Chapter 9

Behavior in Organizations: Power, Politics, Conflict, and Stress

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Organization Behavior
Organizational behavior (OB) is the study of actions that affect performance in the workplace. Organizational behaviorists try to explain and predict actions in the workplace and show how such actions affect performance. They attempt to create win-win situations.

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Organization Behavior
Three componentsour personality, perception, and attitudesdrive our behavior. Understanding how personality, perception, and attitude drive behavior gives you insight into how people will behave in certain situations.

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Personalities in Broadcasting
Think about the late Howard Cosell, Billy Packard, John Madden, Charles Barkley, and Deion Sanderswhere would their viewership be if they didnt have lively on-air personalities? CBS Sports President, Sean McManus, believes that today, with channels crammed with sports content and the resulting fragmentation in audience loyalties, announcer personalities are pivotal in garnering viewership.
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Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

Single Traits System of Personality

Locus of control Optimism Risk propensity Machiavellianism Self-esteem Self-efficacy
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Big Five Personality Traits

Extroversion Agreeableness Emotionalism Conscientiousness Openness to experience

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Perception
Process through which we select, organize, and interpret information from the surrounding environment. Because the perception process colors everything, no two people experience anything exactly the same. Why do some people think George Steinbrenner is a nice guy while others think he is a jerk? Why do some of us view a referees videotaped decision as fair while others do not? We all see the same videotaped play, dont we? Yes, but we dont perceive it the same.
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Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

Attribution
Attribution is the process of determining why we behave certain ways. Every one of us tries to find reasons behind behavior every dayour own, those around us, football players on TVin fact, we do this continually.

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Frame of Reference
Our frame of reference is our bias of seeing things from our own point of view. This one is pretty hard to overcome, and it tends to make situations into win-lose propositions. The MLB players union and the owners display classic frame-ofreference problems. Players claim that MLB teams are very profitableowners claim continual brink of bankruptcy.
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Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

Stereotyping
Stereotyping happens when we project the characteristics or behavior of an individual onto a group. Think about breakthrough athletes like Hank Greenberg or high school female wrestlers. Do you believe females should not be able to wrestle?
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Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

Attitudes
Attitudes are positive or negative evaluations of people, things, and situations. Organizations look for people with high self esteem and positive attitudes toward their careers and personal lives, because such people tend to be loyal and reliable workers.
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Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

Pygmalion Effect
Pygmalion effect has to do with how managements attitude toward workers, their expectations of them, and their treatment of them affect workers performance. John Wooden, the legendary basketball coach at UCLA (now retired), expected excellence from every player.

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Pyramid of Success
John Woodens teams won ten NCAA national championships. Wooden constructed his "pyramid of success" out of such concepts as "keep it simple" and "teamwork is not a preference, it's a necessity.

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Organizational Power
Myles Brand, president of the NCAA, is thus a powerful person, as is every effective coach and athletic director. FIFA is a powerful organization because of the influence it wields around the world. Nike is a powerful organization because of its ability to shape culture (also around the world) through its products.
Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning PPT9-14

Losing Organizational Power

Just as it can be gained, every type of power can also be lost (ask Kenneth Lay, former CEO of Enron).

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Bases of Power
Coercive power Connection power Reward power Legitimate power Referent power Informational power Expert power
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Organizational Power
Politics are the efforts of groups or individuals with competing interests to obtain power and positions of leadership. For example, the AIAW (Association for Intercollegiate Athletics for Women) represented womens collegiate sports from 1971 until it folded in 1982. Observers blame the NCAAs move into womens sports for the fall of AIAW. However, the blame should also be placed on internal politics and the policies of the AIAW itself. AIAW had problems with its own members with regard to the organizations lack of support for athletic scholarships for women.
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Networking
Learn the organizational culture Learn the power plays Dont surprise your boss Be an honest team player Stay tuned to the networking grapevine Resolve conflicts
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Styles of Conflict Management

Conflict management is based on two dimensions: concern for others needs and concern for your own needs. These result in three types of behavior: passive, aggressive, and assertive. Avoiding, Accomodating, Forcing, Negotiating, Collaborating.
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BCF Statements
BCF statements describe conflicts in terms of behavior, consequences, and feelings. When you do B (behavior), C (consequences) happens, and you feel F (feelings).

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Stress
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.

Lussier/Kimball, Sport Management, First Edition Copyright 2004, by South-Western, a division of Thomson Learning

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Reducing Stress Management

Time management Nutrition Positive thinking Relaxation Exercise Support network
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