BUS 387 Organizational Behavior Exam 2 Review Sheet Module 11 Teams Terms: Consensus-arriving at a decision that all members

ers of the group are willing to support and no team member opposes Enhances the opportunity for creativity, innovation, and high quality decisions because the group spends a significant amount of time working through alternative solutions until reaching a solution that everyone finds acceptable Rule of thumb-everyone either puts thumbs up/sideways/down

Consensus is achieved if all participants indicate that they are at levels 1-4 (not a level 5 or 6)

1. I am enthusiastic about this decision. I am satisfied that the decision is an expression of the wisdom of the group. 2. I find the decision is the best choice. It is the best of the real options that we have available to us. 3. I can live with the decision; Im not especially enthusiastic about it. 4. I do not fully agree with the decision and need to register my view about it. However, I do not choose to block the decision and will stand aside. I am willing to support the decision because I trust the wisdom of the group. 5. I do not agree with the decision and I feel the need to block this decision being accepted as consensus. 6. I feel that we have no clear sense of unity in the group. We need to talk more before consensus can be reached. Advantageous to the extent that the decision is important to the groups performance, there is time available to arrive at the consensus, and it is important to develop members commitment to the decision Can be detrimental in situations that require a quick decision, such as a crisis or when a window of opportunity is about to close

Brainstorming1. Everyone spontaneously expresses all ideas, no matter how extreme they might appear 2. Ideas belong to the group, and all members are encouraged to rework or elaborate upon them 3. Evaluation of ideas does not occur until the generation process has been completed

1. 2. 3. 4.

The Brainstorming Technique Generate and list multiple ideas Go through several rounds Involve every group-member Do not evaluate ideas until idea generation phase is over Nominal Group Technique1. Generating ideas: Each individual in the group silently generates ideas and writes them down. 2. Recording ideas: Group members engage in a round-robin feedback session to concisely record each idea. 3. Discussing ideas: Each recorded idea is then discussed to obtain clarification and evaluation. 4. Voting on ideas: Individuals vote privately on the priority of ideas, and the group decision is made based on these ratings. The nominal group technique is an Orderly, efficient, rational process that encourages full participation and meaningful discussion. Clear advantages under high stress and conflict. Most individuals feel relatively satisfied with their level of involvement, some are resistance to the forced method of discussion making.

Rational Problem Solving Approach-Experiential learning cycle Agreement on Goals Shared understanding of what the problem is Shared understanding of ground rules for the way the group will work Shared understanding of basic assumptions and priority issues in solving the problem The development of alternative solutions The development of criteria to evaluate alternatives Choosing the best alternative Checking the best alternative against problem statement and basic assumptions

Concepts: 6 Factors impacting group development: context, purpose, composition and diversity, structure, processes, leadership

Context-refers to the environment in which groups operate (organizational

environment and the environment external to the organization) Influence both the evolution of a group and its performance as well as all the other internal factors A groups contextual factors might include: 1. organizational characteristics such as business strategy, production technology, organizational structure, management philosophy and practice, information technology, decision making processes, reward and punishment systems, control systems, and working conditions 2. organizational culture such as norms, values, attitudes toward strategy and goals, actual operating procedures, and power structure 3. the characteristics of the organizations external environment, which could include factors such as industry characteristics; competitive pressures; technological change; economic, social, political, and legal expectations and requirements; customers; and suppliers

Purpose-the groups specific task and project characteristics and requirements or

characteristics of the group project determine its performance these include required activities and interactions, the required level of interdependence among group members to accomplish the task, and the tasks time frame and deadlines Group projects can vary in several aspects. First the extent to which their execution requires specific task activities, interpersonal activities, or process activities. Second is the extent to which the projects concern 1) acquisition, processing, and distribution of information 2) managing conflict and achieving consensus; and 3) motivating, regulating, and coordinating member behavior. Couples with group member composition, these set the stage for group performance

Composition and Diversity-members attributes (knowledge, skills, values

beliefs, personality, cognitive behavioral styles, learning style, problem-solving style), members demographic characteristics (age/sex/race), and members needs (need for affiliation/achievement/power/economic or material resources) Heterogeneous groups can have a positive effect on groups performance, particularly when the groups tasks are diverse, because a wide range of competencies are needed. However, groups that are homogenous may have less conflict, better communication, more member satisfaction, and lower turnover

Structure Group size effective group size is usually 7-12 Group sizes: 2-7 feel low inhibition, 8-12 feel moderate inhibition, and 13-16 feel high inhibition. Tolerance for direction of leader is low for 2-7, moderate for 8-12, and high for 13-16 Group structure: refers to certain psychologically shared properties of the group that result from both formal and informal interactions of its members. Formal elements-work design: elements imposed by the organization, and the most important is the design of the groups tasks Influences the activities and interactions of group members Design of group tasks that provides for skill variety, task identity, task significance, autonomy, and feedback has a positive influence on group productivity, satisfaction, and effectiveness Informal: elements that develop out of the groups operation Group technology: 1. Task predictability 2) problem analyzability 3) interdependence 3 properties of group structure: 1) connectedness (the extent to which group members identify with the other goals of group members), 2) vertical differentiation (the # of different levels of the organizational hierarchy represented in a group) 3) horizontal differentiation (the number of different job areas represented in a group)

Processes:
Two process elements: 1. Boundary management-management of the relationship b/w a team and other teams, a process related in part to context and purpose elements 2. Communication-who is allowed to communicate with whom

Leadership: two types of leadership functions in small groups have been found to
influence group performance: monitoring (obtaining data about performance conditions and events that might affect them) and taking action (creating or maintaining favorable performance conditions) The performance of both task-oriented and maintenance-oriented leadership roles influence group process and group effectiveness Two categories of behavior performance monitoring (collecting performance data) and performance consequences (establishing rewards and punishments for performance) Effective leaders of effective teams manage the teams boundaries-defining goals and behavior Team leaders influence team cognitive processes, motivational processes, affective processes, and coordination processes

Managers roles in helping team develop and function: 1. Assignment boundary- Tasks given to teams are often complex. Therefore, the manager must clearly define the groups task, its responsibility and authority, and the requirements and performance criteria that the team is expected to meet. 2. Assessment of assignment resources- Once the assignment boundaries are defined the manager may need to divide the assignment into manageable tasks and examine the resources available for the assignment. Time, knowledge, skills and competing system demands are some of the resources that are likely to have an effect on the decision making process. An attempt to address and resolve the resource issues prior to the formation of the group will aid the teams performance. 3. Team formation- Appointing leader at the start of the group or ensuring that the group selects a leader as a first task is often a good idea. 4. Set the stage and clarify expectations-Help group members get acquainted, Review the agenda for the meeting, Introduce the problem, Have the group decide, Let the group decide the methods for what will be useful. 5. Dont take sides 6. Make sure all employees have time to express their views.

Module 12 Group Development and Performance

Terms: Norms-are expectations shared by group members of how they ought to behave under a given set of circumstances. Using Homans framework described earlier in this module, the norms that evolve regulate the expected interactions, activities, and sentiments of members both in the external and internal system. The idea of a norm carries with it a range of behaviors that are acceptable, so there is some variability for individuals. Work attitudes are an example. A work team of individuals who believe in giving an honest days work to their employee develop a high productivity norm, where one composed of indivuals who believe rips off workers could develop a low productivity norm

Values-play in the formation of norms. Cultural values provide an example of this. Values tell us what is moral, worthwhile, good, or beautiful. For individuals, values have been developed and reinforced through a lifetime of experiences. Difference between norms and values: Values may be thought of as criteria or conceptions in used in evaluating things (including ideas, acts, feelings, and events) as to their relative desirability, merit, or correctness. Values can be held be a single individual; norms cannot because they emerge from the interactions in the groups. Norms are rules of behaviors, but values are critical for evaluating behavior and other things. Norms carry sanctions, values never due. Management terms in particular need to be in agreement on the basic operating values from which their system of norms is derived. Management teams are in conflict over values, such as short term profits versus longer range organizational viability. Clarification is usually a priority need in high level team building sessions.

Roles-

M12-13

What is the difference between roles and team roles?(pg335) Team roles: task, relationship, individual:

Task Roles (Getting the job done) Initiator Coordinator Information seeker Information giver Recorder Evaluator / critic Timekeeper

Group-Building / Relationship Maintenance Roles Encourager Gatekeeper / expediter Standard seller Observer / commentator Followers

Individual Roles Include: Aggressor Blocker Dominator

Team cohesiveness-the degree to which members desire to stay in the group Outcome of how group members interact Highly cohesive group members: communicate better, are more cooperative, and are more responsive to group influence, tend to achieve accepted goals more efficiently, and tend to have higher satisfaction

Cohesiveness leads to trust, confidence, and acceptance among members Higher self-esteem and less anxious Hot team is an example of a highly cohesive team: dedicated to noth the team and to task accomplishment. Like challenging and exciting goals. Engage their members to the exclusion of almost everything else. Characterized as vitality; they are absorbing, full of debate and laughter, and very hard working

Concepts: Team learning curve and group maturity Learning Curve: performance goes up as time goes on, the quicker you learn, the quicker you become more cohesive

Group maturity: Members are aware of their own and each others assets and liabilities regarding the groups task. Individual differences are accepted without being labeled as good or bad. Teams that were more mature The group has developed authority and interpersonal relationships that are recognized and accepted by its members. Group decisions are made through rational discussion. Minority opinions and/or dissent is recognized and encouraged. Attempts are not made to force decisions or false unanimity

Ways to avoid group think: 1. Appointing a team member to serve as a devils advocate to question the groups assumptions 2. Bringing in outside experts to evaluate the groups processes 3. Testing the groups ideas on outsiders

4. Having the leader avoid stating his or her position before the group reaches a decision 5. Once a decision is made, carefully reexamining the alternatives 6. Having a leader alleviate time pressures on the group or, if this is not possible, focusing on issues, encouraging dissension and confrontation or scheduling special meeting sessions Ways to reduce social loafing 1. Controlling the size of the groups (5-7 members is ideal) 2. Rewarding cooperative behavior 3. Encouraging the development of norms that encourage all members to make a full contribution to the group effort 4. Attempting to make individual contributions or tasks identifiable or perceived as unique

Stages of team development (forming, storming, norming, and performing) Forming: The first stage in the groups life reflects members focus on accepting each other and initial learning about the task. The stage incorporates all the discomfort in any new situation in which a persons ego is involved in new relationships. Storming: This initial period of caution is followed by a period of predictable storming as individuals react to the demands of what has to be done, question authority, and feel increasingly comfortable to be themselves. Norming: 3rd stage which the rules of behavior appropriate and necessary for the group to accomplish the task are spelled out both explicitly and implicitly, and greater degree of order begins to prevail. Performing: Which people are able to focus their energies on the task, having worked through issues of membership, orientation, leadership, and roles. The group is free to develop working alternatives to the problems confronting it, and climate of support to persists.

Module 13 Organizational and Work Design Terms: Star model-

The intent behind the star figure, and points on the star, is to show elements that must be created and combined to result in task performance. Strategy- determines which tasks are important and it also drives multiple other decisions to be made to create organizational capability. Structure- refers most often to the particular form of structure- functional, product form and other traditional ways of depicting the hierarchy. Process- refers to management systems such as planning, budgeting and information technology infrastructure. Rewards-refer to the organizations systems and procedures related to pay, bonuses, recognition systems and methods of advancing people within the organization. People-refers to human resource practices such as recruitment, selection, placement and training.

Organizational Performance model-

Job Characteristics model (job design factors that help improve employee motivation, performance, turnover and/or attendance)

Concepts:
6 factors affecting organizational performance The six factors that affect organizational performance are context, purpose, core transformation processes, structure, management support processes, and people. Context- refers to the whole organization, including size, technology and environment. Task environment, wider environment and external environment.(pg367) Purpose- How the organization interprets the environment to develop statements of mission, vision, goals, strategies, objectives and tactics.

Core Transformation Process- The conversion process that turns inputs into output. Structure- Structure variables such as the number of levels in the hierarchy, policies procedure. Form of structure refers to the method of grouping employees together into work units, departments and the total organization. Management Support Processes- Vary with the nature of the enterprise, but include planning, budgeting, quality management, recruitment and placement, training, project management and other valued functions and processes. People- diverse attributes, demographic characteristics and needs.

Functional organizational structure (what it is / advantages and disadvantages)

Group employees on the basis of function performed, work process, functional knowledge, training, or academic knowledge. Typically used when an organization outgrows a simple structure. Pros: Efficiency. Work well when business and environment are stable. Foster professional identity and clarify career paths. Direct supervision is easier because managers have background in function. Create pools of talent that serve the organization. Key downsides: Barriers between functions, employee lack of understanding of business, dysfunctional conflict

Product organizational structure (what it is / advantages and disadvantages) Its when new products are created at a company and it may enjoy immediate success, diverting attention from mainstream products. If demand increases there will be pressure to retool the factory or construct an entirely new facility. Advantages: Greater responsiveness to a changing environment, improved cooperation and coordination within each product group, decision making closer to the customer and improved customer satisfaction. Disadvantages: duplication of resources needed to run each division, difficulties coordinating company activities across products, and a reduction of concentrated knowledge and technical specialization compared to the functional form. Matrix organizational structure (what it is / advantages and disadvantages)

Main strategy/goal- Typically used by large companies (although can be smaller) pursuing technological advantage, speed and multiple markets at the same time. Multiple chain of command (Some employees have two supervisors) Key pros: Ideal for project based organizations, project flexibility, innovation

Key downsides: Coordination costs associated with having more than one boss; time associated with communication with two bosses Stress

Module 14 Creativity and Innovation

Terms Creativity: What should we know for creativity? Know the difference b/w creativity and innovation Innovation: The implementation process through which reactive ideas are transformed into practical applications in the organizations Success refers ti the actual translation of the idea into a useful process or product The idea just has to be new/perceived as new Team synergy: A group solution or decision in which the group output or effect is greater than the sum of the individual inputs.

Adaptors Problem Solving: Tend to take the problem as defined and generate novel creative idea aimed at doing things better. Immediate high efficiency is the keynote of high adaptors. Solutions: Generally generates a few well-chosen and relevant solutions that they generally find sufficient but that sometimes fail to contain ideas needed to break the existing pattern completely. Policies: Prefer well-established structured situations. Best at incorporating new data or events into existing structures of policies. Organizational Fit: Essential to the ongoing functions, but in times of unexpected changes may have some difficulty moving out of their established roles. Creativity: Capable of generating original, creative solutions, which reflect their overall approach to problem solving

Innovators

Problem Solving: Tend to redefine generally agreed problems, breeding preciously perceived restraints, generating solutions aimed at doing things differently. Solutions: Produce numerous ideas, many of which may not be either obvious or acceptable to others. Such a pool often contains ideas, if they can be identified, that may crack previously unsolvable problems. Policies: Prefer unstructured situations. Use new data as opportunities to set new structures or policies accepting the greater attendant risk. Organizational Fit: Essential in times of change or crisis, but may have some trouble applying themselves to ongoing organizational demands. Creativity: Capable of generating original, creative solutions, which reflect their overall approach to problem solving. Concepts: Factors that encourage / discourage creativity: 1. Freedom 2. Support 3. Participation

The managers role in fostering creativity 1. Protect the creative team- The need to shield the team from the commentaries of others in the company, such that the creative process is allowed to emerge in its natural course. 2. Safeguard the artistic process- The need to establish barriers around the product development such that time-to-market pressures and other time constraints do no disrupt the process 3. Develop an inventive communication- Managing at the intersection of known and unknown, routine and non-routine, art and commerce means translating the creative language to the language of the company.

Link between creativity and motivation Domain relevant skills Includes: Knowledge about the domain Technical skills Special domain relevant talent Creativity-relevant skills Includes: Appropriate cognitive style Implicit or explicit heuristics for generating new ideas Conducive work style Task motivation Includes: Attitudes toward the task Perception of own motivation for undertaking the task

Depends on: Innate cognitive abilities Innate perceptual and motor skills Formal and informal education

Depends on: Training Experience in idea generation Personality characteristics

Depends on Initial level of intrinsic motivation to the task Presence/absence of salient extrinsic constraints of the social environment (constraints are deadlines, pressures, etc.) Ability to cognitively minimize extrinsic constraints

Domain relevant skills-general skills an individual must bring to the situation. Creativity-relevant skills-something extra that makes the difference in creative performance. The individuals cognitive style is characterized by the ability to break out of old ways of thinking. These skills depend on training, experience, and the personality characteristics Task motivation-must have motivation

Module 15 Organizational Culture Terms: Organizational cultureo A collective view developed through time, as a human group discovers solutions to adapt to a given environment and thrive in it. o The collective programming of the mind that distinguishes the members of a group. o A system of values, beliefs, symbols, heroes, rituals, and practices. Symbols Building blocks o culture Tools that can shape underlying clues and behavior Culture awareness is coexistent with awareness of symbols Best place for symbolic awareness is with yourself A symbol is any person, object, or event that organizational members invest with personal meanings Symbols can be positive and negative Symbols are bundles of meaning They define many vague areas in the organization and its environment Values: What should we know for this? Norms: Written or unwritten role that shapes behavior Value Orientation model: Culture may be profiled along six dimensions: 1. Relationship to nature (what is the societal orientation to its nature harmony, disregard or, mastery of, i.e., trying to change its environment?) 2. Time orientation (what is the societal orientation to time, how does it use time, is it oriented towards past, present or future?) 3. Basic human nature (what is the basic nature of human beings good, evil, neutral/mix?) 4. Activity orientation (what is the societal orientation to human activity doing, being, containing, and/or controlling?)

5. Relationships among people (what are the societal orientations among people individualistic, group/collective, hierarchical?) 6. Space orientation (how do people relate to the ownership of space public, private, mixed?)

Concepts: Cultures role in mergers and acquisitions- Every organizational culture is different and what works for one organization will not necessarily work for another. Managers role in understanding and shaping organizational culture Manager shapes the culture The manager knows what he or she would manage. It assumes that the manager is outside the culture and can act on it. Managers need to be open to their employees suggestions and take their perceptions and needs into account when redesigning the respective companies.