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Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.
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OB TheatreComputer Service Team Case
Month 1 – Putting the Group Together
Total Quality Management (TQM) is a method by wihich management and employees can become involved in the continuous improvement of the production of goods and services. It is a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful practices.
TQM views an organization as a collection of processes. It maintains that organizations must strive to continuously improve these processes by incorporating the knowledge and experiences of workers.
To be successful implementing TQM, an organization must concentrate on the eight key elements:
What is Total Quality Management?
Month 1 – Putting the Group Together
Interaction 1Who is a leader? Who is a manager?
Why?
Managers vs. Leaders
Management Traits Leadership TraitsEngages day-to-day functions:Maintains and allocates resources
Plans for long-term objectives:Plans strategy and tactics
Exhibits supervisory behaviour: Makes others maintain standard job behaviour
Exhibits leadership behaviour:Encourages change in others in line with long-term objectives
Administers subsystems within organizations Innovates for the entire organization
Asks how and when to engage in standard practice
Asks what and why to change standard practice
Acts within established culture of the organization
Creates vision and meaning for the organization
Uses transactional influence:Induces compliance in manifest behaviour using rewards, sanctions, and formal authority
Uses transformational influence:Induces change in values, attitudes, and behaviour using personal examples and expertise
Relies on control strategies to get things done by subordinates
Uses empowering strategies to make followers internalize values
Status quo supporter and stabilizer Status quo challenger and change creator
Month 2 – The First Meeting
Interaction 2
DiscussionWhat makes a good leader?
What makes a good leader?
Situational, or contingency, theories try to isolate critical situational factors that affect leadership effectiveness.
“Not all leaders can lead in every situation”
Contingency Theories
• The degree of structure in the task being performed
• The quality of leader-member relations
• The leader’s position power
• Groups norms
• Information availability
• Employee acceptance of leader’s decisions
• Employee maturity and
• The clarity of the employee’s role
What the Theories Consider
Effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives control to the leader.
Relationship Oriented vs. Task Oriented Style
There is no ideal leader. Both leaders can be effective if their leadership orientation fits the situation.
Since personality is relatively stable, the contingency model suggests that improving effectiveness requires changing the situation to fit the leader or selecting a leader that fits the situation.
1. Fiedler’s Contingency Model
Three dimensions that together define the situation a leader faces:
•Leader-member relations
•Task structure
•Position power
Task-oriented leaders perform best in situations of high and low control
High control situation - the relationships are good and followers are easily influenced.
Low control situation - Which is marked by poor relations, ill-defined tasks, and low influence.
Relationship-oriented leaders perform best in moderate control situations
It identifies four specific leader behaviours – from highly directive to highly laissez-faire.
2. Hersey and Blanchard’s Situational Leadership Theory
Situation Leader’s Behaviour
Unable and unwilling to do a task
The leader needs to give clear and specific directions – highly directive.
Unable and willing
The leader needs to display high task orientation to compensate for the follower’s lack of ability, and high relationship oriented to get the follower to “buy into” the leader’s desires (“sell” the task).
Able and unwilling
The leader needs to adopt a supportive and participative style.
Able and willing
The leader does not need to do much (a laissez-faire approach).
3. House’s Path-Goal Theory Leader’s Behaviour Definition of The Behaviour When this behaviour is more
effective
1. The directive path-goal clarifying leader behavior
The leader lets followers know what is expected of them and tells them how to perform their tasks.
This behavior has the most positive effect when the subordinates' role and task demands are ambiguous and intrinsically satisfying.
2. The achievement-oriented leader behavior
The leader sets challenging goals for followers and expects them to perform at their highest level.
Technical jobs, sales persons, scientists, engineers, and entrepreneurs.
3. The participative leader behavior
It involves leaders consulting with followers and asking for their suggestions before making a decision.
When subordinates are highly personally involved in their work.
4. The supportive leader behavior
It is directed towards the satisfaction of subordinates needs and preferences.
Tasks or relationships are psychologically or physically distressing.
Leader’s actions are irrelevant.
Certain individual, job, and organizational variables can act as substitutes for leadership or neutralize the leader’s ability to influence his or her followers’.
•Neutralizers make it impossible for leader’s behavior to make any difference to followers outcomes. They negate the leader’s influences.
•Substitutes make a leader’s influence not only impossible but also unnecessary. They act as a replacement for the leader’s influence.
4. Neutralizers and Substitutes
Theory CST Situation Ideal Leader
Fiedler’s Contingency Model
This was a low control situation.
Task-oriented leaders ,
Hersey and Blanchard’s Theory
The computer service team was able and unwilling.
The leader needs to adopt a supportive and participative style.
House’s Path-Goal Theory
1. Subordinates are highly personally involved in their work.
The participative leader behavior involves leaders consulting with followers and asking for their suggestions before making a decision.
2. Tasks or relationships are psychologically or physically distressing.
The supportive leader behavior (directed towards the satisfaction of subordinates needs and preferences).
Situational Theories related to the Case
Charisma
Charismatic Leadership involves creating a self-image so powerful that people are naturally drawn to you.
Charismatic Leadership
Charismatic Leadership
Predicting a Leader
ExtraversionExtraversionConscientiousnessConscientiousness
OpennessOpennessAgreeablenessAgreeableness
StabilityStability
Emotional IntelligenceIndividual’s ability to be:
1)Self-aware
2)Detect emotions in others
3)Manage emotional cues and information
Is emotional intelligence an effective trait in determining a good leader?
Interaction 3Class Debate
Emotional Intelligence
Month 2 – William buys a book!
INTERMISSION
Month 4 – No Group Cohesion
Diversity in TeamsGroup diversity is the heterogeneous mix of individuals within a group. There are differences in:
Advantages vs. Disadvantages of Diversity
Advantages of Diversity:• Multiple perspectives
• Greater openness to new ideas
• Multiple interpretations
• Increased creativity
• Increased flexibility
• Increased problem-solving skills
Advantages vs. Disadvantages of Diversity
Disadvantages of Diversity:• Ambiguity
• Complexity
• Confusion
• Miscommunication
• Difficulty in reaching a single agreement
• Difficulty in agreeing on specific actions
Making Diversity Work
Diversity brings added benefits to teams!
For diversity to be effective, team members must have:
1. Clear purpose
2. Informality
3. Participation
4. Listening
5. Civilized disagreement
6. Consensus decisions
Characteristics of an Effective Team
7. Open Communication
8. Clear rules and work assignments
9. Shared leadership
10. External relations
11. Style diversity
12. Self-assessment
The Four Contextual Factors
Interaction 4What makes a team effective?
1. Clear purpose
2. Informality
3. Participation
4. Listening
5. Civilized disagreement
6. Consensus decisions
Characteristics of an Effective Team
7. Open Communication
8. Clear rules and work assignments
9. Shared leadership
10. External relations
11. Style diversity
12. Self-assessment
1. Clear purpose
2. Informality
3. Participation
4. Listening
5. Civilized disagreement
6. Consensus decisions
Characteristics of an Effective Team relating to the Case
7. Open Communication
8. Clear rules and work assignments
9. Shared leadership
10. External relations
11. Style diversity
12. Self-assessment
Month 6 – William is voted out as leader!
Leadership Models
What is a Transactional and Transformational Leader?
Transactional leaders are those who guide or motivate their followers in the direction of established goals by clarifying role and task requirements..
Transformational leaders are those who inspire followers to go beyond their own self-interests for the good of the organization and have a profound and extraordinary effect on their followers..
The Full Range of the Leadership Models
Tran
sfor
mat
iona
l
Tran
sact
iona
l
“I had a dream …”-- Martin Luther King(A transcendent goal inspires a movement)
Month 10 – The Team Breaks Apart
Key properties of a vision seem to be:
1.Inspirational possibilities
2.Value-centered and realizable
3.Superior imagery and imagination
Vision should:
1.Create possibilities that are inspirational and unique
2.Offer a new order that can produce organizational distinction
Leading with Vision
Authentic Leadership
Authentic leaders know who they are, what they believe in, and what they value.
They have a vision and act on believes and values openly and candidly.
Interaction 5
Should Barbara have pulled the plug on the Computer Service Team?
Thank You!
What was the team supposed to accomplish?
Goal : The computer service team’s aim was to improve and integrate the IT process and to improve the quality of customer
service
Externally Internally
• Improve customer service quality
• Reduce costs
• Become more consumer-oriented
• Increase efficiency
• Increase organizational opportunities
• Integrate IT processes
• Increase performance
Why did the computer service team fail?
1. Total Quality Management ( TQM )The computer service team did not maintain the entire team functions and fail to strive continuously of improving the processes by incorporating the knowledge and experiences of team members.The Eight key elements - integrity & ethics, leadership, Teamwork, Training, Recognition and Communication - were not successfully incorporated in the Computer Service team.
2. Lack of clear vision to offer an innovative way to improve and achieve goals.
3. Leadership style / behaviour did not fit team’s situation. 4. Team lacked many characteristics needed to be an
effective team.5. Team Diversity was a disadvantage (in this case).6. Team did not have an effective leader to follow.7. Team lacked clear information.8. Trust was not established among the team
What should John have done to make it a success?
Approach: Combine with the two leadership approaches Empowering People & Process Management.
Empowering People Process Management
Relationship Oriented Task oriented
Transformational leaders Transactional leaders
The participative leader behavior
The directive path-goal clarifying leader behavior
The supportive leader behavior
The achievement-oriented leader behavior
Charismatic Leader Highly Directive, supportive and participate
EI IQ
What should John have done to make it a success?
At the beginning:
John should have:
-Implemented an effective strategy and tactics to achieve the objectives.-Established clear objectives for the team.-Increased the duration and the level of the training.-Helped to establish task structure.-Selected a flexible leader who was able to lead with a clear vision.
What should John have done to make it a success?
After the team formation:
John should have:
-Continued monitoring the performance of the group while having a participative and supportive behaviour.-Taken a laissez-faire approach once the team had started to accomplish good results. -Created a good environment satisfaction where satisfaction and overall performance would have increased. -Encouraged the team to achieve goals.
