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Ter m 1, 2016 Final Exam Notes for my beloved secret angels, friends, team 20,
section 2, and MBA2018
This study guide should help you organize your preparation for the exam. The exam
will consist of 40 multiple-choice questions and two essay questions (taken from the
readings including the textbook and the class discussion).
1. Intr oduction to Or ganizational Behavior and Management
What is Organizational Behavior?
Organization behavior is a field of study that investigates the impact individuals,
groups, and structure have on behavior within organizations, for the purpose of
applying such knowledge toward improving and organizations effectiveness.
Hao: 1)individual 2)groups 3)structure -> impact org -> improve org's effective
Why do we study OB (why is it important and what OB challenges do modern
organizations face)?
l Managers need to develop their interpersonal skills to be effective in their jobs
l OB focuses on
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Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y
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Other People
Personality
Expectations
Needs
Stereotypes
Values
Past Experience
4. Team
What is the difference between a group and a team?
Group
l Goals:
share information
l Accountability: individual
l Synergy:
neutral
l Skills:
random & varied
Team
l Goals:
collective performance
l Accountability: individual & mutual
l Synergy:
positive
l Skills:
complementary
What are best practices in terms of team composition (e.g., size, tasks, diversity)?
l Size of teams
l Abilities of members
l Diversity
l Member flexibility
l Member preferences
l Allocating roles
l Personality
HBR: Managing Multi-Cultural Teams
How can team cohesion be enhanced?
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Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y
Cohesiveness -- The degree to which group members are attracted to each other and
are motivated to stay in the group.
l Smaller group. Make the group smaller
l Time together. increase the time members spend together
l Isolation. physically isolate the group
l Reward to group. give rewards to the group rather than to individual members
l Status+Difficulty to attain. increase the groups status and the perceived
difficulty of attaining membership
l Agreement about goal. encourage agreement with group goals
l Competition vs other. stimulate competition with other groups
Issues related to team performance (e.g., social loafing vs. facilitation, punctuated
equilibrium).
Social loafing is the tendency for individuals to expend less effort when working
collectively than when working individually.
punctuated-equilibrium model: A set of phases that temporary groups go through
that involves transitions between inertia and activity.
Team challenges and process loss
conformity, groupthink, brainstorming
Symptoms of groupthink
l Illusion of invulnerability
l Illusion of unanimity
l Illusion of morality
l Direct pressure
l Stereotypes of dissenter
l Self-censorship
Avoiding team process problems (e.g., nominal group technique) Non-traditional
teams (e.g., self-managing) and team motivation
The nominal group technique restricts discussion or interpersonal communication
during the decision-making process.
Advantage: it permits a group to meet formally but does not restrict independent thinking, as
does an interacting group.
Team decision-making (Mount Everest Simulation, Psychological Safety)
5. Power and Influence
Sources of power (e.g., legitimate, expert, connection)
l Formal power
n Coercive power: a power base that is dependent on fear of the negative
results form failing to comply
n Legitimate power: the power a person receives as result of his or her
position in the formal hierarchy of an organization
n Reward power: compliance achieved based on the ability to distribute
rewards that others view as valuable
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Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y
Personal power
n Expert power: influence based on special skills or knowledge
n Referent power: influence base on identification with a person who has
desirable resources or personal traits
Exchange/Bargaining
Rational Persuasion
Inspirational Appeal
Consultation
Ingratiation
Coalition
Pressure
Upward Appeal: Claim to have authority to get u do sth.
Authentic leadership
Authentic leaders: Leaders who
1know who they are,
2know what they believe in and value, and
3act on those values and beliefs openly and candidly.
Their followers would consider them to be ethical people. (focus on moral
aspect.)
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Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y
7. Conflict
What distinguishes positive from negative conflict?
Conflict become negative when it:
l Takes attention away from other activities
l Damages the spirit of the team or individual
l Divides people and groups, making cooperation difficult
l Makes people or group focus on differences
l Leads to harmful behavior
Video: Dare to Disagree
When is each of the different conflict management styles appropriate?
l Collaborating
Trust
No one power
Open-minded
Save time
Agreement is priority
Cultural considerations
l Competing
Conflict is small
No time
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What are the different Hofstede dimensions and where does China stand on each?
1) Power Distance(+); 2) Individualism(-) 3)Uncertainty Avoidance(-);
4)Masculinity(m); 5)Long-term orientation(+) 6)Indulgence(-) .
How does culture impact leadership?
l Societal cultural values and practices affect leaders (values/norms/decisions/actions..)
l Cross-cultural differences in leadership preferences
What are effective strategies for managing cross-cultural differences (e.g., in time
orientation)?
What are the dimensions of cultural intelligence?
l Motivational
l Behavioral
l Strategy
l Knowledge
Case: Transitions Asia
9. Motivation
Intrinsic, Extrinsic, and Prosocial Motivation
l Intrinsic motivation
Due to the nature of the work itself, such as its inherent interest or challenge
Due to rewards that come from doing the work such as pay and promotion
Expectancy theory
A theory that says that the strength of a tendency to act in a certain way depends on
the strength of an expectation that the act will be followed by a given outcome and
on the attractiveness of that outcome to the individual.
Individual EffortIndividual PerformanceOrganizational AwardsPersonal
Goals
Equity theory
A theory that says that individuals compare their job inputs and outcomes with
those of others and then respond to eliminate any inequities.
Habit
Security
Economic factors
Structural inertia
Group inertia
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Ter m 1, 2016 Final Exam Notes for my beloved secr et angels, fr iends, team 20, section 2, and MBA2018-Y