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Organizational%20Behavior%20

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Organizational Behavior & Choosing your Team Vicky Parker, Ed.M.,D.B.A. Associate Professor Health Policy & Management Mark Prashker, MD, MPH Associate Dean – PowerPoint PPT presentation

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Title: Organizational%20Behavior%20


1
Organizational Behavior Choosing your Team
  • Vicky Parker, Ed.M.,D.B.A.
  • Associate Professor
  • Health Policy Management
  • Mark Prashker, MD, MPH
  • Associate Dean
  • School of Public Health

2
Agenda
  • What are organizations?
  • Levels of organizational analysis
  • A brief organizational experience
  • Teams/a brief team simulation
  • Implications for action

3
What is an organization?
  • Group of people
  • Intentionally together
  • To achieve a goal (or goals)

4
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5
Difficulties
  • How do we organize to optimize communication and
    efficiency?
  • Can we agree on goals? Methods?
  • What do we need from other organizations?

6
Simulation set-up
  • Locations
  • Groups
  • Each group will get the rules the rules must be
    followed
  • Communication between groups is only in writing,
    via the courier (me)
  • You must give the courier the physical location
    of the group you are writing to
  • When time is called, return to large group

7
Simulation debrief
  • What was the purpose of the activity?
  • What did you notice about your group?
  • Your communication with other groups?
  • The organizations ability to succeed?
  • Other observations?

8
Navigating an Organization in the Real World
  • What got you here wont get you there
  • Intelligence and skill dont differentiate why
    some people do well in organizations and others
    plateau
  • Ability?
  • Experience?
  • Training?
  • Noits your Behavior

9
7 Bad Habits of Highly Successful People
  • Being the smartest person in the room
  • Tinkering with already good ideas
  • Passing judgment
  • Withholding information
  • Failing to give proper recognition/Claiming
    credit you dont deserve
  • Playing favorites
  • Not listening

10
Focus on teams
  • Teams are widely used when
  • No single person has all necessary expertise
  • Acceptance of and commitment to outcome are
    essential
  • The task crosses the boundaries of existing
    organizational units

11
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12
What are effective team behaviors in reaching a
group decision?
13
Cascade survival
  • Have you done this before?
  • Step one develop your individual rankings,
    using pen to mark them
  • Use 1 to indicate which item on the list is most
    important to surviving this situation
  • Use 2 to indicate the second most important,
    etc.
  • This part is based solely on your own opinions

14
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15
Team discussion/deliberation
  • use consensus to arrive at a team ranking
  • do not use voting or averaging discuss until you
    reach agreement
  • do not go back and change your individual rankings

16
Team process
  • how did your team work?
  • did your team use the effective behaviors that
    the group brainstormed?

17
Expert ratings
  • (Developed by survival experts based on real
    experiences)

18
Group scoring and discussion
  • lower team score, less waste of collective
    knowledge
  • average individual score a measure of the teams
    knowledge base
  • focus on difference between individual and team
    scores, NOT on comparison with other teams scores

19
Organizing groups and teams
  • multiple options for structure
  • roles relationships fundamental variables
  • what is a team?
  • small with complementary skills
  • common purpose/approach
  • goals with accountability
  • structure needs to relate to task demands

20
Real World Dysfunctions
  • Lack of trust
  • Fear of confrontation/conflict
  • Absence of commitment
  • Absence of accountability
  • Failure to focus on goals

21
Lack of Trust
  • Lack of trust prevents open, honest communication
  • Unwilling to take responsibility for fear of
    making mistakes
  • Trust is
  • Willingness to admit weakness and mistakes
  • Give the benefit of the doubt before arriving at
    a conclusion

22
Confrontation/Conflict
  • Lack of trust leads to reluctance to confront
  • Decisions get muted
  • Ideas dont get worked through
  • Progress stalls
  • Conflict can be healthy and is often necessary to
    help solve a problem

23
Absence of Commitment
  • Lack of commitment is contagious
  • Team members go through the motions
  • Dont seize opportunitiesmiss opportunities
  • Progress stalls
  • Clarity and buy in are two functions that should
    happen every time

24
Lack of Accountability
  • If you dont trust, wont discuss honestly, and
    arent committed, then
  • No accountability
  • Effort lacks focus
  • Everything falls apart
  • Peer Pressurewillingness to call their peers on
    performance or behavior that might hurt the team

25
Failure to focus on Team Goals
  • Dysfunctional teams pursue all agendas but the
    teams agenda
  • Insidious undermining
  • It is not the individual, the department, but
    rather the team

26
Wageman key points
  • Team design more influential than coaching
  • Leader role evolves as team does
  • Critical design elements
  • direction
  • real team task
  • team rewards
  • resources
  • authority over work
  • team performance goals
  • team norms about strategic thinking

27
Next steps
  • Observe managers who lead or facilitate teams
    that perform well
  • Observe your own managerial practice learn from
    mistakes
  • Seek use feedback
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