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

2. 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

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

4. 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.

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

6. 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

7. 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)

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

9. 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

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

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

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

13. Creative Process Model
Verification
Illumination
Incubation
Preparation

14. 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

15. 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

16. 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

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

18. 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.

19. 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

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

21. 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

22. 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

23. 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.

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

25. 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

26. 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.

27. 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

28. 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

29. 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

30. 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

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

32. Idea Processing Tools:
--Brainstorming --Nominal Group Technique --Affinity Process --Multi-Voting --N/ quality/quality-tools.html

33. 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

34. Communicating in Teams and Organizations
9-34

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

36. 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

37. 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

38. 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

39. 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

40. 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

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

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

43. 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