Please enable JavaScript.

Coggle requires JavaScript to display documents.

ORGANISATIONAL BEHAVIOUR AND DESIGN (LEADERSHIP (Transformational…

- - - - Locus of Control
      - Self-Efficacy
      - Authoritarianism
    - - Type A
        
        highly competitive, strong forceful personality, thrives on doing more than one thing at a time, easily angered, desire for public recognition
      - Type B
        
        not competitive, easy going, patient, methiodical
    - - Autocratic
        
        disempower their subordinates and empowers themselves, tend to micro-manage, much more likely to play favorites, dictates techniques and activity steps, not participative unless demonstrating tasks
      - Democratic
        
        facilitative approach, encourage individual ideas, more active with the group, non authoritarian, high on emotional stability, invites opposition, not threatened by questions
    - - Eysenck's Personality Schema(4 Quadrants)
        
        Introverted -Unstable
        
        Extraverted-Unstable
        
        Introverted -Stable
        
        Extraverted-Stable
      - Cattell's 16PF
      - Big 5 Personality
        
        Extroversion
        
        Emotional Stability
        
        Agreeableness
        
        Openness to Experience
        
        Neuroticism
  - - - individualism vs collectivism : emphasis on individual identity vs group conformity
        
        social orientation
      - power distance: emphasis on formal authority, title, and position vs less emphasis on hierarchy
        
        power orientation
      - uncertainty avoidance: preference for structure and routine (bureaucracy) vs dislike for rules and preference for new opportunities and ideas
        
        uncertainty orientation
      - masculinity vs femininity: appreciation for assertiveness and emphasis on achievement and competition vs emphasis for building relationship, compromise and negotiation
        
        goal orientation
      - long term vs short term prepared to make short-term sacrifices and values hard work and long term goals vs not making a great deal on persistence
        
        time orientation
      - self-indulgence vs restraint: (Michael Minkov, 2010)
  - - - Expectancy Theory -explains why people excel, managers can take advantage of these to get people to perform
        
        E to P Expectancy: answers the question "Am I capable?"
        
        P to O Expectancy depends on how fairly we believe we will be rewarded
        
        Valence how much value we put into a particular task (the more we value something, the more that we will give effort)
    - - McClelland's Learned Needs Approach - all human beings have these needs which differ due to the emphasis we place
        
        Need for Achievement
        
        emphasis on results, status
        
        Need for Affiliation
        
        concern for people, relationship
        
        Need for Power
        
        need for control, manipulation
      - McGregor's Theory X and Theory Y managers
        
        Theory Y managers believe that people will naturally expend effort if they see the job as exciting or enjoyable
        
        Theory X tends to be directive or autocratic
    - - The ideal individual work outcomes can be achieved if certain things are put in place. There are psychological critical states that ensure these work outcomes. There are 5 core job characteristics that can lead to these psychological states of mind.
      - Core Job Characteristics
        
        Task identity - degree to which the job requires the jobholders to identify and complete a workpiece with a visible outcome #
        
        Skill Variety - degree to which a job requires various activities, requiring the worker to develop a variety of skills and talents #
        
        Task significance - degree to which the job affects other people’s lives contribute to something wider #
        
        Autonomy - degree to which the job provides the employee with significant freedom, independence, and discretion to plan out the work and determine the procedures in the job # :check:
        
        Feedback - degree to which the worker has knowledge of results and clear, specific, detailed, actionable information about the effectiveness of his or her job performance #
- - - - Expert Power- expertise; follow you because of the skill or expertise you have
      - Referent Power - admiration; follow you because they admire or want to you, acquired though imitation, loyalty or charisma
    - - Reward Power - ability to provide tangible or psychological reward
      - Coercive Power - ability to punish
      - Legitimate Power - formal power, authority
      - all of us, regardless of position, has the capacity to reward or punish though information (ex. secretary)
- - - - S1 Directing - D1 Enthusiastic Beginner (Low Competence, High Commitment)
    - - S2 Coaching - D2 Disillusioned Learner (Some Competence, High Commitment)
    - - S3 Supporting - D3 Capable but Cautious Learner (Growing Competence, Variable Commitment)
    - - S4 Delegating - Self-Reliant Achiever (High Competence, High Commitment)