Final Mindmap

Final Mindmap

1. Task Performance

   • Routine - well known response that occur in normal circumstances (Board meetings, submitting reports)
   • Adaptive - responses to unusual or unpredictable, task demands (Employee meltdown)
   • Creative - developing ideas that are novel and useful

2. Counterproductive behavior - intentionally hindering organizational goal accomplishment

3. Organizational citizenship behavior - support, defend and improve company operations

4. Organizational Commitment

   • Affective - emotional
   • Continuance - convenience
   • Normative - feeling obligated

5. Affect Event Theory - workplace events generate affective reactions. The job could be high in emotional labor. The need to manage emotions well arises.

6. Hinderances

   • Work: Role Overload, ambiguity, conflict and daily hassles
   • Nonwork: Work-family conflict. negative life events, financial uncertainty

7. Challenges

   • Work: Time pressure, work complexity, work responsibilty
   • Nonwork: Family time demands, personal, development, positive life events

8. Coping

   • Problem-focused:
     • Behavioral - Working harder, seeking assistance, acquiring additional resources
     • Cognitive - Strategizing, self-motivating, changing priorities
   • Emotion-focused:
     • Behavioral -Engaging in alternative activities, seeking support, venting anger
     • Cognitive - Avoiding, distancing, looking for positives in negatives, reappraising

9. Stressors

10. Organizational Environment

    • Reward systems, physical space, organizational structure, communication

11. Team Design

    • Changing structure, size and members

12. Team Processes

    • Creative behavior, interpersonal relationship building, ensuring decision informity, goal specification

13. # of arcs = exploration

14. width of arc = yellow

15. size of yellow ball = energy

16. Neural networks:

    • Default: people who are awake without focus. Controls introspective thought and creative thinking
    • Reward: Response to enjoyable stimuli. Important in understanding motivation and inecntives
    • Affect: Emotional responses. Controls gut instincts and decision making
    • Control: Focus of attention, controls prioritization and ability to align behavior with goals

17. Power

    • Legitimate - position of formal authority in the organization
    • Reward - control over desired reosurces
    • Coercive - control over punishments
    • Expert - expertise, skill or knowledge others depend on
    • Referent - other admire you, want to be associated with you

18. Leadership styles

    • Delegative - give employees the responsibility to make decisions
    • Facilitative - "The manger's opinion receives the same weight as the employees'"
    • Consultative - Asks for opinions. Makes decision ultimately
    • Autocratic - leader makes decisions by his or her self

19. Structural sources of conflict

    • Incompatible goals, different values/beliefs, interdependence, scarce resources, ambiguous roles, communication problems

20. Types of conflict

    • Task - relates to content and goals of the work
    • Relationship - focuses on interpersonal relationships
    • Process - how the work is divided to be accomplished

21. Loci

    • Dyadic - between two people
    • Intragroup -between members of a group
    • Intergroup - between two or more groups

22. Influence tactics

    • Silent authority - based on legitimate power. requests are followed without overt influence
    • Assertiveness - actively applying legitimate and coercive power
    • Information Control - manipulating or filtering others' access to information
    • Coalition formation - groups form to pool resources and legitimize issues
    • Upward appeal - appealing to higher authorities
    • Persuasion - logic, facts, emotional appeals
    • Ingratiation - increase liking by the target person
    • Exchange - promising or reminding of benefits in the past for compliance now, negotiation

23. Conflict handling styles

    • Forcing - High assertiveness, Low cooperativeness
      • Deep conviction, quick resolution required, other party would take advantage of cooperating
    • Avoiding - Low assertiveness, low cooperativness
      • Best when conflict is emotionally-charged and conflict-resolution is more costly than its benefits
    • Compromising -Medium assertiveness and cooperation
      • Best when parties have equal power. Quick solution required, parties lack trust
    • Problem-solving (high cooperativeness and assertiveness) - best when interests are not perfectly opposing, parties have trust, issues are complex
    • Yielding (High cooperativeness, low assertiveness) - best when other party has much more power, issue is not important to you, logic of your position is flawed

24. Third party intervention types

    • Mediation (low level of outcome control high level of process control) - third party is a guide or negotiator. Listens to both sides before reaching a decision.
    • Arbitration (High level of outcome control, low level of process control) - mostly court-type negotiations. Legally binding decisions are reached after both parties explain their positions
    • Inquisition (High levels of outcome and process control) - a period of intensive questioning before a decision is reached

25. Strategy to Structure relationships

    • Innovation - Pick organic - loose structure, low specialization, low formalization, decentralized
    • Cost minimization - pick mechanistic - tight control, high specialization, high formalization, high centralization
    • Imitation - pick both - mix of loose and tight, tight controls over current activities, looser controls over new undertakings

26. Elements of structure

    • Work specialization - the degree to which tasks and jobs are divided in an organization
    • Chain of command - "who reports to whom"
    • Span of control - how many employees does each manager take responsibility for
    • Centralization - refers to where decisions are made in organizations
    • Formalization - degree to which rules and procedures are used to standardize behaviors and decisions in an organization

27. Organizational Culture types

    • Family - empowerment, team-building, employee involvement, human resources development, open communication
    • Adhocracy (use for organic structures) - surprise and delight, create new standards, anticipate needs, continuous improvement, creative solution finding
    • Hierarchy (use for organic cultures) - error detection, measurement, process control, systematic problem solving, applying quality controls
    • Market - measuring customer preferences, improving productivity, creating partnerships, enhancing competitiveness, involving customers and supplies