OB221

Barriers to global teamwork

1. proximity: we tend to be biased in favor of those who are located closest to us 2. Affinity: it's always easier and more comfortable to interact w/ teammates who share our culture background 3. Understanding: Team leaders and members need to regularly check in to make sure everyone is following a conversation

Teams Norms

Informal rules and expectations teams establish to regulate member behaviors. Norms are directly reinforced through praise from high-status members, more access to valued resources or other rewards available to the team. -Norms develop as soon as team forms b/c people need to anticipate or predict how others will act. Norms also develop as team members discover behaviors that help them function more effectively. another influence on norms are past experiences and values that members bring to the team. -Norms develop through: inital team experiences, critical events in team's history, experience/values members bring to the team; influence leaders, members, organizations. -Establish desirable norms as soon as the team is created. -Norms that build trust, group identity and group efficacy are key to successful groups -Introduced to the team through: formal team leaders, informal team leaders influential followers, training, larger org culture

Employee Motivation

Internal forces (cognitive and emotional conditions) that affect a person's direction, intensity, and persistence of a voluntary behavior -direction-path which people engage their effort(motivation is goal-directed, not random), intensity- amount of effort allocated to the goal, persistence-continuing the effort for a certain amount of time).

Team Effectiveness Model

Organizational and Team Environment, Team Design, Team Processes, Team Effectiveness

ERG Theory

(Existence, Relatedness, Growth) -Alderfer's model has 3 sets of needs -Adds frustration-regression process to Maslow's model when people fail to fulfill higher need

Motivation across generations:

- 9/10 employees of all generations say that true success is about being trusted -Generation X'ers as employees: (The employer is "The terminator", Are mission-oriented; want to make a difference -Generation Y was autonomy, flexibility, will work for causes -Generation Z more realistic, globally aware, collaborative, digital natives, need for speed

Two-factor theory (Herzberg)

-"hygiene" factors(Salary, security, working conditions, supervision, company policies) don't motivate -Motivational Factors (achievement, recognition, responsibility, advancement, the work itself)

Theory z (Ouchi)

-A management philosophy that stresses employee participation in all aspects of company decision making (Use quality circles, participative management, employee involvement, self-directed work teams) -Theory z lets employees feel organizational ownership, which may produce positive attitudinal and behavioral effects for employees

Team advantages/Challenges

-Advantages: 1. Make better decisions, products/services 2. Better information sharing 3. Increase employee motivation/engagement b/c employees have teammates to compare themselves to -Challenges: 1. Process losses-resources needed for team maintenance and development rather than task2. Social loafing-members potentially exert less effort in teams than alone

Groups vs. teams

-All teams are groups -Some groups are just people assembled together -Teams have task interdependence whereas some groups do not (ie group of employees enjoying lunch together)

Elements of Organizational Structure

-Departmentalization (specifies how employees and their activities are grouped together-establishes the chain of command) -Span of Control -Formalization -Centralization

Changing Workforce

-Diversity is increasing along several dimensions: Primary-surface level diversity- observable demographic and other overt differences in people, such as their race, ethnicity, gender, age, and physical capabilities. Secondary-Deep-level diversity-evident in a person's decisions, statements and actions including education, religion, work style -Diversity is an advantage b/c it provides diverse knowledge and diverse teams make better decisions on complex problems than do teams whose members have similar backgrounds. -New Challenges-Diversity brings numerous communication problems and faultlines in informal group dynamics. Diversity is also a source of conflict, which can reduce info sharing and increase morale problems and turnover. -Leverage diversity advantages

Employment Relationships

-Employability- "New deal" employment relationship,Continuously learn new skills -Contingent Work-No explicit or implicit contract for long-term employment, No minimum number of hours of work, Work can vary in a non-systematic way -Work hours are longer, employees experience more work related stress and family and personal relations are suffering today -Work/life balance-One of the most important indicators of career success, priority for new workforce when looking for new jobs. Occurs when people are able to minimize conflict b/t work and nonwork demands.

Trend Toward Flatter Structures

-Firms moving toward flatter structures (de-layering) (cuts costs, puts decision makers closer to front-line information, supports empowerment) -1. tall structures have higher overhead costs because most layers of hierarchy consist of managers rather than employees who actually make the product or supply the service. 2. Senior managers in tall structures often receive lower-quality and less-timely info from external environment b/c info from front-line employees is transmitted slowly or not at all up hierarchy 3. The more layers of management through which info must pass, the higher the probability that managers will filter out info that does no put them in a positive light 4. Tall hierarchies tend to undermine employee empowerment and engagement because they focus power around managers rather than employees. -Problem: Risk of cutting too much middle management Managers serve a valuable function by controlling work activities and managing corporate growth.

The Importance of Motivational Strategies

-Fosters employee loyalty, boosts productivity, build positive relationships, influences promotion, pay, job design, training, staffing and morale -Helps you earn (and deserve) the reputation as an effective manager

What are teams?

-Groups of 2 or more people, exist to fulfill a purpose, interdependent-interact and influence each other, mutually accountable for achieving common goals, perceive themselves as a social entity

The trouble with teams

-Individuals better/faster on some tasks -Process losses-cost of developing and maintaining teams -Companies don't support best work environment for team dynamics -Social loafing -Crazy people

Nature vs. Nurture

-Influenced by nature (heredity explains about 50% of behavioral tendencies and 30% of temperament, Minnesota studies-twins had similar personalities) -Influenced by nurture (socialization, life experiences, and other interactions w/ the environment; Personality stabilizes over time and we form a clearer self-concept as we age) -The executive function (part of the brain that manages goal-directed behavior) tries to keep our behavior consistent w/ self-concept which is an individual's self-beliefs and self-evaluations. People do not have a single unitary self-concept. Self-concept also varies in degree of consistency. High consistency when similar personality traits and values are required across all aspects of self-concept and a clear self-concept requires a consistent self-concept

Improving Reward Effectiveness

-Link rewards to the desired performance -Ensure rewards are relevant -Team rewards for interdependent jobs -Ensure rewards are valued -Beware of unintended consequences

Maslow's Need Hierarchy

-Maslow arranged 5 needs in a hierarchy (Physiological-need for food, air, water, shelter; Safety-need for secure and stable environment and the absence of pain, threat, or illness; Belongingness-Need for love, affection, and interaction w/ other people; Esteem-Need for self-esteem through personal achievement as well as social esteem through recognition and respect from others; Self-Actualization-need for self-fulfillment, realization of one's own potential) -Satisfaction-progression process; strongest need is the lowest unsatisfied need at the time. As the person satisfies a lower level need, the next higher need in the hierarchy becomes the primary motivator and remains so even if never satisfied. -People who experience self-actualization desire more rather than less of this need -All hierarchies are different, needs are influenced by individual's self-concept. A needs hierarchy is unique to each person and can change over time, just as values change over a lifetime

Improving Perceptions

-Meaningful interaction (Less stereotyping w/ more interaction, but interaction should: be close and frequent, involve task and working towatds shared goals where people need to rely on each other, participants have equal status) -Empathy-meaningful interaction potentially improves a person;s empathy towards others. Empathizing with others improves our sensitivity to external causes of another person's performance and behavior thereby reducing fundamental attribution error. (Sensitivity to the feelings, thoughts, and situation of others; occurs through meaningful interaction) -Know yourself( Awareness of your values, beliefs and prejudices; Applying Johari Window)

Types of Rewards in the workplace

-Membership and seniority, job status, competencies, performance, flexibility, autonomy (to generate beliefs about self-determination), learning, and opportunity

Conditions for social loafing

-More likely to occur in large teams where individual output is difficult to identify. This includes situations where team members work towards a common output pool. -low task interdependence; individual output not visible; routine, uninteresting tasks; low task significance (tasks are unimportant); low collectivist values (teamwork not valued)

Effects of globalization on organizations:

-New organizational structures -Different forms of communication -More diverse workforce -More competition, mergers, work intensification and demands for work flexibility Benefits of globalization: larger markets, lower costs, and greater access to knowledge and innovation. Cons: Responsible for increasing work intensification, reducing job security and work-life balance in developed countries.

Span of Control

-Number of people directly reporting to the next level in the hierarchy, assumes coordination through direct supervision - A narrow span of control exists when few people report directly to a manager, whereas a wide span exists when a manager has many direct reports -Wider span of control possible w/ other coordinating mechanisms present -Wider span of control is possible when employees perform routine jobs, because there is less need for direction or advice from supervisors -Narrow span of control is needed when employees perform novel or complex tasks because these employees tend to require more supervisory decisions and coaching -Narrow span of control is needed where employees perform highly interdependent work w/ others. Employees tend to experience more conflict w/ each other, which requires more of a manager's time to resolve. Also, employees are less clear on their personal work performance in highly interdependent tasks, so supervisors spend more time coaching.

Divisional Structure

-Organizes employees around outputs, clients, or geographic areas. The divisional form is a building block structure; it accommodates growth relatively easily and focuses employee attention on products or customers rather than tasks. However, it can duplicate resources, may not use resources efficiently, and expertise is spread out among different units which reduces motivation to share knowledge w/ other divisions.

Functional Organizational Structure

-Organizes employees around specific knowledge or other resources (marketing, production)It increases employee identity w/ that specialization or profession. Unless people are transferred from one function to then next, they might not develop a broader understanding of the business. Functional structure usually produces higher dysfunctional conflict and poorer coordination in serving clients or developing products. These problems occur because employees need to work with co-workers in other departments to complete organizational tasks, yet they have diff subgoals and mental models of ideal work.

Equity Theory

-Perceptions of Fairness; feelings of equity or inequity occur when employees compare their own outcome/input ratio to the outcome/input ratio of some other person. Inputs include such things as skill, effort, reputation, performance-while outcomes include what employees get in exchange for their inputs such as pay, promotions, recognitions. We compare our outcome/input ratio to a comparison other. -In equity condition when you believe ratios are equal, underreward inequity when believed that ratio is lower than comparison other, and overreward inequity when people believe that their ratio is higher than comparison other (rarely occurs as people change perceptions to justify the higher outcomes) -Feelings of inequity generate negative emotions and emotions are the engine of motivation. -Motivation to reduce feelings of inequity: Reduce inputs (perform at a lower level), Increase outcomes (ask for raise, more credit), Change our perceptions, Leave or continue whining -Open communication is key, so employees can let decision makers know when they feel their decisions are unfair -Improve procedural fairness by letting employees have a voice in process and state their case while decision maker remains unbiased, also treat employees w/ respect and give them a full explanation of the decision.

Dangers of selective attention

-Selective attention leads to ethical blind spots-We don't see the impact of our decisions on others -Ethical fading: when you focus too much on your goal (or business), the ethics of a scenario fade away -Motivated blindness: you can be blind to others' bad behavior -Conflicts of interest: you will perceive situations in a way that favors you Indirect blindness: the farther you are from the impact of your decision, the harder it is to see the ethics of a situation

Problem w/ Performance Rewards

-Shift attention away from motivation of job itself to extrinsic rewards -Create a psychological distance w/ reward giver -Discourage risk taking -Used as quick fixes -Difficult to link effort w/ performance

Values in the workplace

-Stable, evaluative beliefs that guide our preferences(Define right/ wrong, good/bad-what we "ought" to do in a situation, influence our motivation, decisions and behavior) Values congruence (Espoused vs. Enacted) Espoused values represent the values that we say we use and think we use Enacted values represent the values we actually rely on to guide our decisions and actions

Self-fulfilling prophecy

-Supervisor forms expectations, expectations affect supervisor's behavior (more emotional support, more feedback), supervisor's behavior affects employee(learns more skills and knowledge and supervisor shows confidence in employee which increases motivation), employee's behavior matches expectations (better performance)

Task Interdependence

-The extent that team members: Must share materials, info, or expertise to perform their jobs -the degree of mutual interdependence team members have on each other for resources -Receive outcomes (such as rewards) that are partly determined by the performance of others -Higher task interdependence increases the need for teams

OB

-The study of what people think, feel and do in and around organizations. -Knowledge helps the individual predict and influence organizational events -knowledge improves operational & financial performance

Motivation Theories:

-They want something (Need theory) -They do what they think will get them what they want (Expectancy theory) -Then they react to what they get (Equity theory)

Virtual Work

-Using IT to perform one's job away from the traditional physical workplace -Telework (telecommuting): working from home, usually internet connection to office. Telework attracts job applicants and improves employees' work-life balance and productivity. Family relations may suffer rather than improve if employees lack sufficient space and resources for a home office. Some employees complain of social isolation and reduced promotion opportunities when they work away from the office. To minimize isolation, many comps require teleworkers to visit the office once or twice a week. Telework is better suited for people who are self-motivated and organized, can work effectively w/ broadband and other technology and have sufficient fulfillment of social needs elsewhere in life -Virtual teams: operate across space, time, and organizational boundaries w/ members who communicate mainly through electronic technologies

Ethical frameworks

-Utilitarianism-greatest good for greatest number of people. Focus is on consequences of actions, not how we achieve those consequences-may do things that are unethical to get ethical results. -Deontology-Duty based decisions; focus on human dignity and motives, not outcomes -Social Justice-Fairness; equal opportunity. People who are similar to each other should receive similar benefits and burdens. If you contribute less, you receive a lesser reward -Libertarianism-Individual rights; freedom. Everyone has entitlements that let them act in a certain way. ie. freedom of movement, security, speech. Issue is certain individual rights may conflict w/ others -Virtue Ethics-Honor the essential nature of the activity -Eastern Frameworks-Confucianism, for example: honor, hierarchy, community

Personal Values and Behavior

-Values motivate-guide decisions, behavior, and performance -But also "disconnect" b/t values and behavior b/c: situation --interferes w/ values and consistent behavior; awareness (salience)--values are abstract--relevance isn't obvious -To increase values-consistent behavior: Keep work environment values-consistent (ie. rewards); remind employees of important values; improve sensitivity to relevance of values.

What is motivation?

-Willingness to exert high levels of effort toward organizational goals... to satisfy some individual need -Process of arousing, directing, and maintaining behavior toward a goal -The forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior (It's an inner drive)

Intrinsic Rewards are harder

-You cannot give them to people -But you can design the work so that they are more likely to give to themsleves

Team building: what to do

-establish urgency, high performance standards and clear direction -select/welcome members for skill and potential -pay attention to first meetings and actions -set clear rules of behavior -seize upon a few immediate tasks/goals -spend time together -address concerns constructively -give positive feedback/recognition -celebrate success

Reducing social loafing

-form smaller teams, specialize tasks, measure individual performance, provide feedback, increase job enrichment (occurs when employees are given more responsibility for scheduling, coordinating and planning their own work-higher job satisfaction and work motivation) , select motivated employees who value team membership and believe in working toward team objectives.

Judging types (Schedulers)

-have a concrete sense of time, like closure, like planning, organizing, and executing the plan, break big tasks down into concrete steps, like making decisions, make decisions on a time deadline, lifestyle is decisive, planned, orderly. Like to regulate and control their lives.

Perceiving types (Probers)

-have a general sense of time, dislike closure, like spontaneity, remaining open to possibilities, like assimilating as much info as possible, prefer to postpone decision making until info is known, make decisions on an event deadline, lifestyle is flexible, adaptable, and spontaneous. Are comfortable waiting on decisions.

Why informal groups exist

-innate drive to bond, social identity theory(We define ourselves by group memberships thus we join groups-particularly those viewed favorably by others and that are similar to our existing values b/c they shape and reinforce our self-image) -Goal accomplishment that cannot be achieved by working alone -Emotional support in stressful situations

Problems w/ stereotyping

-over-generalizes-doesn't represent everyone in the category -Basis of systemic(unintentional)-where decision makers rely on stereotypes to establish notions of the ideal person in specific roles; and intentional discrimination-when people hold unfounded negative emotions and attitudes toward people belonging to a particular stereotyped group. -Difficult to prevent stereotype activation, but possible to minimize stereotype application

Levels of task interdependence

-pooled-produces minimal interdependence, sequential-higher interdependence in which output of one person is the direct input for another person, reciprocal-work output is exchanged back and forth among individuals (highest degree of interdependence)

Selective Attention

-process of attending to some info received by our senses and ignoring other info -Influenced by: characteristics of the object (size, intensity, motion, repetition, novelty) -characteristics of the perceiver (Innate drives and emotions, expectations--condition us to expect events) -emotional markers are tagged to incoming stimuli based on a rapid nonconscious evaluation of whether the info supports or undermines our needs and drives. Expectations also shape selective attention b/c our assumptions about an incident cause us to pay attention to info that supports that assumption and ignore contrary info. We also nonconsciously screen out info that opposes our self-concept and important beliefs. Confirmation bias (Screening out info contrary to our beliefs/values)

Build team cohesiveness

-refers to the degree of attraction people feel toward the team and their motivation to remain members Highlight similarities-people with similar backgrounds and values are more comfortable and attractive to each other, common interests; interact frequently-perform highly interdependent tasks; make entry fairly difficult/ limit size-easier for a few people to agree on goals and coordinate work activities, the more elite then the more they value membership; plan for initial successes-feel cohesiveness when team fulfills needs and goals, celebrate wins; see external threats, us v. them-value membership through ability to overcome competition -People on high cohesive teams are motivated to maintain membership and to help the team perform effectively -They increase their interpersonal relationships allowing them to solve conflict quickly. W/better cooperation, high cohesion teams perform better.

Team-Based Structures

-self-directed teams complete work through highly interdependent tasks so they spend a lot of time together; have substantial autonomy over tasks so it increases satisfaction -Self-directed work teams that complete an entire piece of work, such as manufacturing a product. Highly organic, there is a wide span of control because teams operate with minimal supervision. Team structures are highly decentralized because almost all day-to-day decision are made by team members rather than someone further up the organizational hierarchy. Usually more responsive and flexible. Employees may experience more stress due to the increased ambiguity in their roles. -Teams organized around work processes -Very flat hierarchy, few management levels -Very little formalization -Usually found within divisionalized and matrix structures

Teams vs. Working groups

-share leadership, hold individual and mutual accountability, have a specific team purpose, produce collective work products, encourage open discussion, actively problem-solve, measure collective performance/work product; discuss, decide and do real work together

Cognitive Dissonance Reduction

-when difficult to change behavior or reverse consequences, people reduce by changing beliefs and feelings to rebalance self-concept Lying to ourselves (I can stop when I want to) Rationalization (Who says that's true?, it won't happen to me, we all will die of something) -Recognize and understand when it is happening

The reality of management

1. Figuring out what to do...despite uncertainty, great diversity, and an enormous amount of potentially relevant info 2. Getting things done...through a large and diverse set of people despite having little direct control over most of them

management

A process designed to achieve an organization's objectives by using its resources effectively and efficiently in a changing environment

Cognitive Dissonance

A state of anxiety that occurs when an individual's beliefs, feelings and behaviors are inconsistent w/ one another -Inconsistency operates emotions that motivate us to create more consistency by changing one or more of these elements. -Most common when behavior is (Known to others, done voluntarily, can't be undone)

What is a team?

A team is a small number of people with complementary skills who are committed to be a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable

The 5 dysfunctions of a team

Absence of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to results

MARS Model of Individual Behavior

An individual's voluntary behavior and performance is influenced by motivation, ability, role perceptions, and situational factors represented by the acronym MARS -Need to understand all 4 factors to diagnose and influence individual behavior and performance

Becoming the Boss

As you move up the corporate hierarchy, success is due to effective managerial and interpersonal skills rather than technical expertise

Stereotyping

Assigning traits to people based on their membership in a social category Occurs b/c: 1.Categorical thinking-mostly nonconscious way of organizing people and objects into perceived categories that are stored in our long-term memory. Categorical thinking relies on a variety of automatic perceptual grouping principles, such as filling in missing pieces of a situation, conceptually grouping people or objects together based on similarity or proximity to others, or seeing trends that are actually random events.(simplify our understanding of the world) ,2. Strong need to understand and anticipate others' behavior (use stereotypes to fill in missing info), 3. Enhances our self-perception and social identity (motivated to rely on negative stereotypes when others threaten our self-concept. -Stereotyping has 3 elements: 1. develop social categories and assign traits that are difficult to observe. Personal experiences may shape stereotypes but they are mainly provided to us through cultural upbringing and media images. 2. We assign people to one or more social categories based on easily observable info about them, such as gender, appearance, or physical location. 3. People who seem to belong to the stereotyped group are assigned nonobservable traits associated with the group

Expectancy Theory of Motivation

Based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes E-to-P (Expectancy to Performance)-refers to perception that effort will result in a particular level of performance P-to-O (Performance to Outcome)-perceived probability that a specific behavior will lead to particular outcomes Outcomes and Valences-valence is the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome. It ranges from negative to positive. Outcomes have a positive valence when they are consistent w/ our values and satisfy our needs; negative when they oppose our values and inhibit need fulfillment E-to-P expectancies are learned so behavioral modeling and supportive feedback (positive reinforcement) typically strengthen employee self-confidence. P-to-O expectancies are perceptions so employees need to know how higher performance will result in higher rewards

Know Yourself (Johari Window)

Becoming more aware of values, beliefs, and prejudices. Open Area includes info about you that is known both to you and to others, Blind Area includes info that is known to others but not to you, Hidden Area is info known to you but unknown to others , Unknown Area includes your values, beliefs and experiences that aren't known to you or others. -The main objective of the johari window is to increase the size of the open area so that both you and colleagues are aware of your perceptual limitations. Partly accomplished by reducing hidden area through disclosure-informing others of your beliefs, feelings and experiences that may influence the work relationship. Partly through reducing blind area from feedback from others about your behaviors since co-workers often see things in you that you do not see. The combination of disclosure and feedback occasionally produces revelations about info in the unknown area

Role Perceptions

Beliefs about what behavior is required to achieve the desired results: -understanding what tasks to perform-know the specific duties or consequences for which they are accoutnable, understanding priority of tasks, understanding the preferred behaviors to accomplish tasks

B=f(I, E) Lewin's Formula

Cannot change the individual, need to create an environment that will help them be successful -Behavior is a function of the Individual and the Environment -The way you manage people and the environment you create affects Behavior

CSR

CSR-An organization's moral obligation toward its stakeholders -Stakeholders- Shareholders, customers, suppliers, governments etc. -Triple Bottom Line- Economic, Social, Environmental

3 levels of trust

Calculus-based: logical calculation that other team members will act appropriately because they face sanctions if their actions violate reasonable expectations Knowledge-based: is based on predictability of team members' behavior. Even it we don't agree with a team member's actions, if they are consistent in their actions, there is some level of trust. Also refers to confidence in other person's ability or competence (eg trust a doctor). Offers a higher level of trust and is more stable because it develops over time. Identification-based: based on mutual understanding and a mutual bond among team members. It occurs when members think like, feel like, and act like each other. High performance teams exhibit this level of trust b/c they share the same values and mental models. Strongest trust and any transgressions are quickly forgiven because they believe values overlap. People are more reluctant to acknowledge a violation of this high-level trust because it strikes at the heart of their self-image

Centralization and Decentralization

Centralization-Formal decision-making authority is held by a few people, usually at the top Decentralization-Decision-making authority is dispersed throughout the org -Large organizations tend to decentralize-disperse decision authority and power throughout the organization. The more complex the environment, the more decentralized the org should become.

Personality Traits

Clusters of internally-caused behavior tendencies Traits apparent across situations, but situation may suppress behavior tendencies

What's the payoff with teams

Collaborating on teams leads to -Innovation: B/c new ideas come from elsewhere -Quality: B/c people working together are smarter than individuals -Synergy: B/c together people can accomplish what none of them can individually -Understanding and Acceptance: B/c the solution will more likely be implemented

Why rely on teams?

Compared with individuals working alone, teams tend to: Make better decisions, Make better products and services due to more knowledge and expertise, Increase employee engagement

What do CEOs want most?

Creativity

Team cohesiveness defined

Degree of attraction toward the team and motivation to remain members -calculative: members believe the team will fulfill goals and needs -emotional: team is part of person's social identity

Schwartz's Values Model

Dominant model of personal values was developed and tested by Schwartz's, clusters 57 specific values into 10 broad value categories which are further clustered into 4 quadrants -Openness to change-extent to which a person is motivated to pursue innovative ways -Conservation-Extent to which a person is motivated to preserve the status quo Self-enhancement-how much a person is motivated by self-interest self-transcendence-motivation to promote the welfare of others and nature

Managing oneself-Drucker

Drucker says that most people think they know what they are good at. But they are usually wrong. He says that more often, people know what they are not good at, and that even then people are more often wrong than right. Self awareness is very important. Drucker asserts, "a person can only perform from strength" so he advises us to learn about our strengths. And the only way to do that he says is through feedback analysis.

Globalization

Economic, social, and cultural connectivity( and interdependence) w/ people in other parts of the world -Integration of economies around the world -Movement of people and knowledge across international borders -Broad cultural, political and environmental dimensions

Situational Factors

Employee behavior and performance also depends on how well the situation supports their task goals. Environmental conditions beyond the individual's short-term control that constrain or facilitate behavior -Constraints beyond employee's immediate control(time, budget, work facilities, consumer preferences, economic conditions) -Cues(clarity and consistency of cues provided by the environment to employees regarding their role obligations ie. lack of signs of nearby safety hazards)

Matrix Structure (Project-Based)

Employees are temporarily assigned to a specific project team and have a permanent functional unit -Usually optimizes the use of resources and expertise, making it ideal for project-based orgs w/ fluctuating workloads. When properly managed, it improves communication efficiency, project flexibility and innovation compared to purely functional or divisional designs. -It increases goal conflict and ambiguity as employees have 2 bosses and 2 sets of priorities that aren't always aligned. 2 bosses can also dilute responsibility.

Where do you get your energy?

Extraverted (expressive)(Focus on objects and people in environment, essential stimulation from the environment, focus on outer worls of people and things) Introverted (attentive) (Energy drawn from the environment is consolidated within one's position, essential stimulation from inner thoughts, focus is on inner world of thoughts and reflections)

We have different Needs

Extrinsic Needs: Satisfied by me giving you something -Define the level at which you become dissatisfied Intrinsic Needs: Satisfied by you giving yourself something -Create new opportunities for satisfaction

F's vs. T's

F's need T's to: -analyze, organize, find flaws in advance, hold consistency to policy, weigh evidence T's need F's to: -persuade, conciliate, forecast others' feelings, teach, sell, advertise, appreciate thinker

Shifting Organizational Structures

Formalization-degree to which orgs standardize behavior through rules, procedures, formal training, and related mechanisms. Companies become more formalized as they standardize work. Formalization could undermine organizational learning and creativity. Mechanistic- Narrow span of control, high formalization, high centralization Mechanistic structures have many rules and procedures, limited decision making at lower levels, tall hierarchies of people in specialized roles and vertical rather than horizontal communication flows. Tasks are rigidly defined. Organic- Wide span of control, little formalization, decentralized decision Organic structure has a wide span of control, decentralized decision making and little formalization. Tasks are fluid, adjusting to new situations and organizational needs. -Mechanistic structures operate better in stable environments because they rely on efficiency and routine behaviors, whereas organic structures work better in dynamic environments because they are more flexible and responsive to these changes. -However, advantages of organic structures rather than mechanistic structures in dynamic environments occur only when employees have developed well-established roles and expertise. W/o these conditions, employees are unable to coordinate effectively w/ each other, resulting in errors and gross inefficiencies.

Stages of team development

Forming, Stroming, Norming, Performing, Adjourning (Existing teams might regress back to an earlier stage of development)

5 Major trends in OB

Globalization Information Technology Diverse Workforce Employment Relationships Values, Ethics, & CSR

Effective Goal Setting:

Goal Setting is the process of motivating employees and clarifying their role perceptions by establishing performance and objectives SMART C -Specific-specific goals have measurable levels of change over a specific and short time frame, Measurable, Actionable, Relevant-relevant to individual's job and within his/her control, Timely-allows employees to see a clear association b/t their actions and consequences, Challenging-cause people to raise intensity and persistence of their work effort and to think through info more actively. -However, do not make goals too difficult or else there will be low task performance -goal setting is usually more effective when employees participate in setting goals -Goal feedback is also needed that lets employees know if they have completed goal or are properly directing effort toward it -One concern is that goal setting tends to focus employees on a narrow subset of measurable performance indicators while ignoring aspects of job performance that are difficult to measure. -Other issue is that when tied to financial rewards, many employees are motivated to make their goals easy so they have a higher probability of the bonus or pay increase -Also difficult to apply goal setting in complex jobs where employees need to learn.

Building Effective Teams

Group Awareness/ Emotional Intelligence; Trust, identity, efficacy; participation, cooperation, collaboration; Better decisions, more creative solutions, higher productivity, fun!

Effective Teams Leverage Diversity

Homogeneous Teams: Higher satisfaction, less conflict, faster team development, more efficient coordination, performs better on simple tasks Heterogeneous Teams: More conflict, Slower team development(takes longer to agree on norms and goals), batter knowledge and resources for complex tasks, tend to be more creative, higher potential for support outside the team and better results

Changing team norms

Introduce norms when forming teams, select members w/ preferred norms, discuss counter-productive norms, reward behaviors representing desired norms, disband teams w/ dysfunctional norms

Judging vs. Perceiving

Judging types (Have a concrete sense of time, like closure, made decisions on a time deadline) Perceiving types: (Have a general sense of time, dislike closure, make decisions on an event deadline)

Effective v. Ineffective teams

Key differentiators of effective teams: 1. focused in their efforts- clear about what they are doing at each point 2. quality of climate in which they operate-positive, fun, challenging atmosphere in team 3. open communication-Extent to which problems are openly discussed and challenges are addressed

What skills are needed by managers?

LATCH -Leadership skills -Analytical skills -Technical expertise -Conceptual skills -Human relations skills

Introverts

May ave close relationships, tend to have deeper interests, rely on enduring concepts more that on transitory external events, think best alone--share when ideas are clear, prefer to reflect than act, tend to be hard to get to know, tend to have a thoughtful, contemplative approach to meeting life, I's may seem withdrawn to E's. Are more private about themselves.

Extroverts

May have multiple friendships, tend to have broader interests, rely on the environment for stimulation and guidance, think best when talking to people, prefer to act then reflect, tend to be easy to get to know, tend to have an action-oriented, sometimes impulsive way of meeting life, tend to enjoy social situations, E's may seem shallow to I's. Share personal info freely.

Cohesiveness Outcomes

Members of cohesive teams: Want to remain members, willing to share info, strong interpersonal bonds, want to support each other, resolve conflict effectively, more satisfied and experience less stress

The nature of motivation

Motivation-The inner drive that directs a person's behavior toward goals Needs-Deficiencies that energize or trigger behaviors to satisfy those needs Morale-An employee's attitude toward his or her job, employer, and colleagues

N's vs. S's

N's need S's to: (Bring up pertinent facts, read the fine print, keep track of essential data, show joys of present are important) S's need N's to: (Bring up new possibilities, supply ingenuity, read signs of coming change, have enthusiasm, show joys of future are worth working for)

Employee Ability

Natural aptitudes and learned capabilities required to successfully complete a task -Aptitudes (natural talents that help people learn specific tasks more quickly and perform them better) -Learned capabilities (skills and knowledge that you have actually acquired) -Competencies(skills, knowledge, aptitudes, and other personal characteristics that lead to superior performance) -Person-job matching- must match person's competencies to what each job requires to produce higher performance that tends to increase the employee's well-being (select applicants who demonstrate the required competencies, provide training to enhance individual performance and results, redesign the job so employees perform only tasks they are currently able to perform)

Focus on Intrinsic Motivators

People Want 3 Things today: 1.Autonomy, 2. Mastery, 3. Purpose

Emotions, Attitudes and Beavior

Perceived environment affects our attitude and emotions which effects behavior. -Emotions are physiological, behavioral, and psychological episodes (brief) experienced toward an object, person, or event that create a state of readiness. Most emotions are subtle but negative emotions are stronger than positive emotions. Emotions shape attitudes and influence behavior. -Attitudes are judgments whereas emotions are experiences. Attitudes are conscious reasoning whereas emotions are usually w/o our awareness.

Other Perceptual Errors

Primacy-tendency to quickly form an opinion of people based on the first info we receive about them. After categorizing someone, we tend to select subsequent info that supports our first impression and screen out info that opposes that impression. Recency-Most recent info dominates perceptions. Most recent info received prior to a decision tends to be weighted more heavily than info received at the very beginning. Halo-Our general impression of a person, usually based on one prominent characteristic, colors our perception of other characteristics of that person. Projection-Believe other people do the same things or have the same attitudes as you

Perception defined

Process of receiving info about and making sense of the world around us -Determining which info gets noticed, determining how to categorize this info, determining how to interpret info w/ our existing knowledge

Defining Personality

Relatively stable pattern of behaviors and consistent internal states that explain a person's behavioral tendencies

Essentials to group effectiveness

Research tells us that 3 conditions are essential to a group's effectiveness: -Trust among members -Sense of group identity -sense of group efficacy

What kind of info do you naturally notice?

Sensing (Observant)(Concentrate on what can be seen, heard, felt, smelled, or tasted; attend to that which is real, concrete) -Perceive, observe through the 5 senses: sight, sound, touch, taste and smell -Focus attention on reality and what exists in the environment, see relationship to an object based on the last experience with that object. Tend to be specific and literal Intuitive (Introspective)(Trust the "sixth sense", look for meanings in everything) -Perceive possibilities via the unconscious, focus attention on meanings and possibilities beyond the 5 senses, see relationship to an object based on insight encompassing a wide range of experiences with that object, associations to the object. Focus on what could be

Team's task and size

Task characteristics (Better when tasks are clear, easy to implement; share common inputs, processes, or outcomes; task interdependence: high) Team size(smaller teams are better for efficient coordination, but large enough to accomplish a task with a lot of perspectives)

Norming stage

Team Dynamics: Reestablishing roles; Defining rules for interactions; clarifying processes for resolving team conflicts; building group culture -Team develops its first real sense of cohesion as roles are established and a consensus forms around group objectives and a common or complimentary team-based mental model Management Actions: Clarify norms and rules; establish methods for solving problems, and resolving conflicts; establish traditions for how team works together; establish a clear team contract

Adjourning or transforming stage

Temporary teams: need to deal w/ ending the team experience; emotions, successes, failures, lessons learned -Occurs when team is about to disband. Team members shift their attention away from task orientation to a relationship focus Permanent teams: re-form or transform; bring in new members, reestablish goals, begin forming stage again

Team constraints: Groupthink

Tendency in highly cohesive teams to value consensus at the price of decision quality -the desire for harmony exists as a group norm and is most apparent when team members have a strong social identity w/ the group. -More common where the team: is highly cohesive, is isolated from outsiders, team leader is opinionated, faces external threat, has recent failures, team lacks clear guidance -Highly confident teams have a false sense of invulnerability which makes them less attentive in decision making than moderately confident teams.

Storming stage

Team dynamics: Disagreements unspoken conflicts; hidden agendas; struggle for power, control; subgroups, coalitions; challenging "our" purpose; members compete for team roles and try to establish norms of appropriate behavior and performance standards. Management Actions: Establish and clarify roles; legitimize conflict, deal w/ it openly and appropriately; provide time for constructive challenges; keep everyone involved

Performing Stage

Team dynamics: High commitment to team goals; aligning resources; fully coordinating relevant activities; deferring to team needs v. individual -Team members have learned to efficiently coordinate and resolve conflicts. Members are highly cooperative, have a high level of trust and have a commitment to group objectives and identify w/ the team. Management Actions: Push for implementation; evaluate results, make adjustments; evaluate efficiency; strive for continuous improvement; recognize and reward team success

Forming stage

Team dynamics: beginning interactions in which team learns about each other and evaluates the benefits and costs of continued membership, try to find out what is expected of them and how they fit into team, explore why we're together, assess potential payoffs, assess resources, limit commitment Management Actions: Clarify purpose, goals; focus on common goals; establish team operating procedures, coordinating mechanisms; identify tools and resources; evaluate members' skills and commitment

Team challenges

Teams can have trouble for many reasons: Individuals better/faster on some tasks; process losses-costs of developing and maintaining teams, lack of organizational support; social loafing-slacking by members; decision making problems (group think, group polarization)

Virtual teams

Teams whose members operate across space, time, and organizational boundaries and are linked through info technologies to achieve organizational tasks -increasingly possible b/c of: IT and knowledge-based work -increasingly necessary b/c of: knowledge management, globalization -should meet face-to-face early in the team development process, b/c technology cannot replace it for high-level bonding and mutual understanding

Attribution Errors

The attribution process involves deciding whether an observed behavior or event is caused mainly by the person (internal factor-motivation) or the environment (external factor-luck) Internal attributions are made when the observed individual behaved this way in the past (high consistency), behaves like this toward other people or in different situations and other people do not behave this way in similar situations. Attribution effects how we repsond to others behaviors in the future and it impacts our behavior in the future. -Fundamental Attribution Error-Tendency to see the person rather than the situation as the main cause of that person's behavior -Self-serving bias-tendency to attribute our successes to internal factors and our failures to external factors. Take credit for our successes and blame others or the situation for our mistakes.

Task interdependence

The extent that team members: must share common inputs to their individual tasks, need to interact in the process of executing their work, or receive outcomes that are partly determined by the performance of others -Higher task interdependence increases the needs for teams

Values congruence

The main reason for the disconnect b/t personal values and individual behavior is that values are abstract concepts that sound good in theory but are less easily followed in practice. Similarity of a person's values hierarchy to the values hierarchy of the org. Orgs benefit from some level of values incongruence because employees w/ diverse values offer different perspectives, which leads to better decision making. However, a high level can lead to high stress and turnover and lower organizational citizenship, loyalty and job satisfaction -Person-organization values congruence -Espoused-enacted values congruence -Organization-community values congruence

How do you tend to make decisions?

Thinking (Pride in being objective and analytical, analyze and weigh evidence, focus on logic and consistency) -Focus on results and how people affect projects Feeling(Pride in being empathetic and compassionate, weigh values and merits based on personal feelings, focus on people, special circumstances) -Consider how projects affect people

Develop a Learning orientation

Value the generation of new knowledge, reward experimentation, Orgs achieve a learning orientation culture by rewarding experimentation and recognizing mistakes as part of learning, encourage employees to take reasonable risks

Values/Ethics & CSR

Values: Long-lasting beliefs about what is important in a variety of situations -Increasing importance due to: 1. Need to guide employee decisions and actions 2. Globalization increases awareness of different values 3. Increasing emphasis on applying ethical values Ethics: Moral principles or values that determine whether actions are right or wrong and outcomes are good or bad

VUCA

Volatile, Uncertain, Complex, and Ambiguous

Theory x vs. Theory y (McGregor)

X-People are lazy, irresponsible & don't like to work -People need close supervision & threats to be motivated Y-People can be self-motivated, people enjoy work, people are creative and ingenious if given a chance to perform

Perceptual Process Model

Yeah

Cohesiveness and Performance

You want cohesiveness to be high, but only when the goals are aligned with the organization's goals. Highly cohesive teams can also "ruin" organizations or managers if their goals are not aligned with the organization's goals. -Cohesion motivates employees to perform at a level more consistent w/ team norms, so when those norms conflict w/ the org's successes, high cohesion will reduce team performance.

Team role

role-set of behaviors people are expected to perform by holding certain positions