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Lesson Plan Week Six
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ORGANIZATIONAL BEHAVIOR
Introduction To Your Life In Organization
BERNIE L. MULLEN, M.A.
612 239 8604
CLASS OUTLINE FEBRUARY 11, 2013
• Bottle Shock Case Study
• Assignment – World Class Company: The Mayo Clinic, page 198, review – 3
questions.
• 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
©2007 Prentice Hall
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
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