Transcript Document

McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The University of Texas at Tyler
Dr. Marilyn Young
MANA5320 –Management and Organizational
Behavior : Chapters 9, 10, 11, 12, and 14.
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
9
Foundation of Team Dynamics
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Group Decision Making
Advantages
Disadvantages

More diversity of views

Dominant Individuals

Increased information

Unclear responsibility

Higher-quality decisions

Time and money costs

Improved commitment

Conformity pressures
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Group Decision Making
Potential benefits
Pooling of resources
Specialization of labor
Greater acceptance of decisions
Potential problems
Waste of time
Group conflict
Intimidation
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Teams at DaimlerChrysler
DaimlerChrysler has
created a senior-level
product strategy team, six
product innovation teams,
and 50 component parts
teams. The automaker’s
goal is to use teams to get
new products to market
© A. Levenson/Getty Images
faster, more efficiently, and
more in line with customer
needs.
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Teamwork on Wall Street
Employees at Bear,
Stearns, and Company
(shown here), as well
as other Wall Street
brokerage firms are
discovering the
benefits of teamwork.
B. Matthews/AP Photo
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
What are Teams?
Groups of two or more
people
Exist to fulfill a purpose
Interdependent -- interact
and influence each other
Mutually accountable for
achieving common goals
Perceive themselves as a
social entity
B. Matthews/AP Photo
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Groups versus Teams
All teams are groups.
Some groups are just people
assembled together.
Teams have task interdependence
whereas some groups do not (e.g.,
group of employees enjoying lunch
together)
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Groups versus Teams
All teams are groups
Some groups are just
people assembled
together
Teams have task
interdependence
whereas some groups do
not (e.g., group of
employees enjoying
lunch together)
McShane/ Von Glinow 2/e
© A. Levenson/Getty Images
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
What are Teams?
Groups of two or more
people
Exist to fulfill a purpose
Interdependent -interact and influence
each other
Mutually accountable for
achieving common goals
© A. Levenson/Getty Images
Perceive themselves as
a social entity
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Types of Teams and Groups
Permanent
Temporary
Formal
Teams
Production team
Task force
Management team
Skunkwork
Informal
Groups
Friendship group
Community
of practice
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
ProblemSolving
SelfManaged
Types of
Teams
Virtual
McShane/ Von Glinow 2/e
CrossFunctional
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Why Informal Groups Exist
Relatedness Needs
 Fulfill need for social interaction
 Social identity
Goal accomplishment
Emotional support
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Why Have Teams
Become So Popular?
Performance on complex tasks
Utilization of employee talents
Flexibility and responsiveness
Motivational properties
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Turning Individuals
Into Team Players
Selection
McShane/ Von Glinow 2/e
Training
Rewards
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Team Effectiveness Model
Organizational and
Team Environment
Team Design
• Reward systems
•Task characteristics
• Communication
systems
•Team size
•Team composition
• Physical space
• Organizational
environment
• Organizational
structure
• Organizational
leadership
McShane/ Von Glinow 2/e
Team Processes
•Team development
•Team norms
•Team roles
•Team cohesiveness
Team
Effectiveness
• Achieve
organizational
goals
• Satisfy member
needs
• Maintain team
survival
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Team Design Elements
Task characteristics
 Better when tasks are clear, easy to implement
 Task interdependence
 Share common inputs, processes, or outcomes
Team size
 Smaller teams are better
 But large enough to accomplish task
Team composition
 Members motivated/competent to perform task in a
team environment
 Team diversity
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Volvo’s All-Female Design Team
Courtesy of Volvo Car Corporation
McShane/ Von Glinow 2/e
Automobiles on the
road today are designed
mostly by men, so a
group of female
employees at Volvo Car
Corporation have
teamed up to design a
new concept car.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Homogeneous vs. Heterogeneous Teams
Homogeneous Teams
Heterogeneous teams
Higher satisfaction
More conflict
Less conflict
Faster team development
Slower team development -takes longer to agree on
norms and goals
More efficient coordination
Better knowledge and
resources for complex tasks
Performs better on simple
tasks
McShane/ Von Glinow 2/e
Tend to be more creative
Higher potential for support
outside the team
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Stages of Team Development
Performing
Norming
Storming
Forming
McShane/ Von Glinow 2/e
Existing teams
might regress
back to an
earlier stage of
development
Adjourning
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Conformity to Group Norms
 Studies by Solomon Asch 
X
McShane/ Von Glinow 2/e
A
B
C
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Changing Team Norms
Introduce norms when forming teams
Select members with preferred norms
Discuss counterproductive norms
Reward behaviors representing
desired norms
Disband teams with dysfunctional
norms
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Causes of Team Cohesiveness
Member
Similarity
External
Challenges
Team
Success
Member
Interaction
Team
Cohesiveness
Team
Size
Somewhat
Difficult Entry
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Team Cohesiveness Outcomes
Trevor Pound couldn’t get away
for a planned vacation, so other
team members turned his work
area into a mini paradise. The
practical joke illustrates how
members of cohesive teams
support each other.
© J. Major, Ottawa Citizen
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Team Cohesiveness Outcomes
Members of cohesive teams:
Want to remain members
Willing to share information
Strong interpersonal bonds
Want to support each other
Resolve conflict effectively
More satisfied and
experience less stress
© J. Major, Ottawa Citizen
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Cohesiveness and Performance
Team Norms
Support
Firm’s
Goals
Team Norms
Oppose
Firm’s
Goals
McShane/ Von Glinow 2/e
Moderately
High Task
Performance
High
Task
Performance
Moderately
Low Task
Performance
Low Task
Performance
Low Team
Cohesiveness
High Team
Cohesiveness
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Trouble With Teams
Individuals better/faster on some
tasks
Process losses - cost of developing
and maintaining teams
Companies don’t support best work
environment for team dynamics
Social loafing
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Conditions for Social Loafing
Low task interdependence
Individual output not visible
Routine, uninteresting tasks
Low task significance
Low collectivist values
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Social Loafing
Amount of Individual
Group Performance
High
The more people working on
a group task, the smaller the
contribution made by any one
member of the group will be
Low
One person Small
working alone group
McShane/ Von Glinow 2/e
Large
group
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Team Building at Ericsson Cyberlabs
Employees at Ericsson
Cyberlab in Singapore
climbed over rock walls,
inched across planks,
scaled cargo nets, and
performed other
daunting tasks to
improve team dynamics.
© Straits Times
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Types of Team Building
Role definition
Interpersonal
process
Goal setting
Problem solving
© Straits Times
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
How Involvement Improves Decisions
Leads to better definition
of problems
Employee
Involvement
Improves number and
quality of solutions
More likely to select
the best option
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
10
Developing
High-Performance Teams
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Self-Directed Work Teams Defined
Formal groups that
complete an entire piece
of work requiring
several interdependent
tasks and have
substantial autonomy
over the execution of
Courtesy of Patchwork Traditional Food Co.
these tasks.
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Virtual Teams Defined
Teams whose members operate across
space, time, and organizational
boundaries and are linked through
information technologies to achieve
organizational tasks
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Trust Defined
A psychological state comprising
the intention to accept
vulnerability based upon positive
expectations of the intent or
behavior of another person
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Three Levels of Trust
High
Identity-based Trust
Knowledge-based Trust
Calculus-based Trust
Low
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Team Constraints: Groupthink
Tendency for highly
cohesive teams to value
consensus at the price of
decision quality
More common when the
team:
© Photodisc. With permission.
 is highly cohesive
 is isolated from outsiders
 faces external threat
 has recent failures
 leader tries to influence
decision
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Characteristics of Groupthink
Pressure to go along
with the group
Reluctance to question
the group’s decisions
Antecedent
processes
Symptoms
Illusion of unanimity
Inherent morality
Rationalization
Failure to consider all
alternatives
Defects
Reluctance to reexamine
other options
Biased and incomplete
use of information
Result
McShane/ Von Glinow 2/e
13
Poor decisions
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Avoiding Groupthink





Promote open inquiry
Use subgroups
Admit shortcomings
Hold second-chance meetings
Leader should not give
opinion first
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Team Constraints: Group Polarization
Tendency for teams to
make more extreme
decisions than
individuals alone
Riskier options usually
taken because of
gambler’s fallacy -believe luck is on their
side
© Photodisc. With permission.
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Supporting Creativity at IDEO
Employees at IDEO, the Silicon
Valley design firm, are a creative
bunch. They work in teams,
search everywhere -- from their
tech boxes to auto wreckers -for ideas, prototype their
creations, and conduct
numerous brainstorming
sessions each year.
McShane/ Von Glinow 2/e
E. Luse. San Francisco Chronicle
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Creativity Defined
Developing an original
product, service, or idea that
makes a socially recognized
contribution
 Part of the decision-making
process -- not separate from
it
 Creativity is influenced by
both personal competencies
and organizational
conditions, supported by
creativity practices
McShane/ Von Glinow 2/e
E. Luse. San Francisco Chronicle
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Creative Process Model
Verification
Insight
Incubation
Preparation
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
EDS eSpace Innovation Centers
Introduced
four eSpace
innovation centers.
Hired
people with creative
competencies.
Provided
an environment
supporting their creativity.
McShane/ Von Glinow 2/e
M. Richardson II, The Detroit News
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Characteristics of Creative People
Intellectual abilities
 Synthetic, general, practical
Relevant knowledge and
experience
Motivation and persistence
Inventive thinking style
M. Richardson II, The Detroit News
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Creative Work Environment
Organizational support
 Tolerates mistakes
 Encourages communication
 Offers job security
Intrinsically motivating work
 Task significance, autonomy, feedback
 Self-leadership
 Flow -- align competencies with job
Sufficient time and resources
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Features of Brainstorming
1. No criticism
2. Encourage many ideas
3. Speak freely
4. Build on others’ ideas
E. Luse. San Francisco Chronicle
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Evaluating Electronic Brainstorming
Benefits
+ Less production blocking
+ Less evaluation
apprehension
+ More creative synergy
+ More decision efficiency
Problems
– Too structured
– May be costly
– Lacks interpersonal
Photo: Courtesy of IBM
dynamics
– Candid feedback is
threatening
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Nominal Group Technique
Describe
problem
McShane/ Von Glinow 2/e
Individual
Activity
Team
Activity
Individual
Activity
Write down
possible
solutions
Possible
solutions
described
to others
Vote on
solutions
presented
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Team Building at Ericsson Cyberlabs
Employees at Ericsson
Cyberlab in Singapore climbed
over rock walls, inched across
planks, scaled cargo nets, and
performed other daunting
tasks to improve team
dynamics.
© Straits Times
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Team Building

Any formal intervention
directed toward improving
the development and
functioning of a work team
 Accelerates team
development
 Applied to existing teams
that have regressed in team
development
© Straits Times
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Making Team Building Effective
Some team building activities are successful,
but just as many fail because:
Team-building activities need to target
specific team problems
Team building is a continuous process, not
a one-shot inoculation
Team building needs to occur on-the-job,
not just away from the workplace
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
11
Communication in
Teams and Organizations
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Four Functions of Communication
Knowledge management
Decision making
Coordinating work activities
Fulfills relatedness needs
C. Mikula, Ottawa Citizen
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Communication Process Model
Sender
Form
message
Transmit
Message
Encode
message
Receiver
Receive
encoded
message
Decode
message
Encode
feedback
Form
feedback
Noise
Decode
feedback
Receive
feedback
Transmit
Feedback
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Upward Communication
•Letters, memos,reports, email
•Grapevine
•Suggestion Box
•Chain of Command
•Employee Surveys
•Grievance Procedure
•Exit Interviews
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Downward Communication
•Letters, memos,reports, email
•Grapevine
•Bulletin Boards
•Chain of Command
•Handbooks
•Newsletters
•Meetings
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Verbal and Nonverbal Communication
Verbal Communication
Written
Spoken
Graphic
Nonverbal Communication
Kinesic Behavior
Appearance—Dress, glasses,
Proxemics—Space
Touching
Environmental—Color
Paralanguage—Voice, Pitch, Rhythm
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Nonverbal Communication
Actions, gestures, facial expressions, etc.
Transmits most info in face-to-face
meetings
Influences meaning of verbal and written
symbols
Less rule bound than verbal
communication
Important part of emotional labor
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Nonverbal Communication
Body Motions
Body Language
Facial Expressions
Tone of Voice
Paralinguistics
Pacing and Pitch
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Three Common Small-Group Networks
Chain
McShane/ Von Glinow 2/e
Wheel
All-Channel
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Communication Barriers
Perceptions
Filtering
Language
 Jargon
 Ambiguity
Information Overload
© Photodisc. With permission.
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Selective
Perception
Filtering
Defensiveness
Language
McShane/ Von Glinow 2/e
Barriers to
Effective
Communication
Information
Overload
Apprehension
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Barriers/Noise
•Poor Listening
•Time
•Inferences
•Semantics/Bypassing
•Time
•Polarization
•Allness
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Information Overload
Episodes of
information
overload
Employee’s
information
processing
capacity
Information Load
Time
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Managing Information Overload
Solution 1: Increase information
processing capacity
 Learn to digest information more quickly
 Temporarily work longer hours
Solution 2: Reduce information load
 Buffering
 Omitting
 Summarizing
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Internet Communication in Nunavut
Through e-mail, Internet
chat rooms, and other
information technology,
Adamee Itorcheak brings
together the widely
dispersed people of
Nunavut Territory in
Northern Canada.
N. Didlick, Vancouver Sun
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Communicating Through E-mail
Advantages of E-mail
 Efficient medium
 Asynchronous
 Random information
access
 Fewer social status
barriers
Problems with E-mail
 Information overload
 Interpreting emotions
 Flaming
 Lacks empathy or social
N. Didlick, Vancouver Sun
support
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Guessing E-Mail Emoticons
:-)
:-}
<:-)
:-X
:-j
{}
Happy
Smirk
Dumb question
OOPS!
Tongue in cheek
Hug
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Hierarchy of Media Richness
Rich
Overloaded
Zone
Face-to-face
Telephone
Media
Richness
E-mail
Newsletters
Oversimplified
Zone
Lean
Routine/
Clear
McShane/ Von Glinow 2/e
Situation
Nonroutine/
Ambiguous
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Grapevine
Control
Reliability
SelfInterests
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Grapevine
Early Research Findings
 Rapidly in all directions
 Cluster chain pattern
 More active in homogeneous groups
 Transmits some degree of truth
Changes Due to Internet
 E-mail etc. becoming main grapevine medium
 Social networks are now global
 Vault.com extends gossip to anyone
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Grapevine: Positives and Negatives
Benefits
 Supplements information
 Strengthens corporate culture
 Relieves anxiety
 Signals that problems exist
Problems
 Suggests lack of concern for employees
 Distortions might escalate anxiety
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Cross-Cultural Communication
Verbal differences
 Language
 Voice intonation
Nonverbal differences
 Interpreting nonverbal meaning
 Importance of verbal versus nonverbal
 Silence and conversational overlaps
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Gender Communication Differences
Men
Report talk
Gives advice
quickly and
directly
Avoids asking for
information
Less sensitive
to nonverbal
cues
McShane/ Von Glinow 2/e
Women
Rapport talk
Gives advice
indirectly and
reluctantly
Frequently asks for
information
More sensitive to
nonverbal cues
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Getting Your Message Across
Empathize
Repeat the message
Use timing effectively
Be descriptive
© Photodisc. With permission.
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Active Listening Process and Strategies
SENSING
• Postpone evaluation
• Avoid interruptions
• Maintain interest
ACTIVE
LISTENING
RESPONDING
• Show interest
• Clarify the message
McShane/ Von Glinow 2/e
EVALUATING
• Empathize
• Organize information
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Improving Your Communication Skills






McShane/ Von Glinow 2/e
Give and Receive Feedback
Suggestion systems
Corporate hotlines
“Brown bag” meetings
“Skip level meetings”
Employee surveys
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Improving Your Communication Skills
Use Simple, Clear Language
Be aware of jargon
K.I.S.S. principle
Become an Active, Attentive Listener
- ask
questions
- put the speaker’s ideas into your own
words
- avoid distractions
- avoid jumping to conclusions
- make sure you understand another’s
ideas before replying
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
MBWA at Hiram Walker
Ian Gourlay, CEO of
Hiram Walker, values
management by walking
around (MBWA) because
face-to-face
communication helps
him to understand what
is really happening in
the company.
McShane/ Von Glinow 2/e
Windso
r Star
Group
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Communicating in Hierarchies
1.
Work space design
2.
Newsletters and ezines
3.
Employee surveys
4.
Direct communication
with management
Windsor Star Group
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
12
Power and Influence
in the Workplace
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Power Overload at Worldcom
Through excessive power
and influence, former
WorldCom CEO Bernard
Ebbers (shown in photo)
and his inner circle of
executives perpetrated
one of the largest cases of
accounting fraud in
history.
©AP Photo/Kenneth
Lambert
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Meaning of Power
Power is the capacity of a
person, team, or
organization to influence
others.
 The potential to influence
others
 People have power they
don’t use and may not
know they possess
 Power requires one
person’s perception of
dependence on another
person
McShane/ Von Glinow 2/e
©AP Photo/Kenneth Lambert
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Steve Jobs’s Reality Distortion Field
Steve Jobs, CEO of
Apple Computer and
Pixar Animation Studios,
is famous for influencing
people through his
persuasiveness, which
draws them into his
“reality distortion field.”
©AFP/Corbis
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Contingencies of Influence Tactics
©AFP/Corbis
McShane/ Von Glinow 2/e
“Soft” tactics generally
more acceptable
Appropriate influence
tactic depends on:
 Influencer’s power
base
 Level in the
organization
 Cultural values and
expectations
 Younger employees
Gender differences
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Jane Buckley: Golf Networker
Networking with clients on the
golf course helps Jane
Buckley maintain her power at
Compass Group. “Women
aren't in on all the informal
networks yet,” warns one
consultant. “A lot goes on on
the golf course, but a lot of
women still aren't there.”
McShane/ Von Glinow 2/e
C. Price, Vancouver Province
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Meaning of Power
Power is the capacity of a person,
team, or organization to influence
others.
 The potential to influence
others
 People have power they don’t
use and may not know they
possess
 Power requires one person’s
perception of dependence on
another person
McShane/ Von Glinow 2/e
C. Price, Vancouver Province
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Power and Dependence
Person B’s
counterpowe
r over Person
A
Person
B
McShane/ Von Glinow 2/e
Person
A
Person A’s
power over
Person B
Person
B’s Goals
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Model of Power in Organizations
Sources
Of Power
Legitimate
Reward
Coercive
Expert
Referent
McShane/ Von Glinow 2/e
Power
over Others
Contingencies
Of Power
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Limits of Legitimate Power
The Caine Mutiny illustrates
the limits of legitimate
power in organizations.
Captain Queeg (Humphrey
Bogart, seated left) asked
his crew to do more than
they were willing to follow,
so they staged a mutiny.
McShane/ Von Glinow 2/e
Reuters Archive Photos
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Coercive
Reward
The Bases
of Power
Legitimate
Expert
Referent
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Sources of Power
Legitimate Power
Reward Power
Coercive Power
Expert Power
Reuters Archive Photos
Referent Power
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Consequences of Power
Sources
of Power
Consequences
of Power
Expert
Power
Referent
Power
Legitimate
Power
Commitment
Compliance
Reward
Power
Coercive
Power
McShane/ Von Glinow 2/e
Resistance
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Sexual Harassment and Power
Harasser stereotypes the victim as
subservient and powerless
Harasser threatens job security or
safety through coercive or legitimate
power
Hostile work environment
harassment continues when the
victim lacks power to stop the
behavior
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Office Romance and Power
Co-workers believe that employees in
relationships abuse their power to favor
each other.
Higher risk of sexual harassment when
relationship breaks off.
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Organizational Politics
Attempts to influence others using
discretionary behaviors to
promote personal objectives
Politics may be good or bad for
the organization
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Types of Influence Tactics
Assertiveness
Silent
authority
Information
control
Exchange
Influence
Tactics
Forming
coalitions
Upward
appeal
Persuasion
Impression
management
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Power Tactics
Reason
Friendliness
Sanctions
Coalition
Higher
Authority
Bargaining
Assertiveness
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Conformity
Association
Favors
Excuses
Impression
Management
Flattery
McShane/ Von Glinow 2/e
Apologies
Acclaiming
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Types of Organizational Politics
Managing
impressions
Creating
obligations
Types of
Organizational
Politics
Cultivating
networks
McShane/ Von Glinow 2/e
Attacking and
blaming
Controlling
information
Forming
coalitions
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Conditions for Organizational Politics
Personal
Characteristics
Scarce
Resources
Conditions
Supporting
Organizational
Politics
Tolerance of
Politics
McShane/ Von Glinow 2/e
Complex and
Ambiguous
Decisions
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Controlling Political Behavior
Provide
Sufficient
Resources
Manage
Team Norms
Introduce
Clear Rules
Hire
Low-Politics
Employees
Free Flowing
Information
Support Desired
Values
Manage Change
Effectively
Leaders as
Role Moels
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Ethical/Unethical Actions
Ethical
Yes
Question 3
Does the activity conform
to standards of equity and
justice; is it fair?
Yes
Question 2
Does the political activity
respect the rights of the
individuals affected?
Question 1
Will the political tactics
promote purely selfish
interests (as opposed to
also organizational
goals?)
No
Yes
No
No
Unethical
10
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
14
Leadership in
Organizational Settings
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
What Is Leadership?
A definition of management
A definition of leadership
Formal and informal leaders
Leadership and management
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
What is Leadership?
Leadership is the process
of influencing people and
providing an environment
for them to achieve team
or organizational
objectives.
Mike Hungerford
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Changing Concept of Leadership
Our concept of leadership is
changing, according to recent
studies. “A great leader is one
who has vision, perseverance,
and the capacity to inspire
others,” says Cynthia Trudell,
president of Sea Ray Group
and former CEO of Saturn
Corp.
McShane/ Von Glinow 2/e
Mike Hungerford
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Emerging View of Leadership
The emerging view is that
effective leaders subordinate
their own egos and nurture
leadership in others. Sir
Richard Branson is often
cited as a role model for the
new leadership. “I've got
people all over the world and
it's up to me to let them test
and prove themselves,” says
Branson.
McShane/ Von Glinow 2/e
©Reuters New Media Inc./Corbis
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
What is Leadership?
Leadership is the ability
to influence, motivate,
and enable others to
contribute toward the
effectiveness of the
organizations of which
they are members.
©Reuters New Media Inc./Corbis
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Leader Competencies of Kim Jung Tae
Kim Jung Tae has a strong inner
motivation, self-confidence,
integrity, and extensive
experience in the banking
industry. These leadership
competencies were likely
considered when a selection
panel chose Kim as CEO of
South Korea’s Kookmin Bank
after a recent merger.
McShane/ Von Glinow 2/e
Courtesy of Kookmin Bank
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Seven Leadership Competencies
Drive
Leadership motivation
Integrity
Self-confidence
Intelligence
Knowledge of the
business
Emotional intelligence
Courtesy of Kookmin Bank
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Seven Leadership Competencies
Emotional
Intelligence
Integrity
Drive
Leadership
Motivation
• Perceiving, assimilating,
understanding, and regulating
emotions
• Truthfulness
• Translates words into deeds
• Inner motivation to pursue goals
• Need for achievement, quest to learn
• High need for socialized power to
accomplish team’s or firm’s goals
more
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Seven Leadership Competencies (con’t)
Self-Confidence
• High self-efficacy regarding ability to
lead others
Intelligence
• Above average cognitive ability
• Can analyze problems/opportunities
Knowledge of
the Business
• Familiar with business environment
• Aids intuitive decision making
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Traits of a Leader
Drive and
Ambition
Desire to Lead
Honesty and
Integrity
Cognitive ability
McShane/ Von Glinow 2/e
Self-Confidence
Intelligence
Technical
Expertise
Creativity
Flexibility
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Trait Theories of Leadership
Ambition
and Energy
Desire
to Lead
Honesty
and Integrity
SelfConfidence
Intelligence
Job-Relevant
Knowledge
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Behavioral Approaches
•Autocratic/Democratic
•Ohio State
•Managerial Grid
•Situational Leadership Theory
•Charismatic Leaders
•Transformational leadership
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Behavioral Theories
Ohio State
Initiating Structure
Consideration
University of
Michigan
McShane/ Von Glinow 2/e
Employee-Orientation
Production-Orientation
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
High
Low Structure
High Consideration
Low
Low Structure
Low Consideration
High Structure
High Consideration
High
High Structure
Low Consideration
Low------------------------------------ High
McShane/ Von Glinow 2/e
6
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
The Managerial Grid
1,9 pattern
“Country club”
environment
9,9 pattern
Team managementthe ideal style
(high)
Concern for People
9
8
7
6
5,5 pattern
Middle-of-the-road
management
5
4
3
2
1,1 pattern
impoverished
management
9,1 pattern
Task management
1
(low) 1
2
3
4
5
6
7
8
Concern for Production
McShane/ Von Glinow 2/e
9
(high)
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Relationship Behavior
(amount of support required)
High
Participating
Selling
Delegating
Telling
Low
Low
High
Task Behavior (amount of guidance required)
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Situational
Leadership Theory
Readiness
of Followers
Unable and Unwilling
Behavior
of Leaders
Clear, Specific Directions
Unable and Willing
High Task Orientation
Able and Unwilling
Support & Participation
Able and Willing
McShane/ Von Glinow 2/e
Let Followers Perform
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Visionary Leadership
Visionary Leadership
Live
the Vision
Express
the Vision
Extend
the Vision
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Transformational Leadership at AES Corp.
AES looks for people who are both
transactional and transformational
leaders . “We need people who can
both lead and manage,” says Dennis
W. Bakke (right), CEO and cofounder of the global power
company. “[A] manager takes what
is there and makes certain it works
well, while a leader takes a visionary
look at what is already known to
discover something new.”
McShane/ Von Glinow 2/e
Courtesy of AES Corp.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Transformational & Transactional Leaders
Transformational leaders
 Leading -- changing the
organization to fit the
environment
 Develop, communicate,
enact a vision
Transactional leaders
 Managing -- linking job
performance to rewards
 Ensure employees have
necessary resources
 Apply contingency leadership
theories
McShane/ Von Glinow 2/e
Courtesy of AES Corp.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Transformational Leadership Elements
Building
Commitment
Creating
a Vision
Transformational
Leadership
Modeling
the Vision
McShane/ Von Glinow 2/e
Communicating
the Vision
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Gender Issues in Leadership
Male and female leaders have similar task- and
people-oriented leadership.
Participative leadership is used more often by
female leaders.
Evaluating female leaders:
 Past evidence that women rated less favorably
than equivalent male leaders due to stereotyping
 Recent evidence that women rated more
favorably than men, particularly on emerging
leadership styles (coaching, participating)
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Evaluating Female Leaders
Past evidence
 Women rated less favorably than equivalent
male leaders due to stereotyping
Recent evidence
 Women rated more favorably than men,
particularly on emerging leadership styles
(coaching, teamwork)
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Leader Substitutes at New Balance
New Balance Athletic
Shoe use leadership
substitutes more than
direct supervision to
guide employee behavior.
What leadership
©Mark Garfinkel/The Boston Herald
substitutes would New
Balance rely on?
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
McShane/ Von Glinow 2/e
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.