ORGANISATIONAL PSYCHOLOGY

Miss C.M
Mind Map by , created over 6 years ago

3rd year 2013 1st SEM Mind Map on ORGANISATIONAL PSYCHOLOGY, created by Miss C.M on 05/02/2013.

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Miss C.M
Created by Miss C.M over 6 years ago
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ORGANISATIONAL PSYCHOLOGY
1 OP in Context
1.1 Managers do : POLC
1.1.1 Mngmnt Roles :Interpersonal, Informational, decesional
1.1.1.1 Mngmt sills: Technical, human, conceptual
1.2 OB : field of study that invetigates the impact that individuals, groups and structure have on behaviour with organs for the purpose of applying such knowledge towards improving an organ's effectiveness
1.2.1 Components : Motivation, leader and power, communication, learning, groups, attitude and perception change process conflict work design and stress
1.2.1.1 Dependant Variables : Job satisfaction, deviant workplace behaviour, turnover, absenteeism, productivity
1.2.1.1.1 Independent variables : Individual Group Organ systems
1.3 Contributing disciplines : Psycho, Sociology, social psych, Anthropo logy, political science
1.4 Definition : OP studies the effect of invividual, group behaviour and contextual variables(structure, work deisgn, techn) on organ functioning
2 Attitudes and Values
2.1 Cognitive-belief Affective-emotional Conative - behavioural
2.2 Job satisfaction: individual general attitude towards his/her work
2.2.1 Job involvment : degree to which a person psycho identifies with job
2.2.1.1 Organ Commitment : state in which an employee identifies with a particular organ and its goals and wishes to maintain membership
2.2.1.1.1 Factors Influencing JSatis : work itself, promotion opportu, supervision, coworkers, working conditions pay
2.3 Importance Correspondence Accessibility social pressure direct experience
2.4 Values: definition and impotance
2.4.1 Types of Values :RVG Hofsttede , Generational
2.5 Job disatisfaction
2.5.1 Exit,Voice,Loyalty
3 Perception and Decisionmaking
3.1 Factors Affecting : Perciver Target Situation
3.2 Attribution Theory Internal and External;
3.2.1 Distinctiveness Consensus Consistencey
3.2.1.1 Fundamental attribution error selfserving bias
3.3 Shortcuts
3.3.1 Selective perception , Halo effects, Contrast effects, Projection Stereotypying
3.4 Decesion Making Steps
3.4.1 Define Idntify Wiegh Alternatives Select
3.4.2 Ethical Decisions Criteria
3.4.2.1 Utilitarian Rights Justice
4 Motivation
4.1 Maslow : Higher needs Lower Needs : Self Accualisation
4.1.1 Hertzberg's Hygiene(extrinsic)-supervision, pay, policies, working conditions Motivators(Intrinsic)-advancement, recognition, responsibility
4.1.2 Theory X:Workers have little ambition ,dislaike work, avoid responsibility Theory Y:Workers are self directed, enjoy work accept responsibility
4.2 Goal Setting : Difficult goals, goals and performance depend on commitmnt, task character, culture MBO used for goal setting
4.2.1 Equity Theory: Outputvsinput, salary,raises, recognition unequal=tensiion,self-inside self-outside-other-inside other-inside, variables, salary, education, experience
4.2.2 Expecttancy : Effort -performance -reward
4.2.3 Self Efficacy theory : Individual belief - greater confidence, persistance and better respnse to negative complemts goal settinfg-increased confidence, hard goal, high self set goal, higer performance
4.3 Employee Involvment Programmes
4.3.1 Participative mngmt representative mngmt Quality cirlces ESOP
4.4 Skills Based plans
5 Groups and Teams
5.1 Groups - Formal and Informal
5.1.1 Command Task Friendship
5.1.2 Security Status affiliation Power goals esteem
5.1.3 Form Storm Norm Perform Adjourne
5.1.4 Group Behavoiur structure process task resources performance
5.1.5 Roles, Norms
5.1.6 Group think, shift status size cohesiveness
5.1.7 Brain Storming Nominal group Delphi Electronic
5.2 Teams
5.2.1 Problem Soving Self Managed Cross Functional Virtual
5.2.2 Work design Composition Context Process
5.2.3 Adequate Resuorces Leadership and Structure Trust evaluatioin
6 Leaderships
6.1 Trait Theory Ambition Honesty&Integrity Self Confidence Knowledge Limitation : situation impact causes not effect
6.2 Behavioural Theories Ohio State University of Michigan Managerial Grid Scandinavia
6.3 Contigency theory Fiedler model Path goal model Identify leadership style Defining situation matching leaders and situations Evaluation
6.4 Hersey Blanchard Leader participation Leader member
6.5 Charismatic leadership 4 Steps
6.6 Transfomaiional - Inspire Charisma
6.7 Trust: Integrity Competence Consitency Loyalty
6.7.1 Deterrence Knowledge Identification
6.7.1.1 Practice openess Be fair Speak feelings Tell truth Consistnecy Confidence competence
6.8 Emotional Intelligence Awareness Managment Motivation Empathy social skills
6.9 Team and Moral Liasons Trouble shoot Conflict Mortal Virtue Charisma
6.10 Transactional -establishing goals contigent reward
7 Power and Conflict
7.1 Conflict is when one party percives antoher has negativelyaffected something that they care abt
7.1.1 Destructive Constructive
7.1.2 Conflict Process Potentential opposition or incompatibility Cognition an personalisationIntention Behavour Outcome
7.1.3 Conclift mngment technique Negotiation Barganinin strategies
7.1.4 NegotiationProcess Preparation and Planning Definition of groundrules clarification and justification barganining and problem solving closure and implementation
7.2 Power is capacity of A to influence B, function of dependency
7.2.1 Coercieve legitimate personal expert refernt information Connection
7.2.2 Leadership & Power : Goal compatibility Direction of influence Research
7.3 Organ Politics
8 Organ Structure
8.1 Elements design Work Specialisation Departmentalisation Chain of Command Span of Control Centra or decentra Formalisation
8.2 Simple :Low departmnt, wide span, authority centralised, low formalisation, simplicity,fast,flexible inexpensive, risky everything depends on one person, only for small company
8.2.1 Why do organs differ : Strategy Oraganisation Size Technology Environment
8.2.1.1 dimesions of uncertanity :Capacity Volatility Complexity
8.2.2 Bureacracy : Specialisation, formalised rules functional depart centralised authority narrow span, perfom standarised acitivity in high efficiency, skilled and middle mgrs, obsessive rules no room for modification
8.2.2.1 Matrix: dual lines of authori, combines funct&product depart, breaks unity of command concept, reduces bureau pathologies, allocation of specialisation, strenght of funct&product depert, it creats confusion, places stress on employe, foster power stuggle
8.3 Design and behavoiur Specialisation Span of Control Centralisation
8.4 Team : breaks down departmnt barriers, decentralises decisions, employes shld be generalist& specialist, efficiency of bureaucracy, gains flexibility of team
8.4.1 Virtual: outsource all primary functions, highly centralised, litlle/no departm, minimise bureacratic overheads, lessens long term risks % costs
8.4.1.1 Boundaryless : elimination of chain of comand, status and rank minimised, limitless span, remove bounday- flatten hieracy, 360 degree perfomance appraisal, replaces functional depart with cross functional teams, relies on techn-Tform,
8.5 Mechanistic : stable& lesscomplex Centralisation Organic : dynamic& complex Decentralisation
9 Organ Culture
9.1 Institutionalisation - life of its own, immortality Formalisation -dregree of rules regulation
9.2 Characteristics Innovation and Risk taking Attention to detail Outcome orientation People orientation Team Orientation Aggressiveness Stability
9.3 Culture is a system of shared meaning and is descriptive
9.4 Strong vs Weak Culture vs formalization Organ vs National
9.5 Boundary defining Sense of identity Commitment to more than self social stability control mechanism guide/directs behaviour
9.6 As Liability: Barrier to Change diversity acquisition and merger
9.7 Creating and sustaining culture
9.7.1 Socialisation Process Prearrival Encounter Metamorphosis Turnover Commitment Productivity
9.7.2 How culture begins- appoint&keep employe who think alike, indoctrinate& socialise employe, role model to encourage identity with beliefs
9.8 ritual language material symbols stories
9.9 Matching pple with culture : Sociability- friendliness Solidarity- overcome personal biases
9.9.1 Network-family Mercenary-goals Fragmented- individual Communal- freindhsip& performance
9.10 Creating a positive culture - Building on pple streght reward more than punish emphasising vitality&groth
9.10.1 Creating ethical culture visible role model communicaticating ethical expectation ethical training rewardethical punishunethical protective mechanisms
10 Organ change
10.1 Forces of Change Nature of work Techno Economic shock Competition Social Trends World politics
10.2 Managing planned change : Goals of planned -organ adaptability Long Term survival Changing employee behav
10.3 Maginitude of change: . 1st order -no fundamental shifts in assumption held by members 2nd order change multidimensional, discontinuous, radical Change agents-any pple managing change
10.4 What to change: structure technology physical setting people
10.5 Individual : habit security economic selective infor
10.6 Organ :Threat to expertise resource allocation power relations group inertia limited of change
10.7 Lewin's 3 steps Unfreezing the status quo =movement =refreezing
10.8 Action research Diagnosis Analysis Feedback Action Evaluation
10.9 Organ Dev (OD) Respect for pple Trust &support power equalisation confrontation participation
10.10 OD Interventions Sensitivity training Survey feedback process consultation team building intergroup dev
10.11 Overcoming : Education Communication Participation Negotiation Coercion Manipulation Facilitation and support
10.12 Inovation:initiating&improving produc Learning Organ : flat organ struc open comm, teamwork, empowerment, inspired leadership, shared vision, pple oriented, customer oriented, systems approach

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