MAN 320F Lecture 7 Outline of Last Lecture I Perception A Perception impacts the way we treat other people II Choose Your Perceptions Carefully III Strategies to build relationships when you don t like all your employees A Act as if B Find one thing you like respect about that person C Use your faith IV How We Perceive People Theories A Attribution Theory B Fundamental attribution error V Self serving bias A Assumed Similarity B Stereotyping VII Learning A Learning process Competence Model VI Management Bookshelf Chapter 13 Managing Teams VII Why Use Groups and Teams A Think Pair Share VIII 5 Stages of Group Development XI Group Success Variables IX Conformity X Groupthink A Symptoms XI Composition Outline of Current Lecture Composition Size A Small groups B Large groups C Social loafing Cohesiveness Group Processes Prototyping Group Processes Conflict Functional vs Dysfunctional Conflict Types of Conflict A Task B Process C Relationship Conflict and Group Performance Iceberg of Interpersonal Conflict Five Conflict Management Styles A Avoidance B Accommodation C Competition D Compromise E Collaboration Conflict Management Techniques Why have teams become so popular MB Readings Chapter 9 Strategic Management Strategy Think Pair Share Business model Why is Strategy Important The Strategic Management Process Current Lecture Chapter 13 Continued Chapter 9 Composition NOT IN BOOK o Common dissimilarity we re all diferent dissimilarity outperforms homogeneity heterogeneous teams lead to higher productivity Minimizes outsiders Maximizes productivity Research shows better conflict management Manage conflict better storming inevitably happens homogeneous teams take conflict personally dissimilar teams expect conflict Size o Small groups 10 where you want to be to produce a deliverable Complete tasks faster Use facts more efectively Median US group size 6 o Large groups 10 for tasks that can be split up Solve problems better Good for getting diverse input Research more efectively o o Social loafing the tendency for individuals to expend less efort when working Collectively than when working individually o Other conclusions Odd number groups do better than even 5 7 members optimal Individual performances measures help minimize social loafing Cohesiveness How attracted members are to the group and share the group s goals Great to have both cohesion goal alignment but more important to have goal Alignment most important feature in predicting productivity The task of defining a group s purpose structure and leadership is part of the forming stage of group development Group Processes Prototyping o Marshmallow Challenge TED Talk NOT on Exam Poor performers business school students Jockeying for power Looking for ONE best way Highest performers Follow iterative process prototyping Manage process facilitation skills Group Processes Conflict o Definition Perception of conflict Opposition or incompatibility Interaction o Traditional View 1930 s 40 s o Human Relations California View 1940 s mid 70 s Just let it be o Interactionist View current sometimes managers job to let conflict be stomp out comflict or encourage conflict Functional vs Dysfunctional o Functional conflict conflict that supports the goals of the group and improves its performance Help team meet its goals o Dysfunctional conflict conflict that hinders group performance Often comes disguised as tasks for process conflict Types of Conflict o Task Conflict what to do Positive at low moderate level o Process Conflict how to do it Positive at a low level Dysfunctional when increases time role ambiguity focus o Relationship conflict interpersonal Always dysfunctional Conflict and Group Performance Iceberg of Interpersonal Conflict Five Conflict Management Styles Which Conflict Style Is Best o Use avoidance When an issue is trivial To temporarily delay allow emotions to cool Younger siblings o Use accommodation When you find you are wrong As a favor build relationship Middle child o Use competition When quick decisive action vital When don t trust opponent Older siblings Hurt relationships o Use compromise When goals are important but not worth the efort disruption of more assertive approach o Use collaboration When concerns are too important to be compromised When objective is to merge insights gain commitment When have the time Conflict Management Techniques o Focus on compromising collaborating styles o Focus on shared goals o Use communication skills avoid 4 horsemen o Manage your own emotions o Expansion of resources o Avoid common decision making biases o Alter structural variables reorganize o Bring in outsiders o Appoint a devil s advocate o Use authoritative command Example Apollo 13 Comparing Work Groups and Work Teams Why have teams become so popular o Outperform individuals on tasks requiring multiple skills judgment and experience o Better utilization of employee talents o More flexible responsive to change o Can be quickly assembled deployed refocused and disbanded o Facilitate employee participation o Increase employee motivation MB Readings o Leading Teams What is the author s opinion on periodically introducing new team members a common practice to increase functional conflict When setting team direction what is the author s opinion on setting means process and ends goals What is the author s recommendation for minimizing social loafing Which of the following is not an advantage of group decision making over individual decision making o There is less acceptance of a solution o There is increased legitimacy of the decision o Groups generate more diverse alternatives o Groups provide more complete information Chapter 9 Strategic Management Learning Outline o Discuss why strategic management is important o Describe the strategic management process and the role of mission goals o Describe external analysis using both remote and industry environment information o Describe internal analysis using RBV tangible intangible organizational capabilities of the firm o Explain the components a resource capability must have to create a sustainable competitive advantage o Explain the 3 growth strategies and 2 renewal strategies o Discuss the BCG matrix o Describe the process of gap analysis using SWOT o Identify ways companies can gain a competitive advantage using generic strategies and why companies must choose only one generic strategy o Discuss how functional levels in the organization will reflect business level strategies o Discuss