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Transcript of interpersonal behavior
Interpersonal Behavior in the Workplace
Chapter Seven
© Copyright Prentice-Hall 20042
Interpersonal BehaviorA variety of behaviors involving the ways in which people work
with and against one another
© Copyright Prentice-Hall 20043
Psychological Contracts
People’s beliefs about what is expected of another in a relationshipTransactional ContractTransactional Contract: A type of psychological contract that is characterized by an exclusively economic focus, a brief time span, an unchanging nature, and is narrow and well defined in scopeRelational ContractRelational Contract: A type of psychological contract in which the parties have a long-term and widely defined relationship with a vast focus
© Copyright Prentice-Hall 20044
Psychological Contracts
© Copyright Prentice-Hall 20045
Trust
A person’s degree of confidence in the words and actions of anotherCalculus-Based TrustCalculus-Based Trust: A form of trust based on deterrence, whenever people believe that another will behave as promised out of fear of getting punished for doing otherwiseIdentification-Based TrustIdentification-Based Trust: A form of trust based on accepting the wants and desires of another person
© Copyright Prentice-Hall 20046
Developing Trust
How trust developsHow trust develops: Some people tend to be more trusting than others People develop reputations for being trustworthy
How to promote trustHow to promote trust: Always meet deadlines Follow through as promised Spend time sharing personal values and goals
© Copyright Prentice-Hall 20047
Prosocial Behavior
Prosocial behaviorProsocial behavior can be defined as acts that benefit others in organizationsOrganizational Citizenship BehaviorOrganizational Citizenship Behavior (OCB) can be defined as acts that exceed the formal requirements of one’s jobWhistle-blowingWhistle-blowing is the disclosure by employees of illegal, immoral, or illegitimate practices by employers to people or organizations able to effect action
© Copyright Prentice-Hall 20048
Organizational Citizenship Behavior
© Copyright Prentice-Hall 20049
Organizational Citizenship Behavior The more people believe they are treated fairly by the
organization: The more they trust its management The more willing they are to go the extra mile to help out when
needed
Although the effects of OCB may be indirect and difficult to measure, they can be very profound
To promote OCB: Go out of your way to help others Be an example of conscientiousness Make voluntary functions fun Demonstrate courtesy and good sportsmanship
© Copyright Prentice-Hall 200410
Whistle Blowing
© Copyright Prentice-Hall 200411
Cooperation and Competition Cooperation can be defined as those situations in which
two or more individuals, teams or organizations work together toward some common goal
Factors that contribute to cooperation: Reciprocity principle: the tendency for people to treat others the
way they have been treated in the past Personal orientation: some people tend to be more cooperative,
by nature, than others Organizational reward systems
Competition can be defined as a pattern of behavior in which each person, group, or organization seeks to maximize its own gains, often at the expense of others
© Copyright Prentice-Hall 200412
Levels of Cooperation/Assertiveness
Collaboration: cooperation and assertiveness
Accommodating: cooperation and unassertive
Compromising: between cooperative and assertive
Forcing: assertive and uncooperative (conflict/competition)
Avoiding: unassertive and uncooperative
© Copyright Prentice-Hall 200413
Personal Orientations
CompetitorsPeople whose primary
motive is doingbetter than others,
besting them in opencompetition
CompetitorsPeople whose primary
motive is doingbetter than others,
besting them in opencompetition
IndividualistsPeople who care almost
exclusively aboutmaximizing their own gain,
and don’t care whether othersdo better or worse than
themselves
IndividualistsPeople who care almost
exclusively aboutmaximizing their own gain,
and don’t care whether othersdo better or worse than
themselves
CooperatorsPeople who areconcerned with
maximizing joint outcomes,getting as much as
possible for their team
CooperatorsPeople who areconcerned with
maximizing joint outcomes,getting as much as
possible for their team
EqualizersPeople who are
primarily interested inminimizing the
differences betweenthemselves and others
EqualizersPeople who are
primarily interested inminimizing the
differences betweenthemselves and others
© Copyright Prentice-Hall 200414
Cooperation vs. Competition vs. Conflict
When cooperatingcooperating with one another, people contribute to attaining the same goal that they share.
However, when competingcompeting against one another, people attempt to attain the same goal, which only one can have.
And, conflict occurs when there are competing goals.
© Copyright Prentice-Hall 200415
Conflict
Conflict may be defined as a process in which one party perceives that another party has taken or will take actions that are incompatible with one’s own interests
© Copyright Prentice-Hall 200416
Intraindividual Conflict Frustration: in the needs-drive-goal model, a
barrier is placed between the drive and the goal resulting in: aggression, fixation, withdrawal, or compromise.
Goal conflict: Lewin (1935) lists major types: Approach/approach Approach/avoidance Avoidance/avoidance
Role conflict/ambiguity
© Copyright Prentice-Hall 200417
Organizational Conflict(embodies intraindividual, interpersonal, and intergroup)
Structural conflict: Hierarchical conflict: top vs. lower
management Functional conflict: sales vs. production Line/Staff conflict: QC vs. production Formal/Informal conflict: ’Learn the ropes’
vs. employee handbook
© Copyright Prentice-Hall 200418
Types of ConflictSubstantive ConflictSubstantive Conflict occurs when people have different viewpoints and opinions with respect to a decision they are making with others (leads to better decisions)Affective ConflictAffective Conflict occurs when people experience clashes of personalities or interpersonal tension of some sort (leads to poorer decisions)Process ConflictProcess Conflict occurs when controversies arise about how various duties and resources will be allocated and with whom various responsibilities will reside
Routine tasks: conflict is detrimentalNon-routine tasks: conflict is beneficial
© Copyright Prentice-Hall 200419
Causes of Conflict
ConflictConflictGrudgesGrudges
MalevolentAttributionsMalevolentAttributions
DestructiveCriticism
DestructiveCriticism
DistrustDistrustCompetition
overScarce Resources
Competitionover
Scarce Resources
© Copyright Prentice-Hall 200420
Consequences of Conflict
Negative Conflict yields strong negative
emotions Conflict may divert people’s
attention from the task at hand Communication between
individuals or teams may be so adversely affected that any coordination of effort between them is compromised
Lowered coordination tends to lead to decrements in organizational functioning
Negative Conflict yields strong negative
emotions Conflict may divert people’s
attention from the task at hand Communication between
individuals or teams may be so adversely affected that any coordination of effort between them is compromised
Lowered coordination tends to lead to decrements in organizational functioning
Positive Conflict may improve the
quality of organizational decisions
Conflict may bring out into the open problems that have been previously ignored
Conflict may motivate people to appreciate each other’s positions more fully
Conflict may encourage people to consider new ideas, thereby facilitating change
Positive Conflict may improve the
quality of organizational decisions
Conflict may bring out into the open problems that have been previously ignored
Conflict may motivate people to appreciate each other’s positions more fully
Conflict may encourage people to consider new ideas, thereby facilitating change
© Copyright Prentice-Hall 200421
Managing Conflict
© Copyright Prentice-Hall 200422
Managing Conflict
BargainingBargaining: The process by which two or more parties in dispute with one another work together to find a solution that is acceptable to all the parties involved (win/lose)
Distributive bargaining: fixed piePositional bargaining: sequencing, take/give
Win-Win SolutionsWin-Win Solutions: Occur when outcomes are found for all sides that allow them to believe that they have “won” the negotiation processArbitration (lose/lose): Arbitration (lose/lose): Occurs when negotiations fail
© Copyright Prentice-Hall 200423
Tips for Negotiating Win-Win Solutions
1. Avoid making unreasonable offers2. Seek the common ground3. Broaden the scope of issues
considered4. Uncover the “real” issues
© Copyright Prentice-Hall 200424
Deviant Organizational Behavior
Actions on the part of employees that intentionally violate the norms of organizations and/or the formal rules of society, resulting in negative consequencesTypes of Deviant Behavior: Incivility Cyberloafing Workplace Aggression Workplace Bullying Employee Theft
© Copyright Prentice-Hall 200425
Deviant Behavior
Incivility
© Copyright Prentice-Hall 200426
Deviant Organizational Behavior
Incivility: Demonstrating a lack of regard for others and denying them the respect they are due
Cyberloafing: I The practice of using a company’s email and/or Internet facilities for personal use
© Copyright Prentice-Hall 200427
Aggression and Bullying
Workplace AggressionWorkplace Aggression: Acts of verbal and physical abuse toward others in organizations, ranging from mild to severe. Causes: High trait anger Positive attitude toward revenge Past experience with aggression
Workplace BullyingWorkplace Bullying: The repeated mistreatment of an individual at work in a manner that endangers his or her physical or mental health
© Copyright Prentice-Hall 200428
Risk for Violence
© Copyright Prentice-Hall 200429
Workplace Bullying
© Copyright Prentice-Hall 200430
Tips for Avoiding Aggression
Establish clear disciplinary procedures
Treat people with dignity and respect Train managers in ways to recognize
and avoid aggression
© Copyright Prentice-Hall 200431
Employee Theft Definition: The taking of company property for personal use Causes:
Seeing others do it Informal work group norms Desire to “even the score”
Tips for reducing theft: Involve employees in the creation of a theft policy Communicate the costs of stealing Treat people fairly Be a good role model
© Copyright Prentice-Hall 200432
Employee Theft