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ORGANISATIONAL BEHAVIOUR (GROUP DYNAMICS (Why people join groups? [P.S.S…
ORGANISATIONAL BEHAVIOUR
CONFLICT MANAGEMENT 1
Causes
of Conflict
[O.C.P.D.C.F.A.C]
Objective interference
Competition for scarce resources
Personality differences
Differences in perception set
Change
Failure to communicate
Ambiguity over responsibility
Co-ordination of work
Types
of Conflict
Conflict between the Individual ( Person A VS Person B)
Conflict between Individuals and Groups
Conflict within the Individual (Internal Conflict)
Conflict between Groups (IT Dept VS HR Dept)
Conflict between Organisations
Outcomes
of Conflict
Dysfunctional (Bad)
Functional (Good)
CONFLICT MANAGEMENT 2
Negotiation process (5 steps)
Step 3
: Classification & Justification
Step 4:
Bargaining & Problem solving
Step 2:
Definition of ground rules
Step 5
: Closure & Implementation
Step 1:
Preparation & Planning
5
Key Management styles
Avoidance
LOWLY Assertive. LOWLY co-operative
Collaboration
HIGHLY Assertive. HIGHLY co-operative
Accommodation
LOWLY Assertive. HIGHLY co-operative
Compromise
MID-RANGE Assertive. MID-RANGE co-operative
Competition
HIGHLY Assertive. Lowly Co-operative
GROUP DYNAMICS
Formal
Groups
Task Group
Command Group
Informal
Groups
Interest Group
Friendship group
Why
people join groups?
[P.S.S.S.A.G]
Status
Security
Self-esteem
Affiliation
Power
Goal achievement
Factors: Affecting
Group Behaviour
Status
Size
Norms
Tasks
Roles
Factors: Affecting
Group Cohesiveness
[T.G.G.E.R.P]
Goals and purposes of groups
Group size
External threats
Time spent together
Rewards
Previous Successes
5 Stages of Group Development
Step 4:
Performing
Step 2:
Storming
Step 5:
Adjourning
Step 1:
Forming
Step 3:
Norming
LEADERSHIP
KEY
LEADERSHIP THEORIES
Behavioral Appraoch
Contingency Approach
Traits Approach
THEORIES
Behavioural
MANAGERIAL GRID
MICHIGAN STUDIES
<-- 2 Leadership Styles
Employee-oriented Behaviour
Production-oriented Behaviour
Contingency
AUTOCRATIC DEMOCRATIC CONTINUUM MODEL
Democratic Leaders
Autocratic Leaders
Laissex-faire
SITUATIONAL LEADERSHIP THEORY
Readiness of followers
R2:
Unable BUT willing
Leadership Style:
Selling
R3:
Able BUT Unwilling
Leadership Style:
Participating
R1:
Unable & Unwilling
Leadership Style:
Telling
R4:
Able & Willing
Leadership Style:
Delegating
Leadership styles
Task (Directive)
Relationship
Situational Factors:Affecting Leader Behaviour
Nature of Subordinates task
Behaviour of subordinates
Characteristics of Leader
Peers of Leader
Superiors of Leader
Characteristics of Subordinates
Substitutes
for Leadership
Co-workers & Peers
Policies, Procedures & Rules & Regulation
Experience, Job expertise, Education, Training & Ethics
Principles
of Leadership
Know yourself & seek self improvement
Keep your followers informed
Be Technically Profiecient
Set the example
Develop a sense of responsibility in your followers