1. Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition Final Exam Topics 10-0 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

2. Chapter 10 Topics we will cover  Chapter 10:  Why have teams become popular?  Types of teams definitions: –cross-functional teams, virtual teams  Creating effective teams –Exhibit 10-3 –Explanations on pages 318-319 –Key components of effective teams Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10-1

3. Why Have Teams Become So Popular?  Great way to use employee talents  Teams are more flexible and responsive to changes in the environment  Can quickly assemble, deploy, refocus, and disband  Facilitate employee involvement  Increase employee participation in decision making  Democratize an organization and increase motivation  Note: teams are not ALWAYS effective Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10-2

4. Types of Teams  Cross-Functional Teams –Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task –Very common –Task forces –Committees Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10-3

5. A Final Type of Team  Virtual Teams –Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal  Characteristics –Limited socializing –The ability to overcome time and space constraints  To be effective, needs: –Trust among members –Close monitoring –To be publicized Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10-4

6. A Team-Effectiveness Model Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10-5 © 2007 Prentice Hall Inc. All rights reserved. Caveat 1: This is a general guide only. Caveat 2: The model assumes that teamwork is preferable to individual work.

7. Key Components of Effective Teams Team effectiveness means: 1.Productivity measures (objective) 2.Manager’s ratings 3.Members’ satisfaction Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10-6

8. CHAPTER 11 - Topics we will cover  Reducing rumors  Barriers to effective communication Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11-7

9. Reducing Rumors 1.Announce timetables for making important decisions 2.Explain decisions and behaviors that may appear inconsistent or secretive 3.Emphasize the downside, as well as the upside, of current decisions and future plans 4.Openly discuss worst-case possibilities— they are almost never as anxiety-provoking as the unspoken fantasy Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11-8 Source: Adapted from L. Hirschhorn, “Managing Rumors,” in L. Hirschhorn (ed.), Cutting Back (San Francisco: Jossey-Bass, 1983), pp. 54–56. With permission. E X H I B I T 11-5

10. Barriers to Effective Communication  Filtering –A sender’s manipulation of information so that it will be seen more favorably by the receiver  Selective Perception –People selectively interpret what they see on the basis of their interests, background, experience, and attitudes  Information Overload –A condition in which information inflow exceeds an individual’s processing capacity  Emotions –How a receiver feels at the time a message is received will influence how the message is interpreted Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 11-9

11. More Barriers to Effective Communication  Language –Words have different meanings to different people  Communication Apprehension –Undue tension and anxiety about oral communication, written communication, or both  Gender Differences –Men tend to talk to emphasize status while women talk to create connections  ‘Politically Correct” –So concerned with being inoffensive that meaning and simplicity are lost –Free expression is in a weak position CNN: “foreigner” is not allowed – “international” Little people prefer “little people” instead of midgets 11-10

12. CHAPTER 12 - Topics we will cover  Definition of leadership,  Trait theories of leadership  Charismatic leadership  What is authentic leadership?  Trust and leadership Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 12-11

13. What Is Leadership?  Leadership –The ability to influence a group toward the achievement of goals  Management –Use of authority inherent in designated formal rank to obtain compliance from organizational members  Both are necessary for organizational success Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 12-12

14. Trait Theories of Leadership  Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders  Essential Leadership Traits –Extroversion –Disciplined –Conscientiousness –Openness –Emotional Intelligence (Qualified)  Traits can predict leadership, but they are better at predicting leader emergence than effectiveness. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 12-13

15. Behavioral Theories of Leadership  Theories proposing that specific behaviors differentiate leaders from non-leaders  Differences between theories of leadership: –Trait theory: leadership is inherent, so we must identify the leader based on his or her traits –Behavioral theory: leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 12-14

16. Charismatic Leadership  Charisma means gift in Greek Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 12-15 Vision Personal Risk Sensitivity to Followers Unconventional Behavior Articulate a Vision Create a Vision Statement Create a new set of Values Demonstrate the Vision How do charismatic leaders influence followers?

17. Trust and Leadership  Trust – a psychological state that exists when you agree to make yourself vulnerable to another because you have a positive expectation for how things are going to turn out. –Key attribute associated with leadership –Followers who trust their leader will align their actions and attitudes with the leader’s behaviors/requests Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 12-16 Trust Desired Actions Desired Attitudes

18. Chapter 16 – Topics we will cover  Organizational culture  Do organizations have uniform cultures?  What do cultures do?  Culture as a liability  Creating a positive culture  Spirituality, why now?  Characteristics of a spiritual organization, Criticisms  Culture as an intervening variable 16-17 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

19. Organizational Culture  Organizational Culture –A common perception held by the organization’s members; a system of shared meaning –Seven primary characteristics 1.Innovation and risk taking 2.Attention to detail 3.Outcome orientation 4.People orientation 5.Team orientation 6.Aggressiveness 7.Stability E X H I B I T 17-1 16-18 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

20. Do Organizations Have Uniform Cultures?  Culture is a descriptive term: it may act as a substitute for formalization  Dominant Culture –Expresses the core values that are shared by a majority of the organization’s members  Subcultures –Minicultures within an organization, typically defined by department designations and geographical separation  Core Values –The primary or dominant values that are accepted throughout the organization  Strong Culture –A culture in which the core values are intensely held and widely shared 16-19 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

21. What Do Cultures Do?  Culture’s Functions 1.Defines the boundary between one organization and others 2.Conveys a sense of identity for its members 3.Facilitates the generation of commitment to something larger than self-interest 4.Enhances the stability of the social system 5.Serves as a sense-making and control mechanism for fitting employees in the organization 16-20 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

22. Culture as a Liability  Institutionalization –A company can become institutionalized where it is valued for itself and not for the goods and services it provides  Barrier to change –Occurs when culture’s values are not aligned with the values necessary for rapid change  Barrier to diversity –Strong cultures put considerable pressure on employees to conform, which may lead to institutionalized bias  Barrier to acquisitions and mergers –Incompatible cultures can destroy an otherwise successful merger 16-21 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

23. Creating a Positive Organizational Culture  Positive Organizational Culture –A culture that: Builds on employee strengths –Focus is on discovering, sharing, and building on the strengths of individual employees Rewards more than it punishes –Articulating praise and “catching employees doing something right” Emphasizes individual vitality and growth –Helping employees learn and grow in their jobs and careers  Limits of Positive Culture: –May not work for all organizations or everyone within them Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 16-22

24. Spirituality and Organizational Culture  Workplace Spirituality –The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of the community –NOT about organized religious practices  People seek to find meaning and purpose in their work. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 16-23

25. Why Spirituality Now? –As a counterbalance to the pressures and stress of a turbulent pace of life and the lack of community many people feel and their increased need for involvement and connection. –Job demands have made the workplace dominant in many people’s lives, yet they continue to question the meaning of work. –The desire to integrate personal life values with one’s professional life. –An increasing number of people are finding that the pursuit of more material acquisitions leaves them unfulfilled. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 16-24 E X H I B I T 16-5

26. Characteristics of a Spiritual Organization  Concerned with helping people develop and reach their full potential  Directly addresses problems created by work/life conflicts  Four characteristics of spiritual organizations: 1.Strong sense of purpose 2.Trust and respect 3.Humanistic work practices 4.Toleration of employee expression Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 16-25

27. Criticisms of Spirituality  What is the scientific foundation? –It is still pending: needs more research  Are spiritual organizations legitimate – do they have the right to impose values on employees? –Spirituality is not about God or any religious values –It is an attempt to help employees find meaning and value in their work  Are spirituality and profits compatible? –Initial evidence suggests that they are –Spirituality may result in greater productivity and dramatically lower turnover Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 16-26

28. Culture as an Intervening Variable  Employees form an overall subjective perception of the organization based on these objective factors:  The opinions formed affect employee performance and satisfaction. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 16-27