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Industrial Practice - Coggle Diagram

- - - - high is good if channeled constructively
    - - belief of own competencies
      - x learned helplessness
      - behavioural model p 35
    - - adaptibility
    - - internal vs external
      - active vs passive
    - - Big 5 model p40
      - varying evidence
      - Jung & Myers&Briggs p42
      - evidence & application: hiring vs personal development
  - - - Job satisfaction p143
        
        5 causes p144
        
        outcomes: motivation & performance p145
      - Motivation? p147
        
        direction / intention / purpose
        
        performance = motivation + ability + opportunity
      - Needs theories of motivation
        
        Maslow p150
        
        Table 5.3
        
        satisfy one level before movinf to next
        
        Alderfer p151
        
        ERG theory
        
        ERG vs Maslow x 3 p153
        
        McClelland p154
        
        achievement, affiliation, power
        
        top managers?
        
        evidence = > maslow & erg
        
        Herzberg p157
        
        Motivator-hygiene theory
        
        satisfaction - null - dissatisfaction
        
        Fig 10.4
        
        Job enrichment p160
        
        Integration & comparison p161
    - - Vroom's expectancy theory p179
        
        effort > performance > outcomes > goals
        
        expectancy > instrumentality > valence
        
        works well in predicting choices
        
        self-efficacy & locus of control ch2
        
        supported by evidence
      - Equity theory p184
        
        equity judgments = mental comparison of fairness of exchange
        
        negative vs positive
        
        8 ways to reduce inequity
        
        supported by evidence
      - Goal setting p189
        
        management by objectives
        
        attention > effort > persistence > plan
        
        performance? goal ...
        
        difficulty
        
        specificity
        
        commitment
      - Feedback 195
        
        instructive vs motivational
        
        subjective vs objective
        
        cognitive model p196
      - Reward systems p201
        
        types = extrinsic vs intrinsic
        
        norms x 4
        
        distribution criteria
        
        why systems fail x 8
        
        evidence
        
        conditions for linking pay to goals p206
  - - - ...perception
        
        perceiver p96
        
        ourselves = standard
        
        confirmation bias
        
        attitudes
        
        target p94
        
        attention-drawing features
        
        perceptual grouping
        
        setting p95
        
        contrast effect
        
        primacy effect
        
        culture
      - ...agency p98
        
        adverse selection = hidden information
        
        moral hazard = hidden action
      - ...sensemaking
        
        model of sensemaking process p105
      - ...attribution
        
        types p100
        
        causality
        
        stability
        
        controllability
        
        theories p101-102
        
        correspondent inference
        
        covariation principle
        
        Weiner's model Fig 4.3 (link to McClelland)
        
        biases p102-103
        
        fundamental error
        
        defensive attribution
        
        actor-observer effect
        
        self-serving bias
        
        fundamental attribution error
    - - social perception p108
        
        1 - selective attention/comprehension
        
        2 - encoding & simplification
        
        3 - storage & retention
        
        4 - retrieval & response
    - - communication competence p111
        
        abilities/traits
        
        situational factors
        
        individuals
      - verbal vs non-verbal p112
      - listening p113
        
        comprehension model p114
      - Communication styles p115
        
        assertive
        
        non-assertive
        
        aggressive
        
        application p116
      - Perceptual process model p124
        
        barriers to effective communication p125
        
        semantic barriers
        
        personal barriers
- - - - 4 sociological criteria p225
      - formal vs informal (ch1 - barnard)
      - organisational & individual functions p227
    - - Size? - evidence p237
      - Homogeneous vs heterogeneous? p238
    - - Asch effect p239
        
        Distortion of indiv judgment by peer pressure
      - Social loafing p240
        
        decline of indiv effort as group size increases
        
        factors leading to social loafing x 3 p242
      - Groupthink p241
        
        cohesion overrides critical engagement
        
        Symptoms - Fig 7.6
        
        Mitigating strategies & stepladder technique
  - - - Hackman's model p257
        
        5 conditions
      - diversity?
    - - Cooperation p269
      - Trust p270
        
        6 guidelines
      - Cohesion p270
        
        socio-emotional vs instrumental
        
        evidence & implications p271
    - - Quality circles p272
      - Virtual teams p273
      - Self-managed teams p275
        
        evidence p278
  - - - 1 - fast thinking p295
      - 2 - slow thinking p296
    - - Rational model 297
        
        4 step sequence
        
        identify > generate alternatives > select > implement
        
        premise = aim for optimal solution
      - Carnegie framework 299
        
        closer to actual real process
        
        constrained by bounded rationality
        
        satisficing
        
        judgment heuristics
        
        dominant coalition
      - Incrementalist model 299
        
        conditions of uncertainty
        
        chosen actions differ only slightly
        
        reduce risk of wrong choice
      - Garbage can model 300
        
        decisions = sloppy & hazard
        
        complex interaction between
        
        problems / solutions / participants / choice opportunities
        
        problems don't always relate to solutions
      - Unstructured model 301
        
        Mintzberg
        
        identification > development > selection
        
        less programmed & suited to uncertainty
      - Rule following & identity thinking 301
        
        define identity > assess situation > identify rule
        
        indivs invoke different rules at different times
    - - Contingency perspective
        
        aided-analytic p303
        
        unaided-analytic p304
        
        non-analytic p304
        
        Contingency model Fig 9.2
      - Decision making styles p306
        
        directive
        
        analytical
        
        conceptual
        
        behavioural
        
        Fig 9.3 p307
      - Intuition p307
    - - Table 9.6 p316
        
        memory
        
        statistical
        
        confidence
        
        adjustment
        
        presentation
        
        situation
      - Cognitive bias codex Fig 9.4 p318
- - - - Frederick Taylor p7
        
        scientific management
        
        standardisation & subtasks
        
        3 drawbacks
        
        workers as 'machines'
      - Henry Fayol p8
        
        management as a separate profession
        
        5 management tasks, 14 principles, 6 skills
      - Chester Barnard p10
        
        variability of individual behaviour
        
        3 elements for successful cooperation
    - - Elton Mayo & Hawthorne p11+12
        
        1st study
        
        worker efficiency & environment?
        
        many diff factors influence output
        
        2nd study
        
        relay assembly test
        
        output increased by status, participation, group
        
        3rd study
        
        informal groups within formal
        
        own norms w/i groups
        
        Re-analysis
        
        Hawthorne = more myth than fact
      - Mary Follet p13
        
        importance of human relations
        
        participatory DM & decentralised
      - Douglas McGregor p 13
        
        Theory X & Theory Y
        
        Table 1.2, p13
  - - - Artefacts
      - Values = espoused vs enacted
      - Assumptions - (Theory X & Y)
    - - Competing values & culture map p336
        
        2 dimensions = flexibility & control
        
        4 generic cultures p337
      - Org culture profile p339
        
        examines fit between cultures and people
      - Typology of org values p340
        
        Fig 10.4
      - so what? p341
    - - ethnocentrism p 344
      - Context
        
        high vs low
        
        *national cultures
    - - Hofstede & Bond p347
      - Trompenaar p348
  - - - coordination
      - centralisation
      - formalisation
      - differentiation
    - - 1 - division of labour & responsibility p486
        
        horisontal vs vertical specialisation
        
        differentiation vs integration
      - 2 - coordination of efforts p487
        
        horisontal & vertical
        
        standardisation
        
        formalisation
        
        4 types (Mintzberg) p488
      - 3 - decision rights p488
        
        hierarchy of authority
        
        unity of command
      - 4 - organisational boundaries p489
        
        defines extent of activities
        
        horisontal / vertical
    - - Simple 491
      - Functional 491
      - Divisional 492
      - Matrix 494
        
        +/- table 14.2
      - Applications p496
    - - Systems theory p507
        
        fit vs misfit
        
        Contingency approach
        
        contingency variables
        
        perceptions of environments
        
        complexity & stability
        
        table 14.5 p509
        
        analyse environment > place org in quadrant > design accordingly Fig 14.7
      - Strategy & structure p511
        
        Micael Porter 512
        
        3 generic strategies
        
        Miles & Snow 512
        
        4 categories
        
        2 dimensions
        
        Fig 14.8
  - - - 5 tasks of both p452
      - born or made?
    - - Stogdill & Mann p453
        
        5 traits
        
        lack of evidence
      - Leadership prototype p455
    - - Ohio State p456
        
        consideration
        
        initiating structure
        
        4 derived structures
      - Uni of Michigan p457
        
        supportive & employee-centred
        
        group supervision >>
        
        high performance goals
      - Blake&Mouton / Leadership grid p457
        
        concern for people
        
        concern for production
    - - Fiedler p460
        
        intrinsic leadership style - task/relations
        
        situational control
        
        3 dimensions
        
        8 situations
      - Path-goal theory p462
        
        expectancy theory
        
        4 leadership styles
        
        mixed results in evidence
      - Hersey & Blanchard p463
        
        leadership depends on readiness
        
        table 13.1
        
        analyse developmental stage & adopt leadership style
      - evidence p464
  - - - internal vs external forces
      - Fig 15.2 p544
    - - Lewin's change model p554
        
        assumptions
        
        3 stages
      - Complexity//cost//uncertainty p555
        
        Fig 15.3
      - Dimensions of change p556
        
        Theory E vs Theory O
        
        6 dimensions
        
        drawbacks of E & O
      - Kotter's design approach p558
        
        8 errors
        
        8 sequential steps
        
        includes Lewin
    - - 4 minimum strategies for managers p566
      - communication
      - employee participation
      - contingency approach
- - - - fundamental rights
      - regulate relationship employer/employee/union
      - collective bargaining
    - - joining organisations & unions
      - bargaining
      - strikes & lock-outs
      - participatory DM
        
        3 options
        
        collective agreements
        
        bargaining councils
        
        statutory councils
        
        register & manage
        
        settle disputes
        
        unfair treatment
      - Discipline & dismissals
      - Obligations
        
        employer
        
        employee
        
        registrar
  - - - promote equal opportunity & fair treatment
      - implement affirmative action measures
    - - not on any grounds...
      - medical testing
      - psychological testing
      - disputes
    - - duties of employer
      - measures <
      - info / analysis / empl. equity plan / report
      - income differentials
  - - - establish & enforce
      - regulate variations
    - - ordinary hours
      - overtime
      - meals
      - rest period
      - night shift
    - - annual
      - sick
      - maternity
      - parental / adoption
      - parental leave
    - - written
      - records
      - renumeration info
      - deductions etc
    - - notice of termination
      - severance pay