Sender- person doing communicatingEncoding- how a message is translated and dealt with after it leaves source, before it is receivedThe Message- the content of what is sent after encodingThe Medium- how the message is delivered (internet, TV, in person)The Receiver- audience that receives messageDecoding- how the audience comprehends the messageFeedback- indicators of whether the message was received as intendedFiltersThe deliberate manipulation of information to make it appear more favorableInformation overloadWhen information exceeds our processing capacityDefensivenessWhen people are threatened, it may reduce their ability to achieve a mutual understandingEmotionsHow a receiver feels when a message is received influences how he or she interprets itLanguage (semantics)Words mean different things to different people and the words selected can be influential in conveying the message“Customer convenience issue”- GM ignition issue labeled this versus class 1 safety issue, not acknowledged until people diedCultureNational and organization differences should be consideredSolicit and use feedbackPay attention to nonverbal feedbackSimply languageAvoid jargon, code switchingListen activelyListening, not waiting to talkAsk questionsGet emotions in controlWatch your own nonverbal cuesShould support four types of employee workFocused workCollaborationLearningResearching things their unclear on, picking up a new skill, comparing to other casesSocializationLeadership as a conversationOld model vs new modelIntimacy: how leaders relate to their employeesOld: very professional, formal top down processNew: more personal, values individuality, more direct contactInteractivity: how leaders use communication channelsTalking with employees, not at them; soliciting input rather than just broadcasting infoInclusion: how leaders develop org. contentIntentionality: how leaders convey strategyCommunication and technologyAdvantages: flexible and effectiveDisadvantages:Lack of personal interactionLegal and security issuesStep 1: Identifying the problemMore effective to treat underlying problem rather than focusing on the symptoms that stem from itStep 2: Identifying decision criteriaWhat things are you going to look for?Step 3: Allocating weights to criteriaWhat do you value mostStep 4: Developing alternativesWhat can be done differently?Step 5: Analyzing alternativesWhat is the best option?Step 6: Selecting an alternativePeople often ignore the previous steps and go with their gut/instinctStep 7: Implementing the alternativeStep 8: Evaluate the decision effectivenessMost people skip this stepRational decision makingAssumes we make logical, objective, and consistent choices that maximize valueMaximizing is keySearch until we find the best option, best solutionSatisfice people tend to be happier and more fulfilled in life than the maximizes, maybe we don’t need to be rationalMaximizing leafsAssumptions of rationality (unrealistic)Rational decision maker would be fully objective and logicalProblem is clear and unambiguousDecision maker has clear and specific goalDecision maker knows all possible alternatives and consequencesRational decision making consistently leads to increased likelihood of achieving that goalDecisions are make in best interest of organizationBounded rationalityManagers make decisions rationally, but are limited (bounded) by their ability to process informationSatisfice- accept solutions that are “good enough”Maybe there isn’t enough time, or resources to find and evaluate all alternativesIntuitive decision makingMaking decisions on the basis of experience, feelings, or accumulated judgmentGood for some things, specifically personal decisions, but not always good as experiences and personal feelings can varyResearch shows that this can be a great method of decision-makingComponents of Intuition:Values or ethics based decisionsSubconscious mental processingExperience based decisionsAffect initiated decisionsCognitive based decisionBiases and errors influence this, can cause problemsEvidence based management (EBMgt)The systematic use of the best available evidence to improve management practiceFour components:Decision maker’s expertise and judgmentExternal evidenceOpinions, preferences, and values of those who have a stake in the decisionDecisions are not made in isolation, effect many people, important to consider opinions/preferences of these peopleRelevant organizational factors (ex. culture)Case Study: Google’s hiring interviewAsk how many ping pong balls would fit in a busMany ways to approach this, tells company about the person’s decision making processesInterdependence and a common goalNeed other group members to reach goalTuckman’s (1965) 5-stage modelForming- Groups initially form, groups tend to be friendly though there might be anxiety and uncertaintyStorming- Group members try to orient themselves to the group, this is where we see the most conflictNorming- Groups tend to start moving forward; more of a group mentality and working togetherPerforming-Actually doing the task that the group came together to accomplishAdjourningGroup disbands; important because how a group disbands influences their perception of groups/teamwork in generalGersick’s (1988) Punctuated Equilibrium ModelStart: Initial inertiaTeams aren’t doing much work, know the deadlines are in the futureHalf way pointThis is where the team is aware of the approaching deadline and start to do the formingFinish: Secondary inertiaThis is where the most work is doneTeamwork KSA’sGeneral teamwork skills like listening, open mindedness, conflict resolution, communicationPersonalityMinimum agreeableness (bad apple concept)One person can pull down the whole teamMean conscientiousnessMean opennessHow likely you are to listen to new perspectivesMean preference for teamworkRoles- sets of expected behavior patterns attributed to someone in a given position within the groupPower of roles: Zimbardo’s prison experimentGroup experiment, people take roles very seriouslyOften decided by the team, but can be influenced by outside inputNorms- acceptable standards of behavior that are shared by group membersConformity- people base their behavior on how others are actingSoloman Asch- study on why/when people conformNormative- don’t want to cause conflictIf your perception of the truth is skewed due toStatus- socially defined position or rank given to groups or group members by others3 main sources:1. Power