Henry's COMM 292 Takeaways

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Henry's COMM 292 Takeaways by Mind Map: Henry's COMM 292 Takeaways

1. Context

2. Motivation

2.1. Theories

2.1.1. Maslow's Hierarchy of Needs

2.1.1.1. Physiological

2.1.1.2. Safety

2.1.1.3. Social

2.1.2. Motivation-Hygiene Theory (Two-Factor Theory)

2.1.2.1. Intrinsic Factors

2.1.2.1.1. Job Satisfaction

2.1.2.2. Extrinsic Factors

2.1.2.2.1. Job Dissatisfaction

2.1.3. McClelland's Theory of Needs

2.1.3.1. Achievement

2.1.3.2. Power

2.1.3.3. Affiliation

2.2. Process Theories of Motivation

2.2.1. Expectancy Theory

2.2.2. Goal-setting Theory

2.2.3. Self-Efficacy Theory

2.2.4. Reinforcement Theory

2.3. Motivating Employees

2.3.1. Acquire

2.3.2. Bond

2.3.3. Comprehend

2.3.4. Defend

3. Ethics in Decision Making

3.1. Corporate Social Responsibility

3.2. Ethical Decision Criteria

3.2.1. Utilitarianism

3.2.2. Whistle-blowers

3.2.3. Justice

3.2.4. Care

4. Perception, Personality and Emotion

4.1. Factors that affect Perception

4.1.1. Perceiver

4.1.2. Target

4.1.3. Situation

4.2. Emotion

4.2.1. Emotional Intelligence

4.2.2. Emotional Regulation

4.3. Personality

4.3.1. MBTI

4.3.2. Big 5 Personality Traits

5. Communication

5.1. Barriers to effective communication

5.2. Cultural Context

6. Organizational Change

6.1. Resistance to Change

6.1.1. Organizational

6.1.2. Individual

6.2. Overcoming Resistance to Change

6.3. Forces for Change

6.4. Approach to managing Change

6.4.1. Kotter's 8-step plan

6.4.2. Lewin's 3-step model

7. Group and Teamwork

7.1. Types of Teams

7.1.1. Problem-solving

7.1.1.1. Typically 5-12 employees from same department

7.1.1.2. Meet few hours each week

7.1.1.3. Organized to get task done

7.1.2. Self-managed

7.1.2.1. Typically 10-15 employees

7.1.2.2. Employees have interdependent jobs and many responsibilities of manager

7.1.2.3. Less supervisory positions

7.1.3. Cross-functional

7.1.3.1. Made up of employees with same hierarchical position but different positions

7.1.3.2. Enables information exchange within organization

7.1.4. Virtual

7.1.4.1. Tie physically dispersed members using technology to achieve common goal

7.2. Stages of Development

7.2.1. 5 Stages Model

7.2.2. Punctuated-Equilibrium Model

7.3. Team Effectiveness

7.3.1. Process

7.3.2. Composition

8. Conflict and Negotiation

8.1. Difference in Negotitating

8.1.1. Individual

8.1.2. Cultural

8.2. Bargaining Strategies

8.2.1. Distributive

8.2.2. Integrative

8.3. Conflict Management Strategies

8.3.1. Forcing

8.3.2. Problem Solving

8.3.3. Avoiding

8.3.4. Yielding

8.3.5. Compromising

9. Attitudes

9.1. Cognitive Component

9.1.1. Example: Employee thought he deserved promotion

9.2. Affective Component

9.2.1. Example: Employee strongly dislikes supervisor

9.3. Behavioural Component

9.3.1. Example: Complained and taken action because of dislike

10. Power and Politics

10.1. Power

10.1.1. Bases of Power

10.1.1.1. Formal Power

10.1.1.2. Personal Power

10.1.2. Empowerment

10.1.3. Influence Tactics

10.2. Politics

10.2.1. Impression Management

10.2.2. Ethics of Behaving Politically

11. Confederate Flag Project

11.1. Presentation Skills

11.1.1. Speaking

11.1.2. Hand Gestures

11.2. Time Management

11.2.1. Deliver task distributed from the group on time

11.2.2. Punctual to group meetings

11.2.3. Remember that there IS a group meeting

11.3. Application of OB Concepts to real world