Creativity, Inc. is an amazing book written by Ed Catmull, the founder of Pixar. His
philosophies were extremely insightful and corresponded hand and hand with what we learned
about in class all semester. Although Pixar is not your average company, many o
Chapter 11 Team Characteristics & Processes
A team consists of two or more people who work interdependently over some time period to
accomplish common goals related to some task-oriented purpose.
o A special type of group.
o The inter
Organizations: Social inventions for accomplishing common goals through group effort
Organizational behaviour: The attitudes and behaviours of individuals and groups in organizations.
organizational behaviour studies th
Chapter 4 Notes
4.1: Define Values, and discuss the implications of cross-cultural variation in values for organizational
What are values?
We can define values as a broad tendency to prefer certain states of affairs over others
People tend to
Cialdini Chapter 1
Fixed action patterns when patterns are comprised of behaviours which occur in the same fashion
and order every time. Eg. a chick cheeps and the mother turkey cares
Xerox study. The word because triggered most people to let t
Impression Management may choose symbolic over the substantive
Impression management happens when actors have a motive and the opportunity
- People/companies wish to have a good reputation and be positively evaluated for various reasons
- Information asym
When productivity is lagging manages will implement motivation programs, this is troublesome
because it immediately places blame on employees and managers refuse to believe it could be their
Management should show how to do
Similar to tournament model in that peoples commitment and resolve is tested and often made stronger by
selection process etc.
Cialdini Chapter 3
People are much more confident about their decisions after they are made , this is due to our desi
Cialdini Chapter 2
A very important weapon of influence is the rule of reciprocation which describes peoples tendency to
return favours. For example, if you receive a gift from someone for Christmas you are very likely to gift
Conformity and Deviance
Cialdini Chapter 4 Social Proofs
Principle of social proof says that people determine what is correct by finding out what other people
think is correct. Applies to what we believe to constitute correct behaviour.
Managers The actual role of a manager often differs from the textbook definition and role. See
slides on how business schools equip students to be ready, what it takes to be ready etc.
Some recent work trends in Canada
There has been a significant increas
The Ropes pg.9-13
Technical/Rational perspective analyzes a case situation to better understand what went wrong and
how to do it right according to the principles developed by studies of humans in organizations
Cialdini Chapter 5 - Liking
Compliance professionals often employ the rule of liking in order to get people to do things
A good example, Tupperware parties which are organized in the homes of a mutual friend, the
presentation and presenter will push sales
A Starter Kit for Business Ethics
Unethical behaviour is embedded in society.
Many concepts and phrases are used to show this
Collusion and conformity its not wrong because everyone is doing it
Obedience I was just doing what I was told
Tight and Loose Cultures
The tightness (having strong norms and low tolerance of deviant behaviour)and looseness (having
weak norms and a high tolerance of deviant behaviour) of cultures is governed by a number of factors
Strength of societal nor
Cialdini Chapter 8
Primitive Automaticity using one piece of information, instead of all the info, to make a judgement or
Most people employ reciprocity, consistency, social proof, liking, authority and scarcity so often and
`Taylor. Scientific Management
Three questions arise when interested in scientific management
1. How does scientific management differ from ordinary management?
2. Why does scientific management lead to better results?
3. If the right man is le
Job Satisfaction and Stress
Job Satisfaction is a collection of attitudes about ones job:
But how is job satisfaction measured? More questions about specific aspects of the job leads to
particular and concise information about the workforce/job.
Characteristics on which people differ that are relatively stable across situations and over time
Personality Traits The Big Five:
Extraversion, Emotional Stability, Agreeableness, Conscientiousness, Openness to Experience
Ch. 1. What is Organizational Behaviour?
Organizational Behavior Defined
OB: field devoted to understanding, explaining, improving attitudes & behaviours of individuals/groups in orgs
OB study: relationship between learning & performance
HR study: best
Chapter 11 Team Characteristics & Processes
2+ people who work interdependently to accomplish common goals
Types of Teams
Stages of Team Development
Degree to which team members interact with and rely on other tea
OB Text: Chapter 1 - What is Organizational Behaviour?
Organization Behaviour: A field of study devoted to understanding, explaining, and ultimately improving
the attitudes and behaviours of individuals and groups in organizations.
METHODS OF DECISION MAKING
o Programmed Decisions: Decisions that are somewhat automatic because the
decision maker's knowledge allows him or her to recognize the situation/the
course of action to be taken.
Experience/knowledge allows them to see the pro
Why are Some Teams More Than the Sum of Their Parts?
Process Gain (synergy): Achievement of team outcomes greater than those one would expect
on the basis of capabilities of the individual members.
Process Loss: Achievement of team outcomes less than thos
OB Text: Chapter 9 - Learning and Decision Making
Learning and Decision Making
Learning: Reflects relatively permanent changes in an employee's knowledge or skill that result
More employees learn, the more they bring to the t
OB Text: Chapter 5 - Job Satisfaction (Pg. 135-162)
Individual mechanism that affects job performance and organizational commitment.
Job Satisfaction: A pleasurable emotional state resulting from the appraisal of one's job or
OB Text: Chapter 6 - Stress (Pg. 171-194)
Stress: Psychological response to demands that possess certain stakes for the person and that
tax/exceed the person's capacity or resources.
Stressors: The demands that cause people to experience stress.
OB Text: Chapter 7 - Motivation
Motivation: A set of energetic forces that determine the direction, intensity, and persistence of
an employee's work effort.
Forces are internal and external.
Motivation determines a number of facets of an employee's work
OB Text: Chapter 13 - Leadership Styles and Behaviours
Leadership: The use of power and influence to direct the activities of followers toward goal
Direction can affect:
o Followers' interpretation of events,
o The organization o
Hackman: Why Teams Don't Work
National survey of innovative work practices in U.S. manufacturing firms:
More than half the companies surveyed were using teams, 40% of these companies
reported having more than half the organization working in teams.
Pffefer & Sutton: Evidence-Based Management
Without referring to hard evidence, poor-quality decisions arise that result in a waste of time
Evidence-Based Management: Every time someone proposes a change, ask for evidence-based
Before You Make That Big Decision
Biases can distort reasoning:
Confirmation Bias: Leads people to ignore evidence that contradicts their preconceived notions.
Ignore what would go against your opinion, only acknowledge facts that go with
OB Text: Chapter 11 - Team Characteristics and Processes (Pg. 353-391)
Team: Two or more people who work interdependently over some time period to accomplish
common goals related to some task-oriented purpose. Teams are im
OB Text: Chapter 4 - (Pg. 89-117, 121-124)
Personality, Cultural Values, and Ability
Personality: The combination of characteristics or qualities that form an individual's distinctive
character. These explain patterns of thought, emotion, and be
OB Text: Chapter 2 - Job Performance
Dilemma when examining job performance:
Is performance a set of behaviours that a person does/does not perform, or is it the end result
of those behaviours?
Ex. Job performance of salespeople is often measu