Slides for Sports Management - Behavior in Organizations.

1. Unit 5: Behavior in OrganizationsUnit 5: Behavior in Organizations
Power, Politics, Conflict and StressPower, Politics, Conflict and Stress
Mr. ElsesserMr. Elsesser
Sports ManagementSports Management

2. What is Organizational Behavior?What is Organizational Behavior?
 The study of actions that affectThe study of actions that affect
performance in the workplace.performance in the workplace.
 Organizational behaviorists try to explainOrganizational behaviorists try to explain
and predict actions in the workplace andand predict actions in the workplace and
show how such actions affectshow how such actions affect
performance.performance.
 AIM: To attempt to create win-win situations.AIM: To attempt to create win-win situations.
 (Win-Win Situations: Situations in which both(Win-Win Situations: Situations in which both
parties get what they want).parties get what they want).

3. How does it work?How does it work?
 Our behavior is driven by 3 components:Our behavior is driven by 3 components:
 PersonalityPersonality
 PerceptionPerception
 AttitudeAttitude
 Understanding how these components driveUnderstanding how these components drive
behavior provide insight into how people willbehavior provide insight into how people will
behave in certain situations.behave in certain situations.
 BRAINSTORM: Identify an example inBRAINSTORM: Identify an example in
sports where each component illustrates asports where each component illustrates a
prediction of an individuals behavior.prediction of an individuals behavior.

4. Examining the Components:Examining the Components:
PersonalityPersonality
 The combination of traits thatThe combination of traits that
characterizes an individual.characterizes an individual.
 Personality affects our behaviors, perceptions andPersonality affects our behaviors, perceptions and
attitudes.attitudes.
 Influential factor in hiring processes.Influential factor in hiring processes. WHY?WHY?
 Example:Example:
 Sports Announcers/BroadcastersSports Announcers/Broadcasters
 What type of personality doesWhat type of personality does
the ideal announcer possess?the ideal announcer possess?
 LIVELY IS KEY!!! MUST BELIVELY IS KEY!!! MUST BE
EXTROVERTED & IDIOSYNCRATICEXTROVERTED & IDIOSYNCRATIC ..

5. Classifying PersonalityClassifying Personality
 Single Traits System of Personality:Single Traits System of Personality:
 Locus of controlLocus of control
 Externalizers vs. Internalizers (Destiny Control)Externalizers vs. Internalizers (Destiny Control)
 OptimismOptimism
 Optimists vs. PessimistsOptimists vs. Pessimists
 Risk propensityRisk propensity
 Risk takers vs. Risk avoidersRisk takers vs. Risk avoiders
 MachiavellianismMachiavellianism
 The degree of abusing power to get what weThe degree of abusing power to get what we
want.want.
 Self-esteem –Self-esteem – opinion of self characteropinion of self character

6. Classifying PersonalityClassifying Personality
 The Big 5 Personality Traits:The Big 5 Personality Traits:
 ExtroversionExtroversion
 Extroverts vs. IntrovertsExtroverts vs. Introverts
 AgreeablenessAgreeableness
 Cooperators vs. CompetitorsCooperators vs. Competitors
 EmotionalismEmotionalism
 Emotionally stable vs. Emotionally unstable.Emotionally stable vs. Emotionally unstable.
 ConscientiousnessConscientiousness
 Responsible/Dependable vs. Irresponsible/UndependableResponsible/Dependable vs. Irresponsible/Undependable
 Openness to experienceOpenness to experience
 The degree of willingness to try new things.The degree of willingness to try new things.

7. Examining the Components:Examining the Components:
PerceptionPerception
 The process through which we select,The process through which we select,
organize and interpret information from theorganize and interpret information from the
surrounding environment.surrounding environment.
 No 2 people experience anything exactly the same.No 2 people experience anything exactly the same.
 The more accurate information, the more our perceptionThe more accurate information, the more our perception
models reality.models reality.
 Example:Example:
 Why do some people think the Yankees are actingWhy do some people think the Yankees are acting
fiscally irresponsible and ruining baseball?fiscally irresponsible and ruining baseball?
 Why do some of us view a referee’s videotaped decisionWhy do some of us view a referee’s videotaped decision
as fair while others do not? We all see the sameas fair while others do not? We all see the same
videotaped play, don’t we?videotaped play, don’t we?
 PERCEPTION IS NOT THE SAME FOR 2 PEOPLE!!!PERCEPTION IS NOT THE SAME FOR 2 PEOPLE!!!

8. Examining the Components:Examining the Components:
AttributionAttribution
 The process of determining why we behaveThe process of determining why we behave
certain ways.certain ways.
 EveryEveryone of us tries to find reasons behind behavior everyone of us tries to find reasons behind behavior every
day—our own, those around us, professional athletes andday—our own, those around us, professional athletes and
front office executives—in fact, we do this continually.front office executives—in fact, we do this continually.
 Attribution Process:Attribution Process:
1.1. Identify a behaviorIdentify a behavior
2.2. Determine Intent (Situational vs. Intentional)Determine Intent (Situational vs. Intentional)
3.3. Determine Reason for BehaviorDetermine Reason for Behavior
4.4. Determine Behavioral ResponseDetermine Behavioral Response

9. Bias In PerceptionBias In Perception
 Selectivity:Selectivity:
 The manner in which we screen informationThe manner in which we screen information
to favor the outcome we desire.to favor the outcome we desire.
 Frame of Reference:Frame of Reference:
 Our bias of seeing things from our point ofOur bias of seeing things from our point of
view.view.
 Stereotyping:Stereotyping:
 Where the observer projects characteristicsWhere the observer projects characteristics
or behaviors of an individual onto a group.or behaviors of an individual onto a group.

10. AttitudesAttitudes

11. AttitudesAttitudes
 Attitudes are positive or negativeAttitudes are positive or negative
evaluations of people, things, andevaluations of people, things, and
situations.situations.
 Organizations look for people with high selfOrganizations look for people with high self
esteem and positive attitudes toward theiresteem and positive attitudes toward their
careers and personal livescareers and personal lives
 Usually result in employing loyal andUsually result in employing loyal and
reliable workers.reliable workers.

12. How the Attitudes ofHow the Attitudes of
Management Affect PerformanceManagement Affect Performance
 Pygmalion Effect:Pygmalion Effect:
 Examines how management’s attitudeExamines how management’s attitude
toward workers, their expectations oftoward workers, their expectations of
them, and their treatment of themthem, and their treatment of them
affect workers’ performance.affect workers’ performance.
 Example:Example:
 John Wooden, the legendary basketballJohn Wooden, the legendary basketball
coach at UCLA (now retired), expectedcoach at UCLA (now retired), expected
excellence from every player.excellence from every player.

13. Management creates aManagement creates a
“Self-Fulfilling Prophecy”“Self-Fulfilling Prophecy”
 John Wooden’s teams won ten NCAAJohn Wooden’s teams won ten NCAA
national championships. Woodennational championships. Wooden
constructed his "pyramid of success" outconstructed his "pyramid of success" out
of such concepts as "keep it simple" andof such concepts as "keep it simple" and
"teamwork is not a preference, it's a"teamwork is not a preference, it's a
necessity.”necessity.”

14. PowerPower
 The ability to influence theThe ability to influence the
actions of others.actions of others.
TYPES OF POWERTYPES OF POWER
 Position PowerPosition Power
 Power that comes with a management or leadershipPower that comes with a management or leadership
position.position.
 Personal PowerPersonal Power
 Power that is held by charismatic leaders and influentialPower that is held by charismatic leaders and influential
people.people.
 All types of power can be lost as quick as it wasAll types of power can be lost as quick as it was
gainedgained

15. Examples of PowerExamples of Power
 Presidents/Owners, MgmtPresidents/Owners, Mgmt
PersonnelPersonnel
 Myles Brand, president of the NCAA, is thus aMyles Brand, president of the NCAA, is thus a
powerful person, as is every effective coachpowerful person, as is every effective coach
and athletic director.and athletic director.
 Power of OrganizationsPower of Organizations
 FIFA is a powerful organization because ofFIFA is a powerful organization because of
the influence it wields around the world.the influence it wields around the world.
 Cultural InfluencesCultural Influences
 Nike is a powerful organization because of itsNike is a powerful organization because of its
ability to shape culture (also around the world)ability to shape culture (also around the world)

16. The Seven Bases of PowerThe Seven Bases of Power
 Coercive powerCoercive power
 Position power that uses threats or punishment toPosition power that uses threats or punishment to
achieve compliance.achieve compliance.
 Connection powerConnection power
 Personal power that uses a relationship withPersonal power that uses a relationship with
important people to influence behaviors/attitudes.important people to influence behaviors/attitudes.
 Reward powerReward power
 Position power that uses the ability to influencePosition power that uses the ability to influence
others by giving them something of value.others by giving them something of value.
 Legitimate powerLegitimate power
 Position power that is given to people byPosition power that is given to people by
organizations or by society.organizations or by society.

17. The Seven Bases of PowerThe Seven Bases of Power
 Referent powerReferent power
 Personal power that is voluntarily givingPersonal power that is voluntarily giving
someone power over you.someone power over you.
 Informational powerInformational power
 Personal power (sometimes position). DealsPersonal power (sometimes position). Deals
with people who have information orwith people who have information or
knowledge that others need.knowledge that others need.
 Expert powerExpert power
 Personal Power. Deals with people who havePersonal Power. Deals with people who have
expertise or specialized skills that othersexpertise or specialized skills that others
need.need.

18. Political PowerPolitical Power
 PoliticsPolitics
 The efforts of groups or individualsThe efforts of groups or individuals
with competing interests to obtainwith competing interests to obtain
power and positions of leadership.power and positions of leadership.
 Like power, they can be manipulative andLike power, they can be manipulative and
destructive.destructive.
 Are a healthy fact of organizational life.Are a healthy fact of organizational life.
 Aim for the evolution of strong ideas and for theAim for the evolution of strong ideas and for the
company to be the “fittest” possible.company to be the “fittest” possible.

19. Types of Political BehaviorsTypes of Political Behaviors
 Networking:Networking:
 Developing relationships in order to gainDeveloping relationships in order to gain
social or business advantages.social or business advantages.
 Reciprocity:Reciprocity:
 Using mutual dependence to accomplishUsing mutual dependence to accomplish
objectives.objectives.
 Exchanging Favors.Exchanging Favors.
 Coalition:Coalition:
 An alliance of people with similar objectivesAn alliance of people with similar objectives
who together have a better chance ofwho together have a better chance of
achieving their objectives.achieving their objectives.

20. Developing Political SkillsDeveloping Political Skills
 Learn the organizational cultureLearn the organizational culture
 Learn the power playsLearn the power plays
 Don’t surprise your bossDon’t surprise your boss
 Be an honest team playerBe an honest team player
 Stay tuned to the networking grapevineStay tuned to the networking grapevine
 Resolve conflictsResolve conflicts

21. Styles of Conflict ManagementStyles of Conflict Management
 Conflict management is based on twoConflict management is based on two
dimensions:dimensions:
 Concern for others’ needsConcern for others’ needs
 Concern for your own needs.Concern for your own needs.
 Results in three types of behavior:Results in three types of behavior:
 PassivePassive
 AggressiveAggressive
 Assertive.Assertive.
 Managed through 5 different styles:Managed through 5 different styles:
 Avoiding, Accommodating, Forcing, Negotiating,Avoiding, Accommodating, Forcing, Negotiating,
& Collaborating.& Collaborating.

22. BCF StatementsBCF Statements
 Method of collaboration to resolve conflict thatMethod of collaboration to resolve conflict that
describes conflicts in terms of behaviors,describes conflicts in terms of behaviors,
consequences, and feelings.consequences, and feelings.
 When you do B (behavior), C (consequences)When you do B (behavior), C (consequences)
happens, and you feel F (feelings).happens, and you feel F (feelings).
 Example:
 When EA Sports decides not to publish a
comprehensive instruction manual
(behavior), I don’t fare well in my dynasty
mode of NCAA 2009 (consequence), and I
become very frustrated and angry at my
fantasy life (feelings).

23. StressStress
 Stress is our body’s internal reaction toStress is our body’s internal reaction to
external stimuli coming from theexternal stimuli coming from the
environment.environment.
 Think of stress as a tug-of-war with
you in the center.
 On your left are ropes (causes of stress)
pulling you to burnout.
 Stress that is too powerful will pull you off
center.
 On your right are ropes (stress management
techniques) that you can choose to use to pull
you back to the center.

24. Techniques to ReduceTechniques to Reduce
Stress ManagementStress Management
 Time managementTime management
 NutritionNutrition
 Positive thinkingPositive thinking
 RelaxationRelaxation
 ExerciseExercise
 Support networkSupport network