Insights from Chapters 7 to 11 Môn Organizational behavior | Đại học Kinh Tế Quốc Dân

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Organizational Behaviors ( Chapter 7,8,9,10,11)
Chapter 7: Team and Teamwork What is a team?
Pros/Cons of working in Groups/Teams Types of work teams: Promblem-solving Functional Virtual Self-managed Cross- funnctional Team vs Group: Informal Groups:
Interest group: Members with common interest (eg:
cultural, gaming, study group…)
Friendship group: Members who enjoy similar
social activities, political beliefs, religious values.
(Union, party lunch once a month)
Reference group: have a strong influence on
members’ behavior. Such groups are formed
voluntarily. (Committee, volunteers in function)
Formal vs Informal group Formal group Informal group Objective Task accomplishment Member satisfaction lOMoAR cPSD| 58675420 Origin Management Individual members Structure Formal Informal Orientation Task Oriented Relation oriented Influence Formal authority Personality Leadership Formal leader Informal leader Control Formal control Social sanctions
Formal vs Informal group Team effective model Team design elements lOMoAR cPSD| 58675420 Task Interdependence Optimal team size
If your team gets too large, the number of interactions gets overwhelming,
and you lose the whole benefit of having a team. So based on the research,
the ideal team size is between 4 and 9. Team composition: •
Abilities of members ✨ Allocation of roles • Members preference ✨ Size • Personality of members • Diversity of members
Creative effective teams: Composition
🎄Abilities of members: Need technical expertise, problem-
solving, decision-making, good interpersonal skills.
The 5 C’s of team member:
✨ Cooperating: Share resources, accommodate others
✨ Coordinating: Align work with others, keep team on track
✨ Communicating: Share information freely, effectively, respectfully, listen actively
✨Comforting: Show empathy, provide psychological comfort, build confidence
✨Conflict resolving: Diagnose conflict sources, use best conflict-handling style
Team diversity: Impact of diversity on team performance
Team process: team formation
Forming : Questioning, Socializing, Displaying Eagerness, Focus on group identity and purpose, Sticking to safe topics
Storming: Resistance, Lack of participants, Conflict, Competition, High Emotions
Norming: Reconciliation, Relief, lowered anxiety, Members are engaged and supportive, developing cohesion
Performing: Demonstration of interdependence, Healthy System, Ability as a team to effectively produce, Balance of task and process orientation lOMoAR cPSD| 58675420
Team process & Diversity Roles in team lOMoAR cPSD| 58675420 Roles in team
Team Norm: The informal rules and shared expectations that groups establish to regulate the behavior of their members
Characteristics of team norms: Apply only to behavior  Regularly enforced  Only for important behavior
How team norm develops : Critical events in team’s history, Primacy: first-behavior precedents,
Carry over from other experience, Explicit statements from leader or members Here are some team norms examples:
• Speak respectfully in workplace conversations
• Be honest and transparent when discussing work-related topics
• Listen actively and be mindful of others’ opinions
• Never conduct a meeting with more than 16 people
• Always be prepared when attending meetings or giving presentations
• Only call meetings that are necessary
• Arrive at work no more than two minutes late every workday
• Give your manager three days’ notice when requesting time off
• Keep an open mind when negotiating deals or confronting conflict
• If you’re unsure of how to complete a task, always ask a supervisor for help
• Keep physical contact in the workplace to a minimum
• Be accountable for your actions lOMoAR cPSD| 58675420
• Best practices for effective norms
Preventing and changing dysfunctional team norm
Team Cohesion: The degree of attraction
people feel toward the team and their motivation to remain members.
Sources of team cohesion: lOMoAR cPSD| 58675420
Consequences of team cohesion:
Team cohesion and performance
Team trust: Positive expectations one person has toward another person in situations involving risk Type of trust:
Building team trust: build team trust model: People, Purpose, Plan, Practice, Performance, Payoff
Chapter 8: Leadership🎄
Leadership definition: Influencing, motivating and enabling others to contribute toward the effectiveness and success of the
organizations of which they are members.
Shared leadership: The view that leadership is broadly distributed, rather than assigned to one person, such that people within the team
and organization lead each other. Theories of leadership:
Trait theory: The trait is based on the great man theory, but it is
more systematic in its analysis of leaders. Like the great man theory,
this theory assumes that the leader’s personal traits are the key to
leadership success. Personality trait:
Abilities: Supervising ability, intelligence, initiative
Personal traits: Self-assurance, decisiveness, masculinity/femininity,
maturity, working class affinity
Motivations: Need for occupational achievements, self-
actualization, power over others, high financial reward, job security.
Competency perspective of effective leadership: lOMoAR cPSD| 58675420
Behavioral Theory: Leadership style: Focus on the work, focus on the people, direct leader, participative leader Contingency theory: lOMoAR cPSD| 58675420 Hersey and Blanchard’s
situational leadership theory: A model that focuses on follower “readiness”
Fiedler’s theory: • Followers can accept or reject the leader • Effectiveness depends on the followers’ response to the leader’s actions • “Readiness” is the extent to which people have the ability and willingness to accomplish a specific task Path-goal theory: lOMoAR cPSD| 58675420
Employee contingencies: skills, experience
Leader effectiveness: Employee motivation, Employee satisfaction, leader acceptance.
Environmental contingencies: Task structure, team dynamics
Leader behaviors: direct, supportive, participative, achievement-oriented.
Situational Lead theory M1 (telling) M2 (selling) Low competence Low competence Low commitment High commitment M3 (participating) M4 (delegating) High competence High competence Low commitment/confidence High commitment/confidence
Transformational leadership
Transactional vs Transformational leadership lOMoAR cPSD| 58675420 Categories Transactional Transformational e Leader’s Rank, position Character, competenc source of power Follower Compliance Commitment reaction Rewards
Pay, promotion… Pride, self-esteem… Supervision Important Less important Counseling Evaluation Development focus
Where chang e Follower behavi orFollower attitude, occurs values Where
Leader’s behavi orFollower’s heart “leadership” found
Transformational leadership:
Inspirational motivation: Clear vision, Optimism, Inclusion, Productivity.
Individual consideration: Mentorship, Empathy, Purpose, Strengths 6 skills
Idealized influence: Role model, Walk the walk,
enthusiasm 8 optimism, embody values
Intellectual stimulation: innovation, creativity, goals challenge Servant leadership: lOMoAR cPSD| 58675420
Power in organization :
French & Raven: Bases of Power
Power: Expertise, Coercion, Rewards, Legitimacy, Referent Types of Power:
The contingencies of power: Contingency
Leader’s ability to influence others increases when…
Substitutability There are no substitutes for the rewards or resources the controls Centrality
The leader’s role is important and interdependent
with the others in the organization Discretion
The leader has the freedom to make his or her
own decisions without being restrained by organizational rules Visibility
Others know about the leader and the resources he or she can provide Consequences of power Sources of power Consequences of power Expert power Commitment Referent power Legitimate power Compliance lOMoAR cPSD| 58675420 Reward power Coercive power Resistance lOMoAR cPSD| 58675420
Chapter 9a: Organizational culture
Culture definition: the set of shared attitudes, values, goals, and practices that characterizes an institution or organization Hofstede’s framework: Power Distance
The extent to which a society accepts
that power in institutions and
organizations is distributed unequally Uncertainty Avoidance
The extent to which a society feels
threatened by uncertain and ambiguous
situations and tries to avoid them
Individualism/Collectivism The degree to which people prefer to act as individuals (individualism)
rather than as member of groups (collectivism) Masculinity/Femininity
Values concerning work goals, achievement, power, control, and assertiveness (masculinity) as opposed to
getting along, having friendly atmosphere, nurturance, and quality of life (femininity).
Long term/Short term orientation
A national culture attribute that emphasizes the future, thrift, and persistence as opposed to emphasizes the present and the here and now GLOBE Framework
GLOBE: Global Leadership and Organizational Behavior Effectiveness.
Project extends and integrates previous analyses of cultural attributes and variables.
Multi-cultural team of 170 scholars from around the world worked together to survey 17,000 managers from
951 organizations in 62 countries in 3 industries: financial services, food processing, and telecoms.
Covered every major geographic region of the world
GLOBE vs. Hofstede’s dimensions  Uncertainty avoidance Uncertainty avoidance  Power distance Power distance lOMoAR cPSD| 58675420
 Collectivism I: Social collectivism Individualism/collectivism
 Collectivism II: In-group collectivism Masculinity/femininity  Gender egalitarianism Long term orientation • Assertiveness • Future orientation • Performance orientation • Humane orientation
Organizational culture: The values and assumptions shared within an organization. The system of shared
actions, values, and beliefs that develops within an organization and guides the behavior of its members.
Seven primary characteristics of organizational culture: Innovation and risk taking,Attention to detail,
Outcome orientation, People orientation, Team orientation, Aggressiveness, Stability. Organizational culture:
Foundation of organizational culture:
Organizational Culture include:
Organizational identity : Give members an organizational identity
Collective commitment : Facilitate collective commitment
Social system stability : Promote social system stability
Sense-marking device : Shape behavior by
helping members sake sense of the surroundings
Organizational Culture: A common perception held by the organization’s members; a system of shared
meaning (Robin & Judge, 2017) Levels (Schein, 2004) Level 1: Artifacts lOMoAR cPSD| 58675420 Level 2: Espoused values
Level 3: Basic underlying assumptions
Organizational culture components: 3 levels of culture
Artifacts: Visual structures and process. Espoused values: Official strategies, goals, philosophies. Underlying
assumptions: taken-for-granted beliefs, thoughts, and feelings
Levels of organizational culture:
Shared values and beliefs:
-Customer satisfaction -Environmental consciousness -High ethical standard -scientific thinking -professionalism -team spirit -cultural diversity lOMoAR cPSD| 58675420
-trust and consideration -joy and fulfillment -adventurous/pioneer spirit Do orgs have uniform cultures? Dominant Culture
The core values that are shared by a majority of the organization’s members Subcultures
Minicultures within an organization Core Values
The primary/ dominant values that are accepted throughout the organization Strong Culture
A culture in which the core values are intensely held and widely shared What do cultures do?
Benefits and cost of culture -Defines the boundary between one organization and others -Conveys a sense of identity for its members -Facilitates commitment
-Enhances the stability of the social system -Serves
as a sense-making and control mechanism
How OC begins and develops? Organizational cultures are derived from the founder. They are sustained through managerial action How environment shapes OC?- Globalization and digital technology
Handy’s four types of lOMoAR cPSD| 58675420 culture:
Strengthening Organizational Culture:
1. Action of founders and leaders
2. Culturally consistent rewards 3. Aligning artifacts 4. Selecting and socializing employees Socializing:
Common Cultural Problems: Western Culture Vietnamese Culture Problems Solutions
Teamwork is necessa ryTeam is for security rather than Unsatisfactory team • Training and almost natural performance performance • Teaming for excellence competition  Reward for team performance Employees make Employees look for decisions Slow decision making, “I recommend” program decisions and take from the boss lack of creativity Superiors are required to initiatives follow the “open-door” policy Direct “Subtle”communication Misunderstanding Improve expatriates’ communication Mistrust Frustration sensitivity to cultural diff Western Culture Vietnamese Culture Problems Solutions lOMoAR cPSD| 58675420 Each person should “Egalitarianism”
Workers do not except low Training Appreciation get paid based on his/ status or low income, at her responsibilities least on the surface and performance Each person plays Leaders are role models Training an unique role in Staff rotations the organization Benchmarking Individual Relationship might be more Conflicts Increase tolerance to the competence is the important difference most important Management by objectives Explicit
Informal rules & procedures “Know-how” is not Training organizational transferable to new Communications (Internal procedures employees networks, bulletins, meetings etc.) Written contracts
Trust & personal relationship Relying on Western Dialog with employees & with a great deal of mechanism such as law stakeholders specificity suit may not be the best way to get things done
Laws are “universal” Laws can mean different things Depending on the people in different contexts who interpret the laws
Changing organizational Culture lOMoAR cPSD| 58675420 Chapter 10: Organizational Design & Structure Organizational Design: Organizational design is the process of choosing and implementing a structural
configuration for an organization.
Organization design is used to
implement goals and strategy and also determines organization success.
Classic View of Organizational Structure