Organizational Behaviour Exam Review - PDF

Organizational Behaviour OB371 Week 13 Final Exam Review The Five-Stage Model (1 of 2) Stages of Group Development 2 Copyright © 2020 Pearson Canada, Inc. Exhi...

Organizational Behaviour OB371 Week 13 Final Exam Review The Five-Stage Model (1 of 2) Stages of Group Development 2 Copyright © 2020 Pearson Canada, Inc. Exhibit 9.2 The Punctuated- Equilibrium Model 3 Copyright © 2020 Pearson Canada, Inc. Week 8 Communication 4 The Communication Process Exhibit 11.1 The Communication Process 5 Barriers to Effective Communications Filtering Selective perception Information overload Emotions Language Silence Communication apprehension Lying 6 Conflict 7 How Communication Breakdown Can Lead to Conflict Conflict: A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. Examples of sources of conflict: Incompatibility of goals Differences over interpretation of facts Disagreements based on behavioural expectations- performance measures Interpersonal differences- race, sex, age 8 Functional Conflict Supports the goals of the group and improves performance (Constructive) Source of conflict = Cognitive (Task-oriented conflict) It occurs because of the differences in perspectives and judgments The conflict often leads to identifying potential solutions to problems. Can you think of a time when you experienced functional conflict? 9 Dysfunctional Conflict Hinders group performance and the goals. Source of conflict = Affective (Emotional conflict). It is aimed at a person rather than an issue. Difficult to reach a solution. (Destructive) Can you think of a time when you experienced dysfunctional conflict? 10 Conflict Management Strategies Forcing – using formal authority or other power you possess to satisfy your concerns without regard to the concerns of the party that you are in conflict with Accommodating – allowing the other party to satisfy their concerns while neglecting your own Avoiding – not paying attention to the conflict and not taking any action to resolve it. Compromising – attempting to resolve a conflict by identifying a solution that is partially satisfactory to both parties, but completing satisfactory to neither Collaborating – cooperating with the other party to understand their concerns and expressing your own concerns in an effort to find a mutually and completely satisfactory solution 11 The Conflict Process Exhibit 14.1 The Conflict Process 12 Week 9 Politics and Power 13 Power and Politics Power – A capacity that A has to influence the behaviour of B so that B acts in accordance with A’s wishes. Dependency – B’s relationship to A when A possesses something that B needs. – A person can have power over you only if he or she controls something you desire- job promotion, good shifts, pay increase, information to get the job done well etc. 14 Bases of Power Where does power come from? How does someone gain power over others? Six basis or sources of power: 1. Coercive Power 2. Reward Power 3. Legitimate Power 4. Expert Power 5. Referent Power 6. Information Power 15 Evaluating the Bases of Power People will respond in one of three ways: 1. Commitment – The person is enthusiastic about the request and carries the task out. 2. Compliance – The person goes along with the request grudgingly, putting in minimal effort. 3. Resistance – The person is opposed to the request and tries to avoid it. 16 Trait Theories of Leadership Traits are characteristics of the person such as abilities, personality Traits consistently associated with leadership: – Ambition and energy – The desire to lead – Honesty and integrity – Self-confidence – Intelligence – Job-relevant knowledge 17 Trait Theories – Big Five Personality Framework Big Five Personality Framework Extraversion has strongest relation to leadership Conscientiousness and Openness to Experience also strongly related to leadership Agreeableness and Emotional Stability are not correlated with leadership Emotional Intelligence is correlated with leadership; however, this link is under-investigated 18 Behavioural Theories of Leadership Are there particular behaviours that make for better leaders? Studies found Leaders could be measured according to (1) their degree of concern for production- getting the job done and (2) their degree of concern for the employees- respect for employees 19 Situational Leadership Theory (SLT) Situational leadership theory (S L T) - Successful leadership depends on selecting the right leadership style contingent on the followers’ readiness to accomplish a task 1. Unable and unwilling 2. Unable but willing 3. Able but unwilling 4. Able and willing 20 Contingency or Situational Theories of Leadership 1. Hersey and Blanchard’s Situational Theory Determine if the employee has the ability to do the job able versus unable Determine if the employee has the desire to do the job willing, unwilling/ apprehensive, or unwilling/insecure Apply the appropriate leadership style delegating, participating, selling, telling 21 Hersey & Blanchard’s Situational Leadership 22 Organizational Culture Seven Key Characteristics 1. Innovation and risk taking 2. Attention to detail 3. Outcome orientation 4. People orientation 5. Team orientation 6. Aggressiveness 7. Stability 23 Establishing the Culture Founders hire and keep only employees who think and feel the way they do Founders indoctrinate and socialize these employees to their way of thinking and feeling Founders’ own behaviour encourages employees to identify with the founders and internalize those beliefs and assumptions 24 Do Organizations have Uniform Cultures? Most large organizations have a dominant culture and a number of subcultures A dominant culture expresses the core values shared by the majority of the organization’s members Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences of members 25 Liabilities of Organizational Culture Culture can have dysfunctional aspects in some instances. Barrier to Change A barrier to change- if the culture (values & beliefs) of the employees doesn’t support a new direction for the organization (When the organization is undergoing change, culture may impede change) Barrier to Diversity New employees who have differences based on race, gender, or disability from the rest of the organization may challenge the corporate culture (Strong cultures put considerable pressure on employees to conform) Barrier to Mergers and Acquisitions During mergers and acquisitions the culture of the two organizations may not fit or complement each other (Merging the cultures of two organizations can be difficult, if not impossible) 26 Forces of Change Nature of the workforce Technology Economic shocks Competition Social trends World politics 27 Organizational Change Successful change in organizations should follow three steps according to Lewin’s Theory Unfreezing the Moving to a new Refreezing the status quo state new state 28 Six Major Sources of Organizational Resistance Six major sources of organizational resistance to change have been identified: Structural inertia. Organizations have built-in mechanisms—such as their selection processes and formal regulations—to produce stability. When an organization is confronted with change, this structural inertia acts as a counterbalance to sustain stability. Limited focus of change. Organizations are made up of a number of interdependent subsystems. One cannot be changed without affecting the others. So limited changes in subsystems tend to be nullified by the larger system. Group inertia. Even if individuals want to change their behaviour, group norms may act as a constraint. Threat to expertise. Changes in organizational patterns may threaten the expertise of specialized groups. Threat to established power relationships. Any redistribution of decision-making authority can threaten long-established power relationships within the organization. Threat to established resource allocations. Groups in the organization that control sizable resources often see change as a threat. They tend to be content with the way things are. 29 Overcoming Resistance to Change 1. Education and communication 2. Participation 3. Building support and commitment 4. Developing positive relationships 5. Implementing changes fairly 6. Manipulation and cooptation 7. Selecting people who accept change 8. Coercion 30