10 minutes presentation and paper with 5 pages

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Hey dude how are you doing?

for now I have an individual presentation and paper with 5 pages

I will upload a chapter of the class talking about how to managing groups and teams in organization, so I need you to take some ideas from there and put them in slides also to help you to write the paper

Here is my professor requirements "Individual Presentation (worth 100 points): THIS IS A PRESENTATION! You will select a topic that is either in the news or a subject matter of interest within the area of OB. You are not to cover a chapter out of the book. This is meant for you to look beyond your textbook and the class to find subject matter that relates to what you are learning in class. This will be a 10-minute presentation along with a 5 page paper that will state your reference."

look dude I'm international student so please please I need it to be very very easy and simple presentation because I'm going to present it so I need to understand it

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COPYRIGHT PAGE Published by: Flat World Knowledge, Inc. One Bridge Street Irvington, NY 10533 © 2013 by Flat World Knowledge, Inc. All rights reserved. Your use of this work is subject to the License Agreement available here http://www.flatworldknowledge.com/legal. No part of this work may be used, modified, or reproduced in any form or by any means except as expressly permitted under the License Agreement. © 2013 Flat World Knowledge, Inc. Organizational Behavior Talya Bauer and Berrin Erdogan Chapter 9 Managing Groups and Teams in Organizations Learning Objectives ❖ Recognize and understand group dynamics and development ❖ Understand the difference between groups and teams ❖ Compare and contrast different types of teams ❖ Understand how to design effective teams © 2010 Jupiterimages Corporation ❖ Explore teams and ethics ❖ Understand cross-cultural influences on teams What is a group? A group is a collection of individuals who interact with each other to achieve common goals Groups and teams have become an essential component of an organization’s success Being able to work in a group is a key skill for managers and employees alike Types of Groups: Formal and Informal Informal groups are made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization A formal work group is made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group Stages of Group Development Forming Storming Norming Performing Adjourning OB Toolbox: Avoid Getting Stuck in the Storming Phase Normalize conflict Don’t rush the group’s development Be inclusive Remain positive Make sure everyone is heard Support all group members The Punctuated-Equilibrium Model Change Periods of stability Periods of rapid change Time Cohesive Groups Common Characteristics Cohesive groups are those in which members are attached to each other and act as one unit Collective identity Share a mutual bond Share a sense of purpose Work together on a common task Establish a structured pattern of communication OB Toolbox: Steps to Creating and Maintaining a Cohesive Team Align the group with the greater organization Let members have choices in setting their own goals Define clear roles Situate group members in close proximity to each other Give frequent praise Treat all members with dignity and respect Celebrate differences Establish common rituals Fundamental Factors of Group Cohesion Similarity Satisfaction Support Stability Size Can a Group Have Too Much Cohesion? An internal pressure to conform may arise where some members modify their behavior to adhere to group norms Cohesive groups will often disapprove of members who dare to disagree Groupthink is a group pressure phenomenon that increases the risk of the group making flawed decisions Groups with High Cohesion and High Task Commitment Tend to Be the Most Effective Low task commitment Low group cohesion High group cohesion High task commitment Performance ranges depending Low performance on a number of factors High Low performance performance Social Loafing and Collective Efficacy Social loafing refers to the tendency of individuals to put in less effort when working in a group context Collective efficacy refers to a group’s perception of its ability to successfully perform well “Others aren’t pulling their weight, so why should I?” “we can do this” and “this is a good group” OB Toolbox: Tips for Preventing Social Loafing in Your Group Carefully choose the number of individuals you need to get the task done Build a cohesive group Clearly define each member’s tasks in front of the entire group Assign tasks that are highly engaging and inherently rewarding Design and communicate to the entire group a system for evaluating each person’s contribution Make sure individuals feel that they are needed Discussion • If you believe the punctuated-equilibrium model is true about groups, how can you use this knowledge to help your own group? • Think about the most cohesive group you have ever been in. How did it compare to less cohesive groups in terms of similarity, stability, size, support, and satisfaction? • Why do you think social loafing occurs within groups? • What can be done to combat social loafing? • Have you seen instances of collective efficacy helping or hurting a team? Please explain your answer. Differences between Groups and Teams A group is a collection of individuals but different from teams in both scope and composition A team is a particular type of group: a cohesive coalition of people working together to achieve mutual goals A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable Teams are only as good as their weakest link While Michael Phelps has been dubbed “the world’s greatest swimmer,” he could not have achieved his record 8 gold medals in one Olympic games without the help of his teammates Aaron Peirsol, Brendan Hansen, and Jason Lezak. http://simple.wikipedia.org/wiki/Image:Michael_Phelps_with_President_Bush_-_20080811.jpeg The purpose of assembling a team Accomplish larger, more complex goals, than what would be possible for an individual working alone Perform, get results, and achieve victory in the workplace Combine multiple skills or where buy-in is required from several individuals The best managers are those who can gather together a group of individuals and mold them into an effective team Key Properties of a Team Compensation Based on Shared Outcomes Collaborative Action Sacrifice for the Common Good Three Major Classes of Team Tasks Production tasks include actually making something – constructing a building Idea generation tasks deal with creative tasks – brainstorming Problemsolving tasks includes coming up with plans for actions and making decisions Three Types of Task Interdependence Pooled interdependence Sequential interdependence Reciprocal interdependence Team Role Typology These 10 roles include task roles (light yellow), social roles (medium orange), and boundary spanning roles (dark orange) Types of Teams ➢A task force is a temporary team which is asked to address a specific issue or problem until it is resolved ➢A product development team can be temporary or ongoing ➢A cross-functional team appears in matrix organizations where individuals from different parts of the organization staff the team which may be temporary or long standing in nature Virtual teams are teams where members are not located in the same physical place Upwards of 8.4 million individuals worldwide work virtually in at least one team ➢virtual teams are formed to take advantage of distributed expertise or time Challenges of Virtual Teams ➢Building trust is difficult ➢If individuals in a virtual team are not fully engaged and tend to avoid conflict, team performance can suffer Self-Managed Teams Members manage themselves and do not report directly to a supervisor The team shares responsibility for a significant task Each member may take turns in the leadership role Outcomes include higher job satisfaction, increased self-esteem, and opportunities to grow more on the job Employee Empowerment Self-managed teams are empowered, which means that they have the responsibility as well as the authority to achieve their goals Team leadership is a major determinant of how autonomous a team can be Traditionally Managed Teams Self-managed Teams Self-directed Team • Leader resides outside the team • Potential for low autonomy • The team managed itself but still has a team leader • Potential for low, medium, or high autonomy • The team makes all decisions internally about leadership and how work is done • Potential for high autonomy Designing Effective Teams Team Composition Who Are the Best Individuals for the Team? Team Size How Large Should My Team Be? Team Diversity How Diverse Should My Team Be? The ideal size for a team depends on the task at hand Groups larger than 10 members tend to be harder to coordinate and often break into subteams to accomplish the work at hand © 2010 Jupiterimages Corporation Discussion • Think of the last team you were in. Did the task you were asked to do affect the team? Why or why not? • Which of the 10 work roles do you normally take in a team? How difficult or easy do you think it would be for you to take on a different role? • Have you ever worked in a virtual team? If so, what were the challenges and advantages of working virtually? • How large do you think teams should be and why? Team Norms and Contracts Norms are shared expectations about how things operate within a group or team A team contract includes established ground rules, goals, and roles Key to successful team design is to have clear norms, roles, and expectations among team members Square Wheels Exercise and Group Discussion Used with permission. © Performance Management Company, 1992-2004. Square Wheels® is a registered servicemark of PMC Sometimes it is difficult to start a conversation around team ground rules and performance. Ideas about what is happening in this picture represents how many organizations seem to operate. Have everyone in your group write as many key issues and opportunities for improvement as possible. Components of Team Contracts Team values and goals Team roles and leadership Team decision making Team communication expectations How team performance is characterized Meeting Preparation Be sure a meeting is even needed Create and distribute an agenda Send a reminder prior to the meeting Manage the Meeting Start and end the meeting on time Manage group dynamics for full participation After the meeting Follow up on action items Summarize the meeting with action items A Creative Technique for Effective Meetings Conducting meetings standing up saves time yet keeps information flowing across the team Photo used by permission by Jason Yip Discussion • Have the norms for most of the teams you have belonged to been formal or informal? How do you think that has affected these teams? • Have you ever been involved in creating a team contract? Explain how you think that may have influenced how the team functioned? • Should the person requesting a meeting always prepare a meeting agenda? Why or why not? • Do you think conducting team meetings standing up is a good idea? Why or why not? Barriers to Effective Teams Challenges Knowing Where to Begin Dominating Team Members Poor Performance of Team Members Poorly Managed Team Conflict Discussion • Have you ever been involved in a team where one or more dominating team members hurt the team’s performance? Share what happened and how the team dealt with this. • Have you ever been involved in a team where conflict erupted between team members? How was the situation handled? Building Your Cohesive Team Establish common objectives Let members choose goals and participate fully Establish common rituals Define clear roles and responsibilities Celebrate differences Build familiarity through close proximity Treat all members with dignity and respect Give frequent praise and validate Discussion • How could some of the things discussed in “Understanding Team Design Characteristics” help to avoid the common barriers to team effectiveness? • Have you ever felt pressure from team members to do something you didn’t want to do? If so, how did you handle it? • In what ways do you think culture can affect a team?
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Explanation & Answer

Attached.

Organisational Behaviour - Outline
Thesis statement: Organisational behavior requires thorough planning before implementation and
strives to always encourage group thinking and teamwork in the change process.
I.

Planning for the Change Process
A. In business and organizational success, there is no positive change that changes
the workforce without proper and in-depth planning
B. Planning and preparation need to be done in advance to prepare all employees
working within a specific setting
C. For any change regarding organizational behavior to be effective it is necessary
that market research be carried out and case studies of prominent cases be studied
extensively so that the implementers of the new change have an easier transition
role
D. Businesses should be able to research on all possible effects and barriers of the
change in the workplace so as to eliminate any possible obstacles to minimize risk
and maximize productivity.

II.

Asssement of the Change Process
A. An objective assessment of ongoing or completed project, implementation and
result of a system is regularly done in businesses.
B. This measures if the objectives of the business are being met by all the employees
of the firm.
C. An annual evaluation of the processes does not foster a positive change in the
business but a positive feedback system conducted quarterly will monitor the
progress of the effected change.

D. A positive feedback system would motivate and positively change the behavior by
first emphasizing on the positive side of their behavior
III.

Group Thinking or Collaboration
A. Collaboration of a workforce at a workplace helps to achieve positive change and
benefits to any organization undergoing change.
B. Workers who build cohesive groups and relationship share a mutual bond, sense
of purpose and work together on a common task.
C. This creates a sense of similarity, stability and support which will bring about
satisfaction in any type of business or industry

IV.

Evaluation of the Change Process
A. The most used tool for measuring change is use of surveys
B. Information collected fom employees
C. Employee opinion can be used to evaluate the effectiveness of the change process.

V.

Motivation
A. Employees esteem levels can be raised by regularly appreciating their work and
value to the business enterprise or organization
B. Motivated employees are more likely to implement new work changes
C. Employee motivation has been indicated to play a crucial role in increasing
productivity and collaboration
D. The organization should provide an outlet for employees to communicate ideas
and concerns to the management.
E. To maintain positive relation with employees there is need to have a clear channel
through to the management


Running head: ORGANISATIONAL BEHAVIOUR

Organisational Behavior
Name
Institution

1

ORGANISATIONAL BEHAVIOR

2
Organisational Behavior

According to Toga, Khayundi and Mjoli (2014), organizational behavior refers to the
study of how people interact with each other as a group or team in an attempt to improve the
efficiency of the group or business. Organizational behavior normally emanates from the
structure and culture of an organization (Jackson & Carter, 2009). There are many areas of
concern of organizational behavior. When this areas are addressed they increase the success rate
of any organization as well as the efficiency in which some operations are carried out. These
areas include type of organizational behavior to be employed in the workplace, impact of these
behaviors to the business, how to make the organization effective and role of organization
behavior and communication in an organization. One of the issues that has made news headlines
has been the role of organization behavior in improving teamwork in work places as well as
fostering positive relations (Suppiah & Singh Sandhu, 2011). Positive changes in an organization
can be fostered by the top management of any company and more specifically the manager
through certain practices. These practices helps to guide organizational behavior. Some of the
practices include a thorough in-depth planning, feedback, thinking as a group and finally using
tools to measure change. The last aspect is used to evaluate the effectiveness of the some of the
organizational behaviors implemented within a specific setting. Organisational behavior requires
thorough planning before implementation and strives to always encourage group thinking and
teamwork in the change process.
Planning for the Change Process
In business and organizational success, there is no positive change that changes the
workforce without proper and in-depth planning. Planning and preparation need to be done in
advance to prepare all employees working within a specific setting. This will entrench the new

ORGANISATIONAL BEHAVIOR

3

changes and also prepare all employees in accepting and implementing the change process
(Mohammad, Habib, & Alias, 2011). For any change regarding organizational behavior to be
effective it is necessary that market research be carried out and case studies of prominent cases
be studied extensively so that the implementers of the new change have an easier transition role
(Mahembe & Engelbrecht, 2014; Teh & Sun, 2012). Businesses should be able to research on all
possible effects and barriers of the change in the workplace so as to eliminate any possible
obstacles to minimize risk and maximize productivity. Generally, the business tries to get the
most positive effects from a change by reducing the negative effects through foreseeing the
challenges likely to be encountered and being armed with the knowledge of how to deal with the
challenges right from the start (Jackson & Carter, 2009; Suppiah & Singh Sandhu, 2011; Teh &
Sun, 2012). For instance, change in organizational behavior in a workshop is highly
recommended to assist the workforce to identify their own biases towards their fellow coworkers
and eliminate any sort of misunderstanding associated with effective communication. In the
creation and maintenance of a cohesive team, treating members with dignity and respect while
celebrating their differences can help improve the relationship and change any form of behavior
that existed in the workshop.
Assessment of the Change Process
An objective assessment of ongoing or completed p...


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Really great stuff, couldn't ask for more.

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