Organizational Behaviour and Leadership Class Notes TIAS Booklet

Organizational Behaviour and
leadership



NOTES




Booklet:
Crossman. A., 2014. Organizational Behaviour and Leadership - Lecture Notes &
Course Manual, Utrecht: TIAS School For Business and Society.

, Table of Contents
SESSION 1: ORGANISATIONAL BEHAVIOUR AND LEADERSHIP,
ORGANISATIONAL CULTURE, DESIGN AND EFFECTIVENESS; DECISION
MAKING IN ORGANISATIONS................................................................4
SCHEIN: A MODEL OF CULTURE (PAGES 30)............................................................................4
THE THEORY OF THE CULTURES (PAGES 32)...........................................................................4
DEAL AND KENNEDY'S CULTURE TYPES (PAGES 33)..................................................................5
MINTZBERG : THE FIVE BASIC PARTS OF AN ORGANIZATION (PAGES 39)......................................6
THE RATIONAL DECISION-MAKING MODEL (PAGES 40)................................................................7
SESSION 2: INDIVIDUAL DIFFERENCES..................................................9
FIVE SUPER TRAITS OF PERSONALITY COSTA AND MCREA (PAGES 45)..........................................9
PERSONALITY THEORY OF ALLPORT (PAGES 46).......................................................................9
PERSONALITY THEORY OF SHELDON (PAGES 46)....................................................................10
PERSONALITY THEORY OF CATTELL (PAGES 47)......................................................................11
PERSONALITY THEORY OF JUNG (PAGES 48)..........................................................................12
ATTRIBUTION AND ATTRIBUTION ERROR (PAGES 53)...............................................................12
SESSION 3: MOTIVATION AND JOB SATISFACTION.................................14
CONTENT THEORIES OF MOTIVATION (PAGES 57).......................................................14
McGregor’s Theory X and Theory Y (PAGES 58)........................................................14
Maslow’s Theory of Human Motivation (PAGES 59)...................................................14
Alderfer’s ERG theory (PAGES 59).............................................................................15
Herzberg’s Dual-Factor Theory: (PAGES 60)..............................................................15
PROCESS THEORIES OF MOTIVATION (PAGES 61)........................................................16
Expectancy Theory (PAGES 61).................................................................................16
The Porter-Lawler Model (PAGES 62).........................................................................16
Adam’s Equity theory (PAGES 63).............................................................................17
A Theory of Goal Setting By Locke & Latham (PAGES 64).........................................17
MEASURING JOB SATISFACTION (PAGES 65)................................................................18
Job satisfaction Survey (Spector, 1985) (PAGES 66)..................................................18
Job Descriptive Index (Smits et al, 1969) (PAGES 66)...............................................18
Minnestota Satisfaction Questionnaire (Weiss et al, 1967) (PAGES 67).....................18
Job Characteristics Model (Hackman, 1976) (Pages 67)............................................18
SESSION 4: GROUP FORMATION AND DYNAMICS; TEAM-WORKING........20
TYPES OF GROUP MCKENNA (PAGES 70)..............................................................................20
TUCKMAN’S FIVE STAGES OF GROUP DEVELOPMENT (PAGES 71)..............................................21
GROUPTHINK JANIS, I (PAGES 74).......................................................................................23
GROUP POLARIZATION (PAGES 75)......................................................................................23
INPUT-PROCESS-OUTPUT MODEL (PAGES 77).......................................................................23
UNDERSTANDING BELBIN'S TEAM ROLES MODEL (PAGES 79)...................................................24
VIRUAL TEAMS BY LIPNACK AND STAMPS (PAGES 80)..............................................................26
SYNERGISTIC TEAM WORKING (PAGES 81)............................................................................26
SESSION 5: MANAGEMENT AND LEADERSHIP......................................27
MANAGEMENT (PAGES 84).................................................................................... 27
Henri Fayol: General principles of management & managerial activities.
(PAGES 84-85)............................................................................................... 27
Max Weber: characteristics of Weberian bureaucracy (PAGES 85-86)..........28
Managerial roles (PAGES 87).........................................................................28
Competing values framework (PAGES 87-88)...............................................29
Differences between personnel management and HRM (PAGES 88-89).......30
LEADERSHIP (PAGES 89)....................................................................................... 30
Blake and Mouton Managerial grid (PAGES 91).............................................31
Action centred leadership by Adair (PAGES 92)............................................32
Contingency approaches Fiedler (PAGES 92-93)...........................................32
Fiedler’s Model (PAGES 93)...........................................................................32



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