Organizational
Behavior
2025.5.20
Joon Park
1
Course Content
Week
Date
Contents
1
3.4 Tue
1. Introduction to OB
3.6 Thurs
2. What Is Organizational Behavior?
Textbook: Ch1.What Is Organizational Behavior?
3.11 Tue
1. History of OB
2
Pindur, W., Rogers, S. E., & Suk Kim, P. (1995). The
history of management: a global perspective. Journal of
management history, 1(1), 59-77.
3
3.13 Thurs
2. OB & quantitative research method
3.18 Tue
1. Job Performance
Textbook: Ch2.Job Performance
2. Organizational Commitment
Textbook: Ch3.Organizational Commitment
1. Job Satisfaction
Textbook: Ch4.Job Satisfaction
2. Stress1
Textbook: Ch5.Stress
1. Stress2: Workplace bullying
3.20 Thurs
4
3.25 Tue
3.27 Thurs
5
6
7
4.1 Tue
4.3 Thurs
(Assignment1 due)
4.8 Tue
2. Motivation1: Cash rewards as motivator?
4.10 Thurs
2. Guest lecture
Date
Contents
9
4.29 Tue
Mid-term review
10
11
12
13
1. The meaning of work
4.15 Tue
1. Lecture Revision
4.17 Thurs
2. Motivation2
Textbook: Ch6.Motivation
8
Week
4.22 Tue
Mid-term exam
4.24 Thurs
No class
5.1 Thurs
(Assignment2 due)
5.6 Tue
Alternative Public
Holiday (Buddha’s
Birthday) Prerecorded lecture
15
1. Trust, Justice, and Ethics
Textbook: Ch7.Trust, Justice, and Ethics 2.
5.8 Thurs
2. Learning and Decision Making Exercise
5.13 Tue
1. Learning and Decision Making
Textbook: Ch8.Learning and Decision Making
5.15 Thurs
2. Personality and Cultural Values
Textbook: Ch9. Personality and Cultural Values
5.20Tue
School Foundation
Day Pre-recorded
lecture
1. Teams: Characteristics and Diversity
Textbook: Ch11.Teams: Characteristics and
Diversity
5.22 Thurs
2. Teams: Psychological safety
5.28 Tue
5.29 Thurs
14
Trust, Justice, and Ethics Exercise
6.3 Tue presidential
election Prerecorded lecture
6.5 Thurs
1. Leadership: Power and Negotiation
Textbook: Ch13.Leadership: Power and
Negotiation
2. Leadership: Styles and Behaviors
Textbook: Ch14.Leadership: Styles and
Behaviors
1. Organizational Culture
Textbook: Ch16.Organizational Culture
1. Lecture Revision
6.10 Tue
Final exam
6.12 Thurs
No class
2
3
Agenda
• Teams Characteristics and Diversity
• What Characteristics Can Be Used to Describe Teams?
• Team Types.
• Variations within Team Types.
• Team Interdependence.
• Team Composition.
• How Important Are Team Characteristics?
4
Team Characteristics and Diversity
• 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.
• A team is a special type of “group.”
• The interactions among members within teams revolve around a
deeper dependence on one another than the interactions within
groups.
• The interactions within teams occur with a specific task-related
purpose in mind.
• Why teams have become widespread:
• Interactions allow the team to pool complementary knowledge and
skills.
5
What Characteristics Can Be Used to Describe
Teams?
• Task, unit, and member qualities can be used to describe
teams.
• These qualities combine to make some teams more effective
than others.
• Team characteristics provide a means of categorizing and
examining teams, which is important because teams come in
so many shapes and sizes.
6
7
8
Team Types
• Five categories of teams are distinguished by purpose, length
of existence, and time involvement required of individual
members.
9
TYPE OF
TEAM
PURPOSE AND
ACTIVITIES
LIFE
SPAN
MEMBER
SPECIFIC EXAMPLES
INVOLVEMENT
Work team
Produce goods or provide
services
Long
High
Self-managed work team
Production team
Maintenance team
Sales team
Manageme
nt team
Integrate activities of
subunits across business
functions
Long
Moderate
Top management team
Parallel
team
Provide recommendations Varies
and resolve issues
Low
Quality circle
Advisory council
Committee
Project
team
Produce a one-time
output (product, service,
plan, design, etc.)
Varies
Varies
Product design team
Research group
Planning team
Action
team
Perform complex tasks
that vary in duration and
take place in highly visible
or challenging
circumstances
Varies
Varies
Surgical team
Musical group
Expedition team
Sports team
10
Variations within Team Types
• Variations that can impact a team’s effectiveness:
• The degree of autonomy or self-management the team has.
• Modes of communication, such as virtual teams in which the
members are geographically dispersed and communicate
electronically.
• How much experience the team has working together.
11
Stages of Team Development
• Teams go through a progression as the members gain
experience working together.
• Forming: Members orient themselves to team boundaries.
• Storming: Conflict occurs because members remain committed
to the ideas they bring with them to the team.
• Norming: Members realize they need to work together and begin
to cooperate.
• Performing: Members are comfortable in their roles, and the
team makes progress toward goals.
• Adjourning: Members experience anxiety and other emotions as
they disengage and separate from the team.
12
Punctuated equilibrium
13
14
Team Interdependence
• Teams are characterized by three main types of
interdependence that govern the team members’ interactions.
• Task interdependence.
• Goal interdependence.
• Outcome interdependence.
15
Task Interdependence
• Refers to the degree to which team members interact with
and rely on other members for the information, materials,
and resources needed to accomplish work for the team
• Pooled interdependence: Members work independently
and then pool the results.
• Sequential interdependence: Members work on
specialized tasks in a prescribed order.
• Reciprocal interdependence: Members perform
specialized tasks and then interact with other members to
complete work.
• Comprehensive interdependence: Members interact to a
high degree to coordinate and perform tasks.
16
Goal Interdependence
• Exists when team members have a shared vision of the
team’s goal and align their individual goals with that vision
as a result.
• Analogy: a boat with everyone paddling in the same
direction exemplifies goal interdependence.
• Mission statement helps clarify actions needed by team.
17
Outcome Interdependence
• The degree to which team members share equally in the
feedback and rewards that result from the team achieving its
goals.
• High degree exists when team members share in the
rewards that the team earns, including pay, bonuses, and
other forms of recognition.
• Higher levels of outcome interdependence increase the
amount of information shared among members, promote
learning, and increase team performance.
18
19
Team Composition
• The mix of people who make up the team.
• The right mix of knowledge, skills, abilities, and
personalities is an important factor in team effectiveness.
20
Member Roles
• A role is the pattern of behavior a person is expected to
display in a given context.
• A variety of roles in team contexts are based on task,
decision-making, and leadership activities.
• Leader-staff teams consist of members who make
recommendations to the leader who is ultimately responsible
for team decisions.
21
Table 11-3 Team and Individualistic Roles 1
Team Task Roles
Description
Initiator-contributor
Proposes new ideas
Coordinator
Tries to coordinate activities among team members
Orienter
Determines the direction of the team’s discussion
Devil’s advocate
Offers challenges to the team’s status quo
Energizer
Motivates the team to strive to do better
Procedural-technician
Performs routine tasks needed to keep progress moving
Team-Building Roles
Description
Encourager
Praises the contributions of other team members
Harmonizer
Mediates differences between group members
Compromiser
Attempts to find the halfway point to end conflict
Gatekeeper-expediter
Encourages participation from teammates
Standard setter
Expresses goals for the team to achieve
Follower
Accepts the ideas of teammates
22
Table 11-3 Team and Individualistic Roles 2
Individualistic Roles
Description
Aggressor
Deflates teammates, expresses disapproval with hostility
Blocker
Acts stubbornly resistant and disagrees beyond reason
Recognition seeker
Brags and calls attention to themself
Self-confessor
Discloses personal opinions inappropriately
Slacker
Acts cynically, or nonchalantly, or goofs off
Dominator
Manipulates team members for personal control
23
Member Ability
• Cognitive and physical abilities needed in a team depend on
the nature of the team’s task.
• For example, a racing pit crew needs individuals with
flexibility, cardiovascular endurance, strength, and speed.
• In general, teams composed of people with high cognitive
abilities perform better because teamwork tends to be
complex.
• Disjunctive tasks depend on the member with the highest ability.
• Conjunctive tasks depend on the member with the lowest ability.
• Additive tasks depend on the combined efforts of all members.
24
Member Personality
Three traits are especially critical in teams:
• Agreeable people tend to be more cooperative and trusting,
tendencies that promote positive attitudes about the team and
smooth interpersonal interactions.
• Conscientious people tend to be dependable and work hard
to achieve goals.
• Extraverted people tend to perform more effectively in
interpersonal contexts and are more positive and optimistic
in general.
25
Team Diversity
The degree to which members are different from one another
• Value in diversity problem-solving approach proposes that
team diversity is beneficial because it provides a larger pool
of knowledge and perspectives.
• Similarity-attraction approach proposes that team diversity
can be counterproductive because people tend to avoid
interacting with others who are unlike them.
• Surface-level diversity refers to diversity of observable
attributes such as race, gender, ethnicity, and age.
• Deep-level diversity refers to diversity of attributes that are
difficult to observe initially but can be inferred through
direct experience, such as one’s values or personality.
26
Team Diversity
Stereotypes and other unconscious biases affect team diversity.
• Many challenges of diversity are rooted in hidden biases,
particularly toward underrepresented groups.
• Biases may be unintentional but can still create
misunderstandings and marginalization.
• Inclusion refers to the extent to which people feel that they
are truly part of a group or organization and that they are
welcomed and valued.
• Inclusion is important in many outcomes, including work
relationships, job satisfaction, well-being, commitment, and
job performance.
27
Team Size
• Having a greater number of members is beneficial for
management and project teams but not for teams engaged in
production tasks.
• Team members tend to be most satisfied with their team
when the number of members is 4 or 5.
28
How Important Are Team Characteristics?
• Team characteristics can impact team performance and team
commitment.
• Team viability refers to the likelihood that the team can work
together effectively into the future.
• Task performance is moderately higher in teams in which
members work closely together than when members work
independently.
• Task interdependence does not significantly increase team
commitment.
29
Effects of Task Interdependence on Performance
and Commitment
30
Application: Team Compensation
• Outcome interdependence is connected to compensation
practices in many organizations.
• Leads to inequity among teammates.
• Demotivates high performers who see low performers
receiving same compensation.
• Hybrid outcome interdependence means team members
receive rewards based on both their individual performance
and that of the team to which they belong.
• Many companies that use teams use hybrid outcome
interdependence.
31
Feedback
32