More on Organizational Commitment

• Another definition—Meyer & Allen 1991

– Affective Commitment: "wants to“
– Continuance Commitment: "has to“
– Normative Commitment: "ought to"
• Attitudes vs. behaviors
• Commitment & performance

12/17/09 1
 More on Organizational Commitment

• Salancik definition
– Behavioral
– Negative—commitment as the result of the
constraints on an individual’s ability to leave
the organization
– Voluntary—the individual makes a definite
and committing choice
– inadequacy
• Commitment and satisfaction

12/17/09 2
 More on Organizational Commitment

• Turnover
• Age & tenure
• Cognitive dissonance
• Feedback
• Felt responsibility
• Interdependece & social integration

12/17/09 3
 More on Organizational Culture
• Formal control system in our class
• Social control system in our class
– Value:
• self discipline, self motivation, independence,
initiatives, critical thinking
– Norms:
• speak up;
• feel comfortable sharing your thoughts

12/17/09 4
 More on Organizational Culture

• Strategy
• Culture as a negative force
• Sub culture
• Nominal vs real culture

12/17/09 5
 More on Organizational Culture
• When does culture become important?
– When neither behavior nor outcomes can be
adequately monitored
– Activities that are non-routine, unpredictable
– Situations that require initiative, flexibility, and
innovation
• Difficult to develop or change culture
• Strength of the situation & Lack of
predictive power of individual differences
• The top down nature of org culture

12/17/09 6
 Career Management

• Passion
• Person-organization fit
• Get heard
• Be yourself
• Stand up for yourself
• Get mentors
• Willing to take risks
12/17/09 7
 Case Analysis

• Format
• Focus
• Perspective
• Argument, not perfect solution
• Relevant concepts/frameworks
• Due in the week of presentation
 Team Score

• Lower is better—higher
quality team solutions
• Could be a result of
– Either effective interaction
among members
– or if members have significant
knowledge or task skills

12/17/09 9
 Average Individual Score

• Basis to evaluate how well the team

worked together
• Average level of resources,
knowledge, and task skills initially
available to the group

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 Gain or Loss Score

• Measures how well the members

worked together and used resources
available to the team
– Knowledge
– Experience
– Skills
• 0, +, -

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 Percent Change

• Valid comparisons between the

gains achieved by different groups
over their average individual scores
• Given the amount of gain or
improvement possible
• The higher the percent change, the
more effectively the team members
worked together
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 Best Individual Score
• The highest standard for evaluating team
performance
• Benchmark—whether groups achieves
synergy
• Best possible team score without
teamwork
• Any gains over this score are solely due to
the quality of the interaction among
members, not experience or knowledge

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 # of members better than
team
• When team score < best individual score, there is
synergy
• Synergy occurs when the interactive efforts of two
or more people have a greater impact than the sum
of their independent efforts
– Members maximize and expand on available
resources, knowledge, and task skills
– Exhibiting constructive interaction styles
– Approach the problem in a rational &
interpersonally supportive manner

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 Synergistic Problem Solving

• Only a minority of teams achieve

synergy
• Regardless of whether it is the
simulation or in a work setting
• Problem diagnosis
– Counter productive group styles
– Ineffective rational or interpersonal skills
– Lack of task-specific skills, knowledge or
resources
12/17/09 15
 Key Factors to
Effective Solutions & Decisions
• Effective Solution = Quality X
Acceptance

• Resources available to the group

– Task skills and knowledge of members
• Members’ rational & interpersonal
skills

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 Rational Skills & Processes

• Definition—Our proficiency in thinking a

problem through to a solution
• Procedures
• Analyzing the situation—constraints, available
resources, facts & assumptions
• Setting objectives—distinguishing them from actions
• Simplifying the problem—smaller, more manageable
parts
• Considering alternatives
• Discussing the consequences

12/17/09 17
 Interpersonal Skills & Processes

• Definition—our competencies with

respect to working with others
• Specific skills
– Listening
– Supporting—building on their ideas
– Differing—in a constructive manner
– Participating—equally in a group discussion
– Striving for consensus

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 Cascade Survival Simulation

• Importance of teamwork
• Participative decision making
• Synergy—the potential for teams to
outperform their individual members

12/17/09 19
 Who Gets Power—
and How They Hold on to It
• Why does training always get cut during an
economic downturn?
• What can you do to help reduce the chance
of getting fired in times of difficulty?
• “Power does not corrupt. Fear corrupts.
For instance the fear of losing power.”
John Steinbeck,
http://www.kirjasto.sci.fi/johnstei.htm

12/17/09 20
 Pointers on Power

• Power is shared
• Power from personal attributes
• Power needs to be used
• Using power and its consequences
• Stability vs. equilibrium
• Summary slide by YEO WEI SHI
DEBORAH

12/17/09 21
 Determines
Critical uncertainties, how Distributio
Problems, much & where POWER n
(Old) Subunit
Activities of org.
Impact on
decision-making:
influence resource
allocation
Change in critical
(Institutionalize)
contingency

Power
Struggle
(New) Subunit

12/17/09 22
 Managing Your Career

• Self knowledge
• Goal-setting
• Where do you get your power from
• Passion vs. practicality
• How long would hold out on a job
you are not crazy about
• How far can you go on a job you
are lukewarm about
12/17/09 23
 Common Biases
(Max H. Bazerman)

• Casino commercials
• Peer persuasion/Robert Kiosaki
– Ease of recall
– Base rate
• “Most successful CEOs are college drop-
outs.”
– Bill Gates, Paul Allen, Larry Ellison and Michael
Dell
– http://www.satirewire.com/news/0006/satire-ellison.shtm
– Presumed Association
• Blind grandma

12/17/09 24
By Joanna Boon, Norman & Bing Xu

1. Insensitivity to Base Rates

1. Ease of Recall
2. Insensitively to Sample Size
2. Retrievability
3. Misconceptions of Chance
Availability
3. Presumed Associations Representativeness
4. Regression to the Mean
ci t si r ue H

ci t si r ue H
Heuristic
ytili bali av A

Heuristic
5. The Conjunction Fallacy

sse nevi t at neser pe R

Knowledge Sharing
Session

1. Insufficient Anchor
Adjustment 1. The Confirmation Trap
2. Conjunction &
Anchoring & General Biases
2. Hindsight & Curse of
12/17/09 Adjustment
Disjunctive Events Knowledge 25
sesai B
r e ne G

Bias
dA

3. Overconfidence
nA
 Understanding Behaviors in Escalation
Situation
(Barry Staw/Jerry Ross)

• The dollar auction

– the dollar goes to the highest bidder,
who pays the amount he bid. The
second-highest bidder also must pay
the highest amount that he bid, but
gets nothing in return.

12/17/09 26