Behavioral Science in Organizations (BSO)

• BSO stands for "Behavioral Science in Organizations" and studies what people think, feel, and do in organizations.
• It focuses on understanding, predicting, and influencing behavior.
• BSO contributes to an organization's financial health and is relevant to everyone within an organization.

Organizational Effectiveness: Four Perspectives

• Open Systems Perspective involves complex systems "living" within an external environment.
• Effective organizations maintain a close "fit" with changing external conditions, transforming inputs to outputs efficiently and flexibly.
• Organizational Learning Perspective is about an organization's capacity to acquire, share, use, and store valuable knowledge.
• Key processes include knowledge acquisition (e.g., hiring, acquiring companies), knowledge sharing (e.g., intranet, meetings, blogs), and knowledge use (e.g., giving staff freedom).
• High Performance Work Practices (HPWPs) consist of internal systems and structures associated with successful companies. Examples include employee involvement, competence building, and performance-based rewards.
• Stakeholder Perspective refers to stakeholders, which are entities (individuals or organizations) that affect or are affected by the firm's objectives and actions.
• Challenges involve conflicting stakeholder interests and limited organizational resources.
• Lockheed Martin emphasizes values and ethics, focusing on corporate social responsibility (CSR).

Types of Individual Behavior in Organizations

• Organizational Citizenship: Cooperation and helpfulness beyond required job duties.
• Task Performance: Goal-directed behaviors that support organizational objectives.
• Maintaining Work Attendance: Attending work at required times.
• Joining/Staying with the Organization: Commitment to the employment relationship.
• Counterproductive Work Behaviors (CWB): Voluntary behaviors that potentially harm the organization.

Contemporary Challenges for Organizations

• Globalization leads to new organizational structures, increased diversity, and competitive pressures.
• Increasing Workforce Diversity: Surface-Level and Deep-Level Diversity.
• Surface-Level Diversity consists of observable differences (e.g., race, gender, age).
• Deep-Level Diversity consists of differences in psychological traits (e.g., values, attitudes).
• Pros: Improved decision-making.
• Cons: Communication issues, team conflict.
• Emerging Employment Relationships include Work/Life Balance and Virtual Work.
• Work/Life Balance minimizes conflict between work and nonwork demands.
• Virtual Work is using technology to work away from the traditional workplace.

BSO Anchors (Core Beliefs)

• Multidisciplinary Anchor: Many BSO concepts are adopted from other disciplines.
• Systematic Research Anchor: BSO relies on scientific methods such as data collection and hypothesis testing.
• Contingency Anchor: Different situations require different actions; a "one size fits all" approach does not work.
• Multiple Levels of Analysis Anchor: BSO examines individual, team, and organizational levels.

Key Concepts in Individual Behavior

• Understanding why individuals behave the way they do is crucial when analyzing case studies effectively.
• Key influences include competencies/abilities competencies, abilities, skills & emotions, values, personality, perception, and attitude.
• Competencies, Abilities, Skills, & Emotions: Identify these in case scenarios to evaluate performance potential.
• Values: Influence decision-making and behavior.
• Personality: Affects how individuals interact with their environment.
• Perception: Shapes how reality is interpreted.
• Attitude: Drives behavioral intentions and actions.

MARS Model of Individual Behavior and Performance

• The MARS model is a practical tool for understanding and predicting behavior in organizational contexts, consisting of motivation, ability, role perceptions, and situational factors.
• Motivation refers to internal forces affecting voluntary behavior, consisting of direction, intensity, and persistence.
• Assess if motivation aligns with organizational goals in case studies.
• Ability refers to natural aptitudes and learned capabilities.
• Focus on Person-Job Matching by selecting, developing, and redesigning roles to fit competencies.
• Apply this when considering scenarios involving recruitment, training, or performance issues.
• Role Perceptions: Beliefs about what behaviors are needed to achieve desired results
• Analyze if the individual in the case understands their tasks and responsibilities.
• Situational Factors are environmental influences that facilitate or hinder behavior
• Consider constraints such as time, resources, budget, and work facilities in analysis.

Personality and Behavior: The CANOE Model

• The Big Five-Factor Personality Model (CANOE) provides a framework for understanding individual differences:
• Conscientiousness: Organization, dependability.
• Agreeableness: Trust, kindness, and cooperation.
• Neuroticism: Emotional stability, anxiety, moodiness.
• Openness to Experience: Creativity, open-mindedness.
• Extraversion: Sociability, assertiveness.
• Use the CANOE model to explain why certain characters in a case scenario behave in specific ways, especially in team dynamics or leadership contexts.

Perception in the Workplace

• Perception is how it is interpreted
• It plays a critical role in:
• Hiring and Interviews: Bias and perception errors.
• Performance Appraisal: Subjectivity in evaluating performance.
• Communication: How messages are received and interpreted.

Work-Related Behaviors

• Relevant when analysis case studies
• Joining the Organization: Attracting and hiring the right talent.
• Remaining with the Organization: Retention of employees.
• Maintaining Work Attendance: The impact of absenteeism.
• Task Performance: Goal-directed activities under individual control.
• Organizational Citizenship: Going beyond job duties.
• Highlight behaviors like helping colleagues, avoiding conflicts, and showing initiative.

Applying Values in the Workplace

• Values are stable beliefs guiding preferences and behavior.
• They define what is right or wrong and influence judgment across various situations.
• Values are shaped by parental influence, social/peer influence, and personal experiences.

Practical Approach for Case Study Analysis

• Identify the Core Issue: What is the main problem or challenge in the case?
• Apply Relevant Theories: Use the MARS, CANOE model, or or perception theories to analyze the situation.
• Support with Examples: Provide logical connections between theory and case details.
• Propose Practical Solutions: Offer theory-based strategies to address the issue.
• Predict Outcomes: Evaluate the potential impact of the proposed solution.

Summary of Main Teaching Points

• MARS Model: Use to assess individual behavior and performance.
• CANOE Model: Explain personality influences in behavior.
• Values & Perception: Key to understanding individual actions.
• Types of Work-Related Behavior: Apply these to analyze employee actions within the case.
• Link Theory to Practice: Always connect theoretical concepts to real-world scenarios.

Key Concepts: Emotions, Attitudes, and Behavior

• Emotions are short-lived psychological, behavioral, and physiological episodes that prepare individuals for immediate action.

• Emotions: Often occur subconsciously and influence attitudes and behavior.

• Attitudes: More stable judgments about a person, object, or event based on beliefs, feelings, and behavioral intentions.

• Cognitive Dissonance: A state of emotional stress/anxiety when beliefs, feelings, and behaviors are inconsistent.

Emotional Labor and Emotional Intelligence (EI)

• Emotional Labor: The effort needed to display organizationally desired emotions.
• Surface Acting: Displaying expected emotions without changing inner feelings (more stressful).
• Deep Acting: Aligning internal feelings with expected emotions (less stressful).
• Emotional Intelligence (EI): The ability to perceive, express, understand, and regulate emotions.
• EI is composed of four dimensions:
• Self-Awareness: Understanding your own emotions.
• Self-Management: Managing your own emotions.
• Social Awareness: Understanding others' emotions.
• Relationship Management: Managing others' emotions effectively.

Job Satisfaction and Organizational Commitment

• Job Satisfaction: How an employee evaluates their job and work context.
• EVLN Model:
• Exit: Leaving the organization.
• Voice: Attempting to change the situation.
• Loyalty: Patiently waiting for improvement.
• Neglect: Reducing work effort or quality.
• Organizational Commitment: Affective commitment and Continuance commitment
• Affective Commitment: Emotional attachment to the organization.
• Continuance Commitment: Staying due to high costs of leaving.

Stress and Stress Management

• Stress: An adaptive response to perceived challenges or threats.
• Eustress: Positive stress that motivates.
• Distress: Negative stress leading to dysfunction.
• Stages of Stress Response (General Adaptation Syndrome):
• Alarm Reaction: Initial shock and decrease in resistance.
• Resistance: Coping mechanisms are activated.
• Exhaustion: Prolonged stress leads to physiological and psychological damage.
• Common Workplace Stressors:
• Harassment and Incivility: Includes workplace bullying and psychological harassment.
• Work Overload: Excessive work hours or intensity.
• Low Task Control: Lack of autonomy over tasks.
• Managing Stress:
• Remove the Stressor: Address root causes.
• Withdraw from the Stressor: Take breaks or vacations.
• Change Stress Perceptions: Promote a positive self-concept and use humor.
• Control Stress Consequences: Engage in exercise, relaxation, or counseling.
• Receive Social Support: Rely on coworkers, friends, and family.

Practical Approach for Case Study Analysis

• Identify Core Issues: Is the problem related to emotions, attitudes, or stress?
• Apply Relevant Theories: Use models such as the EVLN model, Emotional Intelligence framework, or stress management techniques.
• Provide Evidence: Use examples from the case to support your analysis.
• Propose Solutions: Recommend practical actions based on the theory.
• Evaluate Potential Outcomes: Consider both positive and negative impacts of your proposed solution.

Summary of Main Teaching Points

• Emotions vs. Attitudes: Understand the difference and how they influence behavior.
• Emotional Labor and EI: Assess the role of emotional management in workplace scenarios.
• Job Satisfaction: Use the EVLN model to predict and address dissatisfaction.
• Organizational Commitment: Suggest ways to enhance affective commitment.
• Stress Management: Propose specific interventions based on the identified stressors in the case.

Key Concepts: Employee Motivation and Engagement

• Motivation: Refers to the internal forces that influence the direction, intensity, and persistence of voluntary behavior.
• Employee Engagement: A state of emotional and cognitive motivation characterized by self-efficacy, a clear understanding of one's role, and having the necessary resources.

Theories of Motivation

• McClelland's Learned Needs Theory:
• Needs can be learned and strengthened or weakened through self-concept, social norms, and passed experiences.
• Three key needs:
• Need for Achievement (nAch): Desire to reach goals, take responsibility, and seek challenging goals.
• Need for Affiliation (nAff): Desire for approval, conformity, and conflict avoidance.
• Need for Power (nPow): Desire to control the environment, which can be personalized (self-benefit) or socialized (benefit others).
• Four-Drive Theory:
• Four innate and independent drives exist
• Drive to Acquire: Desire to collect objects and experiences, contributing to hierarchy and status.
• Drive to Bond: Need to form relationships and social connections.
• Drive to Learn: Curiosity and need to resolve conflicting information.
• Drive to Defend: Protect oneself and respond to threats (fight or flight).
• Organizations should provide a balanced opportunity to fulfill all four drives and avoid overemphasizing one to maintain motivation.
• Expectancy Theory of Motivation: Key Components:
• E-to-P Expectancy (Effort to Performance): Belief that effort will lead to performance.
• P-to-O Expectancy (Performance to Outcome): Belief that performance will lead to specific outcomes.
• Outcome Valence: Value placed on the expected rewards.
• Strategies to Increase Motivation:
• Increase E-to-P Expectancies: Provide training, clarify roles, and offer sufficient resources.
• Increase P-to-O Expectancies: Ensure accurate performance measurements and link rewards to performance.
• Increase Outcome Valences: Individualize rewards to match employee preferences.

Goal Setting and Feedback

• Effective Goals Should Be:
• Specific: Clearly measurable.
• Relevant: Within the employee's control.
• Challenging: Encourage higher effort.
• Committed: Employees must be committed to achieving them.
• Participative: Involve employees in setting goals.
• Feedback-Oriented: Provide information on progress.
• Effective Feedback:
• Specific and relevant to behavior.
• Timely and frequent.
• Provided by a credible source.

Equity Theory and Organizational Justice

• Equity Theory:
• Individuals compare their outcome/input ratio to others.
• Inputs: Skills, effort, experience.
• Outcomes: Pay, recognition, rewards.
• Responses to Inequity:
• Change inputs or outcomes.
• Adjust perception of others.
• Choose a different comparison.
• Leave the situation.
• Types of Organizational Justice:
• Distributive Justice: Fairness in resource distribution.
• Procedural Justice: Fairness in the processes used to determine distribution.
• Improving Procedural Justice:
• Provide employee voice.
• Ensure unbiased decision-making.
• Maintain consistency in policies.
• Treat complainants respectfully.

Practical Approach for Case Study Analysis

• Identify the Core Issue: Determine if the problem is related to motivation, goal setting, equity, or justice.
• Apply the Relevant Theory: Use theories such as Expectancy Theory, Four-Drive Theory, or Equity Theory.
• Support with Evidence: Use specific details from the case to validate your analysis.
• Propose Practical Solutions: Suggest changes to increase motivation, improve goal setting, or enhance fairness.
• Evaluate Potential Outcomes: Predict the impact of your proposed solutions on employee motivation and organizational effectiveness.

Summary of Main Teaching Points

• Motivation Theories: Apply theories like McClelland's Learned Needs, Four-Drive Theory, and Expectancy Theory to analyze behavior.
• Goal Setting & Feedback: Assess if goals are effectively set and if feedback mechanisms are robust.
• Equity & Justice: Differentiate between distributive and procedural justice and propose ways to address perceived inequities.

Key Concepts: What is Decision Making?

• Decision Making: A conscious process of making choices among alternatives with the intention of achieving a desired state of affairs.
• Rational Choice Paradigm: Traditional decision-making includes identifying the problem, choosing the decision-making process, developing alternatives, and choosing the best alternative.

Challenges in Problem Identification

• Common Challenges:
• Stakeholder Framing: Information is presented in a way that influences perception.
• Perceptual Defense: Ignoring threatening information.
• Mental Models: Preconceived ideas that limit problem recognition.
• Decisive Leadership: Pressure to act quickly can lead to misdiagnosis.
• Solution-Focused Problems: Jumping to solutions without thoroughly understanding the problem.
• Effective Problem Identification involves maintaining a state of "divine discontent", avoiding the pressure to appear decisive, awareness of diagnostic limitations, and discussing scenarios with colleagues.

Biases in Decision Making

• Biased Decision Heuristics: Shortcuts that can lead to poor choices.
• Anchoring and Adjustment: Relying too heavily on the first piece of information.
• Availability Heuristic: Estimating probabilities based on how easily examples come to mind.
• Representativeness Heuristic: Evaluating probability based on how much an event resembles a stereotype.
• Paralysis by Choice: Having too many options can prevent decision-making.

The Role of Emotions and Intuition

• Emotions: Influence preferences even before conscious evaluation.
• Moods and feelings impact how well the decision process is followed, often using "gut feelings" as emotional signals.
• Intuition: The ability to understand or decide quickly without conscious reasoning.
• Emotional Experience: "Gut feelings" are often emotional signals.
• Rapid Nonconscious Analysis: Intuition arises from experience and pattern recognition.

Post-Decisional Processes

• Post-Decisional Justification: Inflating the quality of the selected option while downplaying alternatives.
• Escalation of Commitment: Continuing a failing course of action due to self-justification, prospect theory effect, perceptual blinders, and closing costs.

Evaluating Decisions More Effectively:

• Separate those who choose the decision from those who evaluate it, set a predetermined threshold to abandon projects, use systematic and objective feedback mechanisms, and involve multiple people in the evaluation process.

Employee Involvement in Decision Making

• Definition: The extent to which employees influence how their work is organized and carried out.
• Benefits of Employee Involvement:
• Better Problem Identification.
• Synergy in Solutions.
• Enhanced Decision Commitment:
• Contingencies of Involvement:
• Decision Structure: More involvement is needed for non-programmed decisions (new and complex problems).
• Knowledge Source: When employees have relevant knowledge beyond the leader.
• Decision Commitment: If employees are unlikely to commit unless involved.
• Risk of Conflict: When norms support organizational goals and agreement is likely.

Practical Approach for Case Study Analysis

• Identify the Decision-Making Stage: Where did the decision process go wrong?
• Apply Relevant Theories: Use the rational choice model, heuristics, or escalation of commitment theories.
• Provide Evidence: Link specific case details to theoretical concepts.
• Propose Practical Solutions: Suggest techniques like structured analysis, scenario planning, or increased employee involvement.
• Evaluate Potential Outcomes: Consider both short-term and long-term impacts of your proposed solutions.

Summary of Main Teaching Points

• Rational Choice Paradigm: Use this model as a baseline for evaluating decision-making processes.
• Biases and Heuristics: Recognize common biases and suggest strategies to mitigate them.
• Emotions and Intuition: Understand their role in decision-making and when to rely on them.
• Escalation of Commitment: Identify when organizations are stuck in failing decisions and recommend exit strategies.
• Employee Involvement: Analyze whether the right level of involvement is being used and how to enhance it effectively.

Key Concepts: What Are Teams?

• Definition of Teams: Groups of two or more people who exist to fulfill a purpose, are interdependent and influence each other, and are mutually accountable for achieving common goals.
• Types of Teams: Departmental, Self-Directed, Virtual, Multicultural, and Project (Task Force).

Advantages and Disadvantages of Teams

• Advantages: Better decision-making, higher employee motivation, facilitates information sharing, and fulfills the drive to bond.
• Disadvantages: Process Losses, Social Loafing, and Decision-Making Constraints.

Team Effectiveness Model

• Influenced by:
• Task Characteristics: Teams perform better with clear tasks. Coordination increases effectiveness with interdependence.
• Team Size: Smaller teams coordinate better, but must maintain enough involvement.
• Team Composition: Effective members possess the Five C's competencies: Cooperating, Coordinating, Communicating, Comforting, and Conflict Resolving.

Team Development Stages (Five-Stage Model)

1. Forming: Discovery and testing behaviors.
2. Storming: Conflict as team members resist control.
3. Norming: Establishing norms and cohesion.
4. Performing: Focusing on task completion.
5. Adjourning: Disbanding after achieving goals.

Team Processes: Norms, Cohesion, and Trust

• Team Norms: Informal rules and shared expectations that regulate behavior. Norms develop through initial experiences and values, enhancing performance if aligned with goals.
• Team Cohesion: The degree of attraction and motivation members feel toward the team, leading to higher performance with supportive norms.
• Trust: Essential for effective collaboration, with types including calculus-based, knowledge-based, and identification-based trust.

Team Decision-Making: Challenges and Solutions

• Decision-Making Constraints: Time Constraints, Evaluation Apprehension, Pressure to Conform, and Overconfidence (Groupthink).
• Improving Team Decisions: Promote a culture of critical thinking, maintain optimal team size, and introduce diverse perspectives.

Special Types of Teams

• Self-Directed Teams: Operate autonomously with control over decisions, effective when tasks are complex.
• Multicultural Teams: Bring diverse perspectives, requiring strong communication strategies.
• Virtual Teams: Operate across time and space using technology, needing strong communication, self-leadership, and face-to-face meetings.

Practical Approach for Case Study Analysis

• Identify the Team Type and Structure.
• Apply Team Development Theories.
• Analyze Team Processes: Evaluate norms, cohesion, and trust.
• Address Decision-Making Challenges.
• Provide Practical Solutions: Tailor your recommendations to enhance team effectiveness using specific theories and models.

Summary of Main Teaching Points:

• Team Types and Roles: Recognize different team structures and their unique challenges.
• Team Development: Apply the five-stage model to assess and guide team progress.
• Team Processes: Focus on building strong norms, cohesion, and trust.
• Decision-Making Strategies: Use structured methods to avoid common pitfalls.
• Addressing Team Issues: Link theoretical models to practical actions.

Key Concepts: What is Communication?

• Definition: Communication is the process by which information is transmitted and understood between two or more people.
• Effective Communication: Not only transmitting symbols but ensuring the intended meaning is accurately received.
• The Communication Process Model: Sender, Receiver, Feedback Loop, and Noise.

Importance of Communication in Organizations

• Coordinating Work Activities: Aligning tasks and roles.
• Organizational Learning: Sharing knowledge to enhance decision-making.
• Employee Well-Being: Encouraging a culture of openness and support.

Communication Channels:

• E-Mail: Increases volume and speed, reduces biases. Possible disadvantages are poor conveying of emotions, reducing politeness/respect, ineffective for complex situations, and contributing to overload.
• Social Networking: Benefit include clusters around interests, with examples like Facebook, LinkedIn, online forums, and wikis.
• Non-Verbal: Influence on meaning through gestures and emotional contagion, enhancing empathy.

Choosing the Right Communication Channel

• Social Acceptance: How well the channel fits communication norms.
• Media Richness: This is the capacity of a channel to convey information effectively.
• Rich media (e.g., in person) works best for non-routine/ ambiguous, and lean media (e.g., emails) is suitable for routine.

Barriers to Effective Communication

• Perception: Different interpretations of the same message.
• Filtering: Distorting information to make it more favorable.
• Language & Jargon: Miscommunication due to unfamiliar terms.
• Ambiguity: Vague messages lead to confusion.
• Information Overload: Volume of information exceeds processing capacity.
• Cultural and Gender Differences:
  • Cultural Differences: Language, tone, and non-verbal differ widely.
  • Gender Differences: Men may use "report talk," while women are more sensitive to cues.

Persuasive Communication

• Influencing another person's beliefs and attitudes.
• Spoken Communication: Generally more persuasive due to non-verbal cues and immediate feedback.
• Strategies for Persuasion: Using stories, building a connection, and providing logical arguments.

Communicating in Organizational Hierarchies

• Designing Workspaces: Open offices and clustering teams improve communication.
• Management Techniques: Management by Walking Around (MBWA) is the direct communication with employees.
• Town Hall Meetings: Share updates and gather feedback.
• Web-Based Tools: Use of blogs, wikis, and e-zines to disseminate information quickly.
• Organizational Grapevine: Helps information sharing and fills the gaps of formal channels, can also spread misinformation.

Practical Approach for Case Study Analysis

• Identify Communication Breakdowns, Apply Relevant Theories, Support with Evidence, Propose Practical Solutions, Evaluate Potential Outcomes

Summary of Main Teaching Points

• Communication Process: Understanding each step and identifying potential breakdowns.
• Choosing Channels Wisely: Match the communication method to the complexity of the message.
• Overcoming Barriers: Address perceptual, cultural, and language-based barriers.
• Effective Strategies: Use rich media for complex messages and promote active listening.
• Managing the Grapevine: Use this positively while maintaining control over formal communication channels.

Key Concepts: What is Power?

• Definition: Power is the capacity of a person, team, or organization to influence others.
• Dependence Model of Power: Consists of power (based on resource control) and dependence (Person B depends on Person A if A controls a resource that B values).

Sources of Power in Organizations

• Legitimate: Based on job roles and agreement from authority.
• Reward: Abilitiy to give/allocate rewards or remove sanctions that operates bot uphard and downward.
• Coercive: The Abilitiy to apply punishment with includsion of peer pressure as coercion.
• Expert: Skilled influece though knowledge.
• Referent: respect to admirartion and charisma.

Contingencies of Power

• Substitutability: Power increases when few/no alternatives to the resource with example if unique skill or exclusive access to information
• Centrality: Power is higher when many others are affected by and dependent on the powerholder. An example of this is being a key position within a workflow.
• Discretion: The Freedom to decisions without restrain being resrained by rules. ex. Perceived discretion can also enhance the power.
• Visibility: Being seen as powerful, through example of credentials or visible actions, ex Wear identifiable office unifirms or beings in central office locations.

Power through Social Networks

• Social Capital: The goodwill and resources available through social networks.
• Network Ties: Can be strong (frequent interaction) or weak (casual connections).
• Centrality in Networks: Example of the "hub" in an information network often controls the flow of communication, increases power by being the center of the network

Influence Tactics:

• Assertiveness: Using vocal authority and reminders.
• Silent Authority: Following requests without overt influence.
• Coalition Formation: Gaining power through group support.
• Information Control: Manipulating access to information.
• Upward Appeal: Gaining support from higher authority.
• Persuasion: Using logic, facts, and emotional appeals.
• Exchange: Negotiating benefits for compliance.
• Ingratiation: Increasing likability and building goodwill.
• Consequences of Influence: commitment, complience, resistance

Organizational Politics

• Defintion: Behaviors perceived as self-serving tactics for personal gain at the expense of others or the organization.
• Conditions Promoting Politics:
• Scarce Resources: Competition for limited assets.
• Complex/ Ambiguous Decisions: Lack of clear guidelines.
• Tolerance of Politics: Acceptance of self-serving behaviors.
• Organizational Change: Uncertainty increases political behavior.
• Minimizing Organizational Politics:
• Establish clear rules for distributing scarce resources.
• Implement effective change management practices.
• Suppress norms that support self-serving behavior.
• Role model organizational citizenship.
• Provide employees with control over their work.
• Maintain open and transparent communication.

Practical Approach for Case Study Analysis for Cases Involving Organization Politics

• Identify Power Dynamics, Apply Relevant Theories, Provide Evidence, Suggest alternative tactics based on the context and desired outcome

Summary of Main Teaching Points

• Power and Dependence: Influence is based on controlling valued resources.
• Sources of Power: Legitimate, reward, coercive, expert, and referent power each have unique
• Contingencies of Power: Enhance power by increasing substitutability, centrality, discretion,
• Influence Tactics: Choose tactics based on the situation and desired outcome.
• Organizational Politics: Recognize conditions that promote politics and implement strategies to minimize their impact.

Key Concepts: What is Conflict?

• Definition: Conflict is the process in which one party perceives that its interests are being opposed or negatively affected by another party.
• Types of Conflict: Constructive (Task) Conflict and Relationship Conflict

Positive and Negative Consequences of Conflict

• Positive Consequences: adaptation,better decision making ,Strengthens team cohesion when managed well.
• Negative Consequences: Consumes time and resources, Can reduce job satisfaction and productivity., escalates into relationship conflict

The Conflict Process Model

• Sources of Conflict: Identify root causes such as different goals, resource scarcity, or conflict
• Conflict Perceptions: How parties view the situation conflict
• Conflict Emotions: Emotional responses cause the escalation or reduction conflict
• Manifest Conflict: Actions such as arguments and avoidance conflict
• Conflict Outcomes: effect of positive changes or negative consequences conflict

Structural Sources of Conflict

• Differentiation: Differences in values, beliefs, or cultural backgrounds.
• Task Interdependence: High interdependence increases the chance of conflict.
• Incompatible Goals: When one party's goals interfere with another's.
• Scarce Resources: Limited resources lead to competition.
• Ambiguous Rules: Guidelines create uncertainty and conflict.
• Communication Problems: escalate conflict

Conflict Handling Styles

• Best/worst methods to handle
• Problem Solving
• Forcing Competing
• Avoiding
• Yielding/ Accommodating
• Compromising

Structural Approaches to Conflict Management

• Emphasizing Superordinate Goals: Focus on common objectives to reduce incompatibility.
• Reducing Differentiation: Minimize differences in values and beliefs by mixing teams or rotating roles.
• Improving Communication: Increase understanding through open dialogue and active listening.
• Reducing Task Interdependence: Create more autonomy where possible to reduce friction.
• Increasing Resources: Alleviate competition by providing enough resources.
• Clarifying Rules and Procedures: Ensure guidelines are clear to avoid misunderstandings.

Negotiation as a Conflict Resolution Tool

• Negotiation: A process where two or more parties attempt to resolve their differences through dialogue and compromise. Bargaining Zone Model:
• Initial Position: the starting offer or demand
• Target Position: the preferred outcome
• Resistance Point: the lowest acceptable outcome
• Area of Potential Agreement the overlap where a deal can be struck

Negotiation Strategies:

• Claiming Value: maximizing
• Creating value: finding

Third-Party Dispute Resolution

• mediation
• Arbitration
• Inquisition

Practical Approach for Case Study Analysis

• Identify the Type of Conflict: Determine if it is task or relationship conflict.
• Apply Conflict Models: Use the conflict process model or bargaining zone model as a framework.
• Support with Evidence: Highlight specific examples from the case to illustrate the conflict.
• Propose Practical Solutions: Suggest a mix of conflict handling styles and structural approaches.
• Evaluate Potential Outcomes:

Summary of Main Teaching Points

• Types of Conflict: Understand the difference between constructive and relationship conflict.
• Conflict Handling Styles: Match the style to the situation for the best outcome.
• Structural Approaches: Address underlying causes to prevent conflict from recurring.
• Negotiation Techniques: Use claiming and creating value strategies appropriately.
• Third-Party Interventions: control needs.

Key Concepts: What is Leadership?

• Definition: Leadership is the process by which individuals are influenced to participate in achieving organizational or group goals.
• Distinction Between Managers and Leaders:
• Managers: Focus on control, implementation, and consistency.
• Leaders: Inspire, strategize, and drive change.

Eight Leadership Competencies

• Self-Concept: Positive self-evaluation, high self-esteem, and internal locus of control.
• Drive: Motivation to pursue goals, action-oriented.
• Integrity: Consistency between words and actions, truthfulness.
• Personality: Extroversion and conscientiousness.
• Cognitive/Practical Intelligence: Ability to solve real-world problems.
• Knowledge of the Business: Deep understanding of the external environment.
• Leadership Motivation: A desire to lead and influence toward organizational goals.
• Emotional Intelligence: Ability to perceive, assimilate, understand, and regulate emotions.

Leadership Theories and Models

• Behavioral Approach:
• Lewin's Iowa Study: Identified three leadership styles:
• Authoritative: Task-oriented, directive.
• Democratic: Shared decision-making.
• Laissez-Faire: Minimal involvement unless requested.
• Blake and Mouton's Managerial Grid:
• Evaluates leadership based on concern for people vs. concern for production.
• The ideal style is Team Management (9,9), balancing high concern for both people and tasks.
• Path-Goal Leadership Model
• Leader Behaviors:Provides structure and sets clear expectations.
• Supportive: Builds morale and offers emotional support..
• Achievement-Oriented: Sets challenging goals and expects high performance.
• Contingencies: : skill,locus of control, Task structure and team dynamics
• situational leaders- adapt their follower readiness

Transformational vs. Transactional Leadership

• Transformational Leaders lead with creating and cummunicating model vision for people to build commitment
• Transactional Leaders manages perfomance through rewards and resources being ensureing avaliablilty
• Charisma: Provides referent power, but not all charismatic leaders are transformational.

Shared Leadership

• Concept: Leadership is broadly distributed across team members.
• Requirements: willingless to formal leaders to delegerate power

Implicit Leadership Perspective

• Leadership Prototypes: how people picture effective leaders to be

Cultural and Gender Issues in Leadership

• Universal leadership is visionary with charismatic styles
• Sociatal normals determine leadership exceptions

Practical Approach for Case Study Analysis for culture and leadership styles

• Identify Leadershi, Applu model, provide evidemce

Key Concepts: What is Organizational Culture?

• Definition: shared values and assumptions that govern how emplyees think and problem solve with opportunities

Organizational Culture Dimensions

• Innovation
• Stability
• Respect for People
• Outcome Orientation
• Attention to Detail
• Team Orientation
• Aggressiveness

Subcultures in Organizations

• Dominant Culture:, can support or challenge the dominant culture., ethical accountability and innovation source are culture
• Act as surveillance, can challenge organization

Artefacts of organizational culture

• observable signs, including
• physical structures
• organizational language
• storis and legends
• rituals and ceremonys

Functions of Strong Corporate Culture

• Control System: Culture influences decisions and behaviors through internalized values.
• Social Glue: Connects employees through shared beliefs and experiences. Strong culture isn't always useful

Merging Organizational Cultures

• Merger and acquisition strategy

Key Strategies to Organisational Culture: Buisness, Founders, Alignment

Cultural dimensions: HOFSTEDES

• Social Orientation
• power orientation
• uncertainty orientation

Practical Approach for Case Study Analysis

• Identify Cultural Elements use case model provide strategy by using evidence to meet targets

Key Concepts: What is Organizational Change?

• Definition: Organizational change involves modifying or transforming structures, processes, within an organization to adapt to internal and external influences.

Lewin's Force Field Analysis Model

• Driving Forces = Push the organization toward change like pressures
• Restraining Forces = Resistance to change behavior

Why do people resist change

• Direct Costs: job insecurity, status
• Fear of the Unknown: hard to adjust to uncertaintiy
• Incongruent Team Dynamics: conflict with team norm

Creating an Urgency for Change

• Inform Employees, customer driven
• highlight advserse of not changing
• use a poisitve visiion

Strategies to Minimize Resistance to Change

• Communication
• Learning
• Involvement

role of change agents: communicating ensureing

• Manage.
• Negoation: compromsing, last measure for

role of management with change

• Stress Management
• Action Research Approach solving real world oproblems
• Approach: realigns systems with goals.
• AI Appreciatiative
• positive core values test

ethical concert

• cross contams assumption open
• privacy a viod intrusion
• Ethical and Cultural Considerations implement changes
• lewins model balanced
• managing resistant tailor
• management power; ensure is not misused