• Lecture 3 Learning Objectives involve understanding the perceptual process, how we use perceptions to make judgements at work, why we make poor judgements about ourselves (attribution error, "unskilled and unaware"), how we use perceptions to make decisions (heuristics, satisficing), and that management decisions are rarely rational.

Perception

• The process of organizing and interpreting sensory data to make sense of one's position vis-a-vis the environment.
• Serves as a basis for behavior.
• Impacts cognitive and emotional responses ("Social Cognition").

Seeing is Believing

• "Theory of Mind" refers to our conception of how others think and how their thoughts influence their behavior.
• Influences our thoughts, judgments, and behavior.
• The theory of mind is influenced by culture and experience (background, education, social upbringing, etc.).
• One must consider psychological and social limits alongside the physiological.
• Ratification, multi-stability, and the limits of perception should be considered.

The Limits of Perception

• Humans are not very good at dealing with complexity and ambiguity; perceptions often become fixed unconsciously.

Self-Perceptions: Unskilled and Unaware of it

• Self-concept involves self-beliefs and self-evaluations.

The Double Curse

• Narrow Theory of Mind (TOM) reduces the ability to recognize setbacks and improve.

Findings from Dunning et al. (2003)

• In exam performance predictions, the bottom 75% (more men) overestimated their rank, while the top 25% (more women) underestimated it.

Perception of Others: Passing Judgment on Others

• In organizations, individuals are expected to attribute motives and past performance.

Attribution Theory

• Behavior has motivations, and we attribute others' behavior to internal or external factors.

Significance of Attribution Errors

• Attribution errors are self-serving; we tend to attribute our successes and others' failures to internal factors, and our failures and others' successes to external factors.

Significance of Other Biases of “Shortcuts" in Organisations

• The Contrast Effect: One may appear more attractive by standing next to someone unattractive.

Biases and Other Sources of Error

• Stereotyping: Assigning traits based on one's social category.
• Confirmation Bias: Seeing what confirms assumptions.
• The Halo Effect: Assuming someone is good/bad at everything if they are good/bad at one thing.
• Anchoring: Using the first piece of information as a comparison for subsequent experiences (Kahneman & Tversky).
• Availability: Basing judgments on readily available information.
• Escalation of commitment: Increased commitment to a previous decision in spite of negative information.
• Non-Decision Making: Relying on taken-for-granted conventions to make decisions.

Some Organisational Impacts of Biases

• Biases affect recruitment & selection.
• Performance Management: Overestimating the performance of above-average performers and underestimating the performance of below-average performers.

Perception and Decision-Making

• Limited information processing capabilities prevent truly rational decision-making.
• Decisions are made on the basis of being able to satisfy certain minimum standards (Simon).

Bounded Rationality

• Decisions are based on incomplete information from a combination of facts and socially-originated values (information that exists in a social context).

Example: Nuclear Power - Yes or No?

• The planet is warming due to CO2 emissions.
• There's a need to reduce the CO2 emissions to mitigate the effects of warming.
• Need to reduce CO2 without unduly disturbing our economic system.
• Alternatives to fossil fuels are limited.
• Nuclear power already exists and is carbon neutral which is a satisficing decision.

Different Types of Decision-Making Rules

• Heuristics are rules of thumb or institutionalized decision rules.
• Formal decision-making rules are followed.
• Experiential decision-making rules come with experience.
• Culturally-based decision-making rules depend on cultural norms.

The Importance of Rules of Thumb

• Heuristics are often used in management decision-making.
• Trusting one's “gut instinct” is a combination of formal, experiential, and cultural rules.

Conclusion

• Limits to perception can introduce bias into judgments and decisions.
• Decisions are never completely rational.
• Awareness of limitations and biases can reduce their negative impact.
• Perceptions form the basis for behavior in organizations.
• Psychological, physiological, and social constraints affect perception.
• Biases can introduce problems into organizational life (performance measurement, rewards, etc.).
• One important bias is in the area of self-perception (“unskilled and unaware of it").
• Management decision-making is rarely rational due to the importance of bounded rationality and heuristics.

Lecture 4 Learning Objectives

• Understand group dynamics, distinctions between teams and groups, elements for effective/ineffective teams, and the concept of "Distributed Leadership" within teamwork

The Rise and Rise of Teamwork

• Teamwork offers organizational advantages such as productivity (synergy), improved quality of working life for team members, and enhanced problem-solving.
• It is a more natural form of organization that recognizes employees' need for social interaction.

The Influence of Group Membership

• Membership enhances the sense of identity through shared beliefs, attitudes, values, and characteristic behaviors via social interaction.
• Provides settings for influencing others.
• Satisfies social needs eg: affiliation, purpose, and recognition.

Formal and Informal Group Settings

• Groups commonly influence member actions; they can be formal or informal (Human Relations School).
• Formal teams are intentionally established for specific organizational objectives; informal groups emerge organically based on members' shared interests.

Group Dynamics

• A group consists of two or more people acting interdependently to achieve a shared objective.
• Interaction strength depends on the nature, context, and members' traits.
• A spectrum exists from individuals (micro) to teams (meso) to social structures (macro).

Teams vs Groups

• Teams share and act on info; groups may only share.
• Teams clearly understand organization contributions; groups have little awareness.
• Team members recognize the value of synergy; group members may only recognize interdependence.
• Teams have clear objectives; groups often lack specific purpose.

Team Design

• Task characteristics (complexity).
• Team Size: process losses and coordination.
• Team Composition: Skills and knowledge required for tasks, who’s affected by the team's responsibilities.

Team States

• Consider if everyone shares an understanding of collaboration
• Team’s identity
• Belief of the team’s capacity to perform
• Ability of the team to rely on one another
• Members Safe to experiment and take risks?

The Process of Team Development

• Teams evolve dynamically, with values and norms that must be taught rapidly for new members to integrate cohesively.

Tuckman's Model of Team Development

• Stages: Forming (establish ground rules), Storming (resist leader control), Norming (close relationships develop), Performing (work toward goals), and Adjourning (disbanding).
• Movement moves from Independence to interdependence.

Gersick's Punctuated Equilibrium Model

• A model for group development that focuses on two groups.

Group Dynamics: Task & Maintenance

• Activities split into two types: Internal process and common purpose maintenance, and focused work.

Downsides of Teamwork

• “Groupthink”, social loafing, the "Ringelmann Effect," free-riding, and cultural differences (individualism vs. collectivism).

Leadership in Teams

• Traditional leadership not suited for team work environments.
• All leadership needs to be shared amongst teams.
• Different team types need different leadership styles.

Distributed Leadership

• Four types needed for team success include envisioning, organizing, spanning, and social.

Team Phase (Tuckman's Stage) Leadership Needed

• Forming needs social, spanning, and envisioning leadership.
• Storming requires social and envisioning, organizing, and spanning leadership.
• Norming requires organizing, spanning, and social leadership.
• Performing (organizing, social/envisioning, spanning, and social leadership.

Lecture 5 Objectives

• Linking values, attitudes, behavior and job satisfaction
• Understanding of Shared cultures, values, attitudes and behaviours

Values, Attitudes, Behaviours

• Values influence attitudes which in-turn influence behaviour

Values

• Personal beliefs that underpin what is important or valuable.
• Social and moral behavior must be considered to support social arrangements.
• Intensity significance and content must be considered.

From Values to Attitutdes

• Attitudes: Evaluative statement about an object, person or event
• Provides the normative basis for attitudes.
• Attitudes are characterized by valence, directions and persistence

From Attitudes to Behaviours

• Attitudes include Components distinct to behaviours

Emotional Component

• Good/ Bad feeling

Behaviourial Component

• Acting like we would if holding an attitude

Informational component

• Judgements based upon values and beliefs

How do attitude predict Behaviours

• Attitudes can help predict behavior at work.

Barrier to attitudes can change

Commitments, prior formal knowledge

Employee attitude

• Providing more information
• Improving the situation to help dissatisfied employees

Multidimensional attitude

• A positive emotional response can influence job experience

Attitudes towards

• Job content, supervisors, coworkers, career path influence personal values

Antecedents

• Work itself, values, pay, promotion, co workers

Outcomes

• Productivity and positive citizenship plus better mental and physical health.

Correlated Managment Practises

• Human relations, training, and decision making process

Organisational Culture

• Shared belief about what people are willing to accept.
• Shared values underpin behaviour

A system of shared values/ behaviours underpin culture

• Shapes individual behaviour
• Values held by a number of people in an organisation form culture.
• Culture shaped at team, national & organisational levels

Culture Is Associated with Stability

• Defines how things operate

Social Psychologist & Social

• Determined that the nations share values and that basic attitudes support social arrangements

Dimensions of National Culture (Hofstede, 1980)

• High: acceptance of power unequal distribution
• Individual vs collective
• High: like structured environments / low ambiguity's
• high degree vs short term : perseverance and thrift

Want shapes Behaviour?

• How to work effectively understanding management style and staffing

Affect Behaviour?

• Shapes collective values, influences attitude

Culture Impact

• Understand impact to work

Lecture 6 Objectives

• Understanding motivational strategies in organisations + their importance -Understanding motivational processes theories -Demonstrating theories

Motivational Strategies

• Motivation beings + a physiological/ psychological deficiency -Drive behaviour that is targeted towards the incentive

Humas “Intentional ” beings

• Direct mind to outside

Intentional Behaviour

• Feature of business -ethics law, economics

Practical Interventures

• Designed to enhance behaviour

Motivation Degree

• amount of effort and goals

Direction persistent effort

• shared legitimate goal

Motivational Process -

• Psychological needs/deffiency

Acivated Behaviour-

• Behaviour and drive to obtain Goal

Maslows Theory

• Human actions motivated by a range of Universal Needs that cluster into five categories

Legacy of Maslows Model

• Enduring influence on motivation, useful for job design

The Requires needs Model

• Peoples Vary in need for : clear feedback & responsibility

Process theories

• Peoples Vary in need for : clear feedback & responsibility

Expectancy Theory

• Vroom- Motivational outcomes occurs

Rewards are ineffective when.

• Effort will be effected

Shared values

• understanding sets a pattern belief system

Shared “Values attitudes behaviours “

• glue that holds together

Exiting the Exchange relationship

• effort invested towards money

How to reduce respond too

• Inequity?

Theories

• Expectancy- tie rewards -Prior performance / rewards prior

Intersic Motivation

• Competency, challenge, difference

Etricism Motiataion

• bonus, public records -love not strong force of Money

7 Lecture

• nature of causes what conflict understanding conflict management processed negotiation

Navture Of Contrlcit

• two + parties perceive the negavity of outcomes, varies in intensity and importnace

Cause of it and comes from with?

• Interests of all individuals and groups will lead some + influence of culture

Perceive of Interetest, creates

• Interpersonal or structraul - the inmedate cases -Enourage or try + understand the other side.

Interorganisiations Conflict,

• Causes of potential action- the work disign, emphasis superordinate -Incorpotibalitly

Interdependence works disign

, increase resoources

“unitartilitst Veiw”

• Unitarist, and interationsts veuw

task confilct

, process relaitoshp conflict -not all contact follows the part modle, can provide framework approach

stage 1 oppose

• one + causes peresent, can promote over to emerge

stage 2

• cognitive - partcies, if conditions threatened contact
• if interset - then it become reality

Conflicit handling styles

• partyies form something

stage 3

• forcing - pursue own interest regarles, problem solving, sacrafirng the other party -consideer the relation

4 stage behavior

• behavioues -stress apon either, conflict resoloution

Intentions

• handling style
• level of contact

resoloution

= avoidiance, smoothing compramise

   -communictaaitons in outtsidesr devails 
- 2 +particse group,

conflictions

• belief that it is beter to get dele with more influencing and taking offer -prefer search for agreement =batina agreemtnaly

What do you need

= high / small = info u can and what the interest = can u mix high, low items

• "bate a is to determine the point in which yo can leave negotiate – dristbive bargining / integrate

charecteritsc bargain

1 win goal high + long term

key leaning

= arise when 1 or more has been negatively of or to effected there interestds. = never to be fully elimantited =comes functional and dysfuntcaul

lecture 8 understand what be mean by the ethic

= macro or micro - in obilivion

various forms of unethical behauiuor

• causes consequyicnes motivation and thical behaviour micro and maccro

unethical behaviour organisaitons

• is unalawfu buaehoir
• damage
• damage

ethics

• considereqution of the morally right and wrong of how we bbehave.
• boundiaries as are elalstuc

caused

• if understnd it we are positionn to aviadate it diffrenr scholar focua differnet
• greed
• hubris

unthcual behaviours

• excessive power . rewrades, low costs

Consequences to unethical behaviour.

• destructs

what can the organisation do

• suggest that what do suggest

###key points

• breach ethcal nonms orgation
• caused by -serious conseucnes

lecature 9

• understanding interperate drivers of chaine, organisational in a system

= organatiotn operate in daminc environenymnt -- understand ing

what we expectetd to impliment chaine why chaine orgainsaitinal

= socia culutreal factuies

• technolgoical -ecnomic factoir = pootlical land legla

interal torces

=shreholders

• New mangament roal if changes

= idenrtiy intepatert causes chaine

• diagoise prolem. -moniter the reslutats . what needs chaine etc

types of interventoion

= evolutionare state realittivye = transforment entire organtion

Lewins 3 step Model

• chaimpioning change, forceful -Realigning staff profile

Refreezing

• Rewares Allocations
• Tranfromation Leaders
• Coalitions, social network

Snta roa stystem

• system analyse identitfty of OFP

Silat Kilks

• toop o too lazerie faceunclear ,
• stragety coflcit

Skill Loeering

=

• • toop laser leazing

Lecutrue 10

• Understanding how to identifiy an organsatons culture
• to undersand 3 thereos of culture.
• to ideitifiy orgaintinal coulte in practice
• diferntion. crital
• We dident uses too cate what cullute
• after 2 world war. m

now we do care bout

enron British neews of the worild

Even austrlaiia

• australa reserve

what clenn stephenssknow deparrment oh humain servicse. whhy cultues importnat you applyning accept

• what decsisions what we make and how we make them
• wats to tell other what we are making
• usings languege(meaphhurs) tor communeicate
• the use phhurs denstrastrate how mangeers lanquewh others and conse

The machine

-mteaphor

• assocoaties

metohrp 2

• the transantliaons mewhtr +assoaita

• comparings theorise how dos communeicate afect -organinising and desion

how does eho comuicanates = how do thwe afecg