Organizational Behaviour

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Organizational Behaviour by Mind Map: Organizational Behaviour

1. Leadership

1.1. Natural Traits

1.1.1. Intelligence

1.1.2. Personality

1.2. Behaviour

1.3. Context

1.3.1. Contingency Theory

1.3.2. Situational Leadership

1.3.3. Path-Goal Theory of Leadership

2. Asch Studies

3. Milgram Study

4. Stanford Prisoner's Experiment

5. Influence

5.1. Tactics

5.1.1. Ingratiation

5.1.2. Coalition tactics

5.1.3. Consultation

5.1.4. Exchange

5.1.5. Personal appeal

5.1.6. Inspirational appeals

5.1.7. Rational persuasion

5.2. Direction

5.2.1. Upward

5.2.2. Downward

5.2.3. Peer

6. Power

6.1. Increase Power

6.1.1. Importance

6.1.2. Scarcity

6.1.3. Substituion

6.2. Sources for power

6.2.1. Legitimate

6.2.2. Reward

6.2.3. Coercive

6.2.4. Expert

6.2.5. Referent

7. Leadership Styles

7.1. Directive

7.2. Supportive

7.3. Participate

7.4. Achievement-oriented

8. Negotiation

8.1. Approaches

8.1.1. Distributive

8.1.2. Integrative

8.2. Negotiation Process

9. Conflicts

9.1. Positive

9.1.1. Person-related

9.2. Negative

9.2.1. Task-related

9.3. Conflict Management

9.3.1. Avoidance

9.3.2. Accommodation

9.3.3. Compromise

9.3.4. Collaboration

9.3.5. Compeition

10. Group Level

10.1. Diversity

10.1.1. Surface Level

10.1.2. Deep Level

10.1.2.1. Culture

10.1.2.1.1. Individual vs Collectivism

10.1.2.1.2. Power Distance

10.1.2.1.3. Uncertainly Avoidance

10.1.2.1.4. Masculinity vs Femininity

10.2. Stages of Group Development

10.2.1. Forming

10.2.1.1. Storming

10.2.1.1.1. Norming

10.2.2. Punctuated-Equilibrium Model

10.2.2.1. Periods of Rapid Change

10.2.2.1.1. Forming

10.2.2.1.2. Norming

10.2.2.1.3. Performing

10.2.2.2. Periods of Stability

10.2.2.2.1. Storming

10.2.2.2.2. Performing

10.2.2.2.3. Ajourning

11. Organizational Level

11.1. Organizational Structure

11.1.1. Elements

11.1.1.1. Formalization

11.1.1.2. Departmentalization

11.1.1.2.1. Functional Structures

11.1.1.2.2. Divisional Structures

11.1.1.3. Centralization

11.1.1.4. Hierarchical Levels

11.1.1.4.1. Tall Structures

11.1.1.4.2. Flat Structures

11.1.1.4.3. Span of Control

11.1.2. Configurations

11.1.2.1. Mechanistic

11.1.2.2. Organic

11.2. Organizational Culture

11.2.1. Levels

11.2.2. Dimensions

11.2.2.1. Innovative

11.2.2.2. Agressive

11.2.2.3. Outcome-Oriented

11.2.2.4. Stable

11.2.2.5. People-oriented

11.2.2.6. Team-oriented

11.2.2.7. detail-oriented

11.2.3. Creation

11.2.4. Visual Elements

11.2.5. Change

12. Individual Level

12.1. Values

12.2. Personality

12.2.1. Big Five Personality Traits

12.2.1.1. Conscientiousness

12.2.1.2. Agreeableness

12.2.1.3. Neuroticism

12.2.1.3.1. CANOE

12.2.1.4. Openness

12.2.1.5. Extraversion

12.2.2. Helpful Workplace Traits

12.2.2.1. Self-Monitoring

12.2.2.2. Proactive Personality

12.2.2.3. Self-Esteem

12.2.2.4. Self-Efficacy

12.2.2.5. Internal Locus of Control

12.3. Perception

12.3.1. Social Perception

12.3.1.1. Stereotypes

12.3.1.2. Self-fulfilling Prophecy

12.3.2. Attributions

12.3.2.1. Consensus

12.3.2.2. Distinctiveness

12.3.2.2.1. Self-serving bias

12.3.2.3. Consistency

12.4. Emotion

12.4.1. Positive Emotions

12.4.2. Negative Emotions

12.5. Attitudes

12.5.1. Job Satisfaction

12.5.2. Organizational Commitment

12.6. Motivation

12.6.1. Job Design

12.6.1.1. Job Characteristics Model

12.6.1.1.1. Core Job Characteristics

12.6.1.1.2. Psychological States

12.6.1.1.3. Outcomes

12.6.2. Need Based Theories

12.6.2.1. Expectancy Theory

12.6.2.1.1. Expectancy

12.6.2.1.2. Instrumentality

12.6.2.1.3. Valence

12.6.3. Goal-Setting

12.6.3.1. Specific

12.6.3.2. Time-bound

12.6.3.2.1. STAR

12.6.3.3. Ambitious

12.6.3.4. Realistic

12.6.3.5. Maslow's Hierarchy of Needs

12.6.3.5.1. Physiological

12.6.3.5.2. Safety

12.6.3.5.3. Social

12.6.3.5.4. Esteem

12.6.3.5.5. Self-actualization