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Organizational Behaviour (Anthropology (Organizational level of analysis),…
Organizational Behaviour
Psychology
Individual level of analysis
Perception, personality, and emotions
Perception
The perceiver
The situation
The target
Attribution theory
Individual behaviour
Consensus
External causes
Internal causes
Consistency
External causes
Internal causes
Distinctiveness
External causes
Internal causes
How attributions get distorted
self-serving bias
Fundamental attribution error
Selective perception
Halo effect
Contrast effect
Projection
Stereotyping
heuristics
Personality
Measuring personality
Personality determinants
Personality traits
Myers-Briggs Type indicator
Extraverted/Introverted
Sensing/intuitive
Thinking/feeling
Judging/perceiving
Big Five Personality Model
Extraversion
Agreeableness
Conscientiousness
Emotional stability
Openness to experience
The Dark Triad
Machiavellianism
Narcissism
Psychopathy
Other personality attributes that influence OB
Core self-evaluation
Self-monitoring
Proactive personality
Emotions
Emotional emotional labour
Emotional dissonance
Felt emotions
Displayed emotions
Surface acting
Deep acting
Cascading model of emotional intelligence
Conscientiousness
Perceive emotions in self and others
Cognitive
Understand the meaning of emotions
Regulate emotions
Emotional stability
Case for EI
Intuitive appeal
EI predicts criteria that matter
EI is biologically based
Case against EI
EI researchers do not agree on definition
EI cannot be measured
EI is nothing but personality with a different label
Negative workplace emotions
Employee deviance
Emotion regulation
Values, attitudes, and diversity in the workplace
Values
Rokeach Value Survey
Terminal values
a comfortable life (a prosperous life)
an exciting life (a stimulating, active life)
a sense of accomplishment (lasting contribution)
equality (brotherhood, equal opportunity for all)
inner harmony (freedom from inner conflict)
happiness (contentedness)
Instrumental values
ambitious (hardworking, aspiring)
broad-minded (open-minded)
capable (competent, effective)
courageous (standing up for your beliefs)
imaginative (daring, creative)
honest (sincere, truthful)
Hodgson's General Moral Principles
ethics
The Magnificent Seven Principles)
dignity of human life
autonomy
honesty
loyalty
fairness
humanness
common good
Hofstede's Framework for Assessing Cultures
power distance
individualism vs collectivism
masculinity vs femininity
uncertainty vs avoidance
long-term vs short-term orientation
indulgence vs restraint
The GLOBE framework for assessing cultures
Values in the Canadian workplace
Generational differences
Baby boomers (1965 - 1985)
success, achievement, ambition, dislike of authority; loyalty to career
Generation Xers (1985 - 2000)
work-life balance, team-oriented, dislike of rules; loyalty to relationships
Millennials (2000 - present)
confident, financial success, self-reliant but team-oriented; loyalth to both self and relationships
Cultural differences
Francophone and Anglophone values
Aboriginal values
Asian values
Attitudes
Cognitive component = evaluation
Affective component = feeling
cognition, affect, and behaviour are closely related
Job satisfaction
productivity
organizational citizenship behaviour
customer satisfaction
absenteeism and turnover
Responses to job dissatisfaction
constructive
2 more items...
active
2 more items...
destructive
2 more items...
passive
2 more items...
organizational commitment
normative commitment
continuance commitment
affective commitment
job involvement
psychological empowerment
Perceived Organizational Support
employee emgagement
Behavioural component = action
Managing diversity in the workplace
biographical characteristics
ablity
effective diversity programs
protected groups
cultural intelligence
provincial
analyst
natural
ambassador
mimic
chameleon
Motivation in action
Motivating by job redesign
Skill variety
Task identity
Task significance
Autonomy
How can jobs be redesigned?
job rotation
job enrichment
relational job design
alternative work arrangements
flextime
job sharing
telecommuting
Job characteristics model
Core job dimensions
Motivating Potential Score (MPS)
critical psychological states
personal and work outcomes
the social and physical context of work
employee involvement
participative management
representative participation
The role of money
Creating an effective pay structure
Rewarding through variable-pay programs
Individual-based incentives
piece-rate wages
merit-based wages
bonuses
skills-based pay
Group-based incentives
gainsharing
Organizational-based incentives
profit-sharing plans
employee stock ownership plans (ESOP) and stock options
Non-monetary benefits/rewards
flexible benefits
Creating an effective reward program
employee recognition programs
OB is for every individual
Importance of interpersonal skills in the workplace
Theories of motivation
What is motivation?
Needs theories of motivation
Maslow's Hierarchy of Needs Theory
Motivation-Hygiene Theory
McClelland's Theory of Needs
Process Theories of motivation
Goal-setting Theory
Self-efficacy Theory
Reinforcement Theory
Expectancy theory
Responses to the reward system
Equity Theory
Fair process and treatment
Self-Determination Theory
Increasing Intrinsic motivation
Extrinsic motivation
Theory X
Intrinsic motivation
Theory Y
Anthropology
Organizational level of analysis
Power and politics
Definition of power
Bases of power
formal power
personal power
evaluating the bases of power
Dependency: the key to power
the General Dependency Postulate
what creates dependency
influence tactice
How power affects people
empowerment: giving power to employees
definition of empowerment
the abuse of power
harassment in the workplace
Politics: power in action
definition of political behaviour
the reality of politics
types of political activity
impression management
the ethics of behaving politically
Organizational culture
what is organizational culture?
definition of organizational culture
levels of culture
culture's functions
culture creates climate
the ethical dimensions of culture
do organizations have uniform cultures
strong culture
weak culture
reading an organization's culture
stories
rituals
material symbols
language
creating and sustaining an organization's culture
how a culture begins
keeping a culture alive
the liabilities of organizational culture
barrier to change
barrier to diversity
barrier to mergers and acquisitions
changing organizational culture
creating an ethical organizational culture
creating a positive organizational culture
Decision making, creativity, and ethics
How should decisions be made?
rational decision-making process
How do individuals actually make decisions?
bounded rationality in considering alternatives
intuition
judgement shortcuts
Group decision making
group vs the individual
groupthink
groupshift
group decision-making techniques
ethics in decision making
four ethical decision criteria
making ethical decisions
Corporate social responsibility
Organizational structure
What is organizational structure?
work specialization
departmentalization
chain of command
span of control
centralization
decentralization
formalization
Common organizational designs
the bureaucracy
the matrix structure
the simple structure
New design options
the virtual organization
the boundaryless organization
the leaner organization: organization downsizing
Why do structures differ?
organizational strategy
organizational size
technology
environment
organizational design and employee behaviour
Organizational change
Forces for change
opportunities for change
change agents
Approaches to managing change
Lewin's Three-Step model
Kotter's Eight-Step plan for implementing change
action research
appreciative inquiry
Resistance to change
individual resistance
organizational resistance
overcoming resistance to change
the politics of change
Creating a culture for change
stimulating a culture of innovation
creating a learning organization
Social psychology
Group level of analysis
Groups and teamwork
Teams vs groups - the difference
why have teams become so popular?
types of teams
from individual to team member
roles
norms
stages of group and team development
the five-stage model
the punctuated-equilibrium model
creating effective teams
context
composition
process
are teams always good?
Communication
The communication process
choosing a channel
Barriers to effective communication
filtering
selective perception
information overload
emotions
language
silence
nonverbal communication
lying
organizational communication
direction of communication
small-group networks
the grapevine
electronic communication
Conflict and negotiation
conflict defined
functional conflict
dysfunctional conflict
types of conflict
loci of conflict
sources of conflict
conflict resolution
conflict management strategies based on dual concern theory
what can individuals do to manage conflict?
resolving personality conflicts
resolving intercultural conflicts
conflict outcomes
negotiation
bargaining strategies
now to negotiate
individual differences in negotiation effectiveness
personality traits in negotiation
moods/emotions in negotiation
gender differences in negotiation
third-party negotiations
mediator
arbitrator
conciliator
Leadership
what is leadership?
leadership as supervision
trait theories: are leaders different from others?
behavioural theories: do leaders behave in particular ways?
contingency theories: does the situation matter?
substitutes for leadership
inspirational leadership
charismatic leadership
transformational leadership
contemporary leadership roles
mentoring
self-leadership (or self-management)
team-leadership
online leadership
leading without authority
contemporary issues in leadership
authentic leadership
ethical leadership
servant leadership
Sociology