Organization Behavior Case Study Building a Coalition Final.pptx

1. Org.
Behaviors
Organization
Behavior
Building a Coalition

2. OrganizationalBehaviour
Introduction and setting up the context
Sakhavat Ali
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Behaviors
TitleLoremIpsumDolor
Introduction
Organizational Behaviour is a field of study that investigates the impact that
individuals, groups, and structure have on behaviour within organizations
for the purpose of applying such knowledge toward improving an
organization’s effectiveness.
Applying OB findings helps managers revise their methods of compensation
employee evaluation and even the ways in which the organization is
configured all and order to improve the formats. OB takes a long-term view
of enhancing a company’s profitability.

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Behaviors
TitleLoremIpsumDolor
Case Study: Building Coalition
A coalition is a temporary alliance or partnering of groups
in order to achieve a common purpose or to engage in
joint activity. Coalition building is the process by which
parties (individuals, organizations, or nations) come
together to form a coalition. Forming coalitions with other
groups of similar values, interests, and goals allows
members to combine their resources and become more
powerful than when they are alone.
The ability to build coalitions is a basic skill for those who
wish to attain and maintain power and influence. Through
coalitions, weaker parties to a conflict can increase their
power. Coalition building is the primary mechanism
through which disempowered parties can develop their
power base and thereby better defend their interests.

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TitleLoremIpsumDolor
Case Study: Building Coalition …

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Case Study: Building Coalition …
Objective: A coalition needs to be formed among “Woodson
Foundation” a non-profit social service organization, Washington DC
school district and The National Coalition for Parental Involvement in
Education (NCPIE) to combine the best of these organizations have to
offer to run an after school program. This program should be designed
to help students achieve better grades and encourage them for more
involvement and improving graduation rates.
Since these organizations have different work style and strengths
there will be conflicts of interest among them. We need to suggest a
roadmap which avoids/resolves their conflicts and brings the best of
each for achieving a common goal.

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Behaviors
Parties involved in this case study’s coalition:
Woodson Foundation
Woodson Foundation a non-profit social service organization still functions in the ways of its founder,
Theodore Woodson, emphasizing efficiency and experimentation. Many of its charities received
awards for lowering costs as they provided sterling services. The focal point on utilizing solid
information to measure performance is not consistent as far as the culture of the school district.
Strength: Woodson Foundation’s skill in raising private money and coordinating community leaders
with the educational expertise of school staff. Ideally, they can help the system become financially
self- sufficient.
Weakness: Woodson Foundation lacks demographic diversity and mainly consists of White staff.

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Behaviors
Parties involved in this case study’s coalition…
Washington DC School District
The school district has truancy issues, poor student performance and crime. They suffer high
turnover rates due to lack of enthusiasm for assisting students in such a harsh environment. Its
representatives want to make sure to have new unionized jobs and that it will perform in a way that
is steady with that of the present policies of the school board. Their worry is that if Wood son takes
the dominant role, they cannot assume control of the new system. The school system’s complexity
has brought about a complex bureaucratic structure and school administrators wish to keep their
policies and procedures in place.
Strengths: It’s a diverse group and many of the school district’s students are African American as well
as a large population of Caucasians and Hispanics. It has a long history in providing education and has
been engaged with NCPIE.
Weaknesses: The school district has truancy issues, poor student performance and crime. They suffer
high turnover rates due to lack of enthusiasm for assisting students in such a harsh environment. Its
representatives want to make sure to have new unionized jobs and that it will perform in a way that
is steady with that of the present policies of the school board. It has highly bureaucratic and complex
structure.

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Behaviors
Parties involved in this case study’s coalition…
The National Coalition for Parental Involvement in Education (NCPIE)
The NCPIE makeup usually matches the demographic diversity of the locations handled by public
schools. The NCPIE wants to give the parents more control. The NCPIE feels that communities should
be able to drive their own methods when it comes to education, and that students and parents can
achieve success together.
NCPIE is steadfast in its commitment to proclaiming diversity across racial, gender and
ethnic status categories. The members of NCPIE is committed to the process of change, making sure
that everyone has the ability to gain. Each differs because they all have a self-interest. They are
similar because the common denominator is meeting the needs of the students. They all want to
raise student learning. Both the Woodson Foundation and the NCPIE have, to a degree, the
eagerness to have more parents involved in the system.
Strengths: NCPIE being the “Parents” coalition knows the kids best and is more involved with the
students. The NCPIE makeup generally matches the demographic diversity of the areas served by the
public schools.
Weaknesses: Parents say they want to be involved but then don’t follow through and lacks professional
experience in providing education.

10. OrganizationalBehaviour
Guidelines for development team
By Devaraja R
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Guidelinesfor
developmentteam
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 Formation of development team
1. Group dynamics
Group Dynamics:
Group dynamics deals with the attitudes and behavioural patterns of a group. It
concerns how groups are formed, what their structure is and which processes
are followed in their functioning. Thus, it is concerned with the interactions and
forces operating between groups.
Group Dynamics is a critical element in the workplace. We’re social animals
and we’re bound to form and work in groups. In fact, an organization in itself is
a large group where everyone is interdependent. Employees and departments
must interact with each other and collaborate to achieve organizational goals.
The benefits of effective group work.
1. PRODUCTIVITY 2. ATTITUDE 3. ATTENDANCE
4. JOB SATISFACTION 5. WELL-BEING and 6.LEARNINGS

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Guidelinesfor
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 Formation of development team
The process of learning to work together effectively is
known as team development.
Research has shown that teams go through definitive
stages during development.
Bruce Tuckman, an educational psychologist, identified
a five-stage development process that most teams
follow to become high performing.
The 5 stages are: forming, storming, norming,
performing, and adjourning.

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Guidelinesfor
developmentteam
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 Formation of development team
2. Collaboration
Team collaboration is at the center of every successful company—regardless of
industry or business model.
It’s the cornerstone of both traditional and remote workplaces. When team
members gel together into one cohesive unit, they’re more productive, the work
environment is more conducive, and the organization flourishes.
“Coming together is a beginning. Keeping together is progress. Working together
is success.”—Henry Ford
Barriers for collaboration:
1. Unhealthy Competition
2. Little Transparency
3. Forcing Collaboration
4. Lack of Team Governance Processes
5. Lack of Patience
6. Historical Rifts
Best Practices for Promoting Team Collaboration:
1. Developing a Clear Scope
2. Encourage a Community Working Environment
3. Assign Responsibility
4. Share Resources and Insights
5. Invest in Collaboration and team bonding activities

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Guidelinesfor
developmentteam
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 Criteria for selecting members
The key components making up effective teams
can be subsumed into 4 general categories:
1.Work Design: The first category is work
design.
2.Composition: The second relates to the team’s
composition.
3.Context: Third Is the resources and other
contextual influences that make teams
effective.
4.Process: Finally, process variables reflect
those things that go on in the team that
influences the effectiveness.

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 Conflict resolution guidelines
Organizational conflict arises when the goals, interests or values
of different individuals or groups are incompatible and those
individuals or groups block or thwart one another’s attempts to
achieve their objective.
Conflict Process shows how conflict works within the organization.
There are 5 conflict-handling intentions;
1.Competing (I Win, You Lose),
2.Collaborating (I Win, You Win),
3.Avoiding (No Winners, No Losers),
4.Accommodating (I lose, You win), and
5.Compromising (You Bend, I Bend).

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 Integrative negotiations strategies for
achieving common goals
Integrative Bargaining/Negotiation that seeks one or more settlements
that can create a win-win solution.
The goal of Integrative Negotiation is to make the parties’ interest
compatible, so that both sides can win.
The fundamental structure of integrative negotiation situation is such
that, it allows both sides to achieve their objective.
CHARACTERISTIC OF INTEGRATIVE NEGOTIATION
• It focus on commonalties rather than differences
• It attempt to address needs and interests, not positions
• It commit to meeting the needs of all involved parties
• Exchange information and ideas
• Invent options for mutual gain
• Use objective criteria for standard of performance.

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 Integrative negotiations strategies for
achieving common goals
Key contextual factors include
• Creating a free flow of information
• Attempting to understand the other
negotiator’s real need and objective
• Emphasizing the commonalties between the
parties and minimizing the differences
• Searching for solutions that meet the needs
and objectives of both sides.
KEY STEPS IN INTEGRATIVE NEGOTIATION PROCESS
• Identify and define the problem
• Understand the problem and bring interests and
needs to the surface
• Generate alternative solution to the problems
• Evaluate those alternatives and select among them

18. OrganizationalBehaviour
Guidelines for programming team
By Anil Patne
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Guidelinesforprogram
team
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Managing team performance
Organizational culture
Bringing cohesion among stake
holders
Managing diversity

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Behaviors
The team composition
category includes variables
that relate to how teams
should be staffed
CONTEXT
COMPOSITION
PROCESS
What factors determine
whether teams are
successful
related to team
performance
The final category related
to team effectiveness is
process variables
Team effectiveness model

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Behaviors
Context
 Adequate resources
 Effective leadership
 A climate of trust
 A performance
evaluation and reward
system
Composition
 Abilities of Members
 Personality of
Members
 Allocation of Roles
 Diversity of Members
 Size of Teams
 Member Preferences
Process
 Common Plan and
Purpose
 Specific Goals
 Team Efficacy
 Mental Models
 Conflict Levels
 Social Loafing
Team effectiveness model

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Behaviors
Adequate resources:
• Teams are part of a larger organization system; every work team relies on resources outside the group
to sustain it. A scarcity of resources directly reduces the ability of a team to perform its job effectively
and achieve its goals
Effective leadership:
• Leaders need to empower teams by delegating responsibility to them, and they play the role of
facilitator, making sure the teams work together rather than against one another
A climate of trust
• Interpersonal trust among team members facilitates cooperation, reduces the need to monitor each
other’s’ behavior, and bonds members around the belief that others on the team won’t take
advantage of them.
A performance evaluation and reward system
• Individual performance evaluations and incentives may interfere with the development of high-performance teams. So, in
addition to evaluating and rewarding employees for their individual contributions, management should modify the traditional,
individually oriented evaluation and reward system to reflect team performance.
Context

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Abilities of Members:
• Part of a team’s performance depends on the knowledge, skills, and abilities of its individual members
Personality of Members:
• Perhaps one bad apple can spoil the whole bunch. Conscientious people are good at backing up other
team members, and they’re also good at sensing when their support is truly needed
Allocation of Roles:
• Teams have different needs, and members should be selected to ensure all the various roles are filled
Diversity of Members:
• The degree to which members of a work unit (group, team, or department) share a common
demographic attribute, such as age, sex, race, educational level, or length of service in the organization
Size of Teams
• Most experts agree, keeping teams small is a key to improving group effectiveness. Generally
speaking, the most effective teams have five to nine members.
Member Preferences:
• Not every employee is a team player. When people who prefer to work alone are required to team up,
there is a direct threat to the team’s morale and to individual member satisfaction
Composition

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Common Plan and Purpose:
• Effective teams begin by analyzing the team’s mission, developing goals to achieve that mission, and
creating strategies for Common Plan and Purpose
Specific Goals:
• Successful teams translate their common purpose into specific, measurable, and realistic performance
goals
Team Efficacy:
• Effective teams have confidence in themselves; they believe they can succeed. We call this team
efficacy
Mental Models:
• Effective teams share accurate mental models—organized mental representations of the key elements
within a team’s environment that team members share
Conflict Levels:
• Conflict on a team isn’t necessarily bad. Relationship conflicts—those based on interpersonal
incompatibilities, tension, and animosity toward others—are almost always dysfunctional
Social Loafing:
• Individuals can engage in social loafing on the group’s effort because their particular contributions can’t be identified.
Effective teams undermine this tendency by making members individually and jointly accountable for the team’s
purpose, goals, and approach
Process

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Behaviors
OrganizationalCulture
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Organizational culture refers to a system of shared meaning
held by members that distinguishes the organization from
other organizations.
 Innovation and risk taking
 Attention to detail
 Outcome orientation
 People orientation
 Team orientation
 Aggressiveness
 Stability

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Behaviors
GroupCohesion
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Group cohesion is the extent to which members of a group
support and validate one another at work. In other words, a
cohesive group is,
 One that sticks together
 When employees trust one another
 Seek common goals and
 Work together to achieve these common ends
The group is cohesive; when employees are divided among
themselves in terms of what they want to achieve and have
little loyalty to one another

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Behaviors
EffectiveDiversity
Programs
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Organizations use a variety of efforts to capitalize on diversity,
including the recruiting and selection policies we have already
discussed, as well as training and development practices.
Effective, comprehensive workforce programs encouraging
diversity have three distinct components,
 Teach managers about the legal framework for equal
employment opportunity and encourage fair treatment of all
people regardless of their demographic characteristics
 Teach managers how a diverse workforce will be better able
to serve a diverse market of customers and clients
 Foster personal development practices that bring out the
skills and abilities of all workers, acknowledging how
differences in perspective can be a valuable way to improve
performance for everyone

28. OrganizationalBehaviour
Conclusion
Dr. Nagarajan
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Conclusions
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An important contribution of this study is the provision of a model for
coalition building around controversial issues. Because of the insights
derived from the study, the stakeholder groups held a regional
conference, and formulated action plans to sustain continued coalition
efforts.
The study holds several implications for Extension education. First, the
model demonstrates that when views are properly communicated and
understood, and opinions are identified, coalition building can be
facilitated. Second, participants involved in controversial issues can be
brought together most effectively after common agenda items have been
identified and when the information generated can be used to establish a
positive mind-set. Third, in order to keep the coalition momentum, an
agenda for action should be developed.

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Conclusions
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Available Candidates for HR of coalition
Victoria Adams
is the superintendent of schools for Washington, D.C. School superintendent
and initiated the discussion with Woodson Foundation.
Duane Hardy
has been a principal in the Washington area for more than 15 years.
Ari Kaufman
Second year teacher, liked by students but doesn’t get along with other
faculty.
Mason Dupree
NCPIE and Community advisor knows kids and neighbourhood well
Meredith Watson
Woodson Foundation member and a former teacher having 6 years’
experience

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ThankYou
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