Review: First 6 Chapters & Skills

& Skills Addition

MGMT 310
Organizational
Behavior

Professor
Schwoerer
Image source: Photobucket

5-1

310 Agenda Wednesday, 9/24/14

Housekeeping
Additional Meeting Options Sign-up / Questions?
SHRM Meeting see next slide
Key term sheets for Chapters 1 & 2: BB by 5 PM today

Review: Broad coverage by chapter/slides & class team input

Todays key goals
Introduce you to a new old skill
Increase your self-efficacy for exam preparation & taking

5-2

SHRM CLUB MEETING

Interested in:
Learning more about how firms can/do manage people?
Building your knowledge & skills to interview (both sides),
design jobs and pay to get best employee efforts, how to
lead better Y more?
Investigate: The KU School of Business Society for Human
Resource Management Club
Organizing meeting: Friday, September 26, 3:00 pm in Room
407, Summerfield Hall. Pizza will be provided.
Questions? Contact the SHRM Club advisor, Professor Clint
Chadwick, at clint.chadwick@ku.edu.

5-3

Reminder of MGMT 310 Objectives:

General:
To learn knowledge/skills to help you to better
understand human behavior & organizations
To develop & practice related skills: Mental
(Meta-cognition, critical thinking, perspective
taking) & Interpersonal (Constructive
communication etc.)
See Syllabus for 5 more specific objectives.
6-4

Exam Information/Preparation Hints/ Expectations

Format: 30% multiple choice, 40% short answer, 30%
multiple section essay; case based application.
To prepare: (1) Focus on slides, text chapter
summaries ; (2) Break your preparation into shorter,

spaced sessions vs. cramming; (3) Write as you review:

(4) Read handout; connect with course concepts.
Academic Integrity is important; conditions support it
Expect to pledge honor code compliance, spread
out, put all materials away, follow directions carefully.
6-5

Todays Skill: Nonverbal Expression &

Power Posing
Dr. Amy Cuddy of Harvard: Your body language
shapes you as well as influencing others.
TED Talk: http://www.ted.com/speakers/amy_cuddy
Thoughts/reactions?
Think critically. What are the limits to her
method? Are there times when power posing
would be more or less effective?
Note: Reliance on research
6-6

Chapter 1: Intro to OB
What OB is; its role in organization effectiveness
Managerial functions , roles, skills
Levels of Analysis
Environment /organization challenges & OB
Key stages in OB history & their assumptions
6-7

Ch. 2: Individual Differences,

Personality & Ability
Personality/Big 5/traits & work behavior
Causes: nature (epigenetic) v. nurture
(interactions! X Y depends on z)
Emotional intelligence
Knowledge/Skills/Abilities (KSAs) & their
management (HR/more)
6-8

Ch. 3: Values, Attitudes, Moods,

Emotions
Values: Intrinsic/Extrinsic; Ethical;
Instrumental/Terminal

Codes of ethics & whistleblowing

Work attitudes: Job satisfaction (facets) &
organization commitment
Influences & consequences of job satisfaction
6-9

Ch. 4: Perception, Attribution, Managing Diversity

Nature of human perceiving/perception

How perceiver, target, & situation affect it

Perception accuracy/inaccuracy (meta-cognition helps)
Cognitive structures (schemas) & heuristics/biases
Attribution: Kinds of causes & cues used; fundamental
attribution error bias toward positive view of self.

Keys to promoting & training to manage diversity

Sexual harassment: Kinds & how to combat it
6-10

Communication Skills: Counseling

Contrast reflective listening/counseling with sympathizing

with/advising a friend
Assumptions/goals: Open/other driven; the other is
respected & can direct him/herself

Basic skills
See description
Be able to create a feeling reflection
Source & feeling: I hear/it sounds like youre feeling x about y

Problem solving: Not for Exam 1.

6-11

Ch. 5: Learning & Creativity

Learning & operant conditioning (OC)
Effective use of OC tools/schedules; OB Mod

Social cognitive theory, self-efficacy (influences /effects),

Vicarious learning
Learning through self-control
Learning through creativity/creative process
Learning organization characteristics
6-12

Ch. 6: Nature of Motivation

Definition & forces; effects on performance
Intrinsic & extrinsic (also see values)

Theories & their basic assumption/components

Needs
Expectancy
Equity
Procedural Justice
6-13

Team Contributions to Review

Count off by 6
Review material
Identify 2 concepts/terms to
review/emphasize/clarify/illustrate for the class

6-14

Chapter 17:
Organization Culture and Ethics

MGMT 310
F14
Organizational
Behavior
Professor
Schwoerer

Some slide material is from the 6th Edition of Understanding & Managing
Organizational Behavior by J. M. George & G. R. Jones
Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

10-1

310 Agenda Wednesday, 11/12/14

Housekeeping/Questions welcome
Catching up:
Monday:
ORQs temporarily suspended

Exam feedback: Todays Activities

Overview of chapter material
Team work: Organization Culture

5-16

Chapter 17 Learning Objectives: Be able to explain & apply:

1) Organizational culture (OC) & its relation with

values (terminal & instrumental) & norms
2) How OC is transmitted to members
3) Factors that shape OC
4) National culture dimensions as values (caution:
oversimplification)
5) Organizational ethics: values, beliefs, rules &
influences
6) How to create an ethical culture
17

(1) Organizational Culture (OC) & Values & Norms 1 of 3

Organizational Culture (OC): Shared values, beliefs &

norms that influence how employees think, feel &
behave toward fellow employees & others
OC like a macro/organizational level personality
Similar concepts apply

Values: Criteria, standards or guiding principles

Terminal: End states/outcomes to achieve
Instrumental: Means/behaviors to reach end state

Norms: shared expectations for behavior

Subtle but powerful
18

(1) Organizational Culture (OC) & Values & Norms 2 of 3

Adaptive, strong (motivates; invests in employees;

recognizes merit) vs. inert (Opposite: not inspiring,
etc.) OC can effective organizations
OC is hard to change
Reading: Lenovo article

Layers: Visible/tangible to invisible/tacit

Onion metaphor

OC Examples
3M Company
http://solutions.3m.com/wps/portal/3M/en_WW/History/3M/Company/century-innovation/

Southwest 40 years as a rebel

http://www.youtube.com/watch?v=tnOxvbGOTbM
19

(1) Organizational Culture (OC) & Values & Norms 3 of 3

Instrumental Values

Terminal Value Examples

Quality
Innovation
Responsibility
Excellence
Economy
Profitability
Sustainability

Work hard
Respect traditions
Be creative
Be ethical/honest
Be frugal
Be respectful

20

(2) OC Transmission to members; (3) Sources/Shaping Factors

Shaping Factors/Sources

Transmitting Culture
Socialization & tactics
Stories
Ceremonies
Rites of passage, integration,
enhancement

Language
Symbols

Characteristics of people
Founder!
Organizational ethics
Organization structure
Nature of HR & the
employment
relationship
21

(4) National Culture (NC) dimensions as values 1 of 2

Source: Geert Hofstedes studies

www.geert-hofstede.com/
New dimensions added

NC: Economic, political & social values

Within NC: Individuals vary; some countries more
homogenous than others
Pluses: Accessible ideas; convenient language
Minuses: Overly simple; imperfect; stereotypic
22

(4) National Culture dimensions as values 2 of 2

Individualism vs.
Collectivism
Individual achievement vs.
harmony & cohesion
Freedom/competition vs.
consensus/cooperation

Power Distance
Acceptance of inequalities
in social status & wealth

Achievement vs.
Nurturing Orientation
Results vs. relationships
Assertiveness vs. service

Uncertainty Avoidance
Low: easygoing, tolerant
of differences; value
diversity
High: rigid/fixed,
conformity & structure
valued

Long-term vs. Short-term

Orientation
LT: Thrift, persistence,
savings, patience
ST: Happiness, living in
present

23

(5) Organizational Ethics (OE): Values, beliefs, rules, influences

OE: Moral values, beliefs & rules to establish the

appropriate ways for an organization & its members to
deal with each other & people outside
Principles stress importance of fairness & equality
Beyond legal standards to ethical standards
Responsibility in all operations

Sources of unethical behavior

Excessive pursuit of self-interest

Inside & outside pressures/reward systems
Unethical models/managers
Winking/messages that denigrate ethical standards
24

(6) How to Create an Ethical Organizational Culture

Clear statements of ethics & values

Ethics Officer
Training & rewards for ethical behavior & decision making
Open communication & mechanisms e.g. whistle-blowing
Examples/models Top management & all managers
Build awareness of:
Pressures to behave unethically
Efforts to reduce such pressures & behaviors

Ethical OC Benefits:

http://www.reputationinstitute.com/thought-leadership/global-reptrak-100

Positive reputation
Research shows financial benefits: Risk assessment & insurance costs;
attracts employees
25

Todays Team Work: Team Focus & Organizational Culture

Team Assessment
Whats going well/What to improve
Skill: 3 Part Constructive Feedback Structure (+ or -)
Describe concrete behaviors (This is what I observe/have
experience)
Describe effects (specific)
Shift to opening up/collaborating (mutual vulnerability)

Review Belbin sheet: Categorize each members roles

Describe your organizations culture/ethics
Link to Chapter 17.

Any additional time: Project work

26

Feedback on Second Exam

Part 1:
Part 2:
1.
2.
3.
4.
Part 3:

Multiple Choice
Short Answer
Feeling Reflection: Some I see/you are; better

Essay

27

(1) Organizational Change (OC) defined, forces for change &

barriers to change 2 of 2

Orgl. inertia: tendency to maintain status quo

Organizational level:
Power/conflict; functional/divisional
orientation/mechanistic structure/culture
Group level:
Norms, cohesiveness, groupthink/escalation of
commitment
Individual level:
Uncertainty & insecurity/ Selective perception &
schema retention/habit
28

(2) Two kinds of OC & associated processes 1 of 2

(1) Evolutionary (incremental, continuous)
Socio-technical systems theory
Total Quality Management (TQM) or kaizen
W. Edwards Deming
Quality circles; PDCA cycle; 14 points
Short video:
http://www.youtube.com/watch?v=8jc5fDsgVw0&featu
re=fvwrel
Deming Institute site:
http://deming.org/index.cfm?content=66
29

(2) Two kinds of OC & associated processes 2 of 2

(2) Revolutionary (discontinuous, radical)
Reengineering of business process(es) crossfunctional activity
Restructuring (downsizing, outsourcing)
Innovation (risk; difficult; product champions)
Not all terms are used with precision & there are
overlaps
Current common terms: Six Sigma; ISO certification

30

(3) Theories of OC & its management 1 of 3

Lewins force-field theory of change

Assess forces; shift them to overcome inertia

31

(3) Theories of OC & its management 2 of 3

Lewins 3-step change process

Change does not happen at once

Managers can motivate, support & maintain
change
True Freezing is not possible or desirable

32

(3) Theories of OC & its management 3 of 3

Action Research: Strategy for Managing Change

1. Diagnose organization
2. Determine desired state

3. Implement action
4. Evaluate action

5. Institutionalize action
research
33

(4) Organization Development (OD) & techniques to implement

change & overcome resistance 1 of 2

Choose change agent(s): internal vs. external

Combine top-down & bottom-up change
Techniques to reduce resistance & their effects

Education & communication

Participation & empowerment
Facilitation
Bargaining & Negotiation
Manipulation/political action
Coercion/punishment

Use more from top to bottom; latter as needed

34

(4) Organization Development (OD) & techniques to implement

change & overcome resistance 2 of 2

OD Techniques for Individuals, Groups, Teams:

Counseling, sensitivity training, process
consultation
Team building & intergroup training
Organizational mirroring

Total organizational interventions

Confrontation meeting

Skilled facilitation is needed

Kotter of HBS 8 steps extends Lewins model
35

Kotters Eight-Step Plan

1.
2.
3.
4.

Create urgency
Form coalition
Create new vision
Communicate the
vision

Unfreezing

5. Empower others
6. Reward wins
7. Consolidate
improvements
Movement

Refreezing

8. Reinforce the change

36

Exam 2 Review: Chapters 7 & 10-14

MGMT 310 F14

Organizational Behavior
Professor Schwoerer
Some materials in these slides are from the Sixth Edition of
Understanding & Managing Organizational Behavior by
Jennifer M. George & Gareth R. Jones
Copyright 2012 Pearson Education, Inc. Publishing as
Prentice Hall

10-1

310 Agenda Monday, 10/27/14

Housekeeping/Questions welcome
Exam 2 W/10/29. Same format;
Chapters: 7 (motivating work settings; job design); 10 & 11
(work groups & teams); 12 (leadership); 13 (power, politics,

conflict, negotiation); 14 (communicating effectively)

Todays Activities
Review

Team work

5-38

Ch. 14: Communication Slide 1

39

Defined: Process of sharing information to reach

understanding
Functions: Knowledge, feelings, motivation,
control/coordinate
Networks: Wheel, chain, circle, all channel
Organization networks: charts v. informal/actual flow
Advice, trust, communication
Process: Sender encodes message using medium;
Receiver decodes message; Feedback loop; noise

Ch. 14: Communication Slide 2

40

Issues: Medium (verbal; nonverbal; richness face to

face v. electronic/technology based)
Persuasive communication: beyond understanding to
acceptance etc. Depends on the entire process:
senders, listening/decoding/method; receivers
In crisis: face to face, expert, common language, avoid
politics & overload, practice
Note: In Ebola crisis, many of these principles
violated
Video M. Koschmann: http://wn.com/organizational_communication

Reflective Listening /Counseling Skills Review

Focus on speaker
Counselor as listener/reflector not friend or advisor
Be accepting & empathetic without assuming understanding
Identify/separate speakers feelings, thoughts,
situations/sources
Feeling reflection responses
I hear or It sounds like you are feeling _____________ because of
______________.

Open-ended questions
Can you say more about __? What is that like?

Other options: Summaries & checking with speaker

41

Ch. 7: Motivating Work Settings / Job Design

42

Job design flexibility & meta-cognition

Four approaches/theories:
Job Characteristics Model
Core dimensions, critical psychological states, & outcomes

Job Redesign: Enlargement & enrichment

Scientific Management: Simplification, specialization, time &
motion studies
Social information processing
Organizational objectives
Goal setting & management by objectives (MBO)
Social identity theory

Ch. 10: Work Groups & Teams

43

Team types: Self-managed, cross functional;

task force
Group development stages
Characteristics: Size, composition, function,
status, efficacy, social facilitation
Control: Roles, rules, norms, idiosyncrasy credit
Conformity v. deviance: balance & align goals
Socialization: Institutionalized v. individualized

Ch. 11: Effective Work Groups & Teams

44

Process gains & losses

Social loafing & how to limit it
Cohesiveness & its effects: Inverted U & goal
alignment
Task interdependence types: Pooled, sequential,
reciprocal
Additional team types: Top management, selfmanaged, R&D, virtual

Ch. 12: Leadership

45

Again: meta-cognition provides insights

Models/Theories:
Traits
Behaviors: Consideration/Initiating structure; person/task focus
Contingency approaches
Fiedlers Contingency, leader-match theory
Path-goal (expectancy) theory
Vroom & Yetton Decision making / leader style model
Leader-Member Exchange (LMX) Theory
Leadership substitutes & neutralizers
Transactional & transformational leadership

Ch. 13: Power, Politics, Conflict, Negotiation

46

Individual power sources

Functional/divisional power sources.
Conflict sources & management styles
Conflict process model
Organization politics: tactics
Negotiation