Organizational Management MGT 701 Expectations for Week 5

Organizational Management MGT 701

Expectations for Week 5 v New Classroom Guidelines v Assigned Seating v Laptops and Phones off/put away v Building an Outline for your paper v Make a Fist Learning Exercise v Partisan Perceptions – A story v Getting Comfortable with Team Conflict v 4 -Word-Build: A Conflict Resolution and Teamwork Exercise v What is Stress? v Mindfulness Exercise v Assignment due Friday v Harvard Team Case Prep Time v Presentations next week!

Quinn Korianne Rekesia Sam B Lauren Ricky Sam M Yu Kyle Mac Angel

Creating an Outline

How to build an outline • Part I – Planning your outline • Narrow your topic • Know your audience • Assemble notes, research and supporting material • Brainstorm argument or main ideas • Develop a thesis or controlling idea • Part II – Structuring your outline • Write an alphanumeric outline • Use full sentences or phrases

How to build an outline • Part III – Organize your ideas • Group ideas together (from brainstorming) • Order the group from broad ideas to specific details • Outline introduction as main point • Write 2 subpoints for each main idea • Use 2 supporting details for each subpoint (this is how you “prove” your argument) • Outline your conclusion • Part IV – Finalizing your outline • Read the outline to make sure it meets your purpose • Revise if ideas are missing or not fully supported • Edit and add layers if needed https: //www. wikihow. com/Write-an-Outline

New Classroom Guidelines Discussion v. Why did I do this?

Make a Fist Listening Exercise

Getting Comfortable with Team Conflict

Getting Comfortable with Team Conflict v. Do you agree that team conflict can actually create a healthy, functional atmosphere? Explain your thoughts and be sure to provide an example of a team that you've been part of that experienced heavy doses of conflict. v. Did the conflict push everyone to excel, as the professor states, or did it merely slow seemingly simple processes down? v. How will you use this information as you approach decision-making in your job/career?

A confrontation between groups that enhances and benefits the organization’s performance Functional Conflict Without it, there would be little commitment to change, and most groups would become stagnant Functional conflict can… Lead to increased awareness of problems Result in broader, more productive searches for solutions Facilitate positive change, adaptation, and innovation

Confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals Dysfunctional Conflict • Such conflict should be eliminated • The same level of conflict that creates a healthy, positive movement toward goals in one group may be disruptive and dysfunctional in another A group’s tolerance for stress and conflict can depend on the type of organization it serves

Every organization has an optimal level of conflict that generates positive performance When the conflict level is too low… Conflict and Organizational Performance can suffer Innovation is less likely to happen The organization may have difficulty adapting to its changing environment The survival of the organization can be threatened When the conflict level is too high, the resulting chaos can also threaten the organization’s survival

Teams: 4 -Word-Build: A Conflict Resolution and Teamwork Exercise Conflict Korianne & Rekesia & Yu Quinn & Lauren & Kyle Sam B & Mac Sam M, Angel & Ricky

v. What are your observations about the final words? v. Did anyone gain new insights into the original word? 4 -Word-Build Reflection v. How did you come to the decisions in your pair or group with regard to which words to keep and which ones to drop? v. Were you passive in one group and more active in another? v. Did anyone try to 'dominate' the discussion and decision reached? v. Did each person take into account the contributions of others? v. Did you feel listened to in their group? v. What did you learn from this exercise?

Conflict. Resolution Grid

Negotiations have at least four elements Some disagreement or conflict exists There is some degree of interdependence between the parties Negotiations The situation is conductive to opportunistic interaction There exists some possibility of agreement

Partisan Perceptions - A Story

I am Dr. Cardoza, the owner of the remaining Ugli oranges. Ugli Orange Exercise After you read about your roles, spend about 6 to 10 minutes meeting with the other firm's representative and decide on a course of action. I am strictly interested in making a profit and will sell my oranges to the highest bidder. Since my country is alien to yours, there is no way either government will assist you in obtaining the oranges from me. Each pair of negotiators can assume that there are no others interested in the oranges. When you have reached a decision, pick a spokesperson who will tell me: What do you plan to do? If you want to buy the oranges, what price will you offer? To whom and how will the oranges be delivered?

• Stress for those in industrialized societies often originates in organizations • What is Stress? Stress that originates elsewhere interacts with and affects workplace behavior and performance • Stress • • An adaptive response moderated by individual differences A consequence of any action, event, or situation that places special demands on a person • Stressor • A potentially harmful or threatening external event or situation

What is Stress? For something to cause stress, it must be seen as a source of… Threat Challenge Harm https: //www. mindtools. com/pages/article/new. TCS_82. htm The Holmes and Rahe Stress Scale – Life Change Index Scale

Three Factors That Make an Event Stressful

The Underload-Overload Continuum

Coping With Stress Problem-Focused Emotion-Focused ©Mc. Graw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of Mc. Graw-Hill Education.

v. Merriam-Webster Dictionary v“The practice of maintaining a nonjudgmental state of heightened or complete awareness of one’s thoughts, emotions, or experiences on a moment-to-moment basis. ” v. Cambridge Dictionary v“The practice of being aware of your body, mind, and feelings in the present moment, thought to create a feeling of calm. ” Mindfulness Definitions v. Wikipedia v“Mindfulness is the psychological process of bringing one’s attention to the internal and external experiences occurring in the present moment, which can be developed through the practice of meditation and other training. ” v. Mindful. org v“Mindfulness is the basic human ability to be fully present, aware of where we are and what we’re doing, and not overly reactive or overwhelmed by what’s going on around us. ” v. Mindfulness: Finding Peace in a Frantic World v“Mindfulness is about observation without criticism; being compassionate with yourself. ”

Mindfulness Exercise

An astute manager never ignores… Stress Prevention and Management v. Absenteeism problems v. Workplace drug abuse v. Decline in performance v. Hostile and belligerent employees v. Reduced quality of production v. Any sign that goals are not being met

Stress Prevention & Management To create a supportive work environment… Set an example by being a source of support for others, particularly subordinates Encourage open communication and maximum exchange of information Provide timely performance feedback, in an encouraging, non-threatening manner Have senior members of the work group mentor the less experienced Maintain or increase work group cohesion

Managing Employee Misbehavior (MEM) • Managers are responsible for identifying, solving, and correcting problems • Managing MEM must be organized and systematic • Issues related to problem behaviors • • Reduced performance • Negative impacts on the entire organization Examples: • • • Sexual Harassment Aggression and Violence Bullying Incivility Fraud Substance Abuse Cyberslacking Sabotage Theft

Exhibit 8. 2 (p. 194) displays three specific points for management intervention—A, B, and C Management Interventions A. Carefully screen applicants and refuse to hire “risky” individuals B. Reduce the possibility of a job, group, or organizational antecedent that can trigger misbehavior C. Reduce the possibility of the intention to misbehave

Preventing Misbehavior A. B. C. D. E. Lead by example Create an ethical climate Develop a companywide policy Train managers/employees Develop a crisis plan F. And…be Nice!

Examples of Incivility • Ignoring others • Being abrupt • Condescend ing remarks • Disruptive in meetings • Insulting another • Interrupting others • Negative eye contact • Not answering • No thank you or please • Sending flaming emails

Ways to prevent incivility at work Preventing Incivility 1. Create and enforce a zero-tolerance policy. 2. Manage proactively the climate of the organization. 3. Have leaders set the tone and serve as role models. 4. Train employees on what is acceptable (and unacceptable) behavior. 5. Punish those individuals who engage in uncivil behaviors.

ORGANIZATIONAL THRESHOLD Do you give up all civil liberties when you cross the threshold into an organization?

Privacy rights for public employees are found in the U. S. Constitution Privacy in the Workplace v First Amendment of the Bill of Rights: protects freedom of speech and association v Fourth Amendment: prohibits unreasonable searches and seizures v Fifth Amendment: ensures against self-incrimination v Fourteenth Amendment: guarantees due process and equal protection

Assignment due Friday Complete Exercise 13. 1: Your Communication Style in your textbook. Tally your results to learn your communication style. Next, respond to the following questions: v Do you agree or disagree with the results? Why or why not? v Did any themes emerge from the results? If so, which ones? v How will you use this information as you approach decision-making in your job/career?

Harvard Team Case Paper PROBLEM-SOLVING APPROACH (Model for Case Analysis) Statement of Problem Precise statement of problem. Identify probable causes of the problem (Distinguish between symptom and cause). Elaborate on problem statement. Who should take action? Why must action be taken at this time? Exploration of Alternatives (Analysis) Describe alternative decisions or courses that can be taken. Evaluate outcomes or possible effects of various alternatives – in moving towards conclusions that support goals and priorities. Evaluation model assessments: Cost-benefits of a particular action. Testing evaluations against accepting/rejecting that decision. Recommendation Organize evidence to substantiate a specific recommendation, while stating conclusions (logical and feasible). Point out further actions that would improve situation and/or prevent a recurrence. Identify method of follow-through and monitoring for control, such as: Processing standards. Signaling mechanisms. Corrective actions. NOTE – Solution should be efficient, feasible, ethical, legally defensible, and can be defended in debate.

Harvard Team Case Prep Time