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Organisational Behaviour - how we do things in groups (SESSION 3:…
Organisational Behaviour - how we do things in groups
Session 1: INTRODUCTION
Managers
Roles
Skills
Activities
Types
Challenges & Opportunities
Economic
Globalization
Workforce Dynamics & Diversity
Customer Service
People Skills
Well-Being/Social Media/Work Environment
Ethics
OB Model
Processes
Outcomes
Inputs
Studies
Asch - Conformity
Space Shuttle Challenger - :rocket: conformity + power
Stanislav Petrov (Soviet Union) - non conformity
Session 2: MOTIVATIONS - the drive to pursue goals
Theories of Motivation
Early theories
Hierarchy of Needs
Herzberg's Two Factor Theory
(hygiene & motivator) :shower:
Theory of Needs
Contemporary Theories
Self-Determination Theory
Goal Setting Theory
Self -Efficacy Theory
Reinforcement Theory
Adam's Equity Theory
/Organizational Justice :scales:
The Cobra Effect - Monetary Rewards
The Big Ideas
The Hawthorne Effect - individuals changed behaviour upon knowledge they were being observed
Splitting into Extrinsic vs Intrinsic - stasis/lack of progression
McGregor's X-Y Theory - two different management styles
The Glucksberg Study :candle:
Motivation in the Job
Job Design
Alternatives, e.g. job sharing, telecommuting
Employee Involvement & Participation
Rewards: Types of pay, stock ownership, flexible benefits, recognition
SESSION 3: ORGANIZATIONAL CULTURE - ingrained assumptions about how we are placed as an organization
Definition
Innovation, Attention to Detail
Outcome/People/Team Orientation
Aggressiveness, Stability
Ethical Climate Theory (ECT) & the Ethical Climate Index (ECI)
Fostering an ethical environment & encouraging innovation
As an Asset or Liability?
strong culture = less formalization & reduced employee turnover
Formation
Founders > Selection > Top Management & Socialization
Influencing a positive & ethical culture
Spirituality
Results Only Work Environment (ROWE)
Assumptions
Semiconscious
Acquired
Shared Norms
Values
Artifacts
CASE STUDY: BARCLAYS
Top down driven: strong personality, quite aggressive, risk taking
SESSION 4: ORGANIZATIONAL CHANGE
Leadership
Theories
Trait Theories - Big 5 Framework
Behavioural Theories
Contingency Theories: Fieldler Model, Situational leadership, Path-Goal, Leader Participation
Contemporary Theories - Leader-Member Exchange, Charismatic Leadership
Transactional & Transformational (Four Is) Leadership
Responsible Leadership
Authentic Leadership
Ethical Leadership
Servant Leadership
Positive Leadership: Trust & Mentoring
Challenges
As an Attribution
Substitutes for & Neutralizers of
Online Leadership
Selecting Leaders
Training Leaders
Studies
McKinsey (2009) - disconnect between what motivates leaders/employees
Langers (1975) - lottery ticket sell back ($8 for own numbers, $2 for pre-picked numbers); locus of control played a part
Rosenhan Experiment – mental health and the asylum system
Change
Resistance to Change: Individual & Organizational Sources
Overcoming Resistance to Change
Creating a Culture for Change
Creating a Learning Organization
Implementing Change: Theories
Kurt Lewin's 3 Phase Model
Generic/Rational Change Model
Kotter's 8 Step Process
Stress at Work
Sources
Differences: Individual & Cultural
Consequences
Managing Stress
SESSION 5: POWER & POLITICS
Power & Leadership
General Dependence Postulate - what creates dependence?
Sociograms :family:
Bases of Power (theories)
Power as an Individual Property (French and Raven, 1958)
Formal Power: Coercive, Rewards, Legitimate
Personal Power: Expert, Referent
Doesn't consider informal power
Very individualistic approach
Strategic Contingencies (Salanick and Pfeffer)
Relational
Dependency creation, centrality, non-sustainability, uncertainty reduction, financial resources
Three Faces/Dimensions of Power (Steven Lukes)
Manipulation (e.g. Uber loss aversion)
Coercion (e.g. Amazon reviews)
Ideological Domination (Gideon Kunda's study of tech)
Power Tactics
Organizational Politics
Importance of Political Intelligence (but cannot be measured)
Causes & Consequences of Political Behaviour
SESSION 6: TEAMS & TEAM WORKING
Understanding Work Teams
Types of teams: Problem-solving, Self-managed, Cross-functional, Virtual
Factors that determine a team's effectiveness: context, composition, processes
Abiline Paradox (Pinto Fire)
The Ringelmann Effect (Social Loafing) - cultural differences
Risk-Shift (more like to make high risk decisions as a group)
Determinants of Cohesiveness: time spent together, severity of initiation, group size, gender of members, external threats, successes
9 Roles (Belbin)
Foundations of Group Behaviour
Social identity theory > Ingroups and Outgroups > Social Identity Threats
Implications on decision making: groupthink & groupshift, decision making techniques (brainstorming, nominal group technique
5 Group Properties: Roles, Norms, Status, Size & Dynamics, Cohesiveness, Diversity
SESSION 7: CONFLICT & NEGOTIATION
Conflict
Types:: Task, Relationship, Process
The Conflict Process (5 steps)
Conflict Resolution (Thomas) - contingency model
Negotiation
Bargaining Strategies
The Negotiation Process
Individual Differences in Negotiation Effectiveness
SESSION 8: PERCEPTION
Target, Perceiver, Situation
Decisions
Constraints
Individual/Organizational Constraints
Ethics
Rational/Bounded Rationality/Intuition
Types of Bias
Creativity
3 Stage Model (cause >behaviour>outcome (innovation)
Session 9: HR POLICIES & PRACTICES
Recruitment Methods
Training & Development
Performance Evaluation
Leadership Role of HR
EMERGING ISSUES
Results only Work Environments (ROWE) - focusing on outputs only
Work/Life Balance
Values and Corporate Social Responsibility