notes OB1

Mind map for Topic 9

Exercises:
1. List 5 early theories of motivation:
_____________________________________________________________
_____________________________________________________________
2. List 5 contemporary theories of motivation
_____________________________________________________________
_____________________________________________________________

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WEEK 10:
GROUPS AND INTERGROUP BEHAVIOR

1. Defining and Classifying Groups:
Two or more individuals, interacting and interdependent, who have come together to
achieve particular objectives.

SELF REFLECTION 10: TELL YOUR EXPERIENCES WORK IN GROUP
Advantages of working in group: a lot of ideas, fast, divide task
Disadvantages: conflict, time constraints, sleeping partners

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2. Group Structure/Properties
2.1 Roles
a. Role perception – individual’s view of how he or she is supposed to act
b. Role expectation – how others believe a person should act
c. Role conflict – confronted by divergent role expectations
2.2 Norms - standards
2.3 Status - identity
2.4 Size – number of members
2.5 Cohesiveness – attracted to stay in the group
2.6 Diversity – differentiation of skills, expertise etc.

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3. Differences Between groups and teams
Stages of Group Development

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4. Types of team
Exercises: Find the definition
a. Problem solving teams
Quality, operation etc.
b. Self-managed work teams
Work without boss supervision
c. Cross functional teams
Members comes from department – acctg, mktg, hr, sales, finance
d. Virtual teams
Online – no face to face

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Mind map for Topic 10

Exercises:
1. Define group:
____________________________________________________
2. List 5 stages of group development:
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________

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WEEK 11:
BASIC APPROACHES TO LEADERSHIP

1. What is Leadership
The ability to influence a group toward the achievement of a vision or set of
goals.

SELF REFLECTION 11: FIND THE CONTRIBUTIONS MADE BY TUN DR.
MAHATHIR FOR THE MALAYSIAN DEVELOPMENT.

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2. Charismatic Leadership
A leadership theory that states that followers make attributions of heroic or
extraordinary leadership abilities when they observe certain behaviors.

The characteristics of CL:

1. VISION & ARTICULATION Proposes a better future
2. PERSONAL RISK Engage in self-sacrifice
3. SENSITIVITY TO FOLLOWER Responsiveness to others

NEEDS Novel behaviors and counter to norms
4. UNCONVENTIONAL BEHAVIOR

SELF REFLECTION 11.1 TUNKU ABDUL RAHMAN IS A CHARISMATIC LEADER.
DISCUSS.

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3. Transactional and Transformational leadership

Transactional Transformational
Contingent reward Idealized influence
Provides vision and mission
Promises rewards for good performances
Inspirational motivation
Management by exception (active)
Takes corrective action High expectations

Management by exception (passive) Intellectual stimulation

Intervenes only if standards are not met Careful problem solving

Laissez faire Individualized consideration

Avoids making decisions Coaches, advises

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Power and Politics: A power base that is
dependent on fear of the
1. Bases of Power
Exercises: Find the definition negative results from
failing to comply

Influence based on Compliance
identification with a achieved based on

person who has the ability to
desirable resources distribute rewards
that others view as
or personal traits
valuable
Influence based
on special skills or The power a person
receives as a result
knowledge of his or her position

in the formal
hierarchy of an

organization

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2. Power Tactics

Legitimacy: relying on your authority position or saying a request accords with
organizational policies or rules
Rational persuasion: presenting logical arguments and factual evidence to
demonstrate a request is reasonable
Inspirational appeals: developing emotional commitment by appealing to a target’s
values, needs, hopes and aspirations
Consultation: increasing the target’s support by involving him or her in deciding how
you will accomplish your plan
Exchange: rewarding the target with benefits or favors in exchange for following
request
Personal appeals: asking for compliance based on friendship or loyalty
Ingratiation: using flattery, praise or friendly behaviour prior to making a request

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Mind map for Topic 11

Exercises:
1. Define Leadership: __________________________________________
2. List 3 types of Leadership:
__________________________________________________________
__________________________________________________________
3. List 5 types of Power in organizations
__________________________________________________________
__________________________________________________________
__________________________________________________________

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WEEK 12:
CONFLICT AND NEGOTIATION

1. Define conflict
A process that begins when one party perceives that another party has
negatively affected, or is about to negatively affected, something that the party
cares about.

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2. Transition in Conflict Thoughts
Differentiation of conflict

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3. Functional vs Dysfunctional Conflict
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4. The Conflict Process : Five stages

Competing – a desire to satisfy one’s interests, regardless the impact on the other
party to the conflict
Collaborating – a situation in which the parties to a conflict each desire to satisfy fully
the concerns of all parties
Compromising – a situation in which each party to a conflict is willing to give up
something
Avoiding – The desire to withdraw from or suppress a conflict
Accommodating – The willingness of one party in a conflict to place the opponent’s
interests above his or her own

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5. Definition of Negotiation and Bargaining Strategies
Negotiation – a process in which two or more parties exchange goods or services
and attempt to agree on the exchange rate for them.

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Mind map for Topic 12

Exercises
1. Define conflict:
___________________________________________________
2. List 5 conflict process:
___________________________________________________
___________________________________________________
___________________________________________________
___________________________________________________
___________________________________________________

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WEEK 13:
ORGANIZATIONAL CULTURE

1. What is Organizational Culture? A system of shared meaning held by
members that distinguished the organization from other organizations

Innovative: employees are encouraged to be innovative
Attention to detail: employees are expected to exhibit precision and analysis
Outcome oriented: management focuses on results or outcomes rather than on the
techniques and processes used to achieve them
People oriented: management decisions to take into consideration the effect of
outcomes on people within the organization
Team oriented: work activities are organized around teams rather than individuals
Aggressive: people are aggressive and competitive rather than easygoing
Stable: organizational activities emphasize maintaining the status quo in contrast to
growth

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2. Types of culture
Dominant culture – a culture that expresses the core values that are shared by a
majority of the organization’s members
Core values – the primary or dominant values that are accepted throughout the
organization
Subcultures – mini-cultures within an organization, typically defined by department
designations and geographical separation
Strong culture – a culture in which the core values are intensely held and widely
shared

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Mind map for Topic 13

Exercises:
1. Define organizational culture:
__________________________________________________________
2. List 7 types of organizational culture:
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________

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WEEK 14:
ORGANIZATIONAL CHANGE AND INNOVATION MANAGEMENT

1. Forces for Change : Factors that influencing a change in the organizations

World
politics

Nature of the
workforce

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2. Sources of Resistance to Change: organizational and individual
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3. Overcoming Resistance to Change
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4. Definition of Innovation
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5. Characteristics of an Innovative Organization
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6. Stress: sources, consequences, and ways to manage

Stress

A dynamic condition in which an individual is confronted with an opportunity,
demand, or resource related to what the individual desires and for which the
outcome is perceived to be both uncertain and important.

An unpleasant psychological process that occurs in response to environmental
pressures

Too much What to do
work!! first ??

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Consequences
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Managing stress

Individual Organizational
approaches approaches

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Mind map for Topic 14

Exercises:
1. List 6 forces for change in the organizations:
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
2. Define stress: _____________________________________________

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