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Organisation
Characteristics of organisations
Organisational behaviour
History of organisational behaviour
Human Relations Movement
Quality Movement
Internet and Social Revolution
Human capital
Social capital
McGregor's Theory X and Y
Management
Improving ethical climate (6)
Contingency approach
Four layers of diversity
Carroll's Global Corporate Social Responsibility Pyramid
Diversity
Affirmative Action
Managing Diversity
Organisational culture
Organisational culture's influencing factors (4)
Layers of organisational culture (3)
Observable artefacts
Espoused values
Basic assumptions
Organisational socialisation
Four common denominators in an organisation
Unity of command principle
Tall organisation
Flat organisation
Span of control
Narrow
Wider
Closed system
Open system
Learning organisations
Team mental model
Organisational structure
Organisational design
Parts of an organisational as the open system (5)
Traditional organisational designs (3)
Functional organisational design
Divisional organisational design
Matrix organisational design
Contemporary Organisational design (4)
Horizontal organisation design
Hollow organisational design
Modular organisational desgin
Virtual organisational design
Fayol's 14 Principles
Three types of legitimate authority
Fayol's 5 management functions
Classical theories
Criticisms of classical theories
Neoclassical theories
Environmental theories
Contingency theory
Mechanistic organisation
Organic organisations
Competitive advantage
Branden's six pillars of self-esteem
Big five personality dimensions
Self-monitoring
Conscientious
Extraversions
Psychological capital
Nature of attitudes (3)
Cognitive dissonance
Causes of job satisfaction (5)
Ethnocentric stages
Ethnorelative stages
Universalism
Positives and Negatives
Particularism
Positives and negatives
Content theories of motivation
Process theories of motivation
Alderfer's ERG theory
McClelland's need theory
Adam's equity theory
Vroom's expectancy theory
Expectancy
Instrumentality
Valence
Top-down job design
Bottom-up job design
Collectivism
Salient
Schema
Semantic memory
microagressions
Stereotype threat
Self-fulfilling prophecy
Galatea effect
Golem effect
Kelley's model of attribution
Consensus
Distinctiveness
Consistency
Attributional tendencies (2)
Fundamental attribution bias
Self-serving bias
Performance management
Performance outcome goals
Learning goal
Types of feedback (2)
360-Degree feedback
Types of rewards (2)
Thorndike's Law of Effect
Positive reinforcement (2)
Group sociological criteria (4)
Group development process (5)
Role overload
Role conflict
Three threats to group effectiveness
Asch effect
Groupthink
Social loafing
Simon's normative model
Bounded rationality
Satisficing
Garbage can model
Simple context
Complicated context
Complex context
Chaotic context
General decision making styles (2)
Value orientation
Tolerance for ambiguity
Minority dissent
Leadership
Trait approaches to leadership (3)
Trait theory
Implicit leadership theory
Leadership prototype
Behavioural approaches (2)
Consideration
Initiating strucutre
Key positive leadership traits (6)
Contingency Approach (3)
Three dimensions of situational control (3)
Transformational approaches (2)
Emerging approaches
Three models of change
