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Culture (2 types)
- Observable culture
- Core culture -core values that influence behaviuour and give rise to observable culture
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Observable culture
- Stories - tales about events that convry core values
- Heroes - people past and present that convey core values (special attention for accomplishments, includes founders and role models)
- Rites and rituals - celebration and events that convey core values, ceremonies, meetings,traditions, weekly shit
- Symbols - language and other symbols that convey core values (jargon, dress codes, logos)
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Leaders in culture
Leaders should establish and maintain a desired culture
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Criteria for values
- 1. Relevance: Core values should support key performance objectives
- 2. Persuasiveness: Core values should be known by all members of organisation and group
- 3. Strength:Core values should be accepted by everyone involved
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Communication is essential for: (6)
- 1 – establishing and maintaining interpersonal relationships
- 2 – listening to others
- 3 – gaining the information needed to create an inspirational workplace
- 4 – handling conflict
- 5 – negotiating successfully
- 6 – leading successfully.
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Noise (6)
- 1. Semantic problems
- 2. Absence of feedback
- 3. Improper channels
- 4. Physical distractions
- 5. Status effects
- 6. Cultural differences
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Perceptual distortions
- Stereotypes
- Halo effects
- Selective perception
- Projection
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Effective vs Efficient communication
- Effective: Intended meaning is identical to the interpreted meaning
- Efficient: Occurs at a minimum cost
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High richeness Communication
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Low richness communication
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Rules for active listening (5)
- Listen to message content
- Listen for feelings
- Respond to feelings
- Note all cues verbal and non verbal
- Paraphrase and restate
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Proxemics and space design
Interpersonal space is an important verbal cue
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Conflict - disagreement between people on:
- Substantive issues- e.g goals
- Emotional issues- e.g distrust and personality clash
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Functional Conflict
- Moderate intensity conflict
- Constructive, stimulates people towards greater work efforts, cooperation and creativity
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Dysfunctional Conflict
- Low intensity and very high intensity conflict
- Destructive, hurts task performance
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Conflict management styles
- 1. Avoidance
- 2. Accommodation (smoothing)
- 3. Competition (authoritative command)
- 4. Compromise
- 5. Collaboration (problem solving)
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Open systems model for team effectiveness -inputs (4 points)
- Nature of task
- Organisational setting
- Team size
- Membership characteristics
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Group processes (the way the team interact and work together to transform inputs in to outputs) (5 points)
- Communication
- Decision making
- Norms
- Cohesion
- Conflict
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Open systems model for team effectiveness: Outputs (3points)
- Task effectiveness
- Member satisfaction
- Team viability
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Stages of team development
- 1. Forming
- 2. Storming
- 3. Norming
- 4. Performing
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How to increase cohesiveness (6)
- 1- Induce agreement on team goals.
- 2– Increase membership homogeneity.
- 3– Increase interaction among members.
- 4– Decrease team size.
- 5– Introduce competition with other teams.
- 6– Reward team rather than individual results
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Problems in teams
- Personality conflicts
- Differences in work styles
- Task ambiguity
- Social Loafing - reduction in individual effort when working with others
- Free rider effect
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Manager's roles in teams
- Supervisor- appointed head of unit
- Network facilitator- peer leader
- Helpful participant- contributing member
- External coach - mentor
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