Reflection Summary of Recorded Live Lecture 4
Deonpalmgrove
567Su13Lecture4Comm-OrgCulture.pptxManaging Groups & Teams
MGT 567
Dr. Brandon Randolph-Seng
Communication
Process by which information is exchanged between individuals
50% to 90% of a manager’s time is spent communicating
Poor communication costs money and wastes time
14% of work week wasted on miscommunication
Subordinates
46%
External Others
23%
Internal Others
17%
Superiors
14%
Frequent communications is related to better job performance ratings and organizational performance
Who managers spend time communicating with at work
1-way vs. 2-way Communication Exercise
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Exercise
One-way: Back to audience, only verbal communication, no questions allowed
Two-way: Full and free communication
1-Way vs. 2-Way Communications
| Variable | 1-Way | 2-Way |
| Accuracy | Usually Less | Usually More |
| Time | More Expedient | Takes Longer Initially |
| Receiver | Confusion, Frustration, Feels Insecure, Lacks Confidence | More Confident, More Secure, Better Identified with What is Being Said |
| Sender | Insulated from Criticism | Subject to Criticism |
E-mail second most popular communication worldwide
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The problem w/ electronic communication?
http://www.cbsnews.com/video/watch/?id=10241106n?tag=bnetdomain
Self-Assessment
Managerial Assumptions
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McGREGOR’S THEORY X …..THEORY Y
People dislike work
People lack ambition
People resist change
People act irresponsible
People prefer to be led
People like to work
People are creative
People can change
People accept responsibility
People are capable of self-direction
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Nonverbal Communication
It’s what you don’t say…
55% of in-person communication comes from nonverbal cues like facial expressions, body stance and tone of voice
7% of a Receiver’s comprehension of a Message is based on the Sender’s actual words
38% is based on paralanguage or the tone, pace, and volume of speech
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SELF-FULFILLING PROPHESIES
MANAGER’S
ASSUMPTIONS
MANAGER’S
BEHAVIOR
OTHER’S
BEHAVIOR
INFLUENCE
REINFORCES
INFLUENCES
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Self-fulfilling judgments
Self-fulfilling prophecies: getting from others what we expect
Behavior confirmation: Erroneous beliefs can induce others to confirm those beliefs (teachers, stereotypes)
Snyder Phone Studies
Getting-acquainted phone conversation
Previously unacquainted male-female dyads
Female target believed to be attractive or not (photo)
Conversation rated as smoother and more enjoyable by both the male participant and the female target for attractive condition
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Globalization & Communication
As globalization increases so does communication across cultures
Communication problems may be exaggerated across culture
Successful in Europe/ Flopped in Japan http://www.youtube.com/watch?v=X10WGm8gT7U
How does communication in groups differ by culture?
Depends on the culture
Interdependent: Decisions through consensus, securing group commitment, and team cohesion (e.g., The Rice Storm)
Index cards, all significant facts about identified problem, leader redistributes cards, group classifies cards into related categories, then group combines the different sets into all-inclusive set becomes definition of problem
Cultural Processes
All cultures have accepted ideas about appropriate behavior: Norms
Grease social machinery
Don’t have to think about them (culture shock)
Personal space
Attitudes and beliefs
Highly adaptive and functional
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What is Organizational Culture?
A system of shared assumptions, values, and beliefs that show people what is appropriate and inappropriate behavior
The culture of the organization is closely linked to organizational design
Why Does Organizational Culture Matter?
An organization’s culture may be one of its strongest assets or its biggest liability
Organizational culture is an effective control mechanism dictating employee behavior
Culture, or shared values within the organization, may be related to increased performance
Organizations which have a rare and hard to imitate culture may enjoy a competitive advantage
Organization Culture Profile
Innovative (Google)
Aggressive (Microsoft)
Outcome Oriented (Best Buy, Enron)
Stable (Kraft Foods)
People Oriented (Starbucks)
Team Oriented (Southwest Airlines)
Detail Oriented (Ritz-Carlton)
Which values characterize an organization’s culture?
Dimensions of Culture
Organizational Culture Profile (OCP)
Culture Maintenance
Culture Creation
Creating and Maintaining Organizational Culture
Founder values and preferences
Industry demands
Early values, goals, assumptions
Attraction-selection-attrition
New employee onboarding
Leadership
Reward systems
Organizational Culture
Informal Cultural Systems
What behaviors are really rewarded, how decisions are really made, and what organizational leaders really care about and expect
People believe the informal cultural system over the formal
This is what really influences ethics-related behavior
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What is Ethics?
Is the principles, norms, and standards of CONDUCT governing an individual or group
It is the ground rules of how we are going to relate to other people
How we deal with others-employees, customers, suppliers, governments, communities
Extension of good management and effective business practice
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Perspective Theories
CONDUCT
CHARACTER
DOMAINS
Consequences
Teleological
Theories
Ethical Egoism
Utilitarianism
Altruism
Duty (Means)
Deontological
Theories
Moral Values
Virtue -
Based
Theories
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Teleological Theories
Focus attention on the results or consequences of the decision or action
Utility: Maximize benefits to society and minimize harms
Identify alternative actions and consequences for all stakeholders
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Deontological Theories
Deon: Greek – Duty
Decisions on what is right based on broad, abstract universal principles
Rights (major focus), loyalty, justice, respect, honesty
Doing what is right based on moral principles (religious tradition, intuition) even if consequences may have negative consequences for societal welfare as a whole
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Integrity (Virtue Ethics)
Focuses on the integrity of the moral actor rather than the act itself
Considers the actor’s character, motivation, and intentions
Principles/consequences consider in context of character
Character is defined in the actor’s community
E.g., professionals who have well defined norms and standards of conduct, religious, family, peer groups
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Problems w/ prescriptive approaches?
People don’t always recognize ethical dimensions of issues
May not have time, ability, motivation to follow through
Only describes what people should do, not what they actually do
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Psychological Approach
Moral awareness far from automatic
Boss wants you to sign a check for him by the end of the day
Peers, moral language (framing), serious harm to others (moral intensity: immediate, likely, closeness)
If don’t even think about situation in terms of ethics decision-making processes not even triggered
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Psychological Approach
Situational pushes, pulls and influences our thoughts and actions
Kohlberg’s research on moral reasoning: Most adults are at the conventional level of cognitive moral development: highly susceptible to external influences
“Looking up and looking around”
Reward system, role expectations, authority demands, group norms
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Course Notes
Quiz questions will come from the live sessions. A review sheet is provided under Doc Sharing on eCollege
Quiz #2 will open on eCollege Tomorrow until 23rd. Once click on link will have 40 min to complete
Start working on Workshop ASAP
Next Live Session: June 20th
Team Development Part II Due on eCollege by June 29th @ 11:59 PM
Workshop (grading criteria in syllabus)
Integrate what you have learned into a workshop that provides your classmates with the knowledge and analytical skills to address team problems and issues you have identified from current/former employment
Make sure address four questions in Appendix A
Not a formal oral presentation
Interactive workshop
Acquaint and then provide hands on practice
case analyses/simulations/role playing/activities
Lesson Plan: Step-by-step & all materials (20-30 pgs)
PowerPoint: Only have the visual representations needed
Chart1
| Superiors |
| Subordinates |
| External Others |
| Internal Others |
Sheet1
| Sales | |
| Superiors | 14% |
| Subordinates | 46% |
| External Others | 23% |
| Internal Others | 17% |
| To resize chart data range, drag lower right corner of range. |
