Buad 304- Final

Explicit Coordination:

"We're all on the same page because we've discussed it" - deadline management - planning - scheduling - administrative activities

Leadership prototypes:

is a mental representation of the traits and behaviors people believe leaders possess → can be misleading I.e: extrovert requirement (constantly told to push their ideas forward but that's dangerous cause when your constantly saying my way or the highway → don't hear out other ideas that may be better) I.e- age: bias towards age Old people preferred when political leader needed to maintain stability during financially difficult times 2008 crisis a lot of old age more experienced people Younger people preferred during times of technological change

horizontal structure

more dynamic and organizes people around specific segments of a workflow → Dissolves departmental boundaries and reporting relationships → rely on a flatter hierarchy work hard to flatten hierarchy and organize people around specific segments of the workflow

3 Types of Trust in Teams

1. Contractual trust: Do you do what you say you will? 2. Communication trust: Do you make necessary disclosures? 3. Competence trust: Can you fulfill your responsibilities? Repair, restore, and maintain trust *know trust diagram

relationship-oriented leader behaviors

1. Consideration: creating mutual respect or trust and prioritizing group members' needs and desires 2. Empowering leadership: fostering employees' belief that they have control over their work 3. Servant-leadership: focuses on increased service to others rather than to oneself; focused on providing support and growth opportunities to employees 4. Ethical leadership: focuses on being a moral role model; includes communicating ethical values to others and rewarding ethical behavior I.e: Patagonias owner "relinquishing" his ownership to give all his income to climate change

Implicit Coordination:

"We're all on the same page, without needing to talk about it" - anticipating others' needs - dynamic adjustment without active planning - habits/routines - work distributions - few actual "direction" meetings *formed over time (have to start _____ and get in a system to develop)

Characteristics of Team Debriefs:

"What can we do better next time?" - brief, informal information exchange and feedback sessions - occur after an event or shift - stress learning and improvement (cannot be overly critical when identifying what was wrong) - designed to improve teamwork skills - designed to improve outcomes - accurate reconstruction of key events - analysis of why the event occured - focus on what should be done differently next time --> debriefs promote team synergy & process gains *think of Thomas Green case and how Davis' debrief was too critical

Process Losses:

(negative synergy): groups do worse than individual members could have done by working on their own (there was no benefit and even a cost to working in a group) Characteristics: - groupthink (excessive cohesion & conformity) - group shift (when every goes with the one risky, conservative decision) - social loafing *losses can be caused by the 5 team dysfunctions

open structure

(open relies on outsourcing vs internal like horizontal & traditions) tend to have hollow, modular, or virtual structures 1. hollow/network org.: designed around a central core of key functions and outsources other functions to other companies/individuals who can do them cheaper or faster - More processes are outsourced, more the results of the organization are hollow and focus on what the company does best - Useful when organization is faced with strong price competition and there are enough companies to perform 2. modular design: company assembles products parts, components, or modules provided by external contractors Responsibilities: Ensuring the outsourced parts meet the quality requirements, coordinating the timely arrival of outsourcing parts, & efficiently combining the parts into the final product Pros: Companies can gain scale without gaining mass, flexible allowing company to quickly access new markets, Cons: Loss of control, Hard to form and mange, requires high degree of trust between organizations I.e: Boeing → contracts companies to get airplane pieces and then build the plane 3. Virtual: members are geographically separated, usually working with email and other forms of information technology; can be internal or networked external virtual structures Strengths: ability to organize and tap into a wider talent pool, increased speed and agility, and reduce costs because there is less need for physical facilities and travel budgets Weaknesses: the need for high level of communication to avoid redundancy, lack of trust and coordination among widely distributed employees, and challenges of promoting employee loyalty and organizational identification I.E: automatic → company benefited from virtualization without suffering from the negatives

Process Gains:

(positive synergy): groups do better than any individual member could have done by working on their own Characteristics: - information sharing - task coordination & collaboration - trust - flexible & innovative behaviors

Implementing Change

*inappropriate change strategy: announcing the major change the day before

Equality vs Equity

- Equity: is about fairness. Implies giving as much advantage, consideration, latitude to one party as another - equality: about sameness. It promotes fairness and justice by giving everyone the same thing. *our differences or history can create barriers to participation, so we must ensure equity before we can enjoy equality

What does the Competing Values Framework enable?

- Organizational culture is related to measures of organizational effectiveness - Employees are more satisfied and committed to organizations with clan cultures - Innovation and quality can be increased by building characteristics associated with clan, adhocracy, and market cultures - Financial performance is not strongly related to organizational culture - Market cultures tend to have more positive organizational outcomes

Leadership Takeaway

- leaders are MADE not born (develop good leadership skills overtime) - do not have to hold a formal position to be a leader

Domains where bias is most likely to influence decisions:

- recruiting - hiring - evaluation & promotion

Patrick Lencioni's Five Team Dysfunctions

1. Absence of trust: without trust all other aspects of team effectiveness will unravel, effects team members willingness to be vulnerable with each other 2. Fear of conflict: teams lacking trust are incapable of being honest and admitting to weaknesses, etc., may not feel comfortable calling others out on their lack of commitment 3. Lack of commitment: one freeloader is all it takes → negative inequity will reduce motivation levels (fear of conflict ties in being able to call out lack) 4. Avoidance of accountability: inputting a contract is really important 5. Inattention to results: get so caught up in the process that they lose sight of their goals

Types of Change & Examples

1. Adaptive change: involves re-introducing a practice I.e: re-introducing onboarding back to the organization 2. innovative change: introducing a practice that is new to the organization (it can already exist in the field but its specifically new to your organization) I.e: one of your competitors uses social media to recruit → your company decides to implement it too 3. radically innovative change: introducing a practice new to the industry and represents a paradigm shift to the industry → affects everyone I.e: emergence of sharing economy of Uber & Lyft or the on-demand economy of GrubHub & Postmates which affected the taxi & food industry

Schein's Iceberg Model of Organization Culture

1. Bottom: underlying assumptions → world of the organization and views of all the people that come to make up the organization 2. Middle: espoused v enacted Espoused values: (ex: our values are diversity, accountability, inclusion, and results) Enacted values: how those espoused values are implemented or not determine satisfaction levels → the values and norms enacted are what contribute to employee behavior and satisfaction 3. Top: (ex: the fight-on at usc) → the observable artifacts but do not actually know if those values are actually enacted because that's under the surface level

Google Boardroom Analogy

1. Equity: we all have the access to the education, opportunities, and skills that qualify us for the job 2. Diversity: we show up to Google after getting the job and go into the boardroom → diversity, the people in the room and their ideas are representative of Google's mission, brand, product & reflect the consumers 3. Inclusion: were all in the room and invited to sit down at the table 4. Belonging: were all at the table and we deserve to stay and have a voice (what you say, think, and bring to the discussion matters)

Fixed vs Growth Mindset

1. Fixed mindset: belief that qualities such as intelligence or talent are innate and concrete - Performance goal: avoiding difficult tasks and respond to failure by withdrawing effort, disengaging, and avoiding information on improvement 2. Growth mindset: belief that qualities such as intelligence or talent are malleable and expandable with effort, practice, and input from others → Michael Jordan - Learning goal: seek out difficult tasks and respond to failure by redoubling effort, persisting, and seeking strategies for improvement

Benefits of virtual teams:

1. Flexible, driven by info and skills not by time/location 2. Reduced costs as no office space necessary

3 dimensions of culture

1. Individual vs collectivism - Individualist: "The squeaky wheel gets the grease" -Collectivist: "The nail that stands out gets pounded down." 2. Egalitarian vs hierarchical 3. Direct vs indirect communication

task-oriented leader behaviors

1. Initiating structure: organizing and defining what group members should be doing to maximize output I.e: Organizing a team meeting for a class project & seeking input from a knowledgeable source to help guide the team's work 2. Transactional leadership: focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance I.e: Setting goals, Monitoring progress toward goal achievement, & Rewarding and punishing people for their level of goal accomplishment

The Dark Triad

1. Narcissism: consists of a self-centered perspective, feelings of superiority, and a drive for personal power and glory 2. Machiavellianism: is the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles 3. Psychopathy: characterized by a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when your actions harm others

The Agile Organization - Five Trademarks

1. North Star embodied across the organization: recognize the opportunities and resources available & succeed by co-creating value 2. Network of Empowered Teams 3. Rapid Decision and Learning Cycles: to minimize risk, embrace uncertainty & be efficient in trying new things 4. Dynamic People Model that Ignites Passion: effective leaders empower employees to take full ownership 5. Next-Generation Enabling Technology: accommodate to the changing world of technology

Individual Resistance to Change

1. People resist change because of the loss associated with it 2. Habit (liability of success) 3. security/economic factors 4. Fear of unknown 5. Don't like one or more people involved in implementing the change

Four Layers of Diversity (circle diagram)

1. Personality: represents a stable set of characteristics responsible for a person's identity 2. Surface level characteristics: race/gender/age/ socio-economic status and culture 3. External/secondary dimensions: where we live/marital status/religious affiliation → the value system: music, religion, family, school, neighborhood, friends, prejudices, media tv internet 4. Organizational dimension: seniority status/job title/industry working

Contingencies of Structural Fit

1. Strategy & goals: Horizontal or open: innovation → more flexible structure encouraging creativity and change Traditional: efficiency → If the company leans more towards efficiency or cost minimization then it'll benefit for traditional which allows for exploitation of existing knowledge 2. Market Uncertainty: Horizontal or open: dynamic and competitive→ allows for greater agility to deal with threats and changes Traditional: safe, stable → if environment is stable can have traditional structure which can prioritize exploiting existing knowhow and skills and protocols P&G → procter and gamble has high structure so they can't just pivot in time of market uncertainty → the way they protect themselves is having diversity (one side of the market gets hit, doesn't affect the other markets they're in) 3. Size: Horizontal or open: Small Traditional: Large: benefit from traditional structure 4. Decision making: Horizontal or open: decentralized Traditional: centralized 5. Technology: Horizontal or open: non-routine → benefits from flexibility a horizontal, less formal structure can provide Traditional: routine → benefit from having a more traditional organizational structure

Organizational Resistance to Change

1. Strong Organizational Culture: can be beneficial as an invisible hand to guide employees along the values of the company but also a threat because it creates tunnel vision, preventing organizations from changing in response to their changing environment 2. threat to expertise, power relationships & resource allocations 3. low slack* or funding - slack: the resources available to the firm above the resources necessary to achieve immediate business and operational requirements (usually financial) 4. structural inertia: in large organizations there are deeply entrenched ways of doing things that are really hard to change over time

Types of conflict:

1. Task: conflict over the goals of the group 2. Process: conflict over how the work will get done 3. Relationship: individuals dislike each other *Do we want to resolve conflict or just manage?* Can resolve task and process conflicts Manage relational conflict → manage tensions (conflict of ideas can be managed)

Roadmap to Equity

1. educating people about the issues and disparities that exist 2. igniting people with a sense of urgency and passion for the work 3. inspiring with a vision of what is possible 4. modeling this vision in our own work 5. supporting and sustaining peers in their work

3 Levels of Organizational Culture:

1. observable artifacts 2. espoused values: explicitly stated values 3. basic underlying assumptions

2 Sides of Resistance to Change

1. organizational resistance 2. individual resistance

types of team interdependence

1. outcome interdependence: work outcomes are measured, rewarded, and communicated to emphasize collective outputs rather than individual contributions 2. task interdependence: team members depend on each other for information, materials, and other resources to complete their job tasks

4 Types of Interdependence:

1. pooled: members complete work independently and then work is added together to get outcome at the end (pharmaceuticals - pharmacist sells and at end of month all pharmacists' sales are totaled) 2. sequential: tasks are completed in a sequence (one thing needs to happen for the next task to be completed) → (manufacturing companies) 3. reciprocal: members work interdependently and communicate → (hiring process: HR interviews, department interviews, etc and then they all have to communicate to make decision) 4. comprehensive: members have the most discretion while collaborating to accomplish the teams work (video game production process) - Requires the highest level of interaction vs reciprocal which is more linear communication

3 Characteristics that Differentiate Groups & Teams

1. task dependence: the extent that tasks and responsibilities are linked 2. accountability: division of responsibility for the tasks and related outcomes 3. time together: time spent together completing tasks and responsibilities

4 Leader Behaviors

1. task-oriented 2. relationship-oriented 3. passive 4. transformational *each type has subcategory behaviors

Barriers to Conflict Managment

1. time 2. systematic resistance: the system is structured to resist solving that conflict 3. Solving the wrong problem (misdiagnosing): can think that the problem is a relational one but it's actually a process one but you're just addressing the loudest issue (think of executive announcing new product example) 4. Defensive processing: people go into a position of defense over their position on it 5. Disinterest: can be complete resistance and disinterest to solving the issue 6. Silence: can be as dangerous as someone being too vocal cause avoiding the problem is not right

3 types of organizational structure

1. traditional 2. horizontal 3. open

Competing Values Framework

4 types of organization culture: 1. Clan or collaborate: I.e: Ernst & Young → need collaboration and control given they're working on tax and etc 2. Adhocracy or create: I.e: Activision (the multiplayer video game company) 3. Market or compete: I.e: Activision (the multiplayer video game company) 4. Hierarchy or control cultures: I.e: Ernst & Young → need cohesion and maintaining the commitment and developing their people

Example of a cross-functional team

A company has lost too much market share and is about to be acquired by another company. The C-suite comes together with their different opinions to determine what deal is the best for maintaining the brand image. *identify what type of team this is

cultue

A set of shared assumptions that defines appropriate behavior for various situations -Located in individual minds and social worlds (e.g: political, educational, and economic institutions) -Not neatly bounded or neatly partitioned, but a set of tendencies that can change over time Dynamic and malleable; takes shape in the everyday social interactions of our lives -A force that influences basic psychological processes

Fiedler's Contingency Model

Based on the premise that a leader's effectiveness is contingent on the extent to which the leader's style matches characteristics of the situation, environment and needs of the people being led 1. Leader-member relations: the degree of mutual trust, respect and confidence between the leader and the subordinates 2. Task structure: the extent to which group tasks are clear and structured 3. Leader position power: power inherent in the leader's position itself 4. Situation: high/moderate/low control

Kelley's Model of Attributions

Distinctiveness: Does the person behave differently in different situations? High: employee tends to perform well on other tasks → make an external assumption about employee Low: employee tends to perform low on other tasks → make an internal assumption about employee Consensus: Do others behave the same way in similar situations? High: other employees have performed low on this presentation → make an external assumption about lack of training Low: other employees have performed well on this presentation → internal assumption (employee not committed or bad at presenting) Consistency: Does the person behave the same over time? High: employee consistently delivers poor presentations → internal assumption about employee Low: employee usually gives good presentations → external attribution

Hersey-Blanchard Situational Theory

Ex: If your boss was micromanaging → being so transactional and following you: Boss is on the upper left but as an employee you're able and willing cause you've got the task down so the leader needs to recognize and actually back off

How is Tuchman's Model applied and what should we be aware of when using it?

Five Stages: 1. Forming 2. Stroming 3. Norming 4. Performing 5. Adjourning - not all groups go through all stages or progress forward without stepping back - not all stages happen in order --> it's not as linear as it's presented to be

Lewin's Model of Change

Idea that organizations are in a state of equilibrium when driving and restraining forces push against change equally. So to have change: Unfreezing: 1. Increasing driving forces and not make any changes to restraining forces 2. Keep driving forces the same and eliminate some of the restraining forces (most effective) 3. Eliminate both the driving and restraining forces Changing: Introduce new information, models, procedures Refreezing: support and reinforce the change (through recognition, feedback, and bonuses) → barrier to new change: workarounds to go back to old way

Fill in the chart: Differentiating Groups & Teams

Groups: 1. task dependency: independent. Members' tasks and responsibilities are independent from each other. 2. accountability: Individual. Performance and other outcomes are the responsibilities of individual members. 3. time together: Unspecified.May be unspecified as most often not linked to a specific task or goal. Teams: 1. task dependency: Interdependent. Members' tasks and responsibilities are interdependent. 2. accountability: Shared. Performance and other outcomes are shared responsibilities among members. 3. time together: Specific. Generally, for a specific amount of time required to complete a task or goal.

What to do when there are varying levels of psychological safety?

High scoring team members should ask questions and think about what they can do to create more psychological safety in the group (allow people to be vulnerable and take risks)

passive (laissez-faire) leader behavior

Is a general failure to take responsibility for leading. Examples Include: - Avoiding conflict - Failing to provide coaching on difficult assignments - Failing to assist employees in setting performance goals - Avoiding performance feedback - ignoring bullying, and being so hands-off that employees have little idea what they should be doing

Types of Conflict & Performance

Low performing team: seems that low performing teams have conflict (in all domains) at the end of their team experience - Suggests that it is better to RESOLVE conflict High performing team: have high to moderate conflict in the beginning but their work is getting done, but because the high performing team is working these things out to have a better output - Overall: relational conflict stays pretty low and then becomes moderate towards the end → caused by stress being higher from the pressure of performance resulting in tensions

Integrated Model of Leadership

Proposes that people have beliefs about how leaders should behave and what they should do for their followers Left side is your personal leadership strengths, aptitudes, and skills that feed into the type of leader behaviors you act upon in the situational factors you are working which determines your effectiveness

Force-Field Analysis:

Reading the diagram: *think internal to the organization* - what restraining forces push against change (individual/organizational) - what driving forces motivate us to push change - current ready state running through towards the change goal Idea: How to best carry out a change plan so that we can mitigate retraining forces and push driving forces

Relational Conflict: Reappraisal

Reappraisal: reassessment of the situation ^ How to manage relational conflict ^

Kotter's Change Model - 8 Steps

Relates to Lewin's Model Steps 1-4 = unfreezing Steps 5-7 = changing Step 8 = refreezing

maintenance roles

Should have: - encourager praising different points of view - gatekeeper encouraging all members to participate - harmonizer mediating conflict

task roles

Should have: - initiator to suggest new goals/ideas - recorder to document discussions & outcomes

Toleration & celebration of diversity

Tolerate: To endure or put up with someones differences Accept: content with someone's differences Value: to be open and see someone's differences as worthwhile Celebrate: to deeply understand and respect each other's viewpoints openly **Diversity Benefits: teams do better from wide range of ideas and individuals do better with the opportunity to perform up to their potential

locus of control (individual's perception)

a belief about whether the outcomes of our actions are contingent on what we do (internally) or on events outside our personal control orientation (external)

Organizational structure

actual framework of a company; determines the explicit set of guidelines and arrangements that direct the way workers perform tasks and interact with each other (tangible)

transformational leader behavior

appealing to followers' self concepts- their values, motives and personal identity 1. Inspirational motivation: using charisma, emphasizing an attractive vision of the future, emotional arguments, and demonstrated optimism and enthusiasm 2. Idealized influence: instilling pride, respect and trust within employees; sacrificing for the good of the group, being a role model, and displaying high ethical; standards 3. Individualized consideration: providing support, encouragement, empowerment, and coaching to employees 4. Intellectual stimulation: encouraging employees to question status quo and to seek innovation and crucial solutions to organizational problems

observable artifacts

basically what you can "see" --> "symbols" representing the organization Jargon & acronyms/ employee dress code/ frequency of awards/ myths & stories/ rituals & ceremonies/ symbols, company logo, and architecture of the office

gender bias

behavior that shows favoritism toward one gender over the other

Stereotypes

beliefs about the characteristics or attributes of a group → mental shortcuts that allow us to process information quickly

Cultural Intelligence:

capability to adapt effectively to new cultural contexts

Performance Norms & Cohesion

norms: informal rules that govern member behaviors cohesion: degree norms are accepted & followed (degree of compliance) *understand relationship in the chart

Brainstorming as a Process

one of the most effective ways a team can come up with solutions to problems and build on new business ideas benefit: companies cam see more substantial growth and utilize their team to leverage their business to new heights

Conflict Management Strategies:

recognize the problem --> to plan for change --> to implement *mimics USCCT model

Psychological Safety

reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences - interpersonal trust & mutual respect - conversation turn-taking and empathy

Traditional Structure

rely on a vertical hierarchy and define clear departmental boundaries and reporting relationships → tend to have a functional, divisional, and/or matrix structure 1. Functional: employees grouped according to the business functions they perform (i.e: sales, marketing, etc.) Pros: Allows for high degrees of specialization, economies of scale, and efficiency Cons: creates silos and intergroup communication can take longer as organization grows 2. Divisional: employees grouped based on similar products, services, customers or clients, or regions (i.e: General Electric has separate divisions for GE Power, etc) Pro: increase focus and coordination Con: reduce efficiency cause there's more redundancy of effort 3. Matrix: combines a vertical structure with an equally strong horizontal overlay; general combines functional and divisional chains of command I.e: A person in the first yellow box has to report to the production manager and project one manager Pros: improves coordination across multiple products and projects making efficiency Cons: confusion over decision rights and resource allocation can result in power struggles and wasted time

Diversity

represents the multitude of individual differences and similarities that exist amongst a group of people-- all those differences that make us unique.

organizational culture

set of shared, taken for granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments (intangible)

Casual Attribution:

suspected or inferred causes of behavior that we form about others' as well as our own behavior Internal: inherent to the person such as their ability, motivation, and personality (the employee is the problem) Ex: employee bombs presentation → my employee is incompetent External: situational factors outside of the individual that are responsible for their behavior (something else is the problem) Ex: employee bombs presentation → my employee is overworked

What to do when there is low levels of psychological safety?

team may need to engage in some (constructive) conflict to figure out how to increase the psychological safety of the group

Fundamental Attribution Bias

tendency to attribute someone's behavior to personal characteristics rather than situational factors Ex: friend tells you they failed their math midterm and you assume its cause your friend isn't good at math

Self-serving bias

tendency to take more personal responsibility for your success than your failures Ex: get an A in this class and you think how smart/talented you are but if you get a C- you're gonna blame the outcome on the professor

span of control

the number of staff members that report to a manager - higher number of ppl/per manager: flatter organizational structure and fewer opportunities for promotion - lower number of ppl/per manager: taller organizational structure and more management direction and input *power to control behavior: studies on compliance between teams