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Organizational Behaviour at Work - Coggle Diagram
Organizational Behaviour at Work
Organizational Culture
Hofstede's Cultural Dimensions
Indulgence/Restraint
Individualism/Collectivism
Masculinity/Femininity
Uncertainty/Avoidance
Long/Short-term Orientation
Power Distance
Layers of culture
Visible
Mission statement
Stories
Rituals
Business structure
Rules & Policies
Invisible
Can lead to advantages/disadvantage
Determines how employees act when not being observed
Organizational culture profile
Leaders influence culture heavily
Diversity
Reflects many individuals
Benefits
Satisfied Workforce
Customer Satisfaction
Creativity and increased ideas
Differences in ideology may make it difficult to work together
Faultlines create divides
Can include gender, age, religion and more!
Each of these can bring different KSAOs to the job
Can have different leadership styles within an organization
Can lead to discrimination
Similarity-Attraction phenomenon
Can also lead to influential power
Stereotyping
Conflict
Problem solving styles
Forcing
Problem Solving
Avoiding
Compromising
Yielding
Leaders can be avoidant of conflict
This may lead to high turnover, which affects the team
Abusive supervisors
Decrease efficiency
Decrease citizenship
Causes of conflict
Task Interdependence
Organizational Structure
Incompatible goals
Inequity
Types of conflict
Intergroup
Interpersonal
Negotiation techniques
Inspiration
Rational appeal
Personal appeal
Teamwork
Is a group that has a common goal
Stages to forming a team
Norm
Perform
Storm
Adjourn
Form
Requires motivation - if there is none there may be social loafing
Social loafing may lead to tension
Social loafing can be mitigated by social roles
Cooperator
Communicator
Calibrator
Requires problem-solving skills
Team size
Large teams - More effective
Small teams - More efficient
Subculture can develop separate from organization
Teams develop norms over time
Values
Develop with time
Largely Stable
Leads to development of attitudes
Attitudes affect organizational culture
Affects behaviour
Different behaviour may lead to conflict
Leads to job satisfaction
Increases efficiency
Shape life views
Carl Rogers - Positive Psychology
Ideal self
Alignment can lead to fulfillment
Misalignment can lead to cognitive dissonance
Actual self