed, resistant Emotional stability Calm, relaxed, comfortable Self-critical, questioning, pessimistic Extroversion Assertive, outgoing, talkative Quiet, reserved, cautious ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Effects of Conflict Advantages • Parties learn each other’s preferences and views • Provides stimulus to find improved approaches that lead to better results • Energizes creativity, promotes experimentation • Hidden problems are brought to the surface • Deeper understanding among the parties • Once the conflict is resolved, individuals may be more committed to the outcome ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Effects of Conflict Disadvantages • Distrust may grow • Individuals may feel defeated • Self-image may decline • Stress levels may rise • Reduced motivation ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Conflict Resolution Through Confrontation • Agree on a common goal: to solve the problem • Commit to fluid, not fixed, positions • Clarify the strengths/weaknesses of all positions • Recognize the need for face-saving • Avoid arguing or using “yes, but” responses • Control your emotions ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Conflict Resolution Through Confrontation • Try to understand others’ viewpoints, needs, and bottom line • Ask questions; probe for deeper meanings and support • Be sure all parties have interest in success • Give the other party substantial credit when the conflict is over ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Negotiating Tactics To resolve conflict in a win-win fashion: • Arrange seating in a comfortable fashion • Prohibit observers • Set deadlines to force a resolution • Set minimum and optimum goals in advance • Gather data thoroughly • Listen carefully • Focus on issues, not personalities • Separate facts from feelings • Search for areas where concessions are possible ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Assertive Behavior Assertiveness • Expressing feelings • Asking for legitimate changes • Giving and receiving honest feedback • Asking another to change an offensive behavior • Comfortably refusing unreasonable requests • Being direct, honest, and expressive • Feeling confident • Making others feel valued ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Assertive Behavior Stages in Assertiveness • Describe the behavior • Express your feelings • Empathize • Offer problem-solving alternatives • Indicate consequences Assertiveness is most effective when it integrates verbal and nonverbal components ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Power and Politics Power is the ability to influence other people and events. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Types of Power Five Bases of Power • Personal power • Legitimate power • Expert power • Reward power • Coercive power ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Personal Power • Comes from the leader individually • Leader develops followers through the strength of his or her personality • People follow because they want to • Also called charismatic power, and power of personality Legitimate Power • Comes from formal authority. • Gives leaders the power to allocate resources and to reward and punish others. • People follow because they have to or because of social pressure. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Expert Power • Comes from a person’s knowledge of and information about a complex situation. • Depends on education, training, and experience. • Important source of power in today’s complex, technological society Reward Power • Power to give rewards, - for example pay rises, promotion, transfer, favourable work assignments, recognition. Coercive Power • Capacity to punish others – for example threaten job security, threaten or administer physical force. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Activity 1. Mohammed was only 24 years old, and had just joined an engineering company. However, he had a PhD in production design. Fellow employees followed his advice about the new production techniques the company used. 2. Ahmed was neither liked nor a very bright student, but he was very large for his age and a bully. Other students in his class normally did what he told them to do. 3. Ibrahim was confident, good looking, athletic and very bright. Other students looked up to him and wanted to be like him. 4. Maha was not a manager with the company, but her fellow employees tended to do what she told them to. They knew that she was the best friend of Aisha, the manager, and that Aisha often listened to her advice about who to promote or who to fire. 5. No one liked or respected Abdullah, but the employees did what he told them to do because he was the manager. Question: Students, working in pairs, give an example of each type of power. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Organizational Politics Intentional behaviors used to enhance or protect a person’s influence and self-interest while inspiring confidence and trust in others ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Organizational Politics Political skill consists of: • Being socially astute • Having interpersonal influence • Creating useful networks • Expressing sincerity Pros and Cons • Can help attain promotion or sell proposal • Can gain personal visibility • Can be self-serving, manipulative, and deceivful ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Organizational Politics Many managers agree that… • Politics is common in most organizations • Managers must be good at politics to succeed • Politics becomes more important at higher levels • Politics can detract from organizational efficiency Traditional power sources no longer work • One can influence others through mutually beneficial exchanges ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Influence and Political Power Steps to increase your influence… • Treat the other party as a potential ally • Specify your objectives • Learn about other’s needs, interests, and goals • Inventory your own resources to identify something of value to offer • Assess your relationship with the other person • Decide what to ask for and what to offer • Make the actual exchange that produces a gain for both parties ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved 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 ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Tactics to Gain Political Power Political Power • Comes from support of key individuals/groups • Arises from the ability to work with people and social systems to gain allegiance and support Self-Monitors • High self-monitors are better at using organizational politics than are others • Low self-monitors are more insulated from social cues, behave as they wish, show less concern for making a positive impression ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Impression Management Protecting self image while intentionally affecting another’s assessment ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Impression Management Common Impression Management Strategies • Personal competence and high performance • Meeting commitments or solving a crisis • Sending positive nonverbal cues • Appropriate and/or edited self-disclosure • Self-promotion based on results, along with name dropping • Ingratiation activities • Exaggerating skills and achievements • Attributing one’s problems to others ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved