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Managing
Groups & Teams
MGT 567
Personality

Individual Differences:
◼ Manage groups/teams, understanding of
different employees’ personality
important
◼ Turnover costly (time intensive)
◼ Influence in groups/teams is modest
◼ Roles played in organization
(environment)
Heredity and Environmental Linkage with
Personality
Employee Selection Testing






Interviews not good at detecting best trait
that predicts performance ___________
Conscientiousness
10% variation in job performance
Cognitive ability much more powerful
influence on job performance
Personality: job satisfaction
Can lower turnover by 10%
Myers-Briggs Type Indicator

80+ of Fortune 100 use in some form




Training and team building
Explicitly designed for learning not
employee selection
Better understanding of working styles of
team members
Fill out one for yourself
8 MBTI Preferences
Energy Orientation:
Extrovert vs. Introvert
(E)
(I)
Information Processing Techniques:
Sensing vs. Intuition
(S)
(N)
Decision Preference:
Thinking vs. Feeling
(T)
(F)
Organization Preferences:
Judgment vs. Perception
(J)
(P)
Extraversion







Energy Oriented Outward
Thoughts, Actions Toward People
More Relaxed, Confident, More Accessible
“Civilizing Genius” – Likes to Change World
Like Variety and Action
In Meetings, Like Talking Out Before Reaching
Conclusions
Enjoy Communicating in Groups
Introversion







Energy Oriented Inward
More Reserved, Questioning, Impenetrable
Thinks First, Then Acts
Likes Quiet Concentration–Dislikes Phone
Interruptions
Enjoys Working Alone
“Cultural Genius” – Wants to Understand World,
Adds Ideas
Needs to be Drawn Out
8 MBTI Preferences
Energy Orientation:
Extrovert vs. Introvert
(E)
(I)
Information Processing Techniques:
Sensing vs. Intuition
(S)
(N)
Decision Preference:
Thinking vs. Feeling
(T)
(F)
Organization Preferences:
Judgment vs. Perception
(J)
(P)
Intuition






Gets Involved Through a “Sixth” Sense
More Innovative, Future-Oriented
Look for Patterns (Whole Picture) vs.
Details
Enjoy Learning New Skills vs. Using Them
Like Solving New, Complex Problems
“Idea” Person
Sensing





Use Five Senses to Determine Reality
Rely on Experience, Standard Procedures
Creativity is 99% Perspiration, 1%
Inspiration
Usually Proceed in Step-by-Step Fashion
Like Evidence Presented First (“Just the
Facts”)
8 MBTI Preferences
Energy Orientation:
Extrovert vs. Introvert
(E)
(I)
Information Processing Techniques:
Sensing vs. Intuition
(S)
(N)
Decision Preference:
Thinking vs. Feeling
(T)
(F)
Organization Preferences:
Judgment vs. Perception
(J)
(P)
Thinking





Logical, Objective
Intellectual Criticism–Find Flaws in
Advance
Like Brevity, Business-like
More Impersonal (Easy to Fire People)
Want Pro’s/Con’s Listed
Feeling




Use Human Values to Reach Conclusions
Enjoy Pleasing People
Let Decisions be Influenced by Subjectivity
Prefer Being Friendly, Sociable
8 MBTI Preferences
Energy Orientation:
Extrovert vs. Introvert
(E)
(I)
Information Processing Techniques:
Sensing vs. Intuition
(S)
(N)
Decision Preference:
Thinking vs. Feeling
(T)
(F)
Organization Preferences:
Judgment vs. Perception
(J)
(P)
Judging




Structuring, Organizing
Schedules, Timetables with Tight Deadlines
Feel Anxiety until Decisions are Made
Reach Closure by Deciding Quickly
Perceiving




Enjoy Flexibility, Surprises in Work
Environment
More Spontaneous
Spend a lot of Time Making Decisions
Leave Things Open for Last-Minute
Changes
MBTI Score

Share your MBTI score w/ your team after
first completing the forms found on eCollege
under Doc Sharing and Handouts
“CULTURE”
Shared ways
of thinking
and
doing things
Cultural Processes

All cultures have accepted ideas about
appropriate behavior: Norms



Grease social machinery
Don’t have to think about them (culture
shock)
Highly adaptive and functional


Personal space
Attitudes and beliefs (next slide)
The Self and Culture
•Individualism
•Industrialized Western cultures: selfcontained identity
•Collectivism
•Asia, Africa, Central and South America:
interdependent identity
•Varies by person, region, political views
•Conservatives vs. Liberals: economic
indiv. vs. moral coll
Individualist vs. Collectivists
• Which one does not belong?
• Panda, Monkey, Banana
• East Asians think more holistically
• Goal of social life: enhance individual self
vs. enhancing the community
• Self-esteem: Malleable based on group
vs. personal less relational
• Persist when failing vs. succeeding
• Happiness: Pos social engagement vs.
feeling effective and superior
Brewer & Chen (2007)
Conceptual confusion about
collectivism
◼ Both Western & Eastern cultures show
collectivism

Eastern: Strong emotional attachment to the
group (Duty to the group, Valuing group
harmony)
◼ Western: Acceptance and belonging to the
group (Connection to the group, Seeking
advice)

Global Culture Quiz



1. In Japan, loudly slurping your soup is considered to be
◼ rude and obnoxious.
◼ a sign that you like the soup.
◼ okay at home but not in public.
◼ something only foreigners do.
2. In Korea, business leaders tend to
◼ encourage strong commitment to teamwork and cooperation.
◼ encourage competition among subordinates.
◼ discourage subordinates from reporting directly, preferring
information to come through well-defined channels.
◼ encourage close relationships with their subordinates.
3. In Japan, virtually every kind of drink is sold in public vending
machines except for
◼ beer.
◼ diet drinks with saccharin.
◼ already sweetened coffee.
◼ soft drinks from U.S. companies.



4. In Latin America, managers
◼ are most likely to hire members of their own families.
◼ consider hiring members of their own families to be inappropriate.
◼ stress the importance of hiring members of minority groups.
◼ usually hire more people than are actually needed to do a job.
5. In Ethiopia, when a woman opens her front door, it means that
◼ she is ready to receive guests for a meal.
◼ only family members may enter.
◼ religious spirits may move freely in and out of the house.
◼ she has agreed to have sex with any man who enters.
6. In Latin America, business people
◼ consider it impolite to make eye contact while talking to one another.
◼ always wait until the other person is finished speaking before starting
to speak.
◼ touch each other more than North Americans do under similar
circumstances.
◼ avoid touching one another as it is considered an invasion of privacy.



7. The principal religion in Malaysia is
◼ Buddhism.
◼ Judaism.
◼ Christianity.
◼ Islam.
8. In Thailand
◼ it is common to see men walking along holding hands.
◼ it is common to see a man and a woman holding hands in public.
◼ it is rude for men and women to walk together.
◼ men and women traditionally kiss each other on meeting in the
streets.
9. Pointing your toes at someone in Thailand is
◼ a symbol of respect, much like the Japanese bow.
◼ considered rude even if it is done by accident.
◼ an invitation to dance.
◼ the standard public greeting.



10. U.S. managers tend to base performance appraisals of their
subordinates on performance, whereas in Iran, managers are more
likely to base their performance appraisals on
◼ religion.
◼ seniority.
◼ friendship.
◼ ability.
11. In China, the status of every business negotiation is
◼ reported daily in the press.
◼ private, and details are not discussed publicly.
◼ subjected to scrutiny by a public tribunal on a regular basis.
◼ directed by the elders of every commune.
12. When rewarding an Hispanic or Asian worker for a job well done, it
is best not to
◼ praise him or her publicly.
◼ say “thank you.”
◼ offer a raise.
◼ offer a promotion.



13. In some South American countries, it is considered normal and
acceptable to show up for an appointment
◼ ten to fifteen minutes early.
◼ ten to fifteen minutes late.
◼ fifteen minutes to an hour late.
◼ one to two hours late.
14. In France, when friends talk to one another
◼ they generally stand about three feet apart.
◼ they typically shout.
◼ they stand closer to one another than Americans do.
◼ they always have a third party present.
15. When giving flowers as gifts in Western Europe, be careful not to
give
◼ tulips and jonquils.
◼ daisies and lilacs.
◼ chrysanthemums and calla lilies.
◼ lilacs and apple blossoms.



16. The appropriate gift-giving protocol for a male executive doing
business in Saudi Arabia is to
◼ give a man a gift from you to his wife.
◼ present gifts to the wife or wives in person.
◼ give gifts only do the eldest wife.
◼ not give a gift to the wife at all.
17. If you want to give a necktie or a scarf to a Latin American, it is best to
avoid the color
◼ red.
◼ purple.
◼ green.
◼ black.
18. The doors in German offices and homes are generally kept
◼ wide open to symbolize an acceptance and welcome of friends and
strangers
◼ slightly ajar to suggest that people should knock before entering.
◼ half-opened, suggesting that some people are welcome and others are
not.
◼ tightly shut to preserve privacy and person space.


19. In Germany, leaders who display charisma are
◼ not among the most desired.
◼ the ones most respected and sought after.
◼ invited frequently to serve on boards of cultural organizations.
◼ pushed to get involved in political activities.
20. U.S. managers running businesses in Mexico have found that by
increasing the salaries of Mexican workers, they
◼ increased the number of hours the workers were willing to work.
◼ enticed more workers to work night shifts.
◼ decreased the number of hours workers would agree to work.
◼ decreased production rates.
Culture and Global Diversity
◼ Culture shock
◼ Discomfort a person feels in an unfamiliar
culture
◼ Can lead to ethnocentrism
34
Ethnocentrism?
Ethnocentrism is
the belief that one’s
own culture is
superior to other
cultures.
Do Not Always Assume Culture Is the
Problem
E.g., When marketing people from
the United States interact with
engineers in other countries,
misunderstanding can occur due to
the difference in viewpoint between
marketing and engineering
employees rather than different
cultural backgrounds.
Attributes of the “Global Manager”








Adapts well to different business environments
Respects different beliefs, values, and practices
Solves problems quickly in new circumstances
Communicates well with people from different cultures
Speaks more than one language
Understands different government and political systems
Conveys respect and enthusiasm when dealing with others
Possesses high technical expertise for a job
Course Notes





If don’t have a background in Organizational
Behavior, textbook will provide important
background info for the live sessions
Quiz questions will come from the live
sessions. A review sheet is provided under Doc
Sharing on eCollege
Quiz #1 will open on eCollege Tomorrow until
16th. Once click on link will have 40 min to
complete
Start working on Workshop ASAP
Next Live Session: June 13th

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