Review Foundations of Group Behavior (Chap. 7) True/False
Summary, implications for managers
New: Understanding Work Teams (Chap. 8)
Review Questions (Multiple Choice) Summary, implications for managers
Mid-term Exam
OB 6OB 6
© The McGraw-Hill Companies, Inc., 1998
Models of Decision Making (1)
The Rational Model- Consists of a structured four-step sequence * identifying the problem * generating alternative solutions * selecting a solution * implementing and evaluating the solution
Simon’s Normative Model- Based on premise that decision making is not rational- Decision making is characterized by * limited information processing * use of rules of thumb or shortcuts * satisficing
Models of Decision Making (2)
The Six Thinking Hats (Edward de Bono)- Consists of a structured sequence e.g.
WHITE: establish the facts GREEN: generate alternative solutions YELLOW: show benefits BLACK: check for risks RED: select a solution BLUE: make action plan
---> ACT: implement
© The McGraw-Hill Companies, Inc., 1998
Models of Decision Making (3)
The Garbage Can Model- Based on belief that decision making is a sloppy and haphazard process- Decisions result from an interaction between four independent streams of events:
problems choice opportunities
solutionsparticipants
Review
True and False
Chapter 7
Major Components Influence Group Behavior
Organization strategy
Authority structure
Formal regulation
Organizational resources
Human resource selection process
Performance evaluation & reward system
Organizational culture
Physical work setting
Abilities
Personalities characteristics
Formal leadership
Roles
Norms
StatusSize
Composition
Cohesiveness
Group task
Group process
Group output
1+1 > 2 1+1 < 2
Ms.Chung
Group Decision Making PROs CONs
More information & knowledge
Increase diversity of
views
Higher quality decisions
High degree of acceptance
Time consuming
Conformity
pressure
Dominated by one or a few members
Ambiguous
responsibilityMs.Chung
Group Decision Making Techniques
Interacting groups: the most common
form but often lead to conformity of
opinion Brainstorming: utilizes idea-generation
process but does not drive to a better solution
Nominal group techniques
Electronic meeting Ms.Chung
.
S A V Swiss-AIT-Vietnam Management Development Programme
Dr. Arno Schircks
SDC
Case study Olympic Team(Chapter 8)
Team concepts are introduced:
Ropes course and parties for building
cohesion
Roles: clown around, be amusing
Balance between having an individual star
and team work
Conflict can be useful to a team. S A V Dr. A. SchircksSDC
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Teams
The Evolution of a TeamA work group becomes a team when: Leadership becomes a shared activity Accountability shifts from strictly individual to both individual and
collective The team develops its own purpose or mission Problem solving becomes a way of life, not a part-time activity Effectiveness is measured by the group’s collective outcomes and
products
“ A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually
accountable.” Kreitner, 1998
© The McGraw-Hill Companies, Inc., 1998
Types of Work Teams
Advice teams: help broaden information base for managerial decisions
Production teams: perform day-to-day operations
Project teams: apply specialized knowledge for creative problem solving
Action teams: collection of highly-coordinated specialists who exhibit peak performance on demand
© The McGraw-Hill Companies, Inc., 1998
Self-Managed Work Teams (1/2)
10 to 15 people They take on responsibilities of their
former supervisors: planning scheduling of work collective control over the pace of work operating decisions taking actions on problems select own members evaluate each other’s performance
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Self-Managed Work Teams (2/2)
Experts predicts that 40% to 50% of all US workers could be managing themselves by the end of the decade.
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Why Work Teams Fail Mistakes typically made by management Teams cannot overcome weak strategies and poor business practices Hostile environment for teams: command-and-control culture;
competitive/individual reward plans; management resistance Teams adopted as a fad, a quick-fix; no long-term commitment Lessons from one team not transferred to others (limited
experimentation with teams) Vague or conflicting team assignments Inadequate team skills training Poor staffing of teams Lack of trust -> next slide
© The McGraw-Hill Companies, Inc., 1998
The 5 Dimensions of Trust
Integrity Honesty and truthfulness Competence Technical and interpersonal
knowledge and skills Consistency Reliability, predictability and good
judgment in handling situations Loyalty Willingness to protect and save
face for a person Openness Willingness to share ideas and
information freely
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
How to build trust? Demonstrate that you are working for others’ interest as well as your
own. Be a team player. Practice openness: keep everyone informed; give feedback; tell the
truth. Respect: delegate; be an active listener. Be fair: give credit where due; objectively evaluate performance. Speak your feelings. (red hat) Predictability: be consistent in decision making; keep your promises. Competence: demonstrate good business sense and professionalism,
also in people skills.
S. ROBBINS, OB 8th ed., 1998, Prentice Hall
Implication for Managers
Ms. Chung
Work team - Work group
Work team: generates positive synergy through coordination effort
Work group: Interacts to share information & to help each
member perform within his or her area of responsibility
Work groups Work teams
Share information
Neutral (or negative)
Individual
Random & varied
Collective performance
Positive
Individual & mutual
Complementary
Goal
Synergy
Accountability
Skills
Ms.Chung
Team Building & Resistance
Challenges National culture is highly individualistic
Organization has historically valued individual
achievement
Turn individuals into team players Be sure that team members can fulfill their
team roles Provide training
Encourage cooperative efforts by reward system
Ms.Chung
High-performance Team The best work teams tend to be small
Three different types of skills: technical, problem solving &
decision-making, interpersonal
Properly match people to various roles
Have common & meaningful purpose
Have specific, measurable, realistic performance
Have leadership & structure
Make members individually and jointly accountable for the team’s
goals Have appropriate performance evaluation & reward system
High mutual trust
Ms.Chung
A Contingency Model forStaffing Work Groups
Spread most talented personnel around if the
objectives are to:
- Improve performance of all work groups
- Train and develop new talent
Concentrate most talented personnel in
groups if the objective is to:
- Maximize performance of best group(s)
© The McGraw-Hill Companies, Inc., 1998
Case: „Power Station“ Team-Leader Effectiveness
Offer the opportunity to analyze team-leader effectiveness
Provide with a forum for discussing various aspects of team leadership
Encourage to share individual views on team management and functioning
Objectives
A Contingency Model for Selecting a Solution
© The McGraw-Hill Companies, Inc., 1998
Characteristics of Decision Task:The decision problem
* Unfamiliarity* Complexity*Instability
The decision environment*Irreversibility* Significance *Accountability
* Time and/or money constraints
Characteristics of Decision Maker * Knowledge * Ability * Motivation
Generatingalternatives
Strategies toselect a solution* Aided analytic* Unaided-analytic* Nonanalytic
A Model of Participative Management
© The McGraw-Hill Companies, Inc., 1998
Participation inGoal Setting
Participation inDecision Making
Participation inProblem SolvingParticipation in
Change
Contingency Factors* Design of work
* Trust* Readiness to Participate
AutonomyIncreased
control over workbehavior
Completion ofMeaningful
Tasks
Acceptanceand Commitment
Security
Challenge
Satisfaction
Performanceand Innovation
Summary for managers
Need for developing interpersonal and people skills
OB replaces intuition by systematic study at three levels
OB focuses on how to improve the dependent variables: productivity, ethically healthy work climate, …