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Organizational Behavior Mind Map

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Monica Schiefer

on 2 November 2012

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Transcript of Organizational Behavior Mind Map

ORGANIZATIONAL BEHAVIOR ORGANIZATION INDIVIDUAL GROUPS ORGANIZATIONAL
CULTURE A pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think and fell in the organization. Levels of Organizational
Culture Artifacts Values Assumptions Functions of culture Sense of identity Meaning of organizational events Reinforces values Control mechanism for
shaping behavior Reinforcing Organizational
Culture Organizational Socialization Leaders must communicate priorities, values and beliefs. Reacting to crises Behaving as a role model Rewarding behavior consistent with values Good selection of newcomers Anticipatory Socialization Encounter Change and acquisition Outcome:
Performance
Satisfaction
Mutual influence
Low distress
Intent to remain Organizational Structure
and Design Differentiation Integration The process of dividing work within an organization. Manager goal orientation (priorities) Time orientation (due dates, deadlines) Interpersonal orientation (formality of structure) Types Horizontal Vertical Spatial Effectiveness, linkage and coordination mechanisms Structural devices are... Hierarchical referral (seeking help from those above you) Rules and norms procedures Plans and Schedules Management information systems Horizontal linkage
Empowerment
Communication
Roles well defined
Teams
Leadership Contextual variables Size Technology Environmental (task environment, environmental uncertainty - capacity, complexity, volatility) Strategy and Goals (mission, vision, values) Structural configuration Simple structure (small, informal, centralized, direct supervision) Machine bureaucracy (very differentiated, huge companies, formalization, standardization of work processes) Professional bureaucracy Divisionalized in form (not centralized, each have its own structure, standardization of outputs) Adhocracy (decentralized configuration) Forces reshaping the organization Globalization Shorter life-cycle Changes in IT Basic Design Dimensions Formalization Centralization Specialization Standardization Complexity Hierarchy of authority Organizational Change Change is the norm: closing, merging, downsizing, acquisitions Characteristics: adaptiveness, flexibility, and responsiveness Forms Planned: deliberate decisions. Unplanned: other factors affecting the organization (internal - external) Resistance to change Fear of the unknown Fear of failure Personality conflicts Cultural assumptions and values Politics Job Design Jobs: basic building block of relationships within an organization. Meaning of work: the way a person interprets and understands the value of work as part of life. Good job design:
Improves productivity
Enhance employee well-being Traditional
approaches Scientific management Job enlargement/rotation Job enrichment A group of people who work together in a structured way for a shared purpose. Types Homogeneous Heterogeneous Group interaction is key within an organization. Solve tasks Complement abilities Share interests Cross-functional Self-managed Give team empowerment Managing group
conflict Interpersonal Intrapersonal Intergroup Intragroup Types Handling conflict
styles: Collaborating style Compromising style Negotiation Mutual discussion and arrangement of the terms of a transaction or agreement. If someone is under prepared then he/she can be easily manipulated. Types Distributive (win-lose) Integrative (win-win) Good managers/leaders important for successful groups. Management styles Traditional
(traits and behavioral) Hersey and Blanchard’s
situational model Vroom-Jago
leadership model Skills IQ Technical Attitudes A settled way of thinking or feeling, typically reflected in a person's behavior. Come from introyected culture Introyected cultuer -> Mexican Culture -> Organization Itself -> Organizational Culture Measured by:
Personality test
Joharis Window
Tests
Interviews Psychological contract Job Committed or Absenteeism Individual expectations (pay, promotions, recognition, schedule) Shows satisfaction Organization expectations (performance, responsibility, effort, loyalty, commitment) Is the impact that individuals, groups and structures have within an organization. Environment: Information, knowledge, changes, globalization, multiculturalism. Perspectives Situational: no best way, no universal truth. Systematic:
Inputs + Transformation = Outputs Inputs: material, finance, information Transformation: operation, manufacturing, service, process. Outputs: result, products, services, profits, behavior, new technology. 3 Dimensions:

Individual
Groups
Organization THANK YOU VERY MUCH!!!! :D Mónica Schiefer
A01015539 Mónica Schiefer Geographic dispersion Specialized knowledge Authority and responsibility Subdivided tasks Roles defined by documents Activities achieved by routine Delegated decision
making authority Different activities
that occur in the
organization Degree of vertical differentiation External:
Globalization
Workforce diversity
Technological Change
Managing ethical behavior Internal:
Declining effectiveness
Employee expectations
Work climate
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