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THEORY OF BEHAVIOR - Coggle Diagram

- - - - Accountability accompanied by authority enables organizational staff to make decisions and carry out their responsibilities effectively.
        The authority structure can be of a line, line and personnel nature, functional or matrix.
        Jobs, duties, responsibilities, and activities are typically organized into departments or units for the purpose of improving organizational efficiency.
      - Several principles of the organization were developed. In this chapter we discuss the principle of scale, the principle of responsibility for result, the principle of exception, and the principle of limited control.
        The structure can be tall or flat; the latter facilitates communication because messages pass through fewer levels.
- - - - Morale can be measured and evaluated in review forms from informal observation to formal moral surveys.
    - - Various "ways to innovate work" were also discussed.
        These include profit sharing, flexible work hours, flexibility on the job, flexible benefits, shortening the work week, and job sharing.
        It is essential for the success of any or all the programs developed, the acceptance of the same by workers and managers; this must be combined with a climate of trust and understanding.
- - - - Leaders can be classified according to the attitudes they have towards their peers, positive (theory Y) or negative (theory X) or by leadership style: autocratic, participatory or free will.
        Many leaders are possibly more selective in their perception of their peers (X-Y selective).
        
        Leaders who feel "burned out" with their employees can develop an attitude that is determined as derivative X. The "best" type of leadership in a given situation depends on three main factors: the leader, the followers, and the situation.
        
        A manager's expectations that relate to employees often cause the expected behavior or the event to occur; This is called the Pygmalion Effect.
        All in all, the modern management approach! It suggests that the minimum of a psychological distance is much more effective in dealing with employees.
        
        Professors Vroom and Yetton developed a model that shows various leadership styles, ranging from the non-participation of the employees, to the realization of alternatives that were created by the group members.
        
        For leaders to be truly effective, they need three skills, which are: technical skills, human resource management skills, and conceptual skills.
        Leadership skills can be produced through trial and error, formal education, on-the-job experiences, and supplemental reading.
        
        Managers are educators and coaches in some way and also have the responsibility of preparing other individuals for leadership positions.
        People develop leadership characteristics more rapidly, in a supportive organizational culture that gives them reasonable freedom to carry out the responsibilities assigned to them.