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Organizational Behaviour - Coggle Diagram
Organizational Behaviour
Organization
Organizational Structure
Organizational Design
Business Enviroment
Company Strategy
Technology
Company Size
Organizational Structure Dimension
Work Specialization
Chain of Command
Span of control
Centralization
Formalization
Organizational Forms
Simple Struture
Bureaucratic Structure
Functional Structure
Muti-divisional Structure
Product Structure
Geographic Structure
Client-based Structure
Matrix Structure
Organizational Culture
Processes of Maintaining Culture
Attraction-Selection-Attrition (ASA)
Socialization
Anticipatory Stage
Encounter Stage
New employees compre information
Information Match: Smooth Adaptation
Information Don't Match: Reality Shock
Understanding and Adaptation Stage
Components of Organizational Culture
Observable Artifacts
Symbols
Physical Structures
Language
Stories
Rituals
Ceremonies
Espoused Values
Basic Underlying Assumptions
Culture Types
General Culture Types
Fragmented Culture
Mercenary Culture
Networked Culture
Communal Culture
Specific Culture Types
Customer Service Culture
Safety Culture
Diversity Culture
Sustainability Culture
Creativity Culture
Employee
Individual Characteristics
Personality
The Big Five
Conscientiousness
Prioritizing Accomplishment Striving
Agreeableness
Prioritizing Communion Striving
Neuroticism
Be synonymous with negative affectivity
High in Locus of Control
Openness to Experience
Extraversion
Easy to judge in Zero Acquaintance Situations
Prioritizing Status Striving
High in Positive Affectivity
Cultural Values
Hofstede's Dimensions of Cultural Values
Individualism–Collectivism
Individualistic
Collectivistic
Power Distance
Low
High
Uncertainty Avoidance
Low
High
Masculinity–Femininity
Masculine
Feminine
Short-Term vs. Long-Term Orientation
Short-Term Oriented
Long-Term Oriented
Decision Making
Programmed Decisions
Intuition
Crisis Situation
Nonprogrammed Decision
Rational Decision-making Model
Identifying criteria
Generating Available Alternatives
Evaluating Alternatives
Selecting Alternatives
Decision-Making Problems
Limited Information
Bounded Rationality
Satisficing
Filtering and Simplifying Information
Faulty Perceptions
Selective Perception
Projection Bias
Social Identity Theory
Heuristics
Availability Bias
Faulty Attributions
Fundamental Attribution Error
Self-Serving Bias
Model of Attribution
Consensus
Distinctiveness
Consistency
Escalation of Commitment
Team
Team Characteristics
Types of Teams
Work Team
Management Team
Parallel Team
Project Team
Action team
Virtual Team
Team Interdependence
Task Interdependence
Pooled Interdependence
Sequential Interdependence
Reciprocal Interdependence
Comprehensive Interdependence
Goal Interdependence
Outcome Interdependence
Team Composition
Member Roles
Member Ability
Member Personality
Team Diversity
Team Size
Team Processes
Process Gain&Peocess Loss
Taskwork Processes
Creative Behaviour
Brain Storming
Nominal Group Technique
Decision Making
Decision Informity
Staff Validity
Hierarchical Sensitivity
Boundary Spanning
Ambassador Activities
Task Coordinator Activities
Scout Activities
Teamwork Processes
Transition Processes
Mission Analysis
Strategy Formulation
Goal Specification
Action Processes
Systems Monitoring
Helping Behaviour
Coordination
Interpersonal Processes
Motivating and Confidence Building
Affect Management
Conflict Management
Relationship Conflict
Task Conflict
Team States
Cohesion
Groupthink
Potency
High: Members are confident that their team
Low:Members are not confident that their team
Mental Models
Transactive Memory
Meta-Knowledge
Leader
Decision-Making Styles
Autocratic Style
Consultative Style
Facilitative Style
Delegative Style
Time- Driven Model of Leadership
Decision Significance
Importance of Commitment
Leader Expertise
Likelihood of Commitment
Shared Objectives
Employee Expertise
Teamwork Skills
Day-to-Day Leadership Behaviours
Initiating Structure
Initiation
Organization
Production
Consideration
Membership
Integration
Communication
Recognition
Representation
Transformational Leadership Behaviours
Transformational Leadership
Laissez-Faire Leadership
Transactional Leadership
Passive Management-By-Exception
Active Management-By-Exception
Contingent Reward