Reflection Summary of Recorded Live Lecture 4

Managing 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

Video

The Pygmalion Effect

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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
0.14
0.46
0.23
0.17
Sales
Sheet1
Sales
Superiors 14%
Subordinates 46%
External Others 23%
Internal Others 17%
To resize chart data range, drag lower right corner of range.

 
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