Docsity
Docsity
Prepare for your exams
Prepare for your exams

Study with the several resources on Docsity

Earn points to download
Earn points to download

Earn points by helping other students or get them with a premium plan

Guidelines and tips
Guidelines and tips
Sell on Docsity
Sell on Docsity
Docsity AI
Docsity AI
Log inSign up

Prepare for your exams

Study with the several resources on Docsity

Find documents

Prepare for your exams with the study notes shared by other students like you on Docsity

Search for your university

Find the specific documents for your university's exams

Docsity AINEW

Summarize your documents, ask them questions, convert them into quizzes and concept maps

Explore questions

Clear up your doubts by reading the answers to questions asked by your fellow students

Earn points to download

Earn points by helping other students or get them with a premium plan

Share documents
download point icon20 Points

For each uploaded document

Answer questions
download point icon5 Points

For each given answer (max 1 per day)

All the ways to get free points
Get points immediately

Choose a premium plan with all the points you need

Study Opportunities

Choose your next study program

Get in touch with the best universities in the world. Search through thousands of universities and official partners

Community

Ask the community

Ask the community for help and clear up your study doubts

Free resources

Our save-the-student-ebooks!

Download our free guides on studying techniques, anxiety management strategies, and thesis advice from Docsity tutors

Organisational Behaviour Overview, Exercises of Communication

Harvard UniversityCommunication

An overview of organisational behaviour, covering micro/meso topics such as management approaches, HR management, teamwork, leadership, perception, attribution, and decision-making, as well as macro topics such as organisational change, communication, culture, power, strategy, structure, ethics, and corporate social responsibility. The document also includes Tuckman's 5 stage model of team development, Gersick's punctuated equilibrium model, and leadership types. useful for students studying organisational behaviour or related subjects.

Typology: Exercises

2022/2023

Uploaded on 03/14/2023

gaqruishta
gaqruishta 🇺🇸

4.4

(18)

237 documents

1 / 6

Toggle sidebar

This page cannot be seen from the preview

Don't miss anything!

bg1
Table&of&Contents&
Organisational+Behaviour+Overview+..................................................................................+4!
Micro/Meso+Topics+(Weeks+1-6)+........................................................................................+4!
Contrasting+Management+Approaches+...............................................................................+4!
Scientific+Management+...............................................................................................................+4!
HR+Management+........................................................................................................................+5!
Teams+&+Leadership+..........................................................................................................+5!
Teamwork+&+Groups:+Definition+.................................................................................................+5!
Tuckman’s+5+Stage+Model+of+Team+Development+.......................................................................+6!
1.!Forming!.................................................................................................................................!6!
2.!Storming!................................................................................................................................!6!
3.!Norming!................................................................................................................................!6!
4.!Performing!............................................................................................................................!6!
5.!Adjourning!............................................................................................................................!6!
Gersick’s+Punctuated+Equilibrium+Model+....................................................................................+6!
Leadership:+4+Types+....................................................................................................................+7!
Envisioning!.....................................................................................................................................!7!
Organising!......................................................................................................................................!7!
Spanning!........................................................................................................................................!7!
Controlling!.....................................................................................................................................!7!
Perception,+Attribution+&+Decision-Making+.......................................................................+7!
Attribution+Theory+.....................................................................................................................+8!
The+Double+Curse+(Dunning+et+al.+2003)+......................................................................................+8!
Decision+Making+(Bounded+Rationality)+......................................................................................+8!
Decision-Rules!...............................................................................................................................!9!
Values,+Attitudes+&+Behaviour+...........................................................................................+9!
Values+........................................................................................................................................+9!
Attitudes+....................................................................................................................................+9!
3!Components!of!Attitudes!...........................................................................................................!9!
Managerial!Implications:!Function!of!Attitudes!............................................................................!9!
Managerial!Implications:!Job!Satisfaction!...................................................................................!10!
Conflict+&+Negotiation+.....................................................................................................+10!
Sources+of+Conflict+....................................................................................................................+10!
Types+of+Conflict+.......................................................................................................................+10!
Views+on+Conflict+......................................................................................................................+10!
Conflict+Process+........................................................................................................................+11!
1.!Potential!opposition!............................................................................................................!11!
2.!Cognition!and!personalisation!............................................................................................!11!
3.!Intentions!............................................................................................................................!11!
4.!Behaviour!............................................................................................................................!11!
5.!Outcomes!............................................................................................................................!11!
Negotiation+..............................................................................................................................+12!
Bargaining!....................................................................................................................................!12!
Macro+Topics+(Weeks+7-12)+.............................................................................................+12!
Organisational+Change+....................................................................................................+12!
Organisational+Fitness+Profiling:+6+Silent+Killers+........................................................................+12!
pf3
pf4
pf5

Partial preview of the text

Download Organisational Behaviour Overview and more Exercises Communication in PDF only on Docsity!

Table of Contents

  • Organisational Behaviour Overview
  • Micro/Meso Topics (Weeks 1-6)
  • Contrasting Management Approaches...............................................................................
    • Scientific Management
    • HR Management
  • Teams & Leadership
    • Teamwork & Groups: Definition
    • Tuckman’s 5 Stage Model of Team Development
        1. Forming
        1. Storming................................................................................................................................
        1. Norming
        1. Performing
        1. Adjourning
    • Gersick’s Punctuated Equilibrium Model
    • Leadership: 4 Types
      • Envisioning
      • Organising
      • Spanning
      • Controlling
  • Perception, Attribution & Decision-Making
    • Attribution Theory
    • The Double Curse (Dunning et al. 2003)
    • Decision Making (Bounded Rationality)
      • Decision-Rules
  • Values, Attitudes & Behaviour
    • Values
    • Attitudes
      • 3 Components of Attitudes
      • Managerial Implications: Function of Attitudes
      • Managerial Implications: Job Satisfaction
  • Conflict & Negotiation
    • Sources of Conflict....................................................................................................................
    • Types of Conflict
    • Views on Conflict......................................................................................................................
    • Conflict Process
        1. Potential opposition............................................................................................................
        1. Cognition and personalisation
        1. Intentions
        1. Behaviour
        1. Outcomes
    • Negotiation
      • Bargaining
  • Macro Topics (Weeks 7-12)
  • Organisational Change
    • Organisational Fitness Profiling: 6 Silent Killers
    • Organisational Change Model
        1. Forces Initiating Change......................................................................................................
        1. Action of Change Agent
        1. What Needs to be changed? (Culture/Strategy/Structure)
        1. Type of Intervention
        1. Unfreeze → Change → Refreeze (Process)
        1. Organisational Effectiveness (Supporting Permanent Change)
        1. Feedback
  • Organisational Communication
    • Transmission Model of Communication (Lasswell)
      • In a Closed Organisation (1 to 1)
      • In an Open Organisation (Many to 1)
    • Functional Theories on Communication
    • Meaning Centred Perspective on Communication
      • Language Metaphors
    • Managerial Implications: Comparison of Functional & Meaning Centred
  • Organisational Culture
    • Integrationist Theory
    • Differentiationist Theory
    • Critical Theory
  • Organisational Power
    • 1 st Dimension: Resource Management
      • Resources and Power (9 types)
    • 2 nd Dimension: Process Management
    • 3 rd Dimension: Meaning Management......................................................................................
    • Comparison
  • Organisational Strategy & Structure
    • Strategy: Definition & Development
      • Planned Approach (SWOT, GAP Analysis, Porter’s 5 Forces, Porter’s 3 Generic Strategies)
      • Evolutionary/Emergent Appoach
      • Comparison..................................................................................................................................
    • LINK between Strategy and Structure
    • Structure: Definition & Types
        1. Functional Structure
        1. Multidivisional Structure.....................................................................................................
        1. Matrix Structure
  • Ethics
    • Stakeholders in the Organisational Environment
    • Corporate Social Responsibility (CSR)
    • Ethical Frameworks
        1. Utilitarian Framework
        1. Justice Framework
        1. Moral Rights Framework.....................................................................................................
    • Ethical Stances
        1. Absolutism (black and white)
        1. Relativism (entirely contextual)
        1. Pluralism (compromise with minimum standards)
    • Managerial Implications: Ethical Leadership
    • Implementing Ethics in Strategy and Structure

§ Little room for job satisfaction and social affiliation at work

HR Management

Pioneered by Mayo to explain the industrial dissent in workers as a result of the

alienating nature of their work.

Explains the rise of teamwork and corporate culture.

Key assumptions:

§ Social factors influence productivity

§ “Quality of working life” is important

§ There must be a match between social networks and formal organisational

structures

Teams & Leadership Teamwork & Groups: Definition

A team or group is 2 or more people working interdependently to achieve a

common objective.

Pros:

§ More productive than individuals alone

§ Improves team members quality of working life

§ Increased problem solving capabilities

§ Working in small group is a "natural" form of organisation

Cons:

§ Can create conflict that decreases productivity (LINK Conflict & Negotation)

§ “Groupthink” – the feeling of invulnerability creates excessive optimism and

risk-taking despite warnings. Shuts down ideas via illusion of unanimity

regarding the team’s decisions.

Eg. The military

§ The Ringelmann Effect – social loafing where collective effort is not equal.

Collective work effort is hard to measure. When group members are not

contributing it demotivates those who are.

Eg. Group assignments, free rider problem, “someone else will do it”

Tuckman’s 5 Stage Model of Team Development

1. Forming

Members get to know each other and seek to establish ground rules.

“How do I fit in”

2. Storming

Members come to resist control by group leaders and show hostility.

“What is my role here? Who does what? Who is leading”

3. Norming

Members work together developing close relationships and feelings of

camaraderie.

“What do others expect me to do? Let’s get on with it”

4. Performing

Group members work toward getting their jobs done.

“How can I perform my role best”

5. Adjourning

Groups disband either after meeting their goals or because members leave.

Gersick’s Punctuated Equilibrium Model