OB

1. Feedback

2. Emotional sharing

3. Managing behavior

4. Persuasion

5. Information exchange

F-E-M-P-I

1. The sender

2. Encoding

3. The message

4. The channel (formal/informal)

5. Decoding

6. Noise

7. Feedback

Mnemonic Aid: “Senders encode messagees clearly for recipients` feedback”.

• Problem-solving teams

• Self-managed teams

• Cross-functional teams

• Virtual teams

1. Context:

   • Adequate resources

   • Strong leadership and structure

   • Climate of trust

   • Performance evaluation and reward systems (blend individual and group incentives)

2. Composition:

   • Member abilities and personalities

   • Role allocation

   • Team diversity and size(optimal: 5-9 members or uneven number)

   • Preference for teamwork among members

3. Process:

   • Establish common purpose and goals

   • Build team efficacy and identity

   • Foster cohesion while managing conflict( task vs. relationshipt conflicts)

   • Minimize social loafingg

• Task conflict: Disagreements about the task`s content or process (can enhance creativity if managed well)

• Relationship conflict: Personal incompatibility that harms morale and performance.

1. Selection: Hire individuals with strong interpersonal and teamwork skills.

2. Training: Develop teamwork and collaboration abilities.

3. Rewarding: Recognize and incentivize cooperative behaviors.

Slelection- Training-Rewarding

• Teams may not be suitable for all tasks

• Risk of groupthink or domination by certain members

1. Small team size

2. Agreement on group goals

3. Increased interaction and holding time

4. Reward systems aligned with team success

   
   

   
   

Def: Tendency of individuals to exert less effort in a team than when working alone.

Reduction strategies:

1. Set clear team goals

2. Increase peer evaluations

3. Reward individual contributions

Diverse teams bring broader perspectives but may face challenges in cohesion and communication

The process by which individuals organize and interpret sensory impressions to give meaning to their environment.

Implication: Perception can differ from reality and impacts judgments

Explains how individuals determine the cause of behavior as internal(personal) or external(situational).

Errors and biases:

1. Fundamental Attribution Error: Overestimating internal causes and underestimating external causes in others.

2. Self-Serving Bias: Attributing success to internal factors and failures to external ones.

1. Selective Perception: Seeing what aligns with interests or beliefs.

2. Halo Effect: Generalizing from one trait.

3. Contrast Effect: Comparing individuals based on recent encounters.

4. Stereotyping: Judging based on group affiliation.

1. Interviews: Biases affect judgment of candidates.

2. Performance Evaluation: Subjective perceptions shape appraisals.

3. Performance Expectations: Self-fulfilling prophecy influences outcomes.

A structured, logical approach to making decisions.

Steps:

1. Define the problem

2. Identify decision criteria

3. Allocate alternatives

4. Evaluate alternatives

5. Select the best alternative

Decision-making limited by information, time , and cognitive ability, leading to “good enough” solutions

• Overconfidence Bias: Overestimating abilities.

• Anchoring Bias: Over-relying on initial information.

• Confirmation Bias: Seeking information that confirms beliefs.

• Escalation of Commitment: Continuing a failing course of action.

• Hindsight Bias: Believing past outcomes were predictable.

• Availability Bias: Using readily available information.

• Randomness Error: Creating patterns from random events.

• Risk Aversion: Preferring certainty over higher potential.

1. Analyze situations and adapt styles.

2. Be aware of biases and limit their impact.

3. Combine rational analysis with intuition.

4. Focus on clear goals.

5. Encourage creativity and explore diverse solutions.

Mnemonic Aid: “Analyze Bias Clearly, Rationally , Creatively”.

Types of Communication: Advantages and Disadvantages

1. Verbal Communication

• Advantages: Immediate feedback, emotional expression, suitable for complex topics.

• Disadvantages: Misinterpretation, not permanent, depends on clarity.

2. Non-Verbal Communication

• Advantages: Reinforces verbal communication, universally understood gestures, effective for emotions.

• Disadvantages: Easily misunderstood, cultural differences, limited complexity.

3. Written Communication

• Advantages: Permanent record, carefully structured, suitable for long-distance.

• Disadvantages: No immediate feedback, lacks emotional tone, time-consuming.

4. Visual Communication

• Advantages: Simplifies complex ideas, engaging, effective for large audiences.

• Disadvantages: Requires technical skills, subjective interpretation, lacks detail.

5. Formal Communication

• Advantages: Clear, professional, creates accountability.

• Disadvantages: Time-consuming, rigid, lacks personal touch.

6. Informal Communication

• Advantages: Encourages openness, quick, builds relationships.

• Disadvantages: Misinformation risk, no documentation, may seem unprofessional.

7. Digital Communication

• Advantages: Instant, multimedia support, accessible.

• Disadvantages: Technology-dependent, lacks non-verbal cues, can feel impersonal.

8. Interpersonal Communication

• Advantages: Builds strong relationships, immediate interaction, emotional connection.

• Disadvantages: Limited to small groups, proximity-dependent, personal biases affect.

Key points to consider include:

• Be Specific: Focus on clear, observable behaviors or outcomes.

• Be Constructive: Offer solutions alongside areas for improvement.

• Be Timely: Provide feedback soon after the event for relevance.

• Be Objective: Base feedback on facts, not personal opinions.

• Balance Positive and Negative: Highlight strengths before discussing improvements.

• Encourage Two-Way Communication: Allow dialogue and questions.

• Set Clear Expectations: Define actionable goals for improvement.

• Be Empathetic: Use a supportive tone to motivate rather than discourage.

Team efficacy refers to:

• The collective belief of a team in its ability to achieve goals and perform tasks successfully.

• A critical factor influencing team performance, motivation, and persistence.

• High team efficacy fosters confidence, collaboration, and resilience under pressure.

• Low team efficacy may result in lack of confidence, poor coordination, and reduced performance.

Self-efficacy refers to:

• An individual's belief in their ability to execute tasks and achieve goals.

• A key driver of motivation, resilience, and performance.

• High self-efficacy: Leads to increased confidence, persistence, and willingness to take on challenges.

• Low self-efficacy: May result in self-doubt, avoidance of challenges, and lower achievement.

Intensity, Direction, Persistence

(IDP - I Do Persist).

A process where specific goals are set collaboratively, and progress is reviewed regularly.

Employees and managers jointly make decisions.

Acknowledging employee efforts with intrinsic rewards like praise or certificates.

Working from home, often remotely via computers.

Two people share one full-time role. Example: One works mornings, the other afternoons.

Flexible work schedules with a fixed core time.

Periodic shifting of tasks to reduce monotony and increase cross-training.

A formula predicting the motivating potential of a job:

(Skill Variety + Task Identity + Task Significance) ÷ 3 × Autonomy × Feedback.

Explains how job design influences motivation through 5 core dimensions:

• Skill Variety: Different tasks use different skills.

• Task Identity: Completing a whole task.

• Task Significance: Impact on others.

• Autonomy: Freedom in decision-making.

• Feedback: Clear performance information

  
  

  "S-T-T-A-F"

Motivation is based on three beliefs:

• Expectancy (E): Effort leads to performance.

• Instrumentality (P): Performance leads to reward.

• Valence (R): The reward is valuable.

Motivation depends on fairness. Individuals compare their inputs and outcomes with others'.

Setting specific, difficult goals with feedback increases performance.

Focuses on intrinsic motivation and warns against overusing extrinsic rewards.

A theory where needs are fulfilled step-by-step in a pyramid structure, starting from the base:

1. Physiological (Basic survival): Food, water, sleep, oxygen. (Motivation starts here, as these are essential for survival.)

2. Safety (Stability): Protection, stability, job security. (Once basic needs are met, we seek safety.)

3. Social (Belonging): Friendships, love, community. (Humans want to feel part of a group.)

4. Esteem (Respect): Recognition, status, self-esteem. (We seek respect and acknowledgment after social needs are fulfilled.)

5. Self-Actualization (Achieving potential): Fulfillment, creativity, personal growth. (The ultimate goal—becoming the best version of oneself.)

A style that inspires and motivates by creating a shared vision and encouraging team members to exceed expectations.

• Focus: Vision, innovation, and personal growth.

• Example: A leader inspires the team by saying, "Together, we can achieve something groundbreaking!

A style focused on clear structure, rewards, and punishments to achieve short-term goals.

• Focus: Efficiency, rules, and performance targets.

• Example: "Complete this project on time, and you'll receive a bonus."

A leader who prioritizes the needs of the team, focusing on personal development and well-being.

• Focus: Empathy, support, and community building.

• Example: "How can I help you succeed in your role?"

A style where leaders involve team members in decision-making and value their input.

• Focus: Collaboration, inclusivity, and shared responsibility.

• Example: "Let’s brainstorm together and decide as a team."

A style where the leader makes decisions independently with little input from the team.

• Focus: Control, authority, and quick decision-making.

• Example: "This is the plan, and we’ll follow it without changes."

A leader who focuses on developing team members’ skills and long-term potential.

• Focus: Mentoring, feedback, and personal growth.

• Example: "You’ve shown great progress—let’s focus on enhancing your leadership skills."

A hands-off style where the leader gives minimal guidance, allowing the team to make decisions independently.

• Focus: Autonomy and trust.

• Example: "You’re experienced—let me know if you need my input.”

Key Insights for Leadership Styles:

1. Transformational is best for inspiring innovation and long-term vision.

2. Transactional is effective for short-term tasks and structured goals.

3. Servant Leadership builds trust and well-being within the team.

4. Democratic ensures team cohesion through shared decision-making.

5. Coaching combines mentoring with skill-building.

6. Autocratic works in crisis situations requiring fast decisions.

7. Laissez-Faire is suitable for highly skilled, independent teams.

Fair outcomes (distributive justice), processes (procedural justice), and respectful treatment (interactional justice) build trust and value, strengthening intrinsic motivation and self-efficacy.

1. Distributive Justice: Fairness in outcomes (e.g., pay, rewards).

2. Procedural Justice: Fairness in processes (e.g., promotions).

3. Interactional Justice: Respectful and dignified treatment.

A group is two or more individuals interacting and interdependent, coming together to achieve objectives.

• Formal Group: Defined by organizational structure (e.g., a work team).

• Informal Group: Naturally formed, driven by social needs (e.g., a friend group).

1. Security: Groups provide protection and reduce uncertainty.

2. Status: Enhances individual prestige.

3. Self-Esteem: Builds confidence through belonging.

4. Affiliation: Satisfies social needs.

5. Power: Increases influence.

6. Goal Achievement: Accomplishes objectives that individuals can’t achieve alone.

1. Ingroup Favoritism: Seeing ingroup members as better and more diverse.

2. Outgroups: Perceiving those outside the group as similar and often less favorable.

Norms are shared expectations of behavior within a group. They shape cohesion, behavior, and performance

Groupthink occurs when the need for consensus overrides critical thinking.

• Problems: Poor decisions, ignoring risks, and suppressing dissent.

1. Strengths: More information, diverse views, higher quality decisions.

2. Weaknesses: Time-consuming, pressure to conform, ambiguous responsibility.

1. Context: Adequate resources, trust, leadership, and reward systems.

2. Composition: Member abilities, roles, personality, diversity, and size (5-9 members).

3. Process: Clear goals, team identity, cohesion, and appropriate conflict levels.

Cohesion is emotional attachment among team members that motivates them to stay and perform well together.

1. Task Conflict: Disagreement about task content; can improve critical thinking.

2. Relationship Conflict: Interpersonal tensions; often harmful to team dynamics.

1. Selecting: Hiring people with strong interpersonal skills.

2. Training: Developing teamwork abilities.

3. Rewarding: Incentivizing cooperative behavior.

1. Strengths: Greater diversity of ideas, increased motivation, higher quality outcomes.

2. Weaknesses: Social loafing, slower processes, and potential for conflict.

Trust forms the foundation for cooperation, communication, and bonding within teams, enabling smoother collaboration.

1. Common Purpose: The overall mission of the team.

2. Specific Goals: Measurable, actionable steps derived from the common purpose.

• Definition: Intentional actions by employees that violate organizational norms, causing harm to the organization, its members, or both.

• Types:

  1. Property Deviance: Theft, sabotage, or misuse of resources.

  2. Production Deviance: Deliberately working slowly or wasting time.

  3. Political Deviance: Gossip, favoritism, or undermining colleagues.

  4. Personal Aggression: Harassment, bullying, or verbal abuse.

Impact:

1. On Individuals: Decreased morale and increased stress.

2. On Teams: Reduced cohesion and trust.

3. On Organizations: Lower productivity, higher turnover, and reputational damage.

The process by which individuals interpret sensory impressions to give meaning to their environment.

A theory explaining how people assign causes to others’ behavior:

• Internal Causes: Personality traits or abilities.

• External Causes: Situational factors like luck or external pressure.

1. Fundamental Attribution Error: Overestimating internal causes and underestimating external causes.

2. Self-Serving Bias: Attributing successes to internal factors and failures to external factors.

Forming a positive impression of a person based on a single positive attribute

Forming a negative impression of a person based on a single negative attribute.

Evaluating someone based on comparisons with others rather than their own merits.

A self-fulfilling prophecy where high expectations lead to improved performance.

Decision-making that relies on "good enough" solutions due to time, resource, or cognitive constraints.

Intuition provides quick, experience-based solutions, while bounded rationality uses limited analysis for efficiency.

1. D - Define the Problem: Identify what needs to be resolved.

2. I - Identify the Decision Criteria: Determine factors that will influence the decision.

3. A - Allocate Weights to the Criteria: Prioritize criteria based on importance.

4. D - Develop Alternatives: List possible solutions.

5. E - Evaluate Alternatives: Assess how each alternative meets the criteria.

6. S - Select the Best Alternative: Choose the solution that scores highest.

Overestimating one’s own ability to make accurate decisions, leading to mistakes.

Relying too heavily on the first information received when making judgments, even if later information contradicts it.

Favoring information that supports one’s existing beliefs or decisions, while ignoring contradictory evidence.

Increasing commitment to a decision despite negative feedback or evidence showing it’s wrong.

• Example: Continuing to invest in a failing project to justify past investments.

Preferring a certain, moderate gain over a potentially higher, riskier payoff.

• Example: Choosing a steady job over starting a promising but uncertain business.

Attributing meaning to random events, leading to superstitious or irrational decisions.

• Example: Believing that wearing a certain outfit brings luck.

The tendency to see an event as predictable after it has already occurred.

• Example: Claiming "I knew it all along" after a stock price drops.

Relying on readily available or recent information instead of all relevant data.

• Example: Making decisions based on a recent event that is fresh in memory rather than a complete analysis.

1. Overconfidence Bias: Overestimating one’s ability to make accurate decisions.

2. Anchoring Bias: Giving too much weight to the first piece of information received.

3. Confirmation Bias: Focusing only on information that supports existing beliefs.

4. Escalation of Commitment: Continuing to invest in a failing decision despite negative evidence.

5. Risk Aversion: Preferring certain outcomes over potentially better but riskier ones.

6. Randomness Error: Assigning meaning to random events.

7. Hindsight Bias: Believing past events were predictable after they have occurred.

8. Availability Bias: Relying on recent or readily available information rather than all relevant data.

Why Self-Awareness Is Important:

• Recognizing Biases: Helps identify when biases are influencing decisions.

• Promoting Objectivity: Encourages gathering and evaluating all relevant information rather than relying on instinct or partial data.

• Improving Decision Quality: Reduces errors caused by emotional or cognitive shortcuts.

The process of transferring information between a sender and a receiver to achieve mutual understanding.

1. Sender

2. Message

3. Encoding

4. Channel

5. Receiver

6. Decoding

7. Feedback

8. Noise

1. Managing Behavior: Directing actions through rules and norms.

2. Feedback: Providing performance reviews and constructive criticism.

3. Emotional Sharing: Building relationships by expressing emotions.

4. Persuasion: Influencing decisions and opinions.

5. Information Exchange: Sharing data and insights for decision-making.

Communication that follows official organizational channels (e.g., memos, emails).

Unofficial communication that occurs naturally, like casual conversations or grapevine gossip.

Any interference that distorts the message, such as:

• Physical Noise: Loud environment.

• Psychological Noise: Stress or biases.

• Semantic Noise: Misunderstanding due to jargon or unclear language.

1. Upward: Information flows from employees to managers (e.g., feedback).

2. Downward: Information flows from managers to employees (e.g., instructions).

3. Lateral: Information flows between peers or departments (e.g., collaboration).

Fully focusing on the speaker, understanding their message, and responding thoughtfully.

The sender manipulates information to make it appear more favorable to the receiver.

• Example: A subordinate downplays negative feedback to their manager.

A condition where the inflow of information exceeds the receiver’s processing capacity.

• Example: Ignoring important emails due to an overwhelmed inbox.

The receiver’s emotional state influences how they interpret messages.

• Example: A frustrated employee may see constructive feedback as criticism.

Words can have different meanings depending on context or culture.

• Example: "ASAP" may mean different levels of urgency to different people.

Anxiety or tension about oral or written communication.

• Example: Fear of public speaking causing unclear delivery.

1. High-Context Cultures: Rely heavily on nonverbal cues and situational context (e.g., Japan).

2. Low-Context Cultures: Depend on explicit and direct words (e.g., USA)

The process of verifying messages and ensuring objectives are met.

• Forms of Feedback:

  1. Questioning: Clarifying unclear points.

  2. Paraphrasing: Restating what was understood.

  3. Allowing Comments: Encouraging suggestions or concerns.

Interpreting messages based on personal interests, background, or attitudes.

• Example: Hearing only positive comments in a critical review.

A system of shared meaning held by members that distinguishes the organization from others.

1. I - Innovation and Risk-Taking: Creativity and willingness to take risks.

2. A - Attention to Detail: Precision and high standards.

3. O - Outcome Orientation: Results over processes.

4. P - People Orientation: Focus on employees' well-being.

5. T - Team Orientation: Emphasis on collaboration.

6. A - Aggressiveness: Competitive vs. laid-back approach.

7. S - Stability: Preference for consistency vs. change. (Mnemonic: I A OPTAS)

1. Artifacts: Visible elements like office layout, dress code, rituals.

2. Espoused Values: Explicitly stated goals and principles (e.g., mission statements).

3. Basic Underlying Assumptions: Deep, unconscious beliefs that guide behavior.

The process of modifying an organization’s structure, processes, or culture to adapt to internal or external factors.

1. External: Market competition, technology shifts, economic trends.

2. Internal: Leadership changes, employee expectations, performance gaps.

1. Unfreeze: Prepare the organization for change by breaking old patterns.

2. Change: Implement new processes, behaviors, or structures.

3. Refreeze: Solidify the changes to ensure sustainability.

1. Create a sense of urgency.

2. Build a guiding coalition.

3. Develop a vision and strategy.

4. Communicate the vision.

5. Empower employees for action.

6. Generate short-term wins.

7. Consolidate gains and produce more change.

8. Anchor new approaches in the culture.

• Definition: Employees’ reluctance to accept or adapt to changes.

• Management:

  1. Communicate clearly about the benefits.

  2. Involve employees in the change process.

  3. Provide support and training.

  4. Address fears and concerns openly.

1. High-Context Cultures: Rely on nonverbal cues and situational context (e.g., Japan).

2. Low-Context Cultures: Depend on explicit words to convey meaning (e.g., USA).

1. Demonstrate Support: Show relentless support and commitment to the change process.

2. Communicate the Need: Explain the urgency and necessity of the change.

3. Maintain Communication: Keep everyone informed about progress and updates.

4. Empower People: Avoid micromanaging; delegate responsibilities for implementation.

5. Allocate Resources: Ensure change efforts are adequately staffed and funded.

6. Prepare Employees: Anticipate adjustments and help employees adapt.

7. Offer Support: Provide career counseling and retraining opportunities.

8. Foster a Supportive Climate: Create an organizational culture that embraces change.

a.Threat to Self-Interest: Perceived loss of power or benefits. b. Uncertainty: Fear of the unknown.

c. Lack of Confidence: Doubts about the success of the change. d. Lack of Conviction: Belief that change isn’t necessary.

e. Distrust of Leadership: Lack of trust in those driving the change.

f. Threat to Existing Cultural Values: Fear of losing shared norms and values.

g. Fear of Being Manipulated: Skepticism about leaders’ intentions.