[MUSIC] In week three, we focused on teamwork. And this is, we said, the reality in many of our organizations is that people worked together in teams. Be it the soccer team of FC Barcelona, be it your own team of students. Be it a team of people within [INAUDIBLE] for example, we work together in small groups of people towards a collective goal. And in week three we set out to understand why are some teams more effective than others? How can you describe teams? What should I be aware about as a leader when I'm designing my own team? And this is where we start discussing the design of work teams. What should you do, what should you think about when designing a team? Now of course you're not always in the situation where you can design a team from scratch. So this is something, if you are in that situation, definitely put a lot of attention to it. But if you are not, try to think about how these functions can be fulfilled even at a later stage. We also discussed the topic of diversity. Diversity it's so often seen as something good, yet we saw that there's different perspectives. Sometimes diversity may be good and fulfilling its promises of the different perspectives and the different type of information that people bring to the table. Yet at other times, people working together who are very diverse or very different may be frustrating. They may hamper the collective outcome, and they may frustrate each other in the process. So how can you avoid it? How can you get the benefits while avoiding the negatives that may happen, let’s say the negative side effects. We also discussed about team processes and I especially singled out there the topic of conflict, and the topic of communication, psychological safety, and equal parts to patient of team members in a discussion. And then finally we also discussed about what happens to teams over time. Because teams, just as any individual or any social system, of course, is not something static. It develops and changes over time. And we saw two different models that each can explain this change and development along a different dimension. We saw Tuckman's model basically explaining change and development along the relational dimension of teamwork. And we saw Connie Gersick's model, the dynamic equilibrium model which says something about how change tends to happen on the task-related dimension of teams. With this, I hope to have given you a good overview of the topic of teamwork and some of the issues that researchers currently discuss in this area. And then week four, where we focused on culture. So, we based this session on the company of Reichswan. You watch this very interesting video about their culture, where people explained why they work at Reichswan and what they like about it and what is specific for their company. With that as a base, we then start at analyzing, what is a culture? How can we describe it? What different levels exist in analyzing a culture? You remember we saw the artifacts, the observable processes and structures, in an organization. Then the exposed values and then the underlying basic assumptions. And after that we move ahead to discussing the topic of national culture, because not only organization is different in their culture, but nation's different as well. Countries differ and we saw some of the dimensions on which we can start to understand And hopefully manage these cross-cultural differences that make our world so interesting. Also, Echo introduced you the topic of cross-cultural intelligence. How can you in an intelligent way act in a multi-cultural setting? And with that, those four weeks, I hope to have given you some insight into some fundamental aspects of the field of organizational behavior and managing people. I thank you very much for your commitment and for your interest in this course and I wish you a lot of fun and all the best in using the knowledge in your life, in your organizations. Thank you. [MUSIC]