Inputs Processes Outcomes: Personal Factors Individual Level Individual Level

ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB
INPUTS PROCESSES OUTCOMES
Personal Factors Individual Level Individual Level
Situational Factors Group/Team Level Group/Team Level
Organizational Level Organizational Level

CHAPTER 1: WHAT IS OB AND WHY IS IT IMPORTANT
What is OB?
OB is an interdisciplinary and applied field that involves managing the behaviors of individuals,
groups/teams, and organizations.
Why?
Provides a set of tool that allow people to understand, analyze and describe behavior in organizations and for managers to
improve, enhance or change work behaviors so individuals, groups, and the whole organization can achieve their goals.
Self-awareness
Self-awareness is critically important to both applying the contingency approach and achieving short- and long-term success at work and
school.
Contingency approach
Use OB according to the situational factors. Every situation requires different skills, capabilities and behaviors. There is no such “best
practice”
Problem Solving Approach – How OB helps solving problems
Three Steps:
1. Define the problem
2. Identify potential causes
3. Make recommendations and take action
The Organizing Framework is extremely valuable when applied to the 3-Step Problem-Solving Approach.
CHAPTER 2: VALUES AND ATTITUDES
Values Attitudes Intentions

• Abstract ideals • Feelings or Opinions about • Key link between attitude
• Guide thinking and behavior people places and objects and behavior BEHAVIOR
across all situations • Negative to positive • attitude toward the
• Influences behavior behavior, subjective
norms, and perceived
behavioral control
Job satisfaction Consequenses of Job satisfaction: Behavioral outcomes

• Key OB outcome • Motivation • Job performance
• Causes for satisfaction: • Job involvement • Counter-/productive behavior
• Need fullfilment • Stay or leave • Turnover
• Met expectations • Percieved stress • Customer satisfaction
• Value attainment
• Equity
• Dispositional components
BOOK 2 – Chapter 2: THE NATURE OF MANAGERIAL WORK
Nature of Managerial Work Roles

• Hectic • Interpersonal (e.g. leader)
• Varied & Fragmented content • Information Processing (e.g. monitor)
• Reactive activities • Decision Making (e.g. entrepreneur)
• Involvement of peers and
outsiders
BOOK 2 – Chapter 3: LEADERSHIP BEHAVIOR
There is no absolute and correct behavior – depends on the situation
Two main behaviors:

Task-oriented behavior Relations-oriented behavior
• Planning  managerial effectiveness • Supporting  trust, acceptance, extra work
• Clarifying  managerial effectiveness • Developing  skills, career advancements
• Monitoring  problem solving • Recognizing  satisfaction, strengthens desirable behavior
Other types:
Change-oriented behavior Participative Leadership Transformational Leadership Boundary-spanning behaviors
• Used to influence • Improve quality of • Visionary and inspirational • Used by leader in
innovation decisions leadership interactions with peers and
• Collective learning • Commitment to • Including relations- and outsiders.
• Successful implement decision- change-oriented behavior • Networking
implementation of major making • Environmental scanning
changes • Representing
HBR – Beware the next big thing
Big pressure to innovate and the changing nature of workforce forces corporate executives to experiment with new ideas in their own
organization (e.g. holacracy)
There are two ways to borrow from innovative companies, which both have their own benefits as well as challenges:
• Observe-and-apply:
• Works very well, but only works when the observed practice easily stands alone or involves just a small constellation of
supporting behaviors
• Or when the way of thinking is very similar to the own organization
• Risk: Adopting and abandoning new practices can endanger an organization
• Extract the central idea:
• Importing only the essential of a practice
• Differences between the new organizational context and the original become less important and fewer adjustments are required
• Risk: it still isn’t a trivial matter
 Regardless of the chosen method, corporate self-awareness is always needed and a powerful advantage (knowing yourself, strengths
and weaknesses)
Practical steps to evaluate and import management innovations:

• Bide your time: Wait a couple of years before even considering borrowing a new idea
• Experiment: It is always beneficial to make experiments before implementing an idea. Even if experiments will fail, the newly gained
knowledge will add additional knowledge to the organization and may help for future decisions

• Values • Task performance
• Attitudes • Workplace attitudes
• Intentions • Well being
• Citizenship Behavior/Counterproductive
• Leadership behavior
• Turnover
Situational Factors Group/Team Level Group/Team Level

• Leadership

CHAPTER 3: INDIVIDUAL DIFFERENCES AND EMOTIONS
Individual Differences: the many attributes, such as traits and behaviors, that describe each of us as a person
Relatively fixed Behavioral outcomes

• Intelligence • Job performance
• Personality • Citizenship Behavior/Counterproductive behavior
• Attitudes • Turnover
• Emotions • Customer satisfaction
Relatively flexible
Intelligence: represents an individual’s capacity for constructive thinking, reasoning, and problem solving. It is more than IQ.
Multiple Intelligence: linguistic, logical, interpersonal
Practical Intelligence: ability to solve everyday problems by using existing knowledge gained from experience
Personality: unique identity

Proactive Personality:
• Independent of situational factors Allocate personality profiles to jobs (extroversion in sales)
• Identifying opportunities
• Taking action
CORE SELF-EVALUATIONS: there are four character traits
1. Self-efficacy: a person's belief about his/her chances of successfully accomplishing a specific task
2. Self-esteem: our general belief about our own self-worth
3. Locus of control: a relatively stable personality characteristic that describes how much personal responsibility we take for our
behavior and its consequences
4. Emotional stability: the ability to remain relaxed, secure, unworried, and less likely to experience negative emotions under pressure.
Emotional Intelligence:
• Monitor own and others feelings
• Use this Information to guide thinking and actions
• Develop personal and social competences
Emotions:
complex, relatively brief responses aimed at a particular target, such as a person, information, experience, or event.
They also change psychological and/or physiological states.
Types of emotions:
• Positive/negative
• Mixed
• Past or future oriented

• Values • Emotions • Task performance
• Attitudes • Workplace attitudes
• Intentions • Well being
• Leadership • Citizenship Behavior/Counterproductive
• Intelligence behavior
• Personality • Turnover
• Self-Efficacy • Career outcomes
• Self-Esteem
• Locus of control
• Emotional Intelligence
Group/Team Level Group/Team Level

Situational Factors • Group/team dynamics • Group/team performance
• Leadership • Group satisfaction

• Financial performance
• Survival
• Reputation
CHAPTER 4: SOCIAL PERCEPTION AND MANAGING
Person Perception: a mental and cognitive process that enables us to interpret and understand our surroundings.
Influence by three components:
1. Characteristics of the perceiver
2. Characteristics of the target
3. Characteristics of the situation
 Affects organizational activities like hiring decisions, performance evaluations, and leadership.
Stereotypes: generalized beliefs about the characteristics of a group.

Four step process:
1. Categorization
2. Inference
3. Expectation formation
4. Maintenance
How to reduce stereotypes

• Education about stereotypes and its effects
• Increase awareness about stereotypes
• Creating opportunities or diverse employees
Diversity: represents the individual differences that make people unique from and similar to each other.
• Surface-level characteristics: race, age, gender
• Deep-level characteristics: attitudes, opinions and values
 Affirmative action is a chance for the management to reduce past discrimination

 Managing diversity entails necessary adjustments in organizational structure, that enable all people to perform to their maximum
potential
Barriers and challenges to managing diversity:

• A negative diversity climate
• Resistance to change
• Inaccurate stereotype
• Etc.
Organizational practices used to effectively manage diversity

• Deny that differences exist
• Isolate diverse members from the larger group
• Tolerate differences among emplyees
BOOK 2 – Chapter 14: CROSS-CULTURAL LEADERSHIP AND DIVERSITY
Importance: The need of leaders to be able to control diverse behavior of employees
Cultural Influence on Leadership Behavior: Creating the comfortable environment in order to increase your employees productivity
Gender and Relationship:

• Sex-based Discrimination: glass ceiling (Frauen können ab einem gewissen Punkt nicht mehr aufsteigen)
• Theories of male advantage: support by the old beliefs, man are more qualified in leadership roles
• Theories of feminine advantages: especially values as kindness, compassion, nurturing, sharing
Identifying causes and reducing discrimination:

Most studies on gender and leadership are focused on determining if there are any differences between men and women, not on
determining the cause of any differences.
HBR – Contextual Intelligence
Challenge:
• Conditions differ enormously from place to place (economic development, institutional character, physical geography, education
norms, language and culture)
• Processes need radical rework
• Context matters
• Assumption: Given industries are as profitable or unprofitable in any country is wrong
• Expect that institutional context to significantly affect industry structure
Contextual intelligence: the ability to understand the limits of our knowledge and to adapt that knowledge to an environment different
from the one in which it was developed.
• Most difficult work is soft work, hard work is easy
• Adjust mental models
• Learn to differentiate between universal principles and their specific embodiments
• Be open for new ideas
• Adaptions required are far more complicated
Ways to acquire contextual intelligence: ACCEPT UPFRONT THAT CHANGES HAVE TO BE MADE
• Hire people who are “fluent” in more than one culture
• Partner with local companies
• Develop local talents
• Take time to understand the nature and range of local variations
• Experiment instead of hiring outsiders for market research  requires patience
 Understanding the limits of our knowledge is a very basic component of contextual intelligence

• Diversity • Perceptions • Task performance
• Demographics • Attributions • Work attitudes
• Stereotypes • Psycological Safety • Well being
• Turnover
• Career outcomes

Situational Factors • Group/team dynamics • Group/team performance
• Diversity climate • Group satisfaction

• Options to manage diversity • Employer of choice
• Customer satisfaction
• Reputation
CHAPTER 5: FOUNDATION OF EMPLOYEE MOTIVATION
Types of motivation: Motivation explains why we do things we do

1. intrinsic: inspired by internal feelings generated by doing well
2. Extrinsic: external rewards
Content Theories of Motivation: Based on the idea that employee’s needs influence motivation (What is motivating us)
• McGregor:
• Theory X: People are motivated by rewards and punishment
• Theory Y: Employees are self-engaged, committed, and responsible
• Maslow: Based on five basic needs
• Self-actualization
• Self-esteem
• Social needs (e.g. love)
• Safety
• Physiological
• Acquired needs theory (angeeignet):
• Achievement
• Affiliation
• Power
• Self-determination (angeboren):
• Competence
• Autonomy
• Relatedness
• Herzberg motivator hygiene theory (s. Bild)
 NEEDS THAT INFLUENCE MOTIVATION
CHAPTER 5: FOUNDATION OF EMPLOYEE MOTIVATION
Process theories of motivation: attempt to describe how various person factors and situation factors affect motivation.
• Equity/Justice theory: “Am I being treated fairly?”
• Fairness determined by comparing our output and inputs with those of others
• Expectancy theory: “Does my effort lead to desired outcomes?”
• Determined by our perceived chances of achieving valued outcome
• Goal-setting theory: “How can I use the power of goal setting”
• Set achievable and challenging goals!
• Too easy or too hard goals have negative influence on our motivation
Motivating employees through job design:

Based on the idea that motivation is primarily influenced by the tasks people perform and the characteristics of the immediate work
environment.
BOOK 2 – Chapter 5: EMPOWERING LEADERSHIP
Participative Leadership: Involves the use of various decision procedures that allow other people some influence over the leader’s
decisions.
Varieties of participation (decision procedures)
Autocratic Consultation Joint Decision Delegation

- Influences by others +
Model of participative leadership: Delegation:

• Decisions can be made but have to be reported
• Benefits:
• Improved decision quality
• Develop subordinates skills and confidence
• Enable subordinates to deal with problems
quickly
• Reasons for lacks:
• Insecurity
• Need for power
• Important task
Psychological Empowerment:
How motivation is influenced by leadership behavior.
Involves the combination of:
• Meaningful work
• High self-efficacy
• High Self-determination
• Ability to influence relevant events
Empowerment programs:
1. Leader selection and assessment
2. Democratic Decision procedures
3. Shared Leadership responsibilities
4. Information Sharing/ Transparency
HBR – Focused Leader
Focus on yourself:
Primary Task: Concentrate on one thing while filtering distraction  direct attention
Self-awareness:
• Focus on your feelings
• Be authentic
• Trust your gut feelings
• Open awareness:
• Day-Dreaming
• In this mode we don’t judge, censor or tune out, we simply perceive
Self-control:
• Cognitive control (willpower): putting attention where u want it and keep it there
• Willpower is important for leadership success
Focus on others: Executive who can effectively focus on other emerge as natural leaders regardless of organization or social rank
Empathy:
1. Cognitive empathy: Understand another person's perspective
2. Emotional empathy: Ability to feel what someone else feels
3. Empathic concern: Ability to understand what another person needs from you
 Helps to build relationship

Focus on the Wider World:
Leaders with a strong outward focus are not only good listeners but also good questioners.
Focusing on strategy (visionaries):

• Exploiting current advantage
• Explore new things (innovative thinking)
Benefits of focused leaders:

Focused leader:
• Command the full range of their own attention
• In touch with their inner feelings
• Control their impulses
• Aware of how others see them
• Understand what others need from them
• Aware of environment

• Personality • Equity/Justice • Task performance
• Personal attitudes • Expectancy processes • Work attitudes
• Values – Theory X/Y • Goal-setting processes • Citizenship Behavior/Counterproductive
• Needs • Voice behavior
• Turnover
• Intrinsic and extrinsic motivation

Situational Factors • Climate for justice • Group/team performance
• Hygiene Factors
• Motivation factors
• Job characteristics
• Job design
• Leadership Organizational climate
• Climate for justice • Customer satisfaction
CHAPTER 6: PERFORMANCE MANAGEMENT
Processes:
PM is a process of defining, monitoring, reviewing and providing consequences.
• Used for employee-related decision (promotion, salary raise)
• Employee development
• Employee perception low
• Leaders view is critical concerning actual success
Step 1: Define performance, expectations and goals

Goal setting is critical
• Learning goals: promote development of skills
• Performance goals: target specific end result
• SMART goals (specific, measurable, achievable, realistic, timely) are more likely to be achieved
Step 2: Performance monitoring and evaluation

• Monitoring performance required measurements of progress and/or outcomes
• Evaluation is comparing performance measures with expectation and goals
Step 3: Performance review feedback and coaching

• Feedback: to instruct and motivate
• The effectiveness of positive and negative feedback is influenced by receiver’s perception
• Coaching translates feedback into desired change.
Step 4: Providing rewards and other consequences
• Rewards are intrinsic or extrinsic
• Tools to help achieve desired outcomes  attract, motivate, retain, develop and engage employees
Reinforcement and consequences

• Positive and negative reinforcement increase desired behaviors.
• Punishment and extinction both decrease undesirable behaviors.

• Performance management practices • Task performance
• Work attitudes
• Citizenship Behavior/Counterproductive
behavior
• Well-being
• Turnover
• Career outcomes
• Creativity

Situational Factors • Group/team performance
• Group satisfaction
• Group cohesion and conflict

• Survival
• Accounting/financial performance
• Reputation
CHAPTER 7: Positive organizational behavior
The value:
• Focuses on positive emotion, mindfulness, psychological capital and organizational climate across all three levels of OB
• Operates via three principle effects: amplifying, buffering and positivity
The power of positive emotions:

• Negative emotions: cause you to narrow you focus
• Positive emotions:
• Broadens your thinking
• Contagious and can be actively increased.
Fostering mindfulness
• Mindlessness is a state of reduced attention
• Mindfulness fostered by paying attention to the present moment in nonjudgmental way
• Attentional deficits and attentional hyperactivity are negative for mindfulness
• Can learned by meditation practices
Developing psychological capital and signature strengths:

• Capital consist of: Hope, Efficacy, Resilience, Optimism (HERO)
• Hope: self determination and clear path for achieveing golas
• Resilience: ability to bounce back
• Optimism: attributes positive events to personal, permanent and pervasive (allgegenwärtig) factors.
• Signature Strengths:
• Attributes influencing your thoughts, feelings and behaviors
• Provide sense of fulfillment
Creating a climate that fosters positive organizational behavior
• Represents employee’s perception of organizational practices, policies, procedures and routines
• Positive climate based on values, practices and fair leadership
Flourishing (aufgehen, blühen): Consits of five elements:

• Positive emotions
• Engagement
• Relationship
• Meaning
• Achievement
HBR – How Netflix reinvented HR
Philosophy:
• Hire only A-Players. High performer
• If you only want “A” players you have to let go people whose skills no longer fit, no matter how valuable their contribution had once
been. Offer rich severance packages for their excellent service.
• Use common sense rather than company policies
• Adults-like behavior
• Tell the truth about performance: 360-degree review – people tell the truth about others
Managers own the job of creating great teams:

• unnecessary skills out, new in  give nice severance payment
• Analyze how well the existing teams match and what they need in the future
Leaders own the job of creating the company culture:

• Employees should understand the values that drives the business
• Leaders should openly communicate
HR:
• Good talent managers should think like business people and innovators
• Figure out was is good for the company

• Emotions • Communication • Task performance
• Mindfulness • Decision making discretion • Work attitudes
• Psychological capital • Interpersonal conflict • Citizenship Behavior/Counterproductive
• Signature Strengths behavior
• Turnover
• Creativity
• Flourishing
• Physical health

Situational Factors • Communication • Group/team performance
• Organizational culture • Civility • Group/team cohesion and conflict
• Organizational climate • Group Dynamics
• Organizational values
• Fair leadership
• Organizational practices
• Communication • Organizational performance
CHAPTER 8: Group and Teams
Groups: consists of two or more individuals who share norms, goals and identity
• Formal group: assigned by organization, accomplish specific goals
• Informal group: purpose of getting together, friendship or common interest
• Roles are expected behaviors for a particular job or position, a group roles set expectations for members of a group
• Norms are shared attitude, opinions, feelings, or actions that help govern the behaviors of groups and their members
Group development process:

• Five steps: forming, storming, norming, performing and adjourning
• Punctuated equilibrium: functioning is disrupted by an event that causes the group to change the way it operates
Teams and the power of common purpose: e.g. work, project, cross-functional
• Difference to group: shared leadership, collective purpose, focus on problem solving and collective effectiveness
• Player are committed, collaborative and competent
• Team interdependence: degree to which members depend on each other for info, materials, or other resources
 Sequential (automotive), pooled (sales team), reciprocal (HR-team)
Trust: is a belief that another person will consider the way his or her intentions
and behaviors will affect you.
Three forms
• Contractual trust (do people do, what they say they will do)
• Communication trust (how well do people share information and tell the truth)
• Competence trust (how effectively do people solve tasks)
Critical for success, if damaged it takes a long time to be repaired

Keys to team effectiveness
BOOK 2 – Chapter 9: DYADIC (zweifelhaft) theories and followership
Dyadic leadership theories consider how and why a leaders behavior may vary across individuals
Leader-Member-Exchange Theory:
• High exchange relationship: subordinate is competent, reliable and share the leaders values
• Low exchange relationship: subordinate has less influence and only fulfills a formal role
Attribution Leader
Attribution Theory: Determine the cause of ineffective or effective performance and define appropriate reactions
Two Stage Attribution Model:

1st Stage (cause) 2nd Stage (response)
Internal Lack of effort and abilities More monitoring, counselling and warning
External Inadequate resource, insufficent information Provide more resources and better information
Attribution follower
Implicit Theories: The implicit theories involve stereotypes and prototypes about the traits, skills, or behaviors that are relevant for a
particular type of position
1. Stereotypes: Over-generalized belief about a particular category of people
2. Prototype: Beliefs about the ideal qualities for a particular type of leader
Impression Management: Process to influence how others perceive you
Follower contribution to effective leadership: Motivated and competent followers are necessary for a successful performance
Successful performance:
• Support leadership development
• Sharing leadership function
• Provide constructive feedback
• Maintain co-operative working relationship
Self management: Set of strategies used to influence and improve your own behavior
• Behavior strategy: for changing behavior
• Cognitive strategy: help building self-confidence and optimism in dealing with difficult tasks
BOOK 2 – Chapter 10: TEAM LEADERSHIP
Functional work teams:

• members have specialized jobs which is still part of the same basic function.
• Teams typically work together for a long time
• Stable membership
• E.g. SWAT-Team, Maintenance crew
Cross-functional work teams:

• Increasingly used in organizations to improve coordination of specialized sub units
• Teams include representatives from each functional sub unit (sometimes also external stake holders involved)
• Leadership: every team has a formal leader selected by higher management
Self-managed work teams:

• Responsibility handed over from manager to team members
• Used for repeated tasks
• Stable membership
• Leadership:
• Internal: coordination of team decisions
• External: coaching and encouragement
HBR – Blue-ocean Leadership
Definition: Strategy to create market space by converting non-customers to customers and to help leaders release the Blue-ocean of
unexploited talent and energy, rapidly and low-cost.
Blue-ocean Leadership:
• Employees are like customers for the leaders
• Leaders have to perform and employees (customers) have to buy their leadership
Key Differences from conventional leadership:

• Focus on acts and activities: it focuses on actions of the leaders and not on who leaders need to be (values and attitudes)
• Connect closely to market realities: traditional leadership tend to be detached from what firms stand for. BOL: people are asked for
direct input and what they could do to help them serve customers and other key stakeholders.
4 steps of BOL:
1. See your leadership reality (as is): Discuss in teams the functions of leaders, detected problems will be solved by sub teams
2. Develop alternative leadership profiles: think about effective acts seen outside the company which could improve the own
performance
3. Select to-be Leadership profiles: results will be presented in front of the board, top, middle, and frontline managers. After that the top
managers decide which to-be leadership profile is the best on each level. LEVEL INDEPENDENT
4. Institutionalize new leadership practices: interviewed people are informed about the results. Subteammembers will support the
leaders to follow the agreed on-to-be profiles.

• Task performance
• Work attitudes
• Turnover
• Creativity
• Career outcomes

Situational Factors • Group Team Dynamics • Group/team performance
• Group/team cohesion and conflict
• Group satisfaction

• Innovation
CHAPTER 9: COMMUNICATION IN THE DIGITAL AGE
Communication process:
• Sender  message  receiver
• Noise can interfere with communication
• Appropriate medium is critical for effective communication
• Media richness:
• helps convey information and promote understanding.
• Influenced by speed feedback, channel, type (personal/impersonal) and language source (body language, face to face)
Communication competences: refers to an individual’s ability to effectively use communication behaviors in a given context
• Nonverbal communication: body movements, gestures, touch, facial expressions and eye contact
• Listening: process of actively decoding and interpreting verbal messages
• Listening styles:
• Active
• Involved
• Passive
• Detached
• Non-defensive communication:
• Feeling of being attacked is the cause of defensive communication
• Defensiveness from one party is likely to trigger from other party
• Empathy
Gender, generations and communication:
• Women (share credit, clarify questions) and man (straight feedback, withhold compliments) communicate differently
• Each generation has its own communication norms and preferences
• Mistake: generalize anything we know about communication and apply it to entire genders or generations.
Social media and OB:

• can increase employee and employer productivity.
• The use of social media at work also has many costs, some potentially significant.
• E-mail can increase teamwork and flexibility, but it also wastes time, information overload
• Policies: what allowed, what forbidden
Communication skills to boost your effectiveness:

• Effective presenters: tell stories rather reports, because stories are short of data but rich of emotions
• Presenting:
1. Frame your story
2. Plan the delivery
3. Develop your stage presence and multimedia
4. Put it together
• Crucial conversations:
• between two or more people
• stakes are high
• Opinion vary
• Emotions run strong

• Nonverbal communication • Communication • Task performance
• Active listening • Work attitudes
• Nondefensive communication • Turnover
• Empathy
• Ethical behavior
• Social media behaviors (an individual Group/Team Level
• Group/team performance
employee)
• • Group satisfaction
Communication skills
Organizational Level
Group/Team Level
Situational Factors • Innovation
• Communication
• Choice of medium • Accounting/financial performance
• HR policies (hiring and firing) • Customer satisfaction
• Social media practices (managers and • Reputation
coworkers) • Legal liability
Organizational Level
• Communication
• HR policies (social media policies)
CHAPTER 10: MANAGING CONFLICT AND NEGOTIATION
Conflict:
• Occurs when one party is negatively affected by another
• Functional:
• Consultative Interactions
• Focused on the issues
• Mutual respect
• Dysfunctional:
• Disagreement that threatens organizations interest
• Escalation of conflict: Conflicts escalate when numbers of issues grow, when there is a general dislike and when there are more parties
and groups involved
• If a conflict can be solved the outcome fits into three categories:
• Agreement
• Strong relationship
• Learning
Forms of conflict:
• Personality:
• Interpersonal conflict driven by dislike or disagreement
• Overcome: communicate directly with the other parties, avoid needlessly help from superiors
• Intergroup:
• conflict among work groups, teams and departments
• Overcome: distinguish between conflict states and processes, create a psychological climate
CHAPTER 10: MANAGING CONFLICT AND NEGOTIATION
Conflict:
• Occurs when one party is negatively affected by another
• Functional:
• Consultative Interactions
• Focused on the issues
• Mutual respect
• Dysfunctional:
• Disagreement that threatens organizations interest
• Escalation of conflict: Conflicts escalate when numbers of issues grow, when there is a general dislike and when there are more parties
and groups involved
• If a conflict can be solved the outcome fits into three categories:
• Agreement
• Strong relationship
• Learning
Conventional forms of conflict:

• Personality:
• Interpersonal conflict driven by dislike or disagreement
• Overcome: communicate directly with the other parties, avoid needlessly help from superiors
• Intergroup:
• conflict among work groups, teams and departments
• Overcome: distinguish between conflict states and processes, create a psychological climate
Forms of conflict intensified by technology:
• Work-family conflicts:
• Occurs when the demands of ones work role conflicts with those of the family role
• Balance is the key (work-life balance)
• Incivility (bullying or harrassment):
• Has negative consequences for targeted employees but also for coworkers who witness it
• Outcomes: Stress, decreased performance, negative emotions
• Cyber bullying: Particularly problematic form of incivility that must be monitored and addressed by organizational policies and
practices
Effectively Managing Conflict:

• Functional conflicts:
• Devil´s advocacy: Assigning someone the role of critic
• Programming conflict: Raises different opinions regardless of the personal feelings of the managers
• Dialectic methods: Calls for managers to foster a structured debate of opposing view points prior to making a decision
• Five styles can be used to handle conflicts:
Negotiation: Give-and-take decision-making process involving interdependent parties with different preferences
• Position-based (distributive): focuses one single issue in which one person gains at the expenses of another
• Interest-based (integrative): seeks agreement that are better for both parties than in position-based negotiations
• Emotions affect any and all negotiations

• Personality • Communication • Task performance
• Experience • Conflict and negotiation • Work attitudes
• Skills and abilities • Emotions • Turnover
• Conflict-handling styles • Interpersonal skills • Citizenship behavior/ counterproductive
• Values • Perceptions behavior
• Needs • Performance management practices • Career outcomes
• Mindfulness • Trust • Creativity
• Ethics
• Incivility Group/Team Level
• Communication Group/Team Level
• Group/team dynamics • Group/team performance
• Conflict and negotiation • Group satisfaction
Situational Factors • Decision making • Group cohesion and conflict
• Relationship quality • Performance management
• Leadership • Leadership
• Organizational Level
Organizational climate
• Innovation
• Stressors
• Incivility Organizational Level
• Alternative dispute resolution practices • Communication
• Reputation
• HR policies (social media policies)
• Leading and managing change and stress
HBR – The scarcest resource
Challenge:
• Time goes largely unmanaged
• Most companies have no clear understanding about the employees’ time management
Companies with different approaches:

• Treat time as scarce resource and invest it wisely
• Discipline to time budgets as to the capital budget
How time is wasted:

1. To much time spent in e-communication
2. Meeting time met all time high
3. Real collaboration is limited
Practices for managing organizational time:
4. Make the agenda clear and selective

5. Create a zero-based time budget: compare time budgets
6. Require business cases for all projects
7. Clearly delegate authority for time investments
8. Standardize the decision process

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ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB

INPUTS PROCESSES OUTCOMES

Personal Factors Individual Level Individual Level

Situational Factors Group/Team Level Group/Team Level

Organizational Level Organizational Level

Values Attitudes Intentions

Job satisfaction Consequenses of Job satisfaction: Behavioral outcomes

Nature of Managerial Work Roles

Two main behaviors:

Practical steps to evaluate and import management innovations:

INPUTS PROCESSES OUTCOMES

Personal Factors Individual Level Individual Level

Situational Factors Group/Team Level Group/Team Level

Organizational Level Organizational Level

Relatively fixed Behavioral outcomes

Personality: unique identity

INPUTS PROCESSES OUTCOMES

Personal Factors Individual Level Individual Level

Group/Team Level Group/Team Level

Organizational Level Organizational Level

Stereotypes: generalized beliefs about the characteristics of a group.

How to reduce stereotypes

 Affirmative action is a chance for the management to reduce past discrimination

Barriers and challenges to managing diversity:

Organizational practices used to effectively manage diversity

Importance: The need of leaders to be able to control diverse behavior of employees

Gender and Relationship:

Identifying causes and reducing discrimination:

INPUTS PROCESSES OUTCOMES

Personal Factors Individual Level Individual Level

Group/Team Level Group/Team Level

Organizational Level Organizational Level

Types of motivation: Motivation explains why we do things we do

Motivating employees through job design:

Varieties of participation (decision procedures)

Autocratic Consultation Joint Decision Delegation

Model of participative leadership: Delegation:

 Helps to build relationship

Focusing on strategy (visionaries):

Benefits of focused leaders:

INPUTS PROCESSES OUTCOMES

Personal Factors Individual Level Individual Level

Group/Team Level Group/Team Level

Step 1: Define performance, expectations and goals

Step 2: Performance monitoring and evaluation

Step 3: Performance review feedback and coaching

Reinforcement and consequences

INPUTS PROCESSES OUTCOMES

Personal Factors Individual Level Individual Level

Group/Team Level Group/Team Level

Organizational Level Organizational Level

The power of positive emotions:

Developing psychological capital and signature strengths:

Flourishing (aufgehen, blühen): Consits of five elements:

Managers own the job of creating great teams:

Leaders own the job of creating the company culture:

INPUTS PROCESSES OUTCOMES