Human Behavior in Organization Essay Example

average pre-discussion attitudes.

Grouping is a mode of thinking that occurs when members of a group are deeply involved in a cohesive in-group, and the desire for unanimity offsets their motivation to appraise alternative courses of action. Participation major issue in group decision making is the degree to which employees should paretic- 'pate in the process.

Group Problem Solving Brainstorming is a technique used in the idea-generation phase of decision making that assists in development of numerous alternative courses of action. Nominal group technique, group members follow a generate-discuss-vote cycle until they reach a decision. Delphi technique is a method of systematically gathering Judgments of experts for use in developing forecasts. Why is it useful for a manager to understand group behavior? Why is it useful for an employee?

DIFFERENTIATING TEAMS FROM GROUPS team is a small number of people with complementary skills who are committed to a common purpose, common performance goals, and an approach for which they hold themselves mutually accountable.

Group individuals interacting and influencing each other need not have a common goal / team is a group with a common goal. BENEFITS AND COSTS OF TEAMS IN ORGANIZATIONS Enhanced Performance - working in teams enables workers to avoid wasted effort, reduce errors, and react better to customers, resulting in more output for each unit of employee. Input. Reduced Costs - empowered teams reduce scrap, make fewer errors, file fewer worker compensation claims, and reduce absenteeism and turnover. Employee Benefits - teams can provide the sense of self-control, human dignity, identification with work, and sense of self-worth and self-fulfillment for which current workers seem to strive.

Costs of Teams Quality circles are

small groups of employees from the same work area who regularly et to discuss and recommend solutions to workplace problems.

Work teams include all the people working in an area, are relatively permanent, and do the daily work, making decisions regarding how the work of the team is done. Problem-solving teams are temporary teams established to attack specific problems in the workplace. Management teams consist of managers from various areas; they coordinate work teams.

Product development teams are combinations of work teams and problem- solving teams that create new designs for products or services that will satisfy customer needs.

Virtual teams work together by computer and other electronic communication utilities; members move in and out of meetings and of the team itself as the situation dictates. IMPLEMENTING TEAMS IN ORGANIZATIONS Planning the Change - Making the Decision / Preparing for Implementation PROMOTING TEAM SUCCESS Top-Management Support Understanding Time Frames Changing Organizational Reward In the types of teams, which do you think is most needed in order to have a better organization? Why? THE NATURE OF COMMUNICATION IN ORGANIZATIONS Communication is the social process in which two or more parties exchange information and share meaning.

Purposes of Communication in Organizations communication among individuals and groups is vital in all organizations communication is information sharing communication is essential to the decision-making process METHODS OF COMMUNICATION Written Communication Oral Communication Nonverbal Communication - facial expressions and physical movements THE COMMUNICATION PROCESS Communication is a social process in which two or more parties exchange information and share meaning. The process is social because it involves two or more people.

Parts source is the individual, group, or organization interested in

communicating reinstated from an idea or thought into transmittable symbols.

Transmission is the process through which the symbols that represent the message are sent to the receiver. Medium is the channel, or path, through which the message is transmitted. Decoding is the process by which the receiver of the message interprets its meaning. Receiver is the individual, group, or organization that perceives the encoded symbols; the receiver may or may not decode them to try to understand the intended message.

Feedback is the process in which the receiver returns a message to the sender that indicates receipt of the message. Noise is any disturbance in the communication process that interferes with or distorts communication. Channel noise is a disturbance in communication that is primarily a function of the medium. COMMUNICATION NETWORKS Small-Group Communication Networks - These four types of communication networks are the most common in organizations. The lines represent the most frequently used communication links in small groups. Heel network, information flows between the person at the end of each spoke and the person in the middle.

Circle network, each member communicates with the people on either side but with no one else. Al-channel network, all members communicate with all other members. Communication networks form spontaneously and naturally as the interactions among workers continue over time. The roles that people play in organizational communication networks can be analyzed in terms of their contribution to the functioning of the network. Teakettle has a strategic position in the network that allows him or her to control information moving in either direction through a channel. Liaison serves as a bridge between groups, tying groups together and facilitating

the communication flow needed to integrate group activities.

Composite links the organization to the external environment and may also be an opinion leader in the group. Isolate and the isolated dyad tend to work alone and to interact and communicate little with others.

MANAGING COMMUNICATION Communication fidelity is the degree of correspondence between the message intended by the source and the message understood by the receiver. Semantics is the study of language forms.

Jargon is the specialized or technical language of a trade, profession, or social group. Grapevine is an informal system of communication that coexists with the formal system. How can you say that one Organization has a successful Communication Process? Explain. Leadership is both a process and a property. As a process, leadership involves the use of incorrect influence.

As a property, leadership is the set of characteristics attributed to someone who is perceived to use influence successfully.

Influence is the ability to affect the perceptions, beliefs, attitudes, motivation, and/or behaviors of EARLY APPROACHES TO LEADERSHIP trait approach to leadership attempted to identify stable and enduring character traits that differentiated effective leaders from mainlanders. Behavioral approach to leadership tried to identify behaviors that differentiated effective leaders from mainlanders.

Michigan leadership studies defined Job-centered and employee centered leadership as opposite ends of a single leadership dimension. Job-centered leader behavior involves paying close attention to the work of subordinates, explaining work procedures, and demonstrating a strong interest in performance. Employee-centered leader behavior involves attempting to build effective work groups with high performance goals.

Ohio State leadership studies defined leader consideration and initiating-structure behaviors as independent mentions of leadership.

Consideration behavior involves being concerned with subordinates'

feelings and respecting subordinates' ideas. Initiating-structure behavior involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them. THE EMERGENCE OF SITUATIONAL LEADERSHIP MODELS Situational models assume that appropriate leader behavior varies from one situation to another.

The goal of a situational theory, then, is to identify key situational factors and to specify how they interact to determine appropriate leader behavior.

THE LAP THEORY OF LEADERSHIP LAP theory of leadership suggests that a leader's effectiveness depends on the situation. Situational Variableness Fiddler also identified three factors that determine the variableness of the situation. Leader-member relations Task structure Leader position power THE PATH-GOAL THEORY OF LEADERSHIP path-goal theory of leadership suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals).

Leader Behaviors - directive, supportive, participative, and achievement-oriented Situational Factors - the personal characteristics of the subordinates and the characteristics of the environment Broom's decision tree approach to leadership attempts to prescribe how much participation subordinates should be allowed in making decisions. CONTEMPORARY SITUATIONAL THEORIES leader-member exchange model (ELM) of leadership stresses the importance of variable relationships between supervisors and each of their subordinates.

N-group often receives special duties requiring more responsibility and autonomy; they may also receive special privileges, such as more discretion about work schedules. Out- group receive less of the supervisor's time and attention and are likely to be assigned he more mundane tasks the group must perform and not be "in the loop" when information is being shared. Hershey and Blanchard model is based on the premise that appropriate leader behavior depends on the "readiness" of the leader's followers.

In this instance, readiness

refers to the subordinates degree of motivation, competence, experience, and interest in accepting responsibility. LEADERSHIP THROUGH THE EYES OF FOLLOWERS Transformational leadership refers to the set of abilities that allows the leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively. Charismatic leadership is a type of influence based on the leader's personal charisma.

Charisma is a form of interpersonal attraction that inspires support and acceptance.

Attribution perspective on leadership holds that when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors. ALTERNATIVES TO LEADERSHIP Leadership substitutes are individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance. Leadership neutralizes are factors that render ineffective a leader's attempts to engage in various leadership behaviors.

THE CHANGING NATURE OF LEADERSHIP Whereas leaders were once expected to control situations, direct work, supervise people, closely monitor performance, make decisions, and structure activities, many leaders today are being asked to change how they manage people-?to become coaches. Within the coaching role, some leaders have also excelled at taking on more responsibilities as a mentor-?helping a less experienced person learn the ropes to better prepare himself or herself to advance within the organization.

Strategic leadership is the capability to understand the complexities of both the organization and its environment and to lead change in the organization so as to achieve and maintain a superior alignment between the organization and its environment. Ethical conduct are being held up as a prerequisite for effective leadership.

Virtual leadership

is emerging as an important issue for organizations. INFLUENCE IN ORGANIZATIONS Influence is the ability to affect the perceptions, attitudes, or behaviors of others. Impression management is a direct and intentional effort by someone to enhance his r her own image in the eyes of others.

POWER IN ORGANIZATIONS Power is the potential ability of a person or group to exercise control over another person or group. Types of Power Legitimate power is power that is granted by virtue of one's position in the organization.

Reward power is the extent to which a person controls rewards that another person values. Coercive power is the extent to which a person has the ability to punish or physically or psychologically harm someone else. Expert power is the extent to which a person controls information that is valuable to someone else. Referent power exists when one person wants to be like or imitates someone else.