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1. MBA | OB - HR - Legal | Organizational behaviour - Coggle Diagram
1. MBA | OB - HR - Legal | Organizational behaviour
1. Know Your Organisation
Org Mission, Vision & Values
Vission: Future: ideas, goal. It talks about where an organisation would like to be in the future. It gives the organisation a purpose and drives its strategic growth in the desired direction
Organisational values: are operating principles. They become the compass for an organisation in determining the behaviour of individuals and employees. Value statements are the core principles that define the overall culture of an organisation
Mission: Purpose of establishment, reasons for its existence
Org Elements
Specialisation
Standardisation
Centralisation
Complexity
Formalisation
Hierarchical levels
Organisational Structures
Hierarchical structure
Functional structure
Horizontal or flat structure
Divisional structure
Matrix structure
2. Know Your People
Org Teams
Cross-functional teams: A cross-functional team has people from the same hierarchy but across different areas of work or departments.
Virtual teams: These teams are dispersed across regions and collaborate online. In some companies, teams work completely remotely or virtually
Self-managed teams: These are teams that take on the responsibility of managing outcomes by themselves without a supervisor
Multi teams: These are formed when two or more teams come together to perform a task
Problem-solving teams: These are linked by virtue of a common challenge that needs to be solved as a team
Team building
People-oriented roles: coordinator, team worker and resource investigator
Thought-oriented roles: plant, monitor-evaluator and specialist
Action-oriented roles: shaper, implementer and completer-finisher
Individual Personality
Sensing–Intuition
Thinking–Feeling
Extraversion–Introversion
Judging–Perceiving
Individual Perception
Following factors that affect an individual’s perception:
Situation
Target
Perceiver
Two ways of perception building"
Internal attribution: It involves perception building when your personality, feelings and beliefs influence your behaviour, as a result of which you draw a perception of others
External attribution: It involves perception building when you know that an external circumstance or an event in the environment made an individual behave in a particular way, and that affects or builds your perception of them
Perception types:
Distinction: An individual’s perception of others is determined by how often a particular behaviour is displayed
Consensus: If one or more people behave in a certain way, the perception is said to be in consensus.
Consistency: Perception building is dependent on the consistency of the behaviour of an individual in the account
Learnt how to overcome the negative consequences of perception:
Convert discouragement into motivation
Change your management style
Be a neutral party to solve issues
Types of biases:
Selective perception: It is a type of bias where people judge others based on their interests and background and ignore everything that does not fit their belief system
Self-serving bias: It is a tendency to take credit for all positive events and blame others for any negative occurrence
Halo effect: It is a form of bias where a person draws impressions of others based on a single trait or characteristic, such as their physical attractiveness or outside appearance
Contrast effect: This is a bias that is formed when a standard is set by a high or low performer, and an individual fails to judge others beyond these standards
Stereotyping: It is a form of bias based on certain common characteristics between two people or if an individual belongs to a certain group of people
Individual attitude
Three types of job attitudes:
Job satisfaction: Job satisfaction is the measure of the amount of satisfaction or happiness that an employee gets by performing a particular task or job at hand
Job involvement: It is a measure of how well an employee identifies with and actively participates in their job
Job involvement: It is a measure of how well an employee identifies with and actively participates in their job
A few ways to enhance employees' attitude:
Hire a person who is fit for the job
Encourage employees and reward good performance regularly
Enhance team bonding and mutual trust
Ensure that employees feel like a part of the organisation’s mission and vision
3. Manage Your Teams
Team Politics
Three common conditions that might give rise to politics:
Substitutability
Resource allocation
Organisational challenges
Several ways in which a manager can avoid or reduce politics within an organisation or their team particularly:
Set clear rules for the allocation of resources
Promote organisational values and the mission
Reward and train employees who display the right values
Ensure transparency in processes
Keep employees informed about organisational events and news
Inevitable or malignant clashes result in politics:
Inconvenient clashes are typically accidental divergences of goals and objectives and require a ‘soft touch’ to resolve.
Malignant clashes are typically destructive. They are usually related to intentional team politics that can sabotage the workforce and workplace, with potentially dire outcomes
Approach to the problem:
Understand the feelings of the unhappy part ò the team
Show empathy to their issues
Listen to their concerns
Try to calm the divergent opinions in the team
Maintain transparency in communication with employees
Understand the personal and professional motivations of each team member
Acknowledge the divergent opinions and set goals to overcome the issue
Team Relationships
Johari window, is a tool to increase self-awareness and know how others perceive you (youtu.be/Zi4SvpAFRmY):
Open area: This indicates the part of your personality that is known to others and yourself. It is based on your interactions, your conversations and your behavioural patterns - I know, you know
Blind spot: The blind spot or the blind area comprises personality traits or peculiarities of your personality that you are not aware of but others are - I don't know, but you do
Hidden area: This is a part of your attitudes, feelings, beliefs and thoughts that only you know and others do not. It is a part of the hidden truth within ourselves - I know, but you don't
Unknown area: This consists of characteristics that are neither known to you nor others - I don't know, you don't know
Team conflicts
Five reasons why conflicts arise in an organisation.
Conflict due to personality: If the personalities of two people or groups do not match, this type of conflict arises.
Conflict due to goals: This happens when conflict arises when two people or groups work on the same task but have different goals in mind
Conflict due to process: It occurs when two or more groups have a conflict due to a difference in the process that they wish to follow for completing a certain task
Conflict due to status: It occurs when there is an argument or dispute over who gets the credit for a completed task
Conflict due to resources: It occurs when there is an argument over shared resources
Power in Teams
Power tactics:
Persuasion, impression management and exchange of information are a few soft tactics
Silent authority, legitimate power, assertiveness and coalition formation are a few popular hard tactics used by managers to manage power in the workplace
Types of power:
Reward power: It is derived from having the capacity to provide rewards to others. It is exercised by managers while rewarding their team members for completing tasks with excellence
Coercive power: It is derived from having the capacity to penalise or punish others. It is exercised when an individual can punish someone for non-compliance
Legitimate power: This is a form of power that comes with the belief that an individual has the right to take a particular decision by virtue of their hierarchical position in an organisation
Expert power: An individual holds a position of expert power by virtue of their knowledge in a subject or matter of concern
Referent power: It is a type of power that is the result of a person’s perceived attractiveness, worthiness and right to others’ respect
