Download Test #1

ORGANIZATIONAL
BEHAVIOR
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Why Do We Have Organizations?
1.
To Accomplish Something = Goal
2.
It Takes More Than 1 Person
CEO
Masterbatches
Functional
Chemicals
Fine
Chemicals
Europe
Soaps
Electric
Materials
Asia/
Pacific
Process
Chemicals
Specialty
Organizations
A system of roles and stream of
activities to accomplish shared
purposes
Reason for existence
Produce something
Customers
Organizations
•Product of social action
•Goal oriented
•“People” system
•Cultural system (values)
•Information/Message processing
system
•Changing System
PERIODS OF HUMAN CULTURE
Nomadic
-3,000 BC
Energy
Sources
Renewable
People
Animals
Wood
ScienceNone
Technology
Food
Sources
Animals
Wild Grains
Fruit
Organization Nomadic
Culture unstable
Family/Tribal
Barter
Agricultural Industrial “Third Wave”
3,000BC - 1700AD
1700 -present
1960 - ?
Renewable
Mechanical
Non-renewable
Coal, Oil
Electrical
Little
Natural
Scientific Method
Technology
Electrical
Biology
Social Sciences
Genome
Cultivation
Domestication
“Scientific”
Farming
Settlements
Self contained
Centralized Gov’t
Church
Distrib. systems
Large Industry
Specialization
Urban
Societal
Interdependence
+
“Biological
Foods”
?
Work Ind.
World Gov’t
Information
Net
Dr. Lee Jacokes
Aquinas College
Fundamentals of
Organization Structure
TM 2-1
Pyramidal Organization Chart
© The McGraw-Hill Companies, Inc., 2001
Functional
Departments based
on similar skills
and resource use.
President
CEO
Human Resources
Manufacturing
Lack of
communication
Deep expertise
Efficiency
Accounting
Lack of
innovation
Divisional
Encourages
decentralization
Division 1
HR
Man
Acct
President
CEO
Product
Program
Geography
Redundancy
Self
contained
Focus
Division 2
HR
Man
Acct
Flexibility changes
Requires changes in
rapidly A Horizontal Structure culture
Promotes a focus
Top
Management
Team
Directs the attention
Process
Owner
Team
1
Market
Analysis
Research
Team
2
Product
Planning
Limits in-depth skill
Determining core
processes
Team
3
Testing
Customer
New Product Development Process
Process
Owner
Team
1
Analysis
Purchasing
Team
2
Material
Flow
Team
3
Distrib.
Procurement and Logistics Process
Reengineering
Process
Customer
Matrix
Cross functional
Teams
Human Resources
Product 1
Product 2
Time
One employee
reports to 2 bosses
at same time
President
CEO
Manufacturing
Innovative
Creative
Accounting
Employee caugh
in Middle
Conflicting demands
Team
interacting closely
shared commitment
Cross
functional
Creativity
True team = mutual
accountability
Faster
response to
change
High Maintenance
Time
Network
Designer
Best of the
Breed
Human
Resources
Subcontracts
many functions to
other companies
Virtual
organization
Hub
Give up
control
Manufacturing
Changed
quickly
Marketing
SYSTEMS
A system can be conceived as a collection of
individual parts which collectively relate together
in some manner to accomplish some objective(s)
or tasks(s) which could not be accomplished by
the individual elements working separately
Any Level
Quantum
Atomic
Molecular
Biological
Organic
Social
Cosmological
????
The Basic Elements of a
System
Environment
Inputs
Transformation
Process
Feedback
Outputs
SIMPLE SYSTEM
Closed
System
wires
(communication
network)
Battery
Open
System
Heating System
in a Home
signals
(feed back)
Room air
temperature
causing
change in
Thermostat
to turn on
or off
Furnace
BASIC COMPONENTS OF
ANY SYSTEM
System has an objective which can be
accomplished by interaction of the system
sub-units
An energy source to “drive” system
An energy conversion process to “produce”
the objective Transformation
Process
A communication network between system
units
ADDITIONAL
CHARACTERISTICS
•Cycle of Events
Patterns
Time
Repeat
Loss of
Negative
Entropy Movement toward
energy
disorganization
death
Information input
Feedback/Inputs
Coding process
ADDITIONAL
CHARACTERISTICS
The Steady State & Dynamic Homeostasis
Consistent energy exchange
System will attempt to maintain/restore
“steady state”
But constantly changing in reaction to
environment
Driving Forces
Growth - quantitative & qualitative
Adaptation to environment
Acquisition from environment
ADDITIONAL
CHARACTERISTICS
Differentiation
Movement toward increasing complexity
and specialization
Integration & coordination
Norms
Differentiation countered by
Values
process to unify system
Equifinality
Multiple paths
from initial conditions to final objective
ORGANIZATIONAL
BEHAVIOR
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Groups Defined
Two or more individuals interacting with
each other in order to accomplish a
common goal.
Groups Defined
Frequently
Two or more individuals interacting with
each other in order to accomplish a
common goal.
Groups Defined
Frequently
Two or more individuals interacting with
each other in order to accomplish a
common goal.
Established mean of Communication
Types of Groups
• Formal Groups Intentionally created by Org.
Command Group
Task A
Group
group of subordinates who report to one
constitutes
A group ofmanager
individuals
who the command
Teamparticular
group.
The command
is specified by
are
working
as a interracting
unit togroup very
A formal
group
formala organizational
chart.
complete
project
or
job
task.
•Informalthe
Groups
Created
by choice
closely, shared
commitment
and of members
Interestagree
Groups
upon goals.
An informal group that is established
the workplace
A group
that in
forms
because ofbecause of some
Friendship
Groups
characteristic of its
some specialcommon
topic of interest.
members and that may extend the
interaction of its members to include
activities outside the workplace.
Why People form Groups
Need Satisfaction
Social Needs
Security
Needsis the physical
Proximity
Proximity & Attraction
distance
between
Esteem Needs
employees.
Achievement of Group Goals
Attraction is typically
Economic Benefits
Group goals,
clearly
engendered
by if
similarities
In
cases,
groups
understood,
can be form
a or
in many
attitudes,
performance
motivations.
because
people
believeare
they
reasons
why people
can derive
economic
drawngreater
to a group.
benefits from their jobs if
they organize.
Stages of Group Development
Forming:
•Orientation
•Break the ice
Leader:
•Facilitate social
interchanges
Stages of Group Development
Forming
Storming:
•Conflict
•Disagreement
Leader:
•Encourage participation
•Surface differences
Stages of Group Development
Forming
Storming
Norming:
•Establish order
•Build cohesion
Leader:
•Help clarify team roles
•Clarify norms
•Clarify values
Stages of Group Development
Forming
Performing:
•Cooperation
•Problem solving
Leader:
•Facilitate task
accomplishment
Storming
Norming
Stages of Group Development
Forming
Storming
Norming
Adjourning:
Performing
•Task Completion
Leader:
•Bring Closure
•Signify Completion
Stages of Group Development
Forming
Performing
Storming
Adjourning
Norming
Roles
Task
Help Team Accomplish
Task
• Initiation
• Give opinions
• Seek information
• Summarize
• Energize.
Maintenance
Support Emotional
Needs and Social Unity
•
•
•
•
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Encourage
Harmonize
Reduce tension
Follow
Compromise.
Nonparticipator Role
Contributes little to either the task or
members’ socioemotional needs.
Team Norms
Standards of conduct shared by team
members that guides their behavior.
Development of Team Norms
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•
•
•
Critical Events
Primacy
Carryover behaviors
Explicit statements.
Groups Most Productive
•Task and/or authority are clearly spelled out.
•Group members jobs/responsibilities are inter-dependent
(there is a need to cooperate).
•Outcome desired (goal) is identified and agreed upon.
•Members are interested in problem.
•Members have developed good group skills.
•Disagreement is encouraged.
Benefits of Synergy
Synergism is the cooperative action of discrete entities
such that the total effect is greater than the sum of the
effects taken independently.
Synergistic groups can create something that is more than
the sum total of that produced by individuals
Synergistic Group
Potential Group Performance
=
Individual Performance + Synergy
Managerial Implications
Successful teams have
specific, well-defined goals,
develop interdependent and collaboration
share leadership,
provide feedback,
recognize the reward performance.
A manager must create the environment
for the development and nurturing of
successful teams.
Groups Most Productive
•Task and/or authority are clearly spelled out.
•Group members jobs/responsibilities are inter-dependent
(there is a need to cooperate).
•Outcome desired (goal) is identified and agreed upon.
•Members are interested in problem.
•Members have developed good group skills.
•Disagreement is encouraged.
That’s it for
today
On to groups
ORGANIZATIONAL
BEHAVIOR
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Organizations
Formal organizations are special environments
• Place constraints
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–
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official authority
Expectations
Unnatural
Adopt to restrictions
• Goals & Purpose
– Reason for existence
– Have to produce good or services with
reasonable efficiency
• Judged by results
– Accomplishments oriented
Social Systems
is any number of people who have relatively
more interactions with one another than
others
• Mutual interdependent elements
• Boundary Separating it from the environm
• Self adjusting – strive for equilibrium
Stability - make behavior more
• Open
to surrounding environment
predictable
Occasionally need
• Often have subsystems
to shift perspective.
• Both functional & dysfunctional behavior
All behavior fuctional - to whom - How?
TM 3-1
Separating the Required from the
Emergent System
2 MAJOR COMPONETS OF ANY SOCIAL SYSTEM
connected to
but not always
consistent with
REQUIRED SYSTEM
EMERGENT SYSTEM
Required behavior
Required attitudes
Emergent behavior
Emergent attitudes,
especially norms
© The McGraw-Hill Companies, Inc., 2001
TM 3-4
The Complete Basic Social System
Conceptual Scheme
affect
Leadership
style
results
in
Background factors
1. Personal systems
2. External status
3. Organizational
culture
4. Technology/layout
5. Reward system
affects
Influence the
components
of
Often cause modification in
lead to
Emergent system
1. Activities
2. Interactions
3. Attitudes
Consequences for
competitiveness
Productivity
Satisfaction
Development/
growth
lead to
Required system
1. Activities
2. Interactions
3. Attitudes
Often cause modification in
© The McGraw-Hill Companies, Inc., 2001
Background Factors
What is brought to
the group
Comes with individual • Personal System age, sex, feelings
experience
• External Status Outside the group
• Organizational Culture Attitudes,
• Technology/Layout
behavior, norms
• Reward System
What behavior gets
rewarded
Required System
Expected by the
org. for the work
• Activities Work design &
layout
• Interactions others
• Attitudes desired
Leadership
Style? Behaviors,
fit
Model
Emergent System Develops as a
• Activities
• Interactions
• Attitudes
Consequences
result of
interaction with
others and work
Functional/dysfunction
al?Begin by sorting
• Productivity
information into 5
• Satisfaction
• Development/Growth categories and
look for
connecting
TM 1-2
Many Possible Causes for Any
Given Problem
Possible Causes:
A. Poor leadership
Problem as it
is first seen:
B. Inadequate training and knowledge
C. Change in quality of materials
Poor
performance
D. Improper procedures
E. Members who are bored by
their work/overwhelmed by it
F. Pay that doesn’t seem fair to members
G. Lack of penalties for poor performance/
lack of rewards for excellent performance
H. Other factors
© The McGraw-Hill Companies, Inc., 2001
That’s it for
today
On to groups
ORGANIZATIONAL
BEHAVIOR
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Cohesiveness in
Groups
Cohesiveness
The extent to which team members are
attracted to the team and motivated to
remain in it.
A close and unified group will behave
differently, for better or worse, than one that
is distant and fragmented
The consequences of sticking together are an
important issue for productivity, satisfaction
and development
Determinates of Cohesion
Interaction
• Greater opportunity = greater likelihood of
interaction
• Great interaction = greater likelihood of
developing positive feelings
Possible exceptions
• Strong prior negative feelings
• Significant status differences
Required Interaction
Is what the organization requires as part of the job behaviors, attitudes & values
Loyalty
customer 1st
company 1st
extra effort
Required Interaction
Is what the organization requires as part of the job behaviors, attitudes & values
Frequent interactions
Social
relationships
Attractiveness
Cohesiveness
Common Attitudes & Values
Members bring with them
• Greater similarity greater cohesion
Superordinate Goal
• Greater goal
Common Enemy
• If people have a common enemy, they are
likely to feel a kinship
Success in Achieving Goals
Achieving goals
Group status
Cohesiveness
Attractiveness
Low External Interaction
• Sense of separateness, isolation and
difference often increases cohesion
Resolution of Differences
• The more easily and frequent member
differences are settled in a satisfactory way,
the group cohesion.
Availability of Resources
• Group cohesion will increase under
conditions of abundant resources.
Consequences of Group
Cohesiveness
• Morale and satisfaction are raised
• Performance
Productivity tends to more uniform
Productivity depends on relationship with
management.
The more cohesive the more they
work to accomplish their Goals?
Consequences of Group
Cohesiveness
• Morale and satisfaction are raised
• Performance
Productivity tends to more uniform
Productivity depends on relationship with
management.
The more cohesive the more they
work to accomplish their Goals?
Team Diversity
• Homogeneous
– A team is considered similar or homogeneous
when it is composed of individuals having
group-related characteristics, backgrounds,
interests, values, and attitudes that are alike.
• Heterogeneous
– When the individuals are dissimilar with
respect to group-related characteristics,
backgrounds, interests, values, and attitudes,
the group is diverse and is referred to as
heterogeneous.
Team Diversity
• For tasks that are standard and
routine, a homogeneous group
functions more quickly
• For tasks that are nonroutine and
require diverse skills, a heterogeneous
group yields better results.
Groupthink
An agreement-at-any-cost
mentality that results in
ineffective group decision making.
Groupthink
• Defined
– Refers to the deterioration of the mental
efficiency, reality testing, and moral
judgment of the individuals members of a
group in the interest of group solidarity.
Groupthink
• Characteristics of Groupthink
–
–
–
–
–
–
Illusions of invulnerability
Collective rationalization
Belief in the morality of group decisions
Self-censorship
Illusion of unanimity in decision making
Pressure on members who express arguments
The Relationship Between Group
Cohesiveness and Organizational Goals
Agreement with Organizational Goals
Low
Low
Degree of
Group
Cohesiveness
High
High
Performance probably
oriented away from
organizational goals.
Performance probably
oriented toward
organizational goals
Performance oriented
away from
organizational goals
Performance oriented
toward organizational
goals
That’s it for
today
On to groups
TASK
•Review Banana Time
•Identify Determinates of Cohesion
•Identify how they effected
emergent group behavior
•Post on Whiteboard
ORGANIZATIONAL
BEHAVIOR
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Bases of Differentiation in Groups
Status in group depends on contribution to
what group values
Level of
external status
Higher external –
Higher initial internal
Usually higher status
latter
© The McGraw-Hill Companies, Inc., 2001
Bases of Differentiation in Groups
Level of
external status
Status
congruency
Refers to similar status
on all factors relating to
group status that group
values
Age
Experience
Education
Income
© The McGraw-Hill Companies, Inc., 2001
Bases of Differentiation in Groups
Level of
external status
Status
congruency
Conformity to
group norms
Higher conformity –
Higher status
© The McGraw-Hill Companies, Inc., 2001
TM 5-1
Individual Conformity to Norms and
Status in Group
High conformity
to norms
Moderate conformity
to norms
Low conformity
to norms
Emergent Status
High - informal
leader
Medium regular
Low – deviant
at first,then if no
increase isolate
Except occasionally by established leader
Bases of Differentiation in Groups
Incongruent high external
status tend to become isolates
Level of
Incongruent
low
external status
external status tend to
become deviants
Status
congruency
Conformity to
group norms
Higher conformance –
Higher status
Nonconformity – at first group increases
interaction with deviant, if no change –
minimize interaction - isolate
© The McGraw-Hill Companies, Inc., 2001
Bases of Differentiation in Groups
Level of
external status
Status
congruency
Conformity to
group norms
Fulfillment
of task and
social roles
More contribution to
task fulfillment –
More respect
More contribution to
social aspects –
More liked
More contribution to
task & social aspects –
Higher status
Bases of Differentiation in Groups
Higher status –
Greater
influence
to
Level of
external status
effect others behavior
Status
congruency
Emergent
status
Influence
in
group
Conformity to
group norms
Fulfillment
of task and
social roles
© The McGraw-Hill Companies, Inc., 2001
Roles
Task
Help Team Accomplish
Task
• Initiation
• Give opinions
• Seek information
• Summarize
• Energize.
Maintenance
Support Emotional
Needs and Social Unity
•
•
•
•
•
Encourage
Harmonize
Reduce tension
Follow
Compromise.
Nonparticipator Role
Contributes little to either the task or
members’ socioemotional needs.
Team Norms
Standards of conduct shared by team
members that guides their behavior.
Development of Team Norms
•
•
•
•
Critical Events
Primacy
Carryover behaviors
Explicit statements.
Additional Propositions
•Those who do jobs group sees as critical usually
given higher status
•The more member differentiation is based on task
requirements the more productive the group is likely
to be
•The greater the differentiation and cohesion of a
group with norms supporting organization’s goals,
the greater productivity is likely to be
•Routine tasks, more differentiaiton - less growth
•Less differentiation, more creativity and frustration,
more growth
Group Effectiveness
• Size
Depends on task
Smaller less resources
easier to communicate
and coordinate
Group Effectiveness
• Size
• Distribution of
resources
More evenly resources
are distributed –
More total
participation is
appropriate
Group Effectiveness
• Size
• Distribution of
resources
• Complexity/Diversity
of task
More–
Greater need for
variety of resources
Group Effectiveness
• Size
• Distribution of
resources
• Complexity/Diversity
of task
• Time pressure
More–
Less participation
Smaller group
Group Effectiveness
• Size
• Distribution of
resources
• Complexity/Diversity
of task
• Time pressure
• Task Interdependence
More–
Greater need for
coordination
Smaller group
Stages of Group Development
Sub grouping
Membership
Forming
Confrontation
Individual
Differentiation
Storming
Norming
Collaboration
Performing
Adjourning
TM 6-1.0
Issues Facing Any Work Group
ISSUE
QUESTIONS
1.
Atmosphere and relationships.
What kinds of relationships should there
be among members? How close and
friendly, formal or informal?
2.
Member participation.
How much participation should be
required of members? Some more than
others? All equally? Are some members
m and acceptance ore needed than
others?
3.
Goal understanding
and acceptance.
How much do members need to
understand group goals? How much do
they need to accept to be committed to
the goals? Everyone equally? Some
more than others?
© The McGraw-Hill Companies, Inc., 2001
TM 6-1.1
Issues Facing Any Work Group
ISSUE
QUESTIONS
4.
Listening and information
sharing.
How is information to be shared? Who
needs to know what? Who should listen
to whom?
5.
Handling disagreements.
and conflict.
How should disagreements or conflicts
be handled? To what extent should they
be resolved? Brushed aside? Handles
by dictate?
6.
Decision making.
How should decisions be made?
Consensus? Voting? One-person rule?
Secret ballot?
© The McGraw-Hill Companies, Inc., 2001
TM 6-1.2
Issues Facing Any Work Group
ISSUE
QUESTIONS
7.
Evaluation of member
performance.
How is evaluation to be managed?
Everyone appraises everyone else? A
few take the responsibility? Is it to be
avoided?
8.
Expressing feelings.
How should feelings be expressed?
Only about the task? Openly and
directly?
9.
Division of labor.
How are task assignments to be made?
Voluntarily? By discussion? By
leaders?
10.
Leadership.
Who should lead? How should
leadership functions be exercised?
Shared? Elected? Appointed from the
outside?
11.
Attention to process.
How should the group monitor and
improve its own process?
© The McGraw-Hill Companies, Inc., 2001
Issues Facing Any Work Group - Summary
ISSUE
QUESTIONS
1.
Atmosphere and relationships.
What kinds of relationships should there be among members?
How close and friendly, formal or informal?
2.
Member participation.
How much participation should be required of members?
Some more than others? All equally? Are some members
more needed than others?
3.
Goal understanding and acceptance.
How much do members need to understand group goals? How
much do they need to accept to be committed to the goals?
Everyone equally? Some more than others?
4.
Listening and information sharing.
How is information to be shared? Who needs to know what?
Who should listen to whom?
5.
Handling disagreements and conflict.
How should disagreements or conflicts be handled? To what
extent should they be resolved? Brushed aside? Handled
by dictate?
6.
Decision making.
How should decisions be made? Consensus? Voting? Oneperson rule? Secret ballot?
7.
Evaluation of member performance.
How is evaluation to be managed? Everyone appraises
everyone else? A few take the responsibility? Is it to be
avoided?
8.
Expressing feelings.
How should feelings be expressed?
Openly and directly?
9.
Division of labor.
How are task assignments to be made?
discussion? By leaders?
10.
Leadership.
Who should lead? How should leadership functions be
exercised? Shared? Elected? Appointed from the outside?
11.
Attention to process.
How should the group monitor and improve its own process?
Only about the task?
Voluntarily?
By
TASK
•Using
“Issues Facing Any Work Group”
(previous 3 slides)
•Analyze your groups TEC - Compare how
your TEC accomplishes the issue
•Write and hand in your group’s analysis
•Fill out a TEC on this exercise
(date and indicate exercise)
GOOD LUCK
GETTING READY
FOR
THE TEST