MNGT 5590 Organizational Behavior Week 5: Chapters 7, 8, 9 Dr MNGT 5590 Organizational Behavior Week 5: Chapters 7, 8, 9 Dr. George Reid

Chapters 7 – 8 – 9 discussion (1 hr) Summarize data in teams (1 hr) Agenda Mid-Term Exam (1 hr) Break Chapters 7 – 8 – 9 discussion (1 hr) Summarize data in teams (1 hr) Wrap-up (10 min) 11/29/2018

Chapter 7: Decision Making and Creativity Chapter 8: Team Dynamics Chapter 9: Communicating in Teams and Organizations

Decision Making and Creativity Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Rational Choice Decision-making Process 2. Choose the best decision process Subjective expected utility

Making Choices: Rational vs OB Observations Rational Choice Paradigm Assumptions Observations from Organizational Behavior Goals are clear, compatible, and agreed upon Goals are ambiguous, conflicting, and lack agreement People are able to calculate all alternatives and their outcomes People have limited information processing abilities People evaluate all alternatives simultaneously People evaluate alternatives sequentially more

Making Choices: Rational vs OB Observations (con’t) Rational Choice Paradigm Assumptions Observations from Organizational Behavior People use absolute standards to evaluate alternatives People evaluate alternatives against an implicit favorite People make choices using factual information People make choices using perceptually distorted information People choose the alternative with the highest payoff (SEU) People choose the alternative that is good enough (satisfice)

Emotions and Making Choices Emotions form preferences before we consciously evaluate those choices Moods and emotions influence how well we follow the decision process

Intuitive Decision Making Ability to know when a problem or opportunity exists and select the best course of action without conscious reasoning Intuition as emotional experience Gut feelings are emotional signals Not all emotional signals are intuition

Choosing Alternatives Better Systematically evaluate alternatives against relevant factors Be aware of effects of emotions on decision preferences and evaluation process Scenario planning

Normative Decision Model QUALITY ACCEPTANCE Individual/expert Autocratic Consultative Group/democratic Normative Decision Model

Inspiring Creativity - benefits Solve social problems Fulfills a human need Appeals to aesthetics – arts, technology, aesthetics Business value

Creative Process Model Verification Illumination Incubation Preparation

Characteristics of Creative People Cognitive and practical intelligence Persistence Subject knowledge/experience Independent imagination Independent imagination includes: Higher openness to experience personality Lower need for affiliation motivation Higher self- direction/stimulation values Characteristics of Creative People

Creative Work Environments Learning orientation Encourage experimentation Tolerate mistakes Intrinsically motivating work Task significance, autonomy, feedback Open communication and sufficient resources Unclear/complex effects of team competition and time pressure on creativity

Creative Activities Revisit abandoned projects • Explore issue with other people Redefine the Problem • Storytelling • Artistic activities • Morphological analysis Associative Play • Diverse teams • Information sessions Internal tradeshows Cross- Pollination

Team Dynamics Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

Teamwork at HFT Investment Management Co. HFT Investment Management Co. Ltd. believes in the “value derived from teamwork.” The Shanghai- based investment fund company makes all investment decisions in teams.

What are Teams? Groups of two or more people Exist to fulfill a purpose Interdependent – interact and collaborate Mutually accountable for achieving common goals – influence each other Perceive themselves to be a team

Many Types of Teams Long-term - function/department Project teams Ad hoc – problem solving Geographic Immediate/goal – e.g., interview team

Team Advantages/Challenges Make better decisions, products/services Better information sharing Increase employee motivation/engagement Challenges Process losses – resources needed for team maintenance Social loafing – members potentially exert less effort in teams than alone

Team Effectiveness Model Task characteristics Team size Team composition Team Design Rewards Communication Org structure Org leadership Physical space Organizational and Team Environment Accomplish tasks Satisfy member needs Maintain team survival Team Effectiveness Team development Team norms Team cohesiveness Team trust Team Processes

PSA Peugeot Citroën’s Team Space PSA Peugeot Citroën set up an “obeya room” to speed up team decision making. Plastered with charts and notes on key issues, the space encourages face-to-face interaction to quickly resolve issues.

Organization/Team Environment Reward systems Communication systems Organizational structure Organizational leadership Physical space

Team Size Smaller teams are better because: less process loss -- need less time to coordinate roles and resolve differences require less time to develop more engaged with team – know members, more influence on the team feel more responsible for team’s success But team must be diverse enough to accomplish task

Stages of Team Development Forming learn about each other; evaluate membership. Storming conflict; members proactive, compete for roles. Norming roles established; consensus around team objectives and team mental model. Performing efficient coordination; highly cooperative; high trust; commitment to team objectives; identify with the team. Adjourning disbanding; shift from task to relationship focus.

Team Building Formal activities intended to improve the team’s development and functioning Types of team building Clarify team’s performance goals Improve team’s problem-solving skills Improve role definitions Improve relations

Team Norms Informal rules and shared expectations team establishes to regulate member behaviors Examples: How will we insure participation/contributions How will we resolve conflicts What to do about leadership How to share work and leadership How to evaluate our own effectiveness

Team Cohesion and Performance High cohesion teams usually perform better because: Motivated to maintain membership and achieve team objectives Share information more frequently Higher coworker satisfaction Better social support (minimizes stress) Resolve conflict more swiftly and effectively

Self-Directed Teams Success factors Responsible for entire work process High interdependence within the team Have substantial autonomy over task decisions Low interdependence with other teams Autonomy to organize and coordinate work Work site/technology support team communication/coordination

Virtual Teams Members operate across space, time, and organizational boundaries -- linked through information technologies

Idea Processing Tools: --Brainstorming --Nominal Group Technique --Affinity Process --Multi-Voting --N/3 http://asq.org/learn-about -quality/quality-tools.html

Team Dysfunctions Members do not trust each other or do not trust their leader The team is afraid of conflict – avoids conflict or quickly gives in even if disagree Team members do not take responsibility for difficult tasks or to reach closure on problems Team members are not committed to the goal or direction adopted by the team The team does not evaluate itself critically by focusing on results and using data for decisions 8-33

Communicating in Teams and Organizations 9-34

Communication & Feedback Received message Intended message Receiver Sender Communication & Feedback

Whose owns the responsibility to insure effective communication? Purpose/ Intention Expression Reception Interpretation/ Understanding Feedback Whose owns the responsibility to insure effective communication? Communication Model

Communication Media METHOD PROS CONS Face-to-face Telephone E-mail Text message Group meeting Written document PowerPoint Chart/whiteboard Demo in person Video Communication Media

Clear Communication? How do you know if you have communicated clearly? Ask clarifying questions Paraphrase what you heard Note body language Ask if other person has questions or understands Adapt to other person’s communication style Be aware of your own communication style

Approaches to Communication Assertive: Respects both your rights and the rights of others Non-Assertive: Denies your rights and gives in to others’ rights Aggressive: Respects your rights but denies others’ rights (includes passive—aggressive) Approaches to Communication

Non-Verbal Communication Non-verbals – what do they mean? Voice tone Eye contact Posture Facial expressions Gestures Body movement Congruence – verbal and non-verbal Non-Verbal Communication

Styles and conventions Personal style (cognitive) Gender Age Culture/values/ethnicity Training/organizational experience Styles and conventions

Effects of different communication styles People/social oriented Object/task oriented Action/decision oriented Concept/ understanding oriented Fact/data oriented Gut feeling/trend oriented

Situations: What’s at Stake? The critical nature of accurate & complete communication in healthcare Patient request or complaint Implementing orders Medication schedule and dosage Patient understanding of procedures, diagnoses Shift handoffs Critical events Patient transfers