FINAL EXAM
NAMA KURSUS
KOD KURSUS :
JAM KREDIT :
:
GELAGAT ORGANISASI
MGM 3113
3 JAM (3+0)
FORMAT: 20 soalan OBJEKTIF; 5 soalan SUBJEKTIF (10 markah/satu)
TOPIK:
Kumpulan; Komunikasi; Kuasa; Konflik; Kepimpinan; Budaya
Organisasi dan Perubahan Organisasi
ARAHAN: Sila baca topik yang sama di dalam Modul dan juga Nota
Powerpoint yang telah di letakkan di dalam kelas maya. Soalan
hanya akan merangkumi topik-topik yang tersebut sahaja
walaupun topik di dalam Modul adalah lebih banyak..
7-1
Team Dynamics
Chapter Seven
McGraw-Hill/Irwin
Copyright 2009 by The McGraw-Hill Companies, Inc. All rights res
What are Teams?
Groups of two or more
people
Exist to fulfill a purpose
Interdependent -- interact
and influence each other
Mutually accountable for
achieving common goals
Perceive themselves as a
social entity
7-3
Groups versus Teams
All teams are groups
Some groups are just people assembled
together
Teams have task interdependence whereas
some groups do not (e.g., group of employees
enjoying lunch together)
7-4
Team Effectiveness Model
Team Design
Task characteristics
Team size
Organizational
Team composition
and Team
Environment
Team Processes
Team development
Team norms
Team cohesiveness
Team trust
Team
Effectiveness
Achieve
organizational
goals
Satisfy member
needs
Maintain team
survival
7-5
Stages of Team Development
Performing
Norming
Storming
Forming
Existing teams
might regress
back to an
earlier stage of
development
Adjourning
7-6
Influences on Team Cohesion
Member
similarity
Similarity-attraction effect
Some forms of diversity have less effect
Team
size
Smaller teams more cohesive
Member
interaction
Regular interaction increases cohesion
Calls for tasks with high interdependence
7-7
Influences on Team Cohesion
(cont)
Somewhat
difficult entry
Team eliteness increases cohesion
But lower cohesion with severe initiation
Team
success
Successful teams fulfill member needs
Success increases social identity with team
External
challenges
Challenges increase cohesion when not
overwhelming
7-8
Communication Defined
The process by which
information is
transmitted and
understood between
two or more people
Transmitting the
senders intended
meaning (not just
symbols) is the essence
of good communication
7-9
Communication Process Model
Sender
Form
message
Transmit
Message
Encode
message
Receiver
Receive
encoded
message
Decode
message
Encode
feedback
Form
feedback
Noise
Decode
feedback
Receive
feedback
Transmit
Feedback
7-10
Nonverbal Communication
Actions, facial gestures, voice intonation,
silence, etc.
Transmits most info in face-to-face
meetings
Influences meaning of verbal and written
symbols
Less rule bound than verbal communication
Important part of emotional labor
Automatic and unconscious
7-11
Hierarchy of Media Richness
Rich
Overloaded
Zone
Media
Richness
Oversimplified
Zone
Lean
Routine/clear
Situation
Nonroutine/
Ambiguous
7-12
Active Listening Process & Strategies
Sensing
Postpone evaluation
Avoid interruptions
Maintain interest
Active
Listening
Responding
Evaluation
Show interest
Clarify the message
Empathize
Organize information
7-13
The Meaning of Power
Power is the capacity of a
person, team, or
organization to influence
others.
Craig Abraham/Fairfax Photos
Potential, not practice
People have power they
dont use -- may not know
they possess
Power requires one
persons perception of
dependence on another
person
7-14
Model of Power in Organizations
Sources
of
of Power
Power
Legitimate
Legitimate
Reward
Reward
Coercive
Coercive
Expert
Expert
Referent
Referent
Power
Power
over
over others
Contingencies
Contingencies
of Power
7-15
Contingencies of Power
Sources
of
of Power
Power
Power
Power
over
over others
Contingencies
Contingencies
of
of Power
Power
Substitutability
Substitutability
Centrality
Centrality
Discretion
Discretion
Visibility
Visibility
7-16
Increasing Nonsubstitutability
Increase control over the resource
Medicine -- exclusive right to perform medical
procedures
Labor unions -- control over skilled labor
Specialists -- exclusive knowledge how to operate
or repair equipment
Differentiate resource from others
Services provided by consulting firms
7-17
Centrality
Degree and nature of interdependence
between powerholder and others
Centrality is a function of:
How many others are affected by you
How quickly others are affected by you
7-18
Discretion and Visibility
Discretion
The freedom to exercise judgment
Rules limit discretion, limit power
Also a perception managers with internal locus of
control act like they have discretion
Visibility
Symbols communicate your power source(s)
Educational diplomas
Clothing etc (stethoscope around neck)
Salience
Location where others are more aware of your presence
7-19
Influencing Others
Influence is any behavior that attempts to
alter someones attitudes or behavior
Applies one or more power bases
Process through which people achieve
organizational objectives
Operates up, down, and across the organizational
hierarchy
7-20
Types of Influence
Silent
Authority
Following requests without overt influence
Based on legitimate power, role modeling
Common in high power distance cultures
Assertiveness
Actively applying legitimate and coercive
power (vocal authority)
Reminding, confronting, checking,
threatening
more
7-21
Types of Influence
(cont)
Information
Control
Manipulating others access to information
Withholding, filtering, re-arranging
information
Coalition
Formation
Group forms to gain more power than
individuals alone
1. Pools resources/power
2. Legitimizes the issue
3. Power through social identity
more
7-22
Types of Influence
Upward
Appeal
(cont)
Appealing to higher authority
Includes appealing to firms goals
Alliance or perceived alliance with higher
status person
Ingratiation/
Impress. Mgt.
Ingratiation
Impression Management
more
7-23
Types of Influence
(cont)
Persuasion
Logic, facts, emotional appeals
Depends on persuader, message content,
message medium, audience
Exchange
Promising or reminding of past benefits in
exchange for compliance
Includes negotiation and networking
7-24
Conflict Defined
The process in which one party
perceives that its interests are
being opposed or negatively
affected by another party
7-25
Is Conflict Good or Bad?: Emerging View
Two types of conflict
Constructive (task) conflict
Conflict is aimed at issue, not parties
Produces benefits of conflict
Upper limit to any conflict, including constructive
Relationship (socioemotional) conflict
Aims conflict a the person (e.g. their
competence), not the task or issue
Introduces perceptual biases
Distorts information processing
7-26
Structural Sources of Conflict
Incompatible
Goals
One partys goals perceived to
interfere with others goals
Differentiation
Different values/beliefs
Explains cross-cultural and
generational conflict
Task
Interdependence
Conflict increases with
interdependence
Higher risk that parties interfere with
each other
more
7-27
Sources of Conflict (cont)
Scarce
Resources
Motivates competition for the resource
Ambiguous Rules
Creates uncertainty, threatens goals
Without rules, people rely on politics
Communication
Problems
Increases stereotyping
Reduces motivation to communicate
Escalates conflict when arrogant
7-28
Interpersonal Conflict Handling Styles
Forcing
Assertiveness
High
Problem-solving
Compromising
Avoiding
Low
Yielding
Cooperativeness
High
7-29
Leadership Defined
Leadership is the
ability to influence,
motivate, and enable
others to contribute
toward the
effectiveness of the
organizations of
which they are
members
7-30
Perspectives of Leadership
Competency
Perspective
Implicit
Leadership
Perspective
Leadership
Perspectives
Transformational
Perspective
Behavior
Perspective
Contingency
Perspective
7-31
Leader Behavior Perspective
People-oriented behaviors
Showing mutual trust and respect
Concern for employee needs
Looks out for employee well-being
Task-oriented behaviors
Assign specific tasks
Ensure employees follow rules
Set stretch goals to achieve performance
capacity
7-32
Path-Goal Leadership Model
Employee
Employee
Contingencies
Contingencies
Leader
Leader
Behaviors
Behaviors
Leader
Leader
Effectiveness
Effectiveness
Directive
Directive
Supportive
Supportive
Employee
Employee
motivation
motivation
Employee
Employee
satisfaction
satisfaction
Acceptance
Acceptance of
of
leader
leader
Participative
Participative
AchievementAchievementoriented
oriented
Environmental
Environmental
Contingencies
Contingencies
7-33
Leadership Substitutes
Contingencies that limit a leaders influence or make a
particular leadership style unnecessary.
Examples:
Training and experience replace task-oriented leadership
Cohesive team replaces supportive leadership
Self-leadership replaces achievement-oriented leadership
Research evidence: substitutes help, but dont
completely substitute for real leadership
7-34
Transformational Leadership Elements
1. Create a strategic vision
Vision
Depiction of companys (or work units) attractive future
motivates and bonds employees
May originate from others, but leader becomes a
champion of the vision
2. Communicate the vision
Frame message around a grand purpose
Create a shared mental model of the future
Use symbols, metaphors, symbols
7-35
Transformational Leadership Elements
3. Model
(cont)
the vision
Walk the talk
Symbolize and demonstrate the vision through
their own behavior
Builds employee trust in the leader
4. Build
commitment to the vision
Increased through communicating and modeling
the vision
Increased through employee involvement in
shaping the shared vision
7-36
Organizational Culture Defined
The basic pattern of
shared values and
assumptions governing
the way employees
within an organization
think about and act on
problems and
opportunities.
7-37
Elements of Organizational Culture
Artifacts
Artifacts
Stories/legends
Stories/legends
Rituals/ceremonies
Rituals/ceremonies
Organizational
Organizational language
language
Physical
Physical structures/dcor
structures/dcor
Visible
Shared values
Conscious beliefs
Evaluate what is good or bad, right or
wrong
Invisible
(below the surface)
Shared assumptions
Unconscious, taken-for-granted
perceptions or beliefs
Mental models of ideals
7-38
Strengthening Organizational Culture
7-39
Organizational Socialization Defined
The process by which individuals learn the values,
expected behaviors, and social knowledge necessary to
assume their roles in the organization.
7-40
Stages of Socialization
Pre-Employment
Pre-Employment
Stage
Stage
Encounter
Encounter
Stage
Stage
Role
Role
Management
Management
Outsider
Outsider
Newcomer
Newcomer
Insider
Insider
Gathering
Gathering
information
information
Testing
Testing
expectations
expectations
Changing
Changing roles
roles
and
and behavior
behavior
Forming
Forming
psychological
psychological
contract
contract
Resolving
Resolving
conflicts
conflicts
7-41
Lewins Force Field Analysis Model
Restraining
Forces
A systems perspective of change
developed by social psychologist
Kurt Lewin
Unfreezing and refreezing
Occur by altering driving and
restraining forces
Generate urgency to change
Address sources of resistance
New systems/structures refreeze
desired conditions
Driving
Forces
7-42
Force Field Analysis Model
Desired
Conditions
Restraining
Forces
Driving
Forces
Restraining
Forces
Restraining
Forces
Driving
Forces
Current
Conditions
Driving
Forces
Before
Change
During
Change
After
Change
7-43
Sources of Resistance to Change
Direct costs
Losing something of value due
to change
FBIs new intelligence
mandate would reduce status
in law enforcement
Saving face
Accepting change
acknowledges own
imperfection, past wrongdoing
New FBI mandate
acknowledges value of CIA
work (source of past turf wars)
7-44
Sources of Resistance to Change
(cont)
Fear of the unknown
Risk of personal loss
Concern about being unable to
adjust
Breaking routines
Organizational unlearning is
part of change process
But past practices/habits are
valued by employees due to
comfort, low cognitive effort
7-45
Sources of Resistance to Change
(cont)
Incongruent organizational
systems
Systems/structures reinforce
status quo
FBI career, reward, power,
communication systems
supported law enforcement,
not intelligence
Incongruent team dynamics
Norms contrary to desired
change
7-46
Minimizing Resistance to Change
Communication
Highest priority and first
strategy for change
Improves urgency to change
Reduces uncertainty (fear of
unknown)
Problems -- time consuming
and costly
7-47
Minimizing Resistance to Change
Communication
Learning
Provides new knowledge and
skills
Includes coaching and action
learning
Helps break old routines and
adopt new roles
Problems -- potentially time
consuming and costly
7-48
Minimizing Resistance to Change
Communication
Increases ownership of
change
Helps saving face and
reducing fear of unknown
Includes task forces, future
search events
Problems -- time-consuming,
potential conflict
Learning
Employee
Involvement
7-49
Minimizing Resistance to Change
Communication
Learning
When communication, training,
and involvement do not
resolve stress
Potential benefits
More motivation to change
Less fear of unknown
Fewer direct costs
Problems -- time-consuming,
expensive, doesnt help
everyone
Employee
Involvement
Stress
Management
7-50
Minimizing Resistance to Change
Communication
Learning
Employee
Involvement
Stress
Management
Negotiation
When people clearly lose
something and wont
otherwise support change
Influence by exchange-reduces direct costs
Problems
Expensive
Gains compliance, not
commitment
7-51
Minimizing Resistance to Change
Communication
Learning
Employee
Involvement
Stress
Management
Negotiation
When all else fails
Assertive influence
Firing people -- radical form of
unlearning
Problems
Reduces trust
May create more subtle
resistance
Coercion
7-52
