Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.

2. OB Theatre
Computer Service Team Case

3. Month 1 – Putting the
Group Together

4. What is Total Quality Management?
Total Quality Management (TQM) is a
method by wihich management and
employees can become involved in the
continuous improvement of the production
of goods and services. It is a combination of
quality and management tools aimed at
increasing business and reducing losses due
to wasteful practices.
TQM views an organization as a collection of
processes. It maintains that organizations
must strive to continuously improve these
processes by incorporating the knowledge
and experiences of workers.
To be successful implementing TQM, an
organization must concentrate on the eight
key elements:

5. Month 1 – Putting the
Group Together

6. Interaction 1
Who is a leader? Who is a manager?
Why?

7. Managers vs. Leaders
Management Traits Leadership Traits
Engages day-to-day functions: Plans for long-term objectives:
Maintains and allocates resources Plans strategy and tactics
Exhibits supervisory behaviour: Exhibits leadership behaviour:
Makes others maintain standard job behaviour Encourages change in others in line with long-
term objectives
Administers subsystems within organizations Innovates for the entire organization
Asks how and when to engage in standard Asks what and why to change standard practice
practice
Acts within established culture of the Creates vision and meaning for the organization
organization
Uses transactional influence: Uses transformational influence:
Induces compliance in manifest behaviour using Induces change in values, attitudes, and
rewards, sanctions, and formal authority behaviour using personal examples and expertise
Relies on control strategies to get things done by Uses empowering strategies to make followers
subordinates internalize values
Status quo supporter and stabilizer Status quo challenger and change creator

8. Month 2 – The First
Meeting

9. Interaction 2
Discussion
What makes a good leader?

10. What makes a good leader?

11. Contingency Theories
Situational, or contingency, theories try to isolate
critical situational factors that affect leadership
effectiveness.
“Not all leaders can lead in every situation”

12. What the Theories Consider
• The degree of structure in the task being performed
• The quality of leader-member relations
• The leader’s position power
• Groups norms
• Information availability
• Employee acceptance of leader’s decisions
• Employee maturity and
• The clarity of the employee’s role

13. 1. Fiedler’s Contingency Model
Effective group performance depends on the proper match between the
leader’s style and the degree to which the situation gives control to the
leader.
Relationship Oriented vs. Task Oriented Style
There is no ideal leader. Both leaders can be effective if their leadership orientation
fits the situation.
Since personality is relatively stable, the contingency model suggests that
improving effectiveness requires changing the situation to fit the leader or
selecting a leader that fits the situation.

14. Three dimensions that together define the situation a leader faces:
•Leader-member relations
•Task structure
•Position power
Task-oriented leaders perform best in situations of high and low control
High control situation - the relationships are good and followers are easily
influenced.
Low control situation - Which is marked by poor relations, ill-defined tasks, and
low influence.
Relationship-oriented leaders perform best in moderate control situations

15. 2. Hersey and Blanchard’s Situational
Leadership Theory
It identifies four specific leader behaviours – from highly directive to highly
laissez-faire.
Situation Leader’s Behaviour
Unable and The leader needs to give clear and specific directions – highly
unwilling to directive.
do a task
Unable and The leader needs to display high task orientation to
willing compensate for the follower’s lack of ability, and high
relationship oriented to get the follower to “buy into” the
leader’s desires (“sell” the task).
Able and The leader needs to adopt a supportive and participative
unwilling style.
Able and The leader does not need to do much (a laissez-faire
willing approach).

16. 3. House’s Path-Goal Theory
Leader’s Behaviour Definition of The Behaviour When this behaviour is more
effective
1. The directive path- The leader lets followers This behavior has the most positive
goal clarifying leader know what is expected of effect when the subordinates' role
behavior them and tells them how to and task demands are ambiguous
perform their tasks. and intrinsically satisfying.
2. The achievement- The leader sets challenging Technical jobs, sales persons,
oriented leader goals for followers and scientists, engineers, and
behavior expects them to perform at entrepreneurs.
their highest level.
3. The participative It involves leaders consulting When subordinates are highly
leader behavior with followers and asking for personally involved in their work.
their suggestions before
making a decision.
4. The supportive It is directed towards the Tasks or relationships are
leader behavior satisfaction of subordinates psychologically or physically
needs and preferences. distressing.

17. 4. Neutralizers and Substitutes
Leader’s actions are irrelevant.
Certain individual, job, and organizational variables can act as substitutes for
leadership or neutralize the leader’s ability to influence his or her followers’.
•Neutralizers make it impossible for leader’s behavior to make any difference to
followers outcomes. They negate the leader’s influences.
•Substitutes make a leader’s influence not only impossible but also unnecessary.
They act as a replacement for the leader’s influence.

18. Situational Theories related to the Case
Theory CST Situation Ideal Leader
Fiedler’s Contingency This was a low control Task-oriented leaders ,
Model situation.
Hersey and Blanchard’s The computer service team The leader needs to adopt a
Theory was able and unwilling. supportive and participative
style.
House’s Path-Goal 1. Subordinates are highly The participative leader
Theory personally involved in their behavior involves leaders
work. consulting with followers and
asking for their suggestions
before making a decision.
2. Tasks or relationships The supportive leader
are psychologically or behavior (directed towards
physically distressing. the satisfaction of
subordinates needs and
preferences).

19. Charisma
Charismatic Leadership involves creating a self-
image so powerful that people are naturally
drawn to you.

20. Charismatic Leadership

21. Charismatic Leadership

22. Predicting a Leader
Extraversion
Conscientiousness
Openness
Agreeableness
Stability

23. Emotional Intelligence
Individual’s ability to be:
1)Self-aware
2)Detect emotions in others
3)Manage emotional cues and information

24. Interaction 3
Class Debate
Is emotional intelligence an effective
trait in determining a good leader?

25. Emotional Intelligence

26. Month 2 – William
buys a book!

27. INTERMISSION

28. Month 4 – No Group
Cohesion

29. Diversity in Teams
Group diversity is the heterogeneous mix of individuals within a
group. There are differences in:

30. Advantages vs. Disadvantages
of Diversity
Advantages of Diversity:
• Multiple perspectives
• Greater openness to new ideas
• Multiple interpretations
• Increased creativity
• Increased flexibility
• Increased problem-solving skills

31. Advantages vs. Disadvantages
of Diversity
Disadvantages of Diversity:
• Ambiguity
• Complexity
• Confusion
• Miscommunication
• Difficulty in reaching a single agreement
• Difficulty in agreeing on specific actions

32. Making Diversity Work
Diversity brings added benefits to teams!
For diversity to be effective, team members must have:

33. Characteristics of an Effective Team
1. Clear purpose 7. Open Communication
2. Informality 8. Clear rules and work assignments
3. Participation 9. Shared leadership
4. Listening 10. External relations
5. Civilized disagreement 11. Style diversity
6. Consensus decisions 12. Self-assessment

34. The Four Contextual Factors

35. Interaction 4
What makes a team effective?

36. Characteristics of an Effective Team
1. Clear purpose 7. Open Communication
2. Informality 8. Clear rules and work assignments
3. Participation 9. Shared leadership
4. Listening 10. External relations
5. Civilized disagreement 11. Style diversity
6. Consensus decisions 12. Self-assessment

37. Characteristics of an Effective Team
relating to the Case
1. Clear purpose 7. Open Communication
2. Informality 8. Clear rules and work assignments
3. Participation 9. Shared leadership
4. Listening 10. External relations
5. Civilized disagreement 11. Style diversity
6. Consensus decisions 12. Self-assessment

38. Month 6 – William is
voted out as leader!

39. Leadership Models

40. What is a Transactional and
Transformational Leader?
Transactional leaders are those who guide or motivate
their followers in the direction of established goals by
clarifying role and task requirements.
.
Transformational leaders are those who inspire
followers to go beyond their own self-interests for the
good of the organization and have a profound and
extraordinary effect on their followers.
.

41. The Full Range of the Leadership Models
l
na
atio
rm
n sfo
Tra
l
na
c tio
n sa
Tra

42. “I had a dream …”
-- Martin Luther King
(A transcendent goal
inspires a movement)

43. Month 10 – The Team
Breaks Apart

44. Leading with Vision
Key properties of a vision seem to be:
1.Inspirational possibilities
2.Value-centered and realizable
3.Superior imagery and imagination
Vision should:
1.Create possibilities that are inspirational and unique
2.Offer a new order that can produce organizational distinction

45. Authentic Leadership
Authentic leaders know who they are,
what they believe in, and what they value.
They have a vision and act on believes and
values openly and candidly.

46. Interaction 5
Should Barbara have pulled the plug on
the Computer Service Team?

47. Thank You!

48. What was the team supposed to
accomplish?
Goal : The computer service team’s aim was to improve and
integrate the IT process and to improve the quality of customer
service
Externally Internally
• Improve customer service • Reduce costs
quality
• Become more consumer- • Increase efficiency
oriented
• Increase organizational • Integrate IT processes
opportunities
• Increase performance

49. Why did the computer service team
fail?
1. Total Quality Management ( TQM )
The computer service team did not maintain the entire team
functions and fail to strive continuously of improving the
processes by incorporating the knowledge and experiences of team
members.
The Eight key elements - integrity & ethics, leadership, Teamwork,
Training, Recognition and Communication - were not successfully
incorporated in the Computer Service team.
2. Lack of clear vision to offer an innovative way to improve and achieve
goals.
3. Leadership style / behaviour did not fit team’s situation.
4. Team lacked many characteristics needed to be an effective team.
5. Team Diversity was a disadvantage (in this case).
6. Team did not have an effective leader to follow.
7. Team lacked clear information.
8. Trust was not established among the team

50. What should John have done to make it a
success?
Approach: Combine with the two leadership approaches
Empowering People & Process Management.
Empowering People Process Management
Relationship Oriented Task oriented
Transformational leaders Transactional leaders
The participative leader The directive path-goal
behavior clarifying leader behavior
The supportive leader The achievement-oriented
behavior leader behavior
Charismatic Leader Highly Directive, supportive
and participate
EI IQ

51. What should John have done to make it
a success?
At the beginning:
John should have:
-Implemented an effective strategy and tactics to achieve the
objectives.
-Established clear objectives for the team.
-Increased the duration and the level of the training.
-Helped to establish task structure.
-Selected a flexible leader who was able to lead with a clear vision.

52. What should John have done to make it
a success?
After the team formation:
John should have:
-Continued monitoring the performance of the group while having
a participative and supportive behaviour.
-Taken a laissez-faire approach once the team had started to
accomplish good results.
-Created a good environment satisfaction where satisfaction and
overall performance would have increased.
-Encouraged the team to achieve goals.