BUAD 317: Organizational Behavior Test 2

Other Personality Taxonomies

(Personality Tests Are the Astrology of the Office) •MBTI •Strengths Finder •RIASEC •DiSC •Color Code (Red = power; Yellow = fun) •**These tests lack predictive validity with any meaningful workplace outcomes (e.g., performance, commitment). Personality assessments short-circuit the messiness of building what is now referred to as a "culture." They deliver on all the complexities of interpersonal office dynamics, but without the intimate, and expensive, process of actually speaking with employees to determine their quirks and preferences. They appeal also, perhaps, for the same reason astrology, numerology and other hocus-pocus systems do: because it's fun to divide people into categories. They tap into the angst of the "where y'all sitting" meme, the hunger to know where you belong in the lunchtime cafeteria scene. Good for teambuilding, icebreakers, and group assessments. Avoid using for individual outcomes like job performance, commitment. ----- Personality tests are the astrology of the office not predictive of job performance and org commitment - excellent for team building but not predictive of work outcomes the big 5 is a continuum, not a category like these Science stands on OCEAN not these Customs and norms of environment help determine how we act or behave region and culture

Influence Shortcuts

1. Reciprocity 2. Scarcity 3. Authority 4. Consistency 5. Liking 6. Consensus These 6 shortcuts help to ensure the success of our influence tactics... They work because people are busy and want to make effective decisions without wasting time and cognitive resources, and thus are "susceptible" to these forces because (can be good or bad!) https://www.youtube.com/watch?v=cFdCzN7RYbw&t=10s Psych and social psych- tool kit as a leader Mental shortcuts that we can take as leaders that can trigger automatic influence processes Video based on the article Universals that guide human behavior Infleunce by how it was given Stuff wouldn't work on people who know theyre actively being persuaded- defensive mechanism is on high alert- when its lower these things may be more effective there is a skill in this, a savvyness to how these things apply

Influence and Conflict Resolution

2 axes: Cooperativeness: concern for other's outcomes, and Assertiveness/Competitiveness: concern for own outcomes Avoid: OK strategy if issue is trivial Accommodate (i.e., give in): OK strategy if issue is more important to other party Competing: OK strategy if alternative is unethical. Easy to do when one party has all the power Compromising: most common form because it is easy and doesn't result in any hurt feelings. compromising: (moderate Assertive & Cooperation) each party seeks to give up something; no clear winner or loser, easy solution Collaborate: most difficult, most work intensive for both parties. Most effective! How to resolve conflict in addition to using power, think about the other party to try to collaborate concern for your own and others outcomes, you can collaborate and say give me 125 instead of 85, tell me what I can do to make it justified- analyst plus a trainer etc approach conflict negotiations as someone who has influence in power- not just someone who compromises don't just compromise- lets collaborate- find a way to both win

Scarcity

5 seats on the plane left at this price- it's a scarce resource, you need to buy the tickets soon Leaders can use this too All the time takes away the power Theres a war on talent- need to figure how to keep a person Are there long term repercussion?- scarcity can be valuable if the info is accurate - be an informed buyer vs just a trick These prinicples are only effective when they are accurate, when you used them in a deceitful way you get burned on the back end If its in the orgs best interest then lets do it McRib

Soft Skill Ability

Article Colleges aren't teaching this so these skills are lacking Brought into an intimate environment- a way to assess a persons soft skills You can teach hard skills but cant teach softskills - hard to teach about practice can teach formulas and how to run a program but not how to give a presentation, preach a sermon Were a results driven culture so we focus on measurable objective results, harder to measure soft skills Step 1- a shortage of supply and think about ways to hone this Leaders don't like to admit that the don't have soft skills

Functional Structures

CEO-> VP Marketing, VP Finance, VP Manufacturing, VP Human Resources , VP info technology \ Groups employees by functions (i.e., expertise). High degree of work specialization. E.g., accounting department all on 3rd floor Disadvantage is narrow focus as employees only care about and focus on their own specialty This is a type of "bureaucratic" structure. Structure based on the core function Ex types of majors- department, under the CEO there is an enture pyramid under VP of marketing Orgs strucutred based on fuctions clear tasks for each, no ambiguity specialization - develop skill sets Vice presidents - avoid departments that you may not like ie accounting, legal etc can be competitive, siloed, us vs them in the org bc of different jobs not well rounded as other candidate in other areas - no crossfuncitonal training (holistic perspective an networking) - get stuck in your category Whoever gets the top job as CEO and you were from accounting- are you always filtering thorugh accounting, hard to become more holistic

•Why are teams becoming more common in organizations?

Collaboration. Blending expertise. 24 hour workload sharing. Technology making it feasible. Team- more ideas to the table - diversity in thought, opinions, and ideas- moving into realm of innovation and less traditional and more dynamic- tech has kind of allowed this to work - able to get more done, and the work can be more divided instead of one person doing everything More efficient, porducitve, scalalble, creativitiy in inout

Matrix Structures

Complex, but take advantage of different types of structures (i.e., flexible), both functional and product expertise (e.g., accounting AND cosmetics) Two chains of command can be confusing to employees (i.e., stress from role ambiguity) The best of both worlds If youre in marketing you can have someone assigned to all of the prodcuts that we product product C works with the rest, communication flow and reporting chains etc teams with function and product etc Alleviates some concerns Who do you report to? What should I be doing? Needs collab and coordination Trying to get all the good of the structures and capitalize Over complicate a simple process if you try and structure it this way

Additive

Contributions of all members "add up" to determine performance Additive = selling girl scout cookies, and then pooling sales revenue. Good for contexts where members do not rely on each other to accomplish tasks. Additive- everything adds up like fishing off the back of the boat- most influential person can depend

Openness to Experience

Curious Imaginative Creative Complex Refined Sophisticated Good for jobs that are fluid, and changing (e.g., sustainability, design). Also good for jobs that require creativity, or travel. Correlated with job performance (through creativity). ---- Diego- adventurous, smart- more curious, creative, inquisitive, optimistic (open minded, willing to try), competitive -strategic and innovative unless its close minded

•What are employees like?

Employees bring their personalities, abilities (both physical and mental), values, and other "traits" into the workplace.

Cultural comparison

Indulgence - This additional dimension is defined as the extent to which people try to control their desires and impulses, based on the way they were raised. Relatively weak control is called "Indulgence" and relatively strong control is called "Restraint". Cultures can, therefore, be described as Indulgent or Restrained. US and Spain: https://www.hofstede-insights.com/country-comparison/spain,the-usa/ ---- Website is a good tool- pick a country and compare them across these dimensions to see which country is high on individualism vs collectivistic Different cultres have different levels across the dimensions Indiviualism- about me not others, I care about winning than the team doing well ex US Collectivism- about the team, china or japan- everyone rises or falls together Can help determine the way they act or behave

Introversion

Introverts good at jobs that require listening, deliberate practice extrovert ideal dominates western society ("the omnipresent belief that the ideal self is gregarious, alpha and comfortable in the spotlight.") According to Cain: solitude is a crucial and underrated ingredient for creativity, and office designs and work plans should allow people to be alone as well as to socialize ---- People who are more quiet make less mistakes, just bc theyre quiet doesn't mean they don't know what theyre doing - they are just levels, and continuous Extroversion isn't the answer for performance

Conscientiousness

Is... Dependable Organized Reliable Ambitious Hardworking Persevering Conscientious individuals value accomplishment striving C is important for ALL jobs! But in particular jobs that organization and accuracy are keys. Value: Accomplishment striving - a desire to complete tasks Tough to gauge in job interviews because everyone "acts" conscientious. Low C employees might be late, or disorganized. These people live longer... less risky. --- They aren't sloppy, careless, lazy Disclaimer about personality- these traits are continuous, you are some strength or level of conscientiousness - on the higher end tend to be perservering etc but the lower end is the other side of the coin not yes/nos dichotomies, they are level s Diego-70/100- competitive, adventurous, c- immature Good to have in the office and at work Of all Big 5 dimensions, Conscientiousness has the biggest impact on job performance. Value: Accomplishment striving - a desire to complete tasks Tough to gauge in job interviews because everyone "acts" conscientious. Low C employees might be late, or disorganized. These people live longer... less risky. ----- Their org commitment is moderate bc theyre dependable, calculate the risks and costs , dependable and preserving so theyd stay with the company- wont switch companies on a whim, the values and morals are alighned then they may be prone to stay - all of these things help you get promoted, advancement, help people stay for conscientious people

Agreeableness

Kind Cooperative Sympathetic Helpful Courteous Warm •Agreeable individuals value communion striving More likely to be with friends, socializing Good for service jobs (e.g., customer service) Not necessarily related to higher performance across various jobs (good for service jobs) Value: Communion striving - a desire to obtain acceptance from others (focus on getting along vs. getting ahead) Can lead to a "positive work environment." ------- diego- competitive can swing to the is not side, immaturity could swing to is not as well (not everyones cup of tea), optimistic, can be encouraging, kind 48/100

Transactional Leadership

Leader rewards or disciplines the follower depending on performance Compared to other theories, Transformational leadership, and Transactional leadership have made the greatest contribution to today's business environment Transactional - stick and carrot

simple structures

Most common form, due to large number of small orgs. Many family-owned businesses, where the owner is the boss and the general manager. Allows for employees to come and go easily. Most common structure we see today bc of how many small businesses there are Easy to replace worker, not a lot of training, low pay cost structure is slow

Neuroticism

Nervous Moody Emotional Insecure Jealous Unstable Don't handle stress well, realize more stress, have an external locus of control (i.e., believe that bad events are due to bad luck/fate.) Second most important when it comes to job perf (behind conscientiousness). Highly neurotic employees tend to gripe. Score low of "gripe index" The opposite of Neuroticism is emotional stability. ----- This one has the negative label, leading descriptors are "undesirable"- the opposite is emotional stability Diego- immaturity, if its emotional or a minor detail can send him into a spiral, competitive, insecure and jealous when they lose , adventurous - FOMO optimisim- N-, 65/100 There are situations where high levels of neuroticism can benefit you vs the opposite

reciprocity

Non profits send you this- the name and address stickers, bc of this one gift people would feel more apt to send money This isn't just for marketers

multi-divisional structures

PRODUCT STRUCTURE CEO-> VP edu toys, VP girls toys, VP boys toys, VP infant toys, VP video games Diverse organizations, like GE Downside is that divisions often don't communicate well or learn from one another (e.g., at Unilever, soaps compete with cosmetics). Also, product lines can compete for resources to a fault. Ex Hasbro or mattel Ex military- tank operator to VP finance Expertise around a product but not across, potential competition hard to define yourself if youre based on a product, the product may not transfer out of org (continouous commitment costs- good for co but good for employee?) hard to artigulate what you did in edu toys that translates to finance Competiiton between products for valuable resources- edu toys can be more influential than electornic gaming bc they play golf etc fight the same customer base, cannabilze each other - can give access to broader target bases too- leverging the same concepts could just add another layer, have a marketing VP of educational toys- who does the functional jobs in the structures can allow you to grow or diversify the product but not bloat if youre stuck in edu toys you can lack variety, how do you add variety if you focus on this one product? Breaking by product- help with customer relationships, specialization about a specific thing to become really knowledgable about the product and market If you have certain rare supplies, can be more helpful to focus on products with specific supply chains Dependent on the industry and system of people Contextualize it for the org and industry ----------------------------------------------------------------- GEOGRAPHIC STRUCTURE CEO-> VP NA, VP Europe, VP Asia, CP middle east, VP Aust Many global organizations (e.g., McDonalds)... Zones, regions, areas, etc. Downside is that regions often don't communicate well or learn from one another. Macro forces out of orgs control (gov't regulations, trade agreements) can impact regions differently. Take advantages of regional preferences Everyone has to know everything, but this ontop of other structures make sense bc of cultural differences- but no one needs too much responciblity Can help with overlap and collaborations - different regions but similar products, can lean on each other more Can be necessary to have these bc of different practices and legal compensations You can still need to be nimble inside your region too- don't need snowblowers in new orleans but in minneapolis --------------------- CLIENT BASED STRUCTURE CEO-> VP govt contracts, Vp direct consumer sales, VP internet sales, VP large co contracts Many Consulting firms. Focused on a client (e.g., the DOD). Risky due to heavy dependence on client success. Loss of leverage when client too successful. Loss of revenue when client fails. Client based Im the supplier for home depot etc within a certain company Good when theres expertise in one area- specialization If youre just working in internt sales how could you handle govt contracts Can be good to have the areas but need some movement too with junior people perhaps Gives a lot of power to one section- ex large internet sales vs direct consumer- can have too much leverage bc you have a lot of people or you only have 1 client you cant lose risky to build a company in this structure with a disproportionate power structure If you are so focused on clients and base entire structure about them- if one customer is so powerful and they go away, you cant give that much leverage to one customer

Consistency

People write out their own appointment cards- more people showing up Find a way to minimize people changing their appointments - its now a contract As a manager you can apply these same tools

personality over time

Personality is relatively stable in the short term (i.e., 5-10 years) but can change over the long term. C, A, go up. N goes down. E and O stay stable after an initial increase IMPORTANT How it changes over time Personality isn't 100% Hardwired, three are are slow changes C,A,O goes up a bit Old adage that the old person is bitter- that's a stigma not research- people become more agreeable as they get older Extroversion changes the least- stays flat extroverted in early teens stays the same Neutoricism goes down and drops over lifetime as the uncertainties have gone away

Culture strength

Pros differntiates the org from others gives employees a sense of org identity facilitates desired behaviors among employees creates stability within the org cons makes merging with another org difficult attracts and retains homogenous employees too much of a good thing= extreme behavior adapting to environment is more difficult Generally, strong cultures are an asset... But it does have its drawbacks... Military strong culture has made it difficult to adapt (e.g., women in combat roles) ---- Strong- brought into the missions Pros- everyone knows what to do, can point to them and say theyre a little different, make sure employees are doing what you want them to do Cons- hard to merge, culture shock

Cognitive Ability - Job Performance / Org Commitment

Smarter people are better at learning and decision making. Complex work develops and exercises our minds. --- Cognitive ability is strong positive to job performance relationship is even stronger with job performance it gets even stronger with jobs that are complex But also weak correlation with org commitment IMPORTANT no affect on the types of commitment- no more or less likely to remain a member of an org smart people go to jobs and it it doesn't meet their purpose they role out- lone wolfs more options to choose from so you wont stay at one place too long - head hunter calls

General Culture Types

Sociability - degree members are friendly Solidarity - degree members think & act alike Fragmented - What a mess (nobody gets along nor thinks/acts alike) Mercenary - Very "Political" orgs (greed); think "what's in it for me." Networked - Highly creative orgs (employees do diff things) - e.g., Mason school faculty Communal - Birds of a feather flock together (Zappos) ------ Different culture types Sociable- how well do they get along Solidarity- alone or in teams --- wm- mason Socialble- high Solidarity- mostly their own entity so they would be communal - between that at networked Mercenary- don't get along well together but are solid, ex investment banking, competetive

basic underlying assumptions

Taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation 3 components, like an onion some are visible on outside and others are hidden underneath OA: Orange apron, warehouse, stack it high merchandise, workshops BUA: Customer's first, do-it-yourself, orange blooded EV: Mission statement, corporate values, vision statement ---- Onion metaphor Culture is like an onion- skin you see, flesh just below, then deep core Skin- observed artefacts- can see, talk about, and touch Flesh- espoused- what explicitly is stated Core- basic assumptions- employees know deep down

Extraversion

Talkative Sociable Passionate Assertive Bold Dominant •Extraverted individuals value status striving Easiest to judge in zero acquaintances Happiest with most any job Status striving - a desire to obtain power and influence others ---- The one you know from the get go of meeting someone - takes time to measure conscientiousness and agreeableness but this is off the top Diego- adventurous, competitive, can be immature (both bold but also shy and childlike) , optimisitic True extraverts get energy from socializing with others 90/100

Disjunctive

Tasks with objective "best solution," member with the highest ability = most influence Disjunctive = trivial pursuit. Good for contexts where a single expert can help the team succeed. Disjunctive- where the objective is the "best solution" ex trivia it doenst matter who is answering, but the person with the highest ability has the most power on the team

"Laissez-faire" Leadership

The avoidance of leadership all together (hands-off leadership) Compared to other theories, Transformational leadership, and Transactional leadership have made the greatest contribution to today's business environment Laissez-faire - just let the employees decide (i.e., no leadership)

Team Composition

The mix of people who make up a team - Member Roles - Member Ability - Member Personality - memeber Diversity - Team Size

Authority

Theres an expert- principle of authority Credible experts more likely to believe

Indulgence

This additional dimension is defined as the extent to which people try to control their desires and impulses, based on the way they were raised. Relatively weak control is called "Indulgence" and relatively strong control is called "Restraint". Cultures can, therefore, be described as Indulgent or Restrained.

Comprehensive Task Interdependence

Very complex. Good: flexibility. Bad: inefficient Ex. Product development for next generation of smart phone. --- Everyones working together across systems and screens, more and more common as orgs become more complex and comprehensive work

flat structure (decentralized)

What are some advantages/disadvantages of this structure? A: Job autonomy; empowerment D: lack of control, lack of supervision When does this type of structure work best? A: Workers who need little supervision. Small firms. Firms that need to be nimble. Common in small orgs Decentralized- we like this bc its simple, you know who to report to and your peers theres equality, no who has the better deal- builds more of a team environment We dislike bc its unilateral- autocracy, there is a king and his court no checks and balances there is a lot of people to manage and maintain not able to restructure that much

tall structure (centralized)

What are some advantages/disadvantages of this structure? A: promotion opportunities, mentoring D: Micromanaging, tough to communicate from bottom to top, lots or management layers w/ big salaries What does this type of structure work best? A: Lots of rules needed. Lots of supervision needed. Large firms, complex firms. Large orgs with need for rules, formalization (eg., McDonalds) Tall structure- a central or hierarchical structure - equality can be toughter to maintain bc of so many layers we like this bc its good if youre at the top this gives a bigger power trip room for improvement and mobility- to rise in the ranks, path to promo everyone has a defined role- know where you fit in the org Pyramid schemes- always more rungs to climb up, build a larger base you can then get to the good stuff a lot of layers- beaurocratic mess, cant just talk to the boss, need to CC everyone in the email chain role of unions and collective bargaining can be hard for the people at the top to communicate to the lower level people bc there wont be a true picture- the BS or disgruntled workers middle managers in an org would be paid more - can run the org with restructuring by eliminating big bands of people- have a top heavy expensive org and when it comes times to cut you cut the middlemen the expensive people in the middle can get cut bc of waning skills, and then theres times when you see orgs make changes

Task interdependence / team performance and team commitment

When team members depend/rely on each other, there is typically higher team-level task performance When team members depend/rely on each other, there is typically higher team commitment. This relationship is even stronger for more complex knowledge work. ----- Becomes more positive as the work complexity grows For simple jobs like fishing-the more interdependent you are it hurts your performance (have your own bait and chair, autonomous and independent in doing this)- hurts performance for a simple job For a more complex job- task interdependence helps Weak posositive effect on commitment, maybe a little stronger with complex

Application - Hiring

Your team needs to add one additional sales representative. You have identified Emily as your ideal candidate. Emily is high energy, competitive, and works for an investment firm in New York. From what you know Emily makes a salary that is competitive for your organization, and is satisfied with her current firm and position. You feel like Emily would give your group and its performance a positive boost and you want to convince her to join your team. How would you convince Emily? Scarcity- an offer that wont last forever, trying to entice you to take this offer to make it not last forever Authority- show background of other people, expertise of the people -show her youre the expert in the decision shes about to make - I too was recruited and im happy here Liking- take her out to dinner, wine and dine Consensus- theres 40 people for this job but we like you a lot these are other people you know/important people here you can work with Consistency- make an offer that fits what she says she wants to be What would it take for you to switch to this firm? - scarcity can offer her what her current firm doesn't have, also reciprocity

Organic organizations

are flexible, adaptive, outward-focused organizations that thrive in dynamic environments Two categories of organizations Ogranic- constant change, need to be flexible see slide for more info

power and influence - job performance / commitment

both have a moderate correlation Effectively using soft tactics have positive effects on performance and commitmnet Hard tactics aren't as successful

team states

cohesion - Emotional bond between team members and to the team itself potency - Confidence of team members that the team can be effective across situations and tasks mental models - Team members share an understanding of the important aspects of the team and its tasks transactive memory - Specialized knowledge is integrated into an effective system of memory for the team Team states are invisible to the naked eye... these are feelings and thoughts in the minds of team members as a result of working together. ----- Cohesion- emotional bonds btw members and the team itself- its good to a certain point overly cohensive teams are problematic, if they get along too well theyre not as good bc theyre too chatting, all the ideas are echo chambers- every idea cant be great- no one would be wiling to play devils advocate

taskwork processes -Decision Making

decision informity -Team members have adequate information about their tasks staff validity - Team members make good recommendations to the team leader hierarchical sensitivity- Team leader effectively weighs recommendations of the team members decision making involves multiple members gathering and considering information that is relevant to their area of specialization, and then making recommendations to a team leader who is ultimately responsible for the final decision. project leader relies on team members to make sound decision, in end they are responsible for decision (which is why most often, the leader of the losing team on The Apprentice hears "You're fired" DI - do members possess the right info for their assigned tasks? SV - do members make good recommendations to leaders? HS- Who does the leader listen to? ---- How effective are teams are when they make decisions on what to do Decision- do you have the accurate info to make a decision Valid- are they good Sensitiviety- are they weighing everyones inputs Doesn't always have to be fair or even just a good job

Linear Team Development

forming, storming, norming, performing, adjourning I.Understand team boundaries and what is expected of team members II.Committed to ideas you brought to the team; unwilling to accommodate ideas of others, which leads to conflict III.Realize need to work together (cooperation); norms & expectations develop IV.Comfortable working in roles; teams is now making progress toward goal V.Members feel anxiety as they disengage and separate VERY COMMON it rhymes - not really how teams develop There is no linear or straight line in teams, its more complex than this

Additional cultural comparison by country - see slide

individualistic / collectivistic power distance uncertainty avoidance masculinity / femininity short term / long term orientation indulgence

moderately effective influence tactics

ingratiation- Use favors or compliments personal appeals- Ask for something based on personal friendship exchange- Offer reward to target for performing request apprising- Clearly explain why request will benefit the target too Ingratiation (makes target like you more) correlation with performance? r = .35 (moderate) with subjective ratings of task performance r = .50 (strong) with interview performance Also known as "sucking up" Apprising differs from rational persuasion in that it focuses on the target and not logic/fact

responses to influence tactics

internalization - behavioral and attitudinal changes compliance - behavioral resistance - no changes (most to least effective) These are how the target (e.g., boss) responds to your requests. Compliance is the most common response. Compliance = ambivalence Engagement = internalization Resistance most common when infleuncer's power is low, or request is unreasonable Students responses-three ways to respond or react to an influence tactic You want the green- agrees with and becomes committed to the request - this is what I want to to - internalization Agrees but with indifference - compliance Opposed to do it, may do it but try and avoid it or not do it at all.- resistance When you approach a target you want to have someone change their behavior and attitude- doesn't want to do the job and now wants to do it How to incentive greens

Pooled Task Interdependence

lowest degree of coordination required Complete work independently, then combine to = group output Ex. Fishermen on boat Ex. your group could split work into 4 equal parts from start to finish; then not interact with each other at all. Ways of task interdependence Four people fishing and pooling catches together- at the end theres 25 fish have 4 lines in the water to catch fish but the production was off, one person got 23 of the fish - if we come back to the docs and it's a dollar a fish, 25 split evenly wouldn't be fair- were they trying hard and just had a bad day or were they goofing off - need to understand the situation and why some people had bad peformane Advantages- one team member carries the load with bad days Multople lines in the water- opps for success If we all have a good day, theres a lot of fish

sequential task interdependence

mild degree of coordination required tasks done in prescribed order; members specialize in tasks interaction only between 2 members next to each other in line EX. traditional assembly lines EX. groups: 1 interview -> 2 IV items -> 3 collect data -> 4 spreadsheet -> 5 make slides -> 5 present. Different members have different jobs. ------------- Making sandwiches at jersey mikes Pass the sandwiches down the line - working in a sequence Advantages: Divided the work into fair and equal parts- if the meats not on the bread you know who to hold accountable Allows for people to become experts in their specific task Disadvantages: If someone doesn't show up people have to take on the jobs of the other for the same level of pay - work still has to be done Become repetitive over time and then become boring - no variety or significance

Reciprocal Task Interdependence

moderate degree of coordination required Member tasks are still specialized, but members interact with a subset EX. Design of a custom home, coord between sales, customer, architect, engineers, etc. ----- Construction company Each person talks to each other- architect, gen contractor, interior designer, home security work together and reciprocal- little bits of pieces, handing the project back and forth in stages Member 1 and 2 work closer and then they transfer it to member 3 and 4 passing of hands between groups - don't need the designer anymore for the home security

teamwork processes / team performance and commitment

moderate performance strong commitment Team work processes- during the basketball game The better the processes the higher the performance and better the much higher the commitment deosnt mean everyone is cohesvice- just in place to get stuff done and way to identify issues and move past them

transformational leadership - job performance / org commitment

moderate with performance strong with commitment Create vision, instill pride - task performance, citizenship goes up Commitement- strong positive, at least two types

influence tactics

most effective: rational persuasion, consultation, inspirational appeals, collaboration moderately effective: ingratiation, personal appeals, exchange, apprising least effective: pressure, coalitions Most effective when used in combination with each other, and when "softer" tactics are used (ones in green) Stuff leaders employ or try to get the people to go along with them Green- soft tactics, the kill them with kindness, draw more flies to honey etc soft-spoken leader, look at target and see what would be most responsive and beneficial - the soft tactics Hard tactics- pay them, pull fire alarms, use the tactics bc you have the power, quickly and nip it in the bud Soft tactics- take more time to get them on your side Yellow- some of them are softer tactics but the others and red are hard tactics, getting someone else to do your dirty work etc, may accomplish what you need to do but not as effective As soon as you give an employee a bonus to do something, youre stuck there - if you change the way an employee thinks about something it can be more effective and appealings

Nature vs. Nurture

nature - your genes nurture- your experiences both impact ability •Twin Studies ๏About ~ 50-60% of variation in ability is due to genetics, though the % varies by different types of ability Cog ability: about half genes, half nurture (e.g., schooling, job, hobbies, childhood health behaviors) Based partly on nature and nurture- like personality Based on twin studies

least effective influence tactics

pressure- Threats and demands; can only lead to short term benefits coalitions - Enlist other people to help influence the target

mechanistic organizations

๏Mechanistic organizations are efficient, rigid, predictable, and standardized organizations that thrive in stable environments High levels of work specialization, and high levels of formalization = mechanistic now of two categories of organizations see slide for more info

most effective influence tactics

rational persuasion- Use of logic and fact consultation- Allow target to participate in deciding how to carry out request inspirational appeals- Appeal to target's values, creating emotional reaction collaboration- Provide resources to target, makes it easier to complete request Influencing behavior in general. If an employee wants to get the target (e.g., boss) to agree to something, these are most effective ways. How can these be used to convince the boss to have a holiday party for the org? Rational persuasion is most commonly used IT. It shows that a request is important and feasible Insp appeal, influencer must know something about target (e.g., values, hobbies, passions, personal interests) Consultation increases commitment from target who has "ownership" in decision These tactics mostly take advantage of personal power, and not necessarily org power. They are "softer"

consensus (social proof)

reading reviews about a product before you buy

Liking

sharing something in common

espoused values

the beliefs, philosophies, and norms that a company explicitly states 3 components, like an onion some are visible on outside and others are hidden underneath OA: Orange apron, warehouse, stack it high merchandise, workshops BUA: Customer's first, do-it-yourself, orange blooded EV: Mission statement, corporate values, vision statement ---- Onion metaphor Culture is like an onion- skin you see, flesh just below, then deep core Skin- observed artefacts- can see, talk about, and touch Flesh- espoused- what explicitly is stated Core- basic assumptions- employees know deep down

Non-Linear Team Development

the linear development from last slide is less likely when teams are formed with clear expectations of team & members (ex. our class). Development is more likely NONLINEAR First meeting: make assumptions and patterns for first half of group lifespan Midway point: paradigm shift -- realize that you need to change the plan to finish on time Basically, we are lazy up to the midpoint, and then we get ourselves into high gear! ---- This is more accurate Inertia changes due to a higher equilibrium

observable artifacts

the manifestations of an organization's culture that employees can easily see or talk about 3 components, like an onion some are visible on outside and others are hidden underneath OA: Orange apron, warehouse, stack it high merchandise, workshops BUA: Customer's first, do-it-yourself, orange blooded EV: Mission statement, corporate values, vision statement ---- Onion metaphor Culture is like an onion- skin you see, flesh just below, then deep core Skin- observed artefacts- can see, talk about, and touch Flesh- espoused- what explicitly is stated Core- basic assumptions- employees know deep down

Team Size

the more the merrier vs too many cooks spoil the pot •It depends on the type of team. More is better for management and project teams because work is more complicated. Production teams engage in more routine tasks, so additional members results in coordination and communication problems. Too many can lead to social loafing. Optimal number is often around 4 or 5, but it depends. "If a team can't be fed by two pizzas, it's too large." - Jeff Bezos CEO Amazon ----- Don't want it to be too big- too hard to manage, social loafing and shirking, personality clashes etc but also too few its easy to burnout or cut corners, group think Need to find the sweet spot The perfect team size is about 5 (4-6), go with 5 and then assess the situation Take a stab and 5 is the central point

taskwork processes - brainstorming

tips: ๏Express all ideas that come to mind on paper ๏Go for quantity of ideas rather than quality ๏Don't criticize or evaluate the ideas of others ๏Build on the ideas of others Brainstorming fails because: social loafing, easy to criticize, production blocking Brainstorming to come up with ideas- its flawed, there are extraverts who blab the whole time and then there are more introverted people can get lost in the cracks ------- Brainstorming fails because: social loafing, easy to criticize, production blocking Nominal group technique- decreases social loafing, production blocking. Better way is nominal group technique Instead of brainstorming, everyone wrote down on paper an idea- come up with as many ideas as you can and then one by one read the idea aloud and discuss it - gives each idea an equal share Same benefit that brainstorming is suppoed to but doesnt have someone dominating like brainstorming This can help minimize losses and maximize gains

teamwork processes - chart

transition (between task work) - analyze mission, formulate strategy, specify goals action (during task work) - monitor progress, coordinate efforts, helping behaviors interpersonal ( between and during task work) - motivation building, emotion management, conflict management : task conflict and relationship conflict Teamwork = These interpersonal processes help facilitate taskwork teamwork processes: refer to the interpersonal activities that facilitate the accomplish team's work but don't directly involve task accomplishment TRANSITION: activities that focus on preparation for future work; important before and between periods of taskwork (e.g., halftime in sports; hotwash in the military) ACTION: important as the the taskwork is being accomplished (e.g., face-to-face meetings) INTERPERSONAL: important before, during, and between periods of taskwork; manner in which team members manage relationships Relationship conflict: disagreements among members in terms of interpersonal relationships or incompatibilities of values Task conflict: disagreements among members about team's task Conflict can be + to a point (if too high = disruptive). IN STUDENT TEAMS: + because fosters information sharing & leads to superior solutions to problems. Better resolved if address conflict proactively, rather than passively. Also there is higher sat with conflict handled in agreeable manner ----- Can impact how well teams perform - all of these combine for teamwork processes Transition process- call a time out, to transition from offense to defense etc, halftime Action- when youre on the court playing the game, the action occurs Interpersonal- is the team getting along,

restructuring -> job perfomance/commitment

weak correlation with performance moderate with commitment Chang leads to uncertainly about job security. Also, many inefficiencies combining legacy systems and operational practices. If you do have to go through restructuring there are negative effects- complexities and complications can shock the system

person-org fit-> job performance/commitment

weak correlation with performance strong correlation with org commitment Up to 1/3 of people leave within 90 days of starting because of unmet expectations Person/org fir- how well do you fit Ask the culture question- tell me what a typical day is like, tell us if you fit Strong relationship with commitment- need to assess fit with co

How do we "get" personality...

๏Between 35% and 50% of our personality is predetermined by our genes ๏Personality is determined by a combination of: ๏Heredity (genes) ๏Environment (culture, norms) ๏Situation (constraints on behavior) About 50/50 of who we are comes from parents and the other half is from nuture- how we were raised etc Personality is determined by those two things

process gain

๏Cooperation Knowledge Sharing synonmous with "synergy"

•So, what personality traits do we focus on?

๏Most personality traits cluster around 5 dimensions ๏The Big Five: Conscientiousness (e.g., organized, dependable) Agreeableness (e.g., tolerant, warm) Neuroticism (e.g., anxious, irritable) Openness to experience (e.g., curious, creative) Extraversion (e.g., outgoing, talkative) OCEAN- researchers have focused on these 5 dimensions that scientists have condensed to these distinct dimensions Mom- caring/loving, introverted, orderly/strict, intelligent DIEGO: Competitive Optimisitc Adventerous Immature smart Personality is innate to a person but it is manifested publically one person taking the test about themselves or have others who know you take it bc that hows your personality manifests itself Personality self reported vs someone else

Process loss

๏Production Blocking ๏Social Loafing ๏Motivation/Coord loss Losses- Blocking etc

•Use of emotions

๏The ability of an individual to harness emotions and use them to improve their chances of being successful in a given area E.x (high)., psyching yourself up to finish a big project. --- Good at connecting and looking into the other person Presidents are good at this stuff-make you feel like the most important person in the room - good use of emotional intelligence

Other awareness

๏The ability of an individual to recognize and understand the emotions that other individuals are feeling Ex (high). Ability to understand when a coworker is confused about something. Ex (low). Telling a grieving widow to "get over it." ---- Recognize others emotions- look at the other and know how they feel, once you know the answer you know how to react, how to handle the situation

Self awareness

๏The ability of an individual to understand the types of emotions he/she is experiencing, the willingness to acknowledge them, and the capability to express them accurately Ex (low). Someone who says "nah, I am not scared" on their first day at a new job. Ex (high). Being sad at a funeral and quietly weeping ----- Self awareness- ability to be aware of yourself and your own emotions, Know how youre feeling, how you should be feeling- display emotions in an appropriate way- doing what youre supposed to be doing

Emotion regulation

๏The ability to quickly recover from emotional experiences and control one's feelings Ex (high). Not responding to aggressive driver with road rage. Ex (low). Nott being able to regain your composure after weeping at a funeral --- Ability to quickly recover from emotions or something that has happened when youre feeling a high emotion

Transformational Leaders are (4 I's or dimensions of transformational leadership)

๏are charismatic (Idealized Influence) ๏create a shared vision (Inspirational Motivation) ๏are seen as agents of change (Intellectual Stimulation) ๏support & coach followers (Individualized Consideration) The secret sauce to leadership follower focused, vision driven, humble approach

Inspirational motivation

•: create shared vision •"The leader articulates a compelling vision of the future." Motivation- vision of the future, I see where were going, it a process not just a job

Member Ability

•Abilities (cognitive, emotional, physical) are valued based on the type of team task ๏Additive ๏Disjunctive ๏Conjunctive Additive: Team member contributions add up (e.g., girl scouts selling cookies) Disjunctive: There is a best solution (e.g., answers to trivial pursuit) Conjunctive: Pit crew (weakest link) --- Different types based on ability

Emotional Intelligence

•An ability that influences the degree to which people tend to be effective in social situations ๏Self awareness ๏Other awareness ๏Emotion regulation ๏Use of emotions Some people are smart, but are unable to be effective in situations involving other people. ----- Is emotional intelligence separate from cognitive intelligence? - contested, not the ability to do quick calc, ability to understand and read the room These four types have demonstrated empirical differences

Member Roles

•Another consideration in composing teams is filling out different roles team task roles team building roles individualistic roles Can also think of teams as the roles they fill Task completion, social roles, selfish roles we see people gravitate to different roles Devils advocate- teams with a person who says no or why things aren't a good idea, more time etc- this is the least popular person on the team but they help bc they expose the reality, mitigate groupthink, challenge assumptions with new perspectives - keep the edge sharp, highly creative (Stars) They are helpful to teams but no one likes them- you need to recognize that people may not like you, have some thick skin and be persistent

Cognitive Ability

•Capabilities related to the acquisition and application of knowledge in problem solving General Mental Ability "g": verbal ability: •Oral & written comprehension •Oral & written expression quantitative ability - •Number facility •Mathematical reasoning reasoning ability - •Problem sensitivity •Deductive reasoning •Inductive reasoning •Originality spatial ability - •Spatial orientation •Visualization perceptual ability - •Speed & flexibility of closure •Perceptual speed •Patterns of information Knowledge and problem solving IQ Verbal: (important for jobs that require understanding and communicating ideas and information to others) execs, therapists, entertainers Quant: CFOs, statisticians, Cashiers, accountants, bankers, Financial planners, analysts Reason: (problem solving jobs) Detectives, Surgeons, Judges Spatial: Pilots, Photographers, Interior designers Perceptual: Musicians, CIA agents Verbal- speak, write, communicate - politics, pastor, lawyer, sales, - maintained a high level of importance Quantative ability- numbers, maths- accountants, big data, analyze lots of number Reasoning - epidemiology, consulting, research Spatial ability- pilots, dentists and medical, architect/artist Perceptual- athletes, hand eye coordination, musician, rocket science, dare devils, engineers Theres more under the layer of skin than you can imagine about cognitive ability Knowing what the job requires helps you hire the right person Knowing what youre good at can also help you Cognitive ability gives confidence that you can handle a lot of complex situations when they are throw at you Strongest tool in the toolkit

changing a culture

•Changes in leadership •Mergers and acquisitions •New ventures •Change processes, procedures (very difficult) Easiest to change symbols and structures... Do need to change, ways to do it

Positive affectivity (PA) / negative affectivity (NA)

•Positive affectivity - "glass half full" •Negative affectivity - "glass half empty" These are traits that are hardwired or consistent Debbie downer- negative affectivity

How important is Structure?

•Changes to an organization's structure can have negative effects on the employees who work for the company, at least in the short term ๏The process of changing an organization's structure is called restructuring ๏Change is hard, complex. Article Change is hard, no one like it Can be disruptive and hard, when orgs do restructure there are neg affects on performance and commitment at least in the short term

contingencies of power

•Contingency: situation that increases/decreases power substitutability, centrality, discretion, visibility High speed cable internet has no substitute, so we pay whatever they charge. (Note - I used to have more power pre-internet due to my music knowledge) Leaders who play central roles and connect with many others have more power Leaders who have the authority to make decisions and not be guided by formal rules have discretion (Note - at HD I could decide up to $10k how to take care of customer issues) Leaders who can visibly display their power (e.g., Sherriff's badge) have more power. Few contingencies- things that can directly increase or decrease power substutability- as soon as you don't have to use this one thing, this is less powerful Competition- the availability of subsititutes reduces power, more people with knowledge etc Centrality- people who are in the center with their hands in a lot og jars have a lot of power- holding the secret gives juice, but in the periphery it's a less powerful position - on the periphery is less power than the middle Discression- leader with freedom in making decisions, more policies in place to make sure people aren't misbehaving Visibility- as soon as you know about the power the police officer has- visibility is power, as you hide it its less power, a lot of leaders like presidents parking

Organizational Structure

•Formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company •An organizational chart is a drawing that represents every job in the organization and the formal reporting relationships between those jobs Structure is one way the organizations can shape employee attitudes and behaviors. "Who reports to whom" "Who works with whom" "Who does what"

What You Can Do Starting Tomorrow (L. Block reading)

•How do Block's suggestion relate to or differ from Transformational Leadership? The four "I's" or dimensions Block article Youre not just a plbumber you are making someones lives better and their quality of life- same work but different more meaningful mindset 1. give your work meaning 2. trust your people 3. hire only people who are better than you 4. dont confuse development with managing performance 5. focus on the two tails 6. be frugal and generous 7. pay unfairly 8. nudge 9. manage the rising expectations 10. enjoy- then go back to 1 and repeat The four "I's" or dimensions 3. Its counterproductive if you maintain sole expertise- need to hire people who are better, wont lose your job but its better for trust etc - different angles surround yourself with challenging people 4.iF you allow ownership and show the data and compare- theyre starting to learn and understand the intricacies - part of development and learning not just a sit down 7.Pay top performaers for performance and show under performers how to reach their outcome

Decision Making Styles

•In addition to specific behaviors, leaders can be separated by the style they use when making important decisions ๏Focus on how a leader decides, not what the decision is •These styles vary in how much control is retained by the leader, and how much control is given to the follows Does leader focus on self, or others when making decisions? HIGH LEADER CONTROL autocratic- Leader makes decision alone consultative - Leader consults followers, then makes final decision alone facilitative- Leader's vote gets the same weight as anyone else's vote delegative- Employee or team make the final decision HIGH FOLLOWER CONTROL When use Autocratic style? When employees have low ability or low motivation When use delegative style? When followers have high ability or high motivation High leader control-autocratic style unilateral, dictatorship firefighter chief- giving them the decision- a lot of expertise over novices, also the military, in times of crisis power is given to the president dd time is of the essence kindergartners teachers- you run the risk of them running all over you bc you gave them the option High follower- delagative style even tho im the boss I want you to make the decision smaller insignificant decisions- let them handle it, but if it's a big deal leave decisions to more specialized people- anesthesiologist in an operating room when theyre in pain vs surgeon if no one has expertise then they can turn to the collective Decisions that aren't significant- better to consult or make an autocratic decision? better bet is to make the employees make the decisions, if its not trivial or insignificant then they can own the decisions themselves Consultative style- slippery slope, everyones opinion but I will make the final decision people may not feel like they actually get a say bc they may not take someones advice into account --- how to decide when to use what decision making style- see slide for chart

Leader traits

•Individual traits are more predictive of leader emergence than of leader effectiveness Personality Traits are only weakly correlated with effectiveness (it takes more than the right personality to be an effective leader) Emergence- what is it about them that allows them to rise to the top- who is recognized as the leader Effectiveness- the good stuff, building trust etc- who actually gets stuff done Consientousness and agreeableness- high levels agreeablemess, people like you and it's a popularity contest, need to view it as constructive feedback that will help them develop not just they wont like me anymore Conscientiousness- they may have a tough time delegating bc theyre a perfectionist and want to do it themselves - tough time giving up control Other traits have both Traits that have positive associations with both

Transformational Leadership

•Involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives. •Heightens followers' awareness of the importance of certain outcomes while increasing their confidence that those outcomes can be achieved. Job sat, creativity, self-efficacy What gets transformed is the way followers view their work. Focus more on collective good than self. It factor- at the end of the day leaders that are good and effective about what they do its not about results Transformational leadership - the best way •More of a motivational approach to leadership compared to: transactional leadership and laissez faire leadership

cohesion

•One of the most publicized examples of groupthink Too much cohesion can lead to groupthink ---- Groupthink- the challenger explosion Engineers that knew there was a problem with the O rings and malfunctions- afraid to be devils advocate or the one that says wait a minute - cohesion kills No rank for people flying in the cockpit

Measuring Cognitive Ability

•One of the most widely used measures of general mental ability is the Wonderlic Personnel Test ๏50 questions in 12 minutes ๏Score of 10: Indicates literacy ๏Score of 20: Average (equivalent to an IQ of 100) The SATs - football players use Wonderlic Mearurement of your oral ability, reasoning, verbal, spatial etc tap all the different types of ability Orgs are trying to figure out how to use these Why does the NFL make their players take this test?- perceptual and spatial ability, want the players to think on their feet, communicate, process info

Team Processes

•Reflect the different types of communication, activities, and interactions that occur within teams that contribute to their ultimate end goals. process gain process loss Team characteristics (ch. 11) influence team processes Process gains- when teams get together they will either have gains or losses The gains are the good stuff- synergy (magic when the team is put together) The losses are the crap- inefficiency ----- *potential team performance + process gains - process losses = actual team performance goal : maximize process gains while minimizing process losses* IMPORTANT potential of team performance + gains - losses = performance Basektball team- everyone scores 20 points a night- 80 points average When youre put together hopefully there are gains over 80 points or fewer losses than gains- the outcome is actual team performance If you only fight or ball hog, and you only scored 70 points- process lossess are bigger than gains, but if you scored 100 points a night then its gains Anything above average- process gains Anything below average - process losses Goal is to maximize gains and minimize losses ------ taskwork processes teamwork processes team states Taskwork = activities that relate to accomplishment of team tasks These terms are straightforward- the stuff that happens on teams, a lot of it is based on the tasks, state theyre in at the begininning, the team work state The greens and red

Ability

•Relatively stable capabilities people have to perform a particular range of different but related activities ๏Cognitive ability ๏Emotional ability ๏Physical ability ๏Abilities refer to what people can do. Cognitive ability - acquisition and application of knowledge in problem solving Emotional ability - ability to be self aware, and read others' emotions Physical ability - ability to use body

Day-to-Day Behaviors

•Research then transitioned to examining their daily leadership responsibilities •Think of leaders you have known on jobs you have had in the past. What kind of behaviors did they engage in? What is it that highly competent leaders do? What are some of the behaviors and things they do that they are good communicate well about goals, structure etc asking the team for their input- I trust you, yuore skilled etc ------ •There are two broad dimensions that encompass most leadership behaviors: Consideration - create a climate of concern and communication, create relationships of trust, respect, and considering employee feelings the what can I do to create a climate where these employees trust me and I don't have to tell them what to do more expertise, where can I trust that people will deliver If I give them enough rope to do the job creativity and innovation- need more consideration than assembly line no systematic structure when youre creating ciricculum Initiating structure-defining and structuring roles of employees, directing activities tell everyone what they need to do today assembly lines retail low skill tasks- routine things - explicit knowledge variance and creativity can be risky- these are set steps that are to be taken ------ 8 behaviors can boil down to 2 C - e.g., The "kind and compassionate" owner What type of environment would this type of leader thrive in? IS - e.g., The "hands on" foreman (or "micromanager"). Good for productivity. What type of environment would this type of leader thrive in? Military What's the right mix? Depends on readiness of employees to handle tasks

Time-Driven Model

•Scientific support: ๏In one study, following the model resulted in effective decisions 68% of the time. Not following the model resulted in effective decisions 22% of the time. ๏Leaders' instincts often violate the model ๏Leaders overuse consultative styles and under-utilize autocratic and facilitative styles But, is this model always practical? 2/3 good bump if you follow the model Its not super practical bc there are grey areas in the model - she has access to expertise even if she doesn't have expertise

Cultural Values

•Shared beliefs about desirable end states or modes of conduct in a given culture ๏Personality is 50/50 genes and environment ๏Cultural values provide societies with their own distinctive personalities ๏Why study culture? Reflect the way things should be done in a given society Adhering to cultural values means you are likely to fit in... Going against means you may stand out... Ethoncentrism - my culture is "right" and theirs is "wrong" Culture is the way things should be done in a society

Basic Underlying Assumptions

•Taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation E.g. safety at NASA, innovation at IDEO Not readily apparent (i.e. least observable part of culture) Aspects that are most long-lasting and difficult to change --- Things that are deep engrained - when theyre so deep associates and employeed need to act on them without discression -- Hurricane Katrina. A customer in need can have generator, cleaning supplies, tarps etc for free. No questions asked. Right thing to do Strong cultures have deep engrained philo so employees know how to act in a given situation Let customers win the little battles

Conjunctive

•Team performance depends on the "weakest link" Conjunctive = pit crew in racing https://www.youtube.com/watch?v=hYSWCYBdaxY. Good for contexts where a single member can't harm team success. Conjunctive- weakest link, if one person cant do the job then the whole thing falls apart ex pit crew in autoracing- if a tire guy screws up its bad

Espoused Values

•The beliefs, philosophies, and norms that a company explicitly states Often through mission statements, or corporate values. Facebook's mission is to give people the power to share and make the world more open and connected. People use Facebook to stay connected with friends and family, to discover what's going on in the world, and to share and express what matters to them. --- Things we explicitly state- mission and vision state Core values are in the wheel - explicitly stated so the customers and associates know whats happening ---- Often through mission statements, or corporate values. Clear, concise, to the point If you want employees to know the mission, make it like this Often through mission statements, or corporate values. Wm mission- comprehensive, long- need to be tight and crisp Needs to be one sentence, one bullet point

Leader Effectiveness

•The degree to which the leader's actions result in achievement of goals, commitment of employees, and development of quality leader-member dyads How does it differ from leader emergence? (Answer: Emergence is simply who rises to the top, but has little to do with achievement once he/she gets there) IMPORTANT definition The followers High quality dyads- relationships that are high quality- trust, open lines of communication, positive attitudes

Intellectual stimulation

•challenge followers •"The leader gets others to look at problems from many different angles." Intellectual stimulation- view problems from other angles, creative solutions- design thinking for leaders

Observable Artifacts

•The manifestations of an organization's culture that employees can easily see or talk about ๏Symbols ๏Physical structures ๏Language ๏Stories ๏Rituals * Ceremonies there are 6 major types of artifacts (this is how employees learn about the culture) 1. symbols - logos. What company logos stand out to you? why? what do they mean? (ex. Nike swoosh: speed, movement, velocity; apple - newton discovering gravity under a tree, innovation) 2. physical structures - does top management work in a different building or section? is it sterile looking, void of personality etc...? Do people decorate offices? offices, cubes, open space 3. language - jargon, slang, slogans on walls (CPC - cost per click at Yahoo) 4. stories - anecdotes, accounts, legends, myths 5. rituals - daily or weekly planned routines (New Belgium Brewery - case of beer at 1st year mark) 6. Ceremonies - formal events (ex. ground breaking for hospital; burning 800 pg. employee handbook at Continental airlines) Ask about Nike, Apple, and Google Just do it Think Different Don't be evil --------- Symbols- the brand, calender of events posted, orange apron- safety, construction site- youre doing a job that's why you come to home depot Physcial- tall ceilings, sodium lighting, diamond polished floor- not a posh lighting store but warehousing and industrial Want people to see the tall stacks of grass seed to show that that place has a lot of stuff Language- lingo used that's internal to the workers, doesn't transfer Stories- Rituals- whats that spell cheer, done 10x a week about legends with crim dell, griffin symbolizes WM, wren building (history, tradition, longstanding) etc , cipher

Organizational Culture

•The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees •Psychologists refer to it as "Climate" •Employees mention it as "the way things are done around here." 3 important components: culture is shared knowledge learned through other employees, it tells employees about the rules, norms and values of organization, and it shapes and reinforces certain attitudes and behaviors by creating a system of control over employees we are all concerned with it. reason we ask "so...what's it like there?" interviews not very valid but do show culture & fit. Culture is synonymous with "organizational climate." ---- Cuture drives behavior of employees- allows them to know what to expect and signals to customers and vendors Last bullet point especially

Leadership

•The use of power and influence to direct the activities of followers toward goal achievement. •Leaders impact followers: ๏Interpretation of events ๏Organization of activities ๏Relationships with other followers ๏Access to resources and support Can think of leadership across a continuum Is leadership a positive thing or is it just influence that's asserted? ------- •There are many different kinds of leaders in organizations, but they all have one thing in common: ๏They possess "power" ๏How do the get power? Power is an ability to control resources Can think of leadership across a continuum All leaders possess power- akin to influence

Team Interdependence

•The way members of a team are linked to one another ๏Goal interdependence ๏Outcome interdependence ๏Task interdependence •How interdependent is your project team? Goals - unite via a mission statement Outcomes - unite via same rewards, incentives Tasks - unite via same duties, responsibilities. -- basketball team Goal- to win games (win or lose as a unit) , maybe to win a championship or tournament Outcomes- wins and losses, team morale, stats, attendance etc Task interdependence- play, take shots, call time outs etc - different levels of interdependence across these three ways Degree of coordination increases and the level of task interdependence increases

Sources of Power

•There are five general sources of power within two categories:- lead to the ability to influence others Organizational power - legitimate power - reward power - coercive power Personal power - expert power - referent power Most powerful leaders possess all 5 types of power. Power comes from different perspectives Org power- power from the org bc of a title, a badge or some sour of clout from the org that allows you to tell people youre the boss legitimate power-title Reward- hand out rewards Coercive- hand out punishments Personal- from personal qualities Experts- people who are knowledgable, a go to person for info- becomes power, not from the org but a person Referent- popularity, most popular person in HS- that power As you go up the chain, which one becomes more powerful? Can you be friends in charge? Whats the right balance? Harness power in an effective way- someone who wields more org or personal power? Walk the line and do both? Org power- efficiency, policies to be enforced to run smoother and fairer Personal- built trustworthiness in people bc they like you and have the best intentions is important

Teams

•Two or more people who work interdependently over some time period in order to accomplish common goals related to some task-oriented purpose •A specific type of "group" ๏Groups are just a collection of two or more people Approx 50% of employees work on a team Teams- two or more people who work together on a task oriented purpose groups- collection of multiple people teams- common goal •What do teams do? (Team types) •How do teams develop? (Team development) •How do teams interact? (Team interdependence) •Who is on the team? (Team composition)

Psychological Safety - HBR

•What is it? •How do we get there? •How can we measure it? ๏Survey item: "How confident are you that you won't receive retaliation or criticism if you admit an error or make a mistake?" psychological safety, the belief that you won't be punished when you make a mistake. Studies show that psychological safety allows for moderate risk-taking, speaking your mind, creativity, and sticking your neck out without fear of having it cut off — just the types of behavior that lead to market breakthroughs. ---- This is the secret sauce for team performance, teams that embody this are crushing teams where this doesn't exist - DO WHAT YOU CAN TO FOSTER PSYCHOLOGICAL SAFETY ON TYOUR TEAM Psychological safety- lack of fear of punitive actions for doing something bad or wrong (intimdating and fear tactics don't foster this)- teams where members feel safe Be consistent, focus on behaviors and outcomes Talk about failure and show failures- don't ostracize them, leaders show vulnerability to enable other members to be the same Reassurance could be a component Don't only celebrate the successes- need to care about the processes not just outcomes, celebrate the process Make sure youre measuring psych safety- have an actual survey - if a team can complete a survey anon a leader can collect them and start to understand what people are thingking about psych safety- how confident you are that you wont receive retaliation or criticism for misakes One thing to instill it but another to actually measure it Elon musk- tries to launch rockets and land them on barges, most of the time this blows up on landing but he makes a greatest hits of the explosions- want to be excited about failure bc its progress- trying to make a difference bc thats what counts This is a whole different mentality - want to say whatever you want without the fear of critiziing If you didn't worry about how you are going to sound - you can find a way to remain safe How do we do this: Consistent in demonstrating safety, emphasizing behavior over outcomes- important point, the greatest inhibition about starting a business is the fear of failure- just try and fail fast, don't care about failing as long as you try and succeed - focus on the shots and hopefully the outcomes will follow

Team Types - see slide

•Work teams • Management teams • Parallel teams • Project Teams • Action teams Kinds of teams in orgs

Idealized influence

•charisma •"The leader instills pride in me for being associated with her." Infleunce- youre proud, the person has the charisma and appropriate swagger, not arrogant, competent and confident

Individualized consideration

•coach/nurture followers •"The leader spends time teaching and coaching." Consideraton- coaching, spending time teaching and nurturing, cant just do autocratic decision making

Teams

•o teams really help? •Who is better at building towers: B-school students or Kindergarteners? B-schoolers think there is one best solution, and work too hard trying to figure that out. K's just try things, and see what works...