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Summary BUAD 304 Final Cheatsheet
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- BUAD 304
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- University Of Southern California
BUAD 304 Final Cheatsheet
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Teams: Two or more freely interacting people who share Norms, Goals, Common identity | Purpose: Formal teams - accomplish organization goals. Informal teams - friendship or common interest | Analysis:Individual members, Team as a whole | When should a team be used? Tasks and goals becoming more interdependent, Tasks becoming more complex, Need for more flexible labor force, Need for faster response
to change. | The Costs of Teams: Coordination costs (time, conflict, social loafing, groupthink) | Types of Teams: 1. Work Teams- hierarchically managed to do the organization’s tasks. 2. Self-Managed Teams-
skills, autonomy, & information to manage task performance itself (Work Design: Common purpose/goals, Control over task methods, scheduling & quality, Direct feedback of results. Composition: Multi-skilled
members, High social and growth needs. Process: Joint decision making, Coordination of efforts, Conflict resolution. Organization Support Systems Required: Team-based goals, appraisal, and rewards,
Gainsharing and skill-based pay, Social and technical training, Team-based performance measures, Selection for team and high-involvement culture, Leadership that promotes team development and employee
involvement). 3. Problem-Solving Teams - Members from the same department meet to solve problems & suggest improvements. 4. Cross-Functional Teams: solve common problems & coordinate across the
departments. 5. Virtual Teams | Team Analytical & Design Model: Organization Support Systems (Organization Culture, Management and Leadership Practices, Employee Selection Processes, Information and
Control System, Performance Management System, Physical Setting) ➡ Team Composition (Task Knowledge, Skills and Abilities, Social Skills and Emotional Intelligence, Personality
Characteristics–Extraversion–Agreeableness) ➡ Team Structure: Roles- Expected behaviors for a particular position in a team. Leadership (formal vs informal). Task and Maintenance Roles (Connect 8.1: Preferred
Team Roles). Task –Initiator suggests new goals/ideas, Recorder documents discussions & outcomes, Maintenance –Encourager praising different points of view. Gatekeeper encourages all members to participate
& Harmonizer mediates conflicts ➡ Team process: Process Gains: Positive Synergy–Information sharing–Task coordination & collaboration–Trust–Flexible and innovative behaviors. Processes Losses (coordination
costs): Negative Synergy–Groupthink (excessive cohesion & conformity)–Groupshift (risky shift; conservative shift)–Social loafing (free rider) ➡ Team Tasks: (simple & independent, complex & interdependent: Pooled
– Each works independently, results combines Sequential – each stage dependent on previous Reciprocal-all members exchange and build on work of others Comprehensive – all work together on all aspects) ➡
Team outcome: Performance of project, Member Satisfaction, Turnover. Tuchman’s 5-Stage Model of Team Development: 1. Forming: A great deal of uncertainty about the group’s purpose, structure, and leadership.
Group members test the waters to determine what types of behaviors are acceptable. Members begin to think of themselves as a “group.” 2. Storming: Intergroup conflict. Members accept the existence of the group
but resist the constraints it imposes on individuality. Who will control the group? Results in a relatively clear hierarchy of leadership within the group. 3. Norming: Close relationships and cohesiveness develop. A
strong sense of group identity and camaraderie. Group structure solidifies and expectations of correct member behavior are established. 4. Performing: Group structure is fully functional and accepted. Group energy
moves from getting to know and understand each other to performing the task at hand. 5. Adjourning: Preparation for disbanding. Wrapping up activities rather than high task performance. Some members are
upbeat, some dread the loss of friendships gained in the group. Note: Not all groups go through all stages, not all happen in order | The Punctuated Equilibrium Model: Phase 1: The first meeting sets the group’s
direction. The first phase of group activity is one of inertia ➡ Transition: A transition takes place at the end of the first phase, which occurs exactly when the group has used up half its allotted time. The transition
initiates major changes➡ Phase 2: A second phase of inertia follows the transition➡ markedly accelerated activity: Punctuated Equilibrium — periods of rapid change followed by long periods of no change.
Gradualism — gradual change over long periods of time | Team Development: Tuckman’s Model (Co-creation of your experience, Conflict is about dependence on the group, Work is done once the team is ready,
All experiences in the team are crucial), Punctuated Equilibrium (Implicit models are used initially, Conflict is over roles and timing, Work is done via deadlines, Midpoint is a key stage) | Team Effectiveness Model:
Real Team - Stability in the group membership over time, Compelling Direction - A clear purpose that relies on end goals. Enabling Structure - The group’s dynamic must be producing good, not bad structure. Social
Support - The group must have a system to collaborate properly. Coaching - Opportunities for a coach to give help. Outcome: Team Effectiveness | Why Use Briefings and Debriefings? Teams perform better when
they 1.Have a high-quality plan 2.Share that plan 3.Learn and improve over time. Briefings and debriefings can help, but they do not guarantee good planning | Team debrief: What can we do better next time? Brief
informal information exchange and feedback sessions, Occur after an event or shift, Stress learning and improvement, Designed to improve teamwork skills, Designed to improve outcomes -Accurate reconstruction
of key events -Analysis of why the event occurred -Focus on what should be done differently next time | Trust Building: Contractual Trust – do you ask what you say you will? Communication trust – do you make
necessary disclosures? Competence trust – can you fulfill your responsibilities? | Trust Repair Pyramid: Distrust ➡Trust Restored; (1. caused trust to be compromised, 2. Discuss feelings and emotions 3. Give
support to the other 4. Shift from being a victim to check out options 5. ask “What did I do or not to cause this to happen? ”6. Forgive yourself and others 7. Let go and move on) | Team Project Proposal: Describe
your team’s: –Composition•Task Knowledge, Skills and Abilities •Social Skills and Emotional Intelligence •Personality Characteristics–Extraversion–Agreeableness | Structure•Roles–Leadership–Task and
maintenance | Norms: “A good team member should…” | Creating a high performance team: 1. Psychological Safety ➡ 2. Dependability ➡ 3. Structure & Clarity ➡ 4. Meaning ➡5. Impact | What Great Teams
Do: 1. Everyone on the team talks and listens in roughly equal measure, keeping contributions short and sweet. 2. Members face one another, and their conversations and gestures are energetic. 3. Members
connect directly with one another — not just with the team leader. 4. Members carry on back-channel or side conversations within the team. 5. Members periodically break, go exploring outside the team, and bring
information back. | What Makes an Ideal Team Member? charismatic connectors (natural leaders, energized but focused listening) | Implicit vs Explicit Coordination: Explicit Coordination (Deadline management,
Planning, Scheduling,Administrative Activities) Implicit Coordination (Anticipation of other’s needs, Dynamic adjustment without active planning, Habitual team routines, Work distributions, Few actual direction
meetings) | The four leadership styles: Telling, Selling, Participating and Delegating | Situational Team Leadership model: addresses the fact that not everyone on your team is on the same intellectual, maturity,
compliance or motivational level. Situational leadership is a way of adjusting one’s management style to adapt to each situation or task, and the needs of the team or team member | Types of Team Conflict: Task:
Conflict over the goals of the group. Process: Conflict over how the work will get done. Relationship: individuals dislike each other | Bias training: interviewing and using templates for questions | Bounded
Awareness Take-Aways: We are all susceptible to focusing illusions. When making a large, important decision, ask these questions: 1. Am I looking at all the relevant data and from all stakeholders? 2. Am I
focusing too narrowly on any aspect of this decision and potentially missing important information? | Confident Leaders: Positives (Better at developing vision, Focuses on the positives, Higher motivation in
followers) Negative (Take bigger risks, Misses' potential problems, Doesn’t acknowledge present challenges) | Symptoms of Groupthink: Illusion of invulnerability (overconfidence),Collective rationalization, Belief in
inherent morality, Stereotyped views of out-groups, Direct pressure on dissenters, Self-censorship, Illusion of unanimity, Self-appointed ‘mindguards.’ | Social Loafing: The phenomenon of a person exerting less
effort to achieve a goal when they work in a group than when they work alone. | Diversity Can Result in Two Performance Bonuses: 1) Teams do better: diverse teams can achieve better outcomes (e.g., wider
range of ideas). 2) Individuals do better: everyone has an opportunity to perform up to their potential | Two Steps to Realize Benefits of Diversity ➡ Belonging: 1. Diversify workforce by reducing bias. 2. Create an
inclusive environment in which diverse employees can realize their full potential | Stereotypes: culturally produced, shared mental shortcuts that shape perception and behavior. –Shared by everyone: both perceivers
and people about whom stereotypes exist | Prejudice: emotions aroused when interacting with people from distinct social groups; biased evaluation of an individual or group based on actual or perceived
characteristics | Discrimination: unequal treatment of individuals or groups of individuals | What Functions do Stereotypes Serve? Cognitive: Efficient cognitive structures that simplify the world -Heuristics are
useful b/c they often lead us to the correct conclusion in an efficient manner. Likewise, stereotypes may often be right, but there are overgeneralizations that are either inaccurate or do not apply to the individual in
question. Or they create expectations about how the person will and should act. Social Identity: Intergroup competition: Ingroup favoritism, outgroup homogeneity. Control: creates power over others. Why are
Stereotypes a Problem for Organizations? Hiring: Miss out on top talent. Attrition: Employees may leave the organization. Less diversity: Employees will be less diverse. Lack of inclusion (sense of belonging): Fail
to leverage talents of underrepresented groups | Changing Individual Attitudes is Not a “Cure All”: Bias training has potential to improve attitudes—when it is done well. Even when bias training is done well, it is
not sufficient (Controlling individual bias is difficult, Systems can be biased, De-biasing systems ➡ lasting change) Conclusion: Bias training must be coupled with efforts to de-bias systems | Routes to Increasing
Diversity: 1.Recruiting and hiring 2.Evaluation and promotion 3.True diversity should be reflected in upper management, executive levels and on boards | General Guiding Principles: Transparency–Make
expectations and norms clear to everyone. Consistency–Identify clear standards and apply standards systematically. Accountability–Someone with status must be held responsible | Evidence-based Solutions in
Hiring: Reviewing: Have multiple people rate applicants, Review multiple resumes at once, Consider blinding resumes. Use structured interviews: Identify standard questions in advance. (Takes bias out), Submits
independent assessments before group discussion. (Avoids groupthink) | Evidence-based Solutions in Evaluation and Promotion: Performance reviews: Track impact of evaluations on job assignments and
promotions. Make promotion decisions based on actual performance: Do not make assumptions about who wants an opportunity. Do not ask people to self-nominate | Two Steps for Achieving Diversity Bonuses:
1.Diversify workforce by reducing bias. 2.Create an inclusive environment in which diverse employees can realize their full potential | Multiculturalism: people’s differences are recognized and valued | Color
Blindness: people’s differences are not recognized (and not valued) | Culture: A set of shared assumptions that defines appropriate behavior for various situations.1.Located in individual minds and social worlds
(e.g., political, educational, and economic institutions). 2.Not neatly bound or neatly partitioned, but a set of tendencies that can change over time. 3.Dynamic and malleable; takes shape in the everyday social
interactions of our lives. 4.A force that influences basic psychological processes | Who “I am”: In Western contexts - people tend to refer to their traits, skills, physical characteristics, and accomplishments. In Eastern
contexts - people tend to refer to their relationship to others in their community or social network. Three Dimensions of Culture: Individualism vs. Collectivism, Egalitarian vs. Hierarchical, Direct vs. Indirect
Communication | Individualism vs. Collectivism: Individualism (View of self as distinct from close others, Independence, Self-interest motive, Assumption of self-interest in others, Do not accept circumstances,
Fight to achieve, Self-reliance). Collectivism (View of self as defined by relationships with close others, Interdependence, Cooperative (for in-groups), Competitive (for out-groups), Accept circumstances, Adjust to
accommodate, Family support and reliance) | Egalitarian vs. Hierarchical: Egalitarian (Meritocracy of ideas; hard work; entrepreneurship, Decision making is participative, Status layers are permeable) Hierarchical
(Social structures based on seniority, Decision making is autocratic (top-down), Status layers are not easily permeated | Direct vs. Indirect Communication: Direct (Challenge others, Blunt, Get down to
business—task focus, Eye contact), Indirect: Show respect, deference (Tell stories, Socialize before business—people focus, Save face) | Cultural Intelligence: Capability to adapt effectively to new cultural contexts
(Emotional /Motivational: Comfort, confidence, and desire to adapt. Physical: Capacity to adapt nonverbal/verbal behaviors. Cognitive: Ability to plan for and recognize differences) | The Purpose of Organizational
Design: 1.Clarify relationships 2.Establish lines of authority 3.Clarify ways of communicating 4.Coordination of activities to meet goals 5.Enable efficient decision making 6.To achieve the company’s objectives |
Basic Foundations of Organizations: Common intentions among all organizations:Coordination of effort, Division of labor, Aligned goals. Basic dimensions of organizations: Hierarchy of authority, Division of labor,
Spans of control | Categories of Organizational Design: traditional - tend to have functional, divisional, and/or matrix structures. Horizontal - work hard to flatten hierarchy and organize people around specific
segments of the workflow. Teams or workgroups, either temporary or permanent, created to improve collaboration and work on common projects. Open - tend to have hollow, modular, or virtual structures | Types of
Organizational Structures: Functional - Employees grouped according to the business functions they perform. Divisional - Employees grouped based on similar products or services, customers or clients, or
geographic regions. Hollow or network- Designed around a central core of key functions and outsources other functions to other companies or individuals who can do them cheaper or faster. Modular- The company
assembles product parts, components, or modules provided by external contractors. Matrix - Combines a vertical structure with an equally strong horizontal overlay. Generally combines functional and divisional
chains of command to form a grid with two command structures. Virtual - Generally appears to customers as a single, unified organization with a real physical location. Members are geographically separated, usually
working with email and other forms of information technology. Can be either Internal & Networked external virtual structures | Functional Design: BENEFITS- High specialization, Efficiency, Economies of scale.
COSTS- Creates silos, Reduces collaboration, Takes longer to communicate | Divisional Design: BENEFITS-Increase focus & coordination. COSTS- Less efficient, Duplication of effort, More myopic | Matrix
Design: BENEFITS -Coordination across projects, Efficient allocation of professionals to projects. COSTS -Power struggles & confusion, Needs strong leadership skills, Stress | Horizontal Design:
BENEFITS-Business focused, Highly flexible, Reduces control & coordination costs. COSTS: Difficult to implement,Requires new skills & methods, Needs sophisticated IT | Hollow or Network Organization Design
& Modular Design: BENEFITS - Gain scale without mass, Flexible & adaptive, Quickly access new markets, Agile. COSTS - Loss of control, Difficult to form & manage, Requires trust between & among
organizations | Virtual Design: BENEFITS -Respond to market opportunities, Provide product extensions or one-stop shop, Low exit costs. COSTS- Requires high level of communication/Coordination costs, Low
employee loyalty and/or commitment | Structural Considerations: Increase structure to capture differentiation benefits (Minimize cost, difficulty, and uncertainty of individual tasks, Avoiding worker alienation and
isolation, Minimize cost, difficulty, and uncertainty of HR (hiring, evaluation, reward), Maximize uniformity and managerial control (easily push biggest ideas). Decrease structure (“flatten”) to avoid integration costs
(Improve creativity and autonomy, Intrinsically motivate employees (task design), Avoid attachment to rules (“bureaucracy”), Reduce managerial burden) | MECHANISTIC ORGANIZATIONS: Centralized hierarchy of
authority, Many rules and procedures, Specialized tasks, Formalized communication, Few teams or task forces, Narrow span of control, taller | ORGANIC ORGANIZATIONS: Decentralized hierarchy of authority, Few
rules and procedures, Shared tasks, Informal communication, Many teams or task forces, Wider spans of control, flatter | Organizational culture: Establish organizational Identity, Encourage collective commitment,
Ensure social system stability, Act as sense-making device | Four Characteristics of Organizational Culture:1) Shared concept. 2) Learn over time. 3) Influences our behavior at work. 4) Impacts outcomes at
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