ORGANIZATIONAL BEHAVIOR Introduction To Your Life In Organization
BERNIE L. MULLEN, M.A.
bmullen@msb.college.edu 612 239 8604
CLASS OUTLINE FEBRUARY 11, 2013 •
Bottle Shock Case Study
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Assignment – World Class Company: The Mayo Clinic, page 198, review – 3 questions.
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Career Profile.
• Chapters Eight – Cross Cultural Relationships.
• Chapter Nine – Groups and their Influences. • Assignment(s)
CRITICAL THINKING: PASSIVE, ACTIVE, DIVERSITY
• Passive • • • •
Receive ideas and information from someone else. Unreflective. Jump to conclusion. Snap decision irrespective to outcome.
• Active • • • • •
Persistent. Careful consideration. Think things through. Raise questions. Find relevant information.
Chapter 8 -Culture • Culture is a set of shared beliefs and values about what is desirable in a community, and the set of behaviors and practices that support these values • National culture includes the thoughts, emotions and behaviors rooted in common values and societal conventions of a particular society
What characterizes Americans--what characterizes you—culturally? • Open discussion is encouraged and valued • Decisions are made in meetings • Everyone in the group has input • Conflict is positive • Friendly and open but impersonal work relationships • Want to achieve high efficiency at work
Since Western business customs are accepted world wide, why should you study other cultures? • The Western business customs that count the most are not accepted world wide • Typically it is only the superficial customs that have been adopted • Rarely do others think about these behaviors the same way you do
Chapter 9 - Why are groups so important to organizations?
Groups are a key building block of organizations • Group: two or more people who spend time with each other, experience emotional ties, share a common frame of reference, and are behaviorally interdependent • Formal groups: those officially designated by the organization to accomplish its tasks • Informal groups: social groups that have no official designation by the organization yet have some common interests and personal ties
Groups represent a power structure in organizations • Formal groups are given power officially • Informal groups have power because they exchange information and contacts, and give social support to their members • Powerful groups are allotted a larger portion of an organization’s resources • Individuals gain much of their power through their group memberships ©2007 Prentice Hall
Groups may make better decisions than individuals alone • Assets of group decision making: Groups bring a greater total sum of knowledge to a problem. Groups bring a greater number of approaches to a problem. Groups tend to take more innovative approaches to solving a problem. Participation in decision making helps people understand the solution. Participation in decision making helps people accept a solution.
Groups may make worse decisions than individuals alone • Liabilities of group decision making are: Groups may be influenced by a dominant individual. Social pressure on individuals can significantly affect their judgment: Individuals may vote with their friends, authorities, or superiors rather than assert their own opinion. The risky shift: Groups have a tendency to make risky decisions, accepting a plausible early solution rather than working to find an optimal solution. It is more difficult to fix responsibility for a decision on a group than on an individual.
Chapter Seven - How can you make the communication process work for you?
• Communication: the exchange of thoughts, opinions or information by speaking, writing or other means. • Conduit metaphor: language transfers thoughts and feelings from person to person like a pipe transfers water from place to place. • Noise: any disturbance that disrupts the communication process.
A model of communication
Receiving the message • Did you hear and understand the message the way the sender intended? • Selective attention: at any given moment humans can focus on only some of the stimuli that come our way, while other stimuli are disregarded. • Overload may cause filtering of messages.
Decoding the message and forming a response • Attribution: answering why the sender is behaving in a particular way; can involve fundamental attribution error or self-serving bias. Feel real emotion, false situation. • Categorizing: putting people into categories or groups that have similar characteristics; could involve prejudice.
Encoding the response • Translate your idea into a form that others can recognize, typically into written or spoken language. • Most important goal is to be as clear as possible. • Monitor your use of jargon.
ASSIGNMENT Paper Bottle Shock •
Examples of Intrinsic and Extrinsic.
• Examples of Decision Making. •
Examples of Job Stress.
• Examples of Interpersonal Skills. •
What did you discover about the movie that left an impression on you?
ASSIGNMENT Page 251 Chapter 8 Use the Types of Teams Definitions,
Construct story using maximum of 300 words, Fiction, non-fiction, serious or funny story.
Due Monday Feb 25