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Topic |
Original |
Comments |
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Bloom's taxonomy learning |
- Acquisition
- Comprehension
- Application
- Analysis
- Synthesis
- Evaluation
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Learn & unlearn
Understand
Use on actual issues
Models, relationships
Formulate new
Judgement
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The new workplace |
- The New economy
- Why, what, issues
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Change is the only constant
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Working in new workplace |
- Organisation, structure
- Domains: formalisation, centralisation, span of control, chain of command, work
- Org.: mechanistic, organic, networked, bureaucratic
- Issues to workplace, org. & individuals
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Work specialisation
Departmentalisation: division of labour
Workplace issue: collaboration, adapting
Organisation: strategy-structure-implement flow
Individual:learning
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Work values for performance & contribution |
- Meaning, use of working
- Traditional & contemporary
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Implications: maximise fitness between individual & organisation needs
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Career management |
- Career definition
- Contracts: transactional, relational & psychological
- Traditional & protean
- Issues & implications of self-directed learning & adapting with flexibility
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Traditional: rigid employment path, upward, clear work roles, loss of identity
Protean: flexible, adapt to changes, self-directed, role overlap
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Work ethics & responsibility |
- What & why ethics/code
- Agency & Stakeholders models
- Issues
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Moral issues: loyalty to organisation, group or self-interest
Imposed or self-direct
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Organisational socialisation |
- Definition, to employee and employers
- By persuasion/seduction
- Issues
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From outsider to insider
Successful if definitive, clear, unambiguous, self niche, growth
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Individual differences |
- Personality: locus, anarchism, machiavellianism, type A/B
- Perception: 4-step process, select, cognitive, memory, judgement; distortions
- Attitudes: model, values, intention, behaviour
- Values: terminal towards goals; instrumental towards the way
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Type A: aggressive, impatient, perfection
Type B: easy-going
Individual differences are relative, perceived & circumstantially dependent
Need for fitness
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Motivation |
- What is motivation, model of need, motive, behaviour, satisfaction
- Content theories: Maslow 5-need, McCelland's 3 need, Herzberg's factors
- Process theories: equity, expectancy
- Reinforcement: 4- positive, avoid, negative, deprive
- Social issues
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Motivations are fundamental to continued contribution
Sources are derived from needs, rewards, interactions & behaviour
Consistent availability of motivations is vital for health, wealth & happiness
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Communications & social interaction |
- Model of sender, code, noise, channel, decode, receiver, feedback
- Verbal, non-verbal (6): accenting, repeating, substituting, contradict,
- Forms (3): hierarchical, grapevine, distortions
- Barriers (4): process, personal, physical & semantic
- Issues: gender, X-cultural, technology
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Communications in social, technical, business, legal, diplomatic & political context
Good communications:
Clear, concise message by sender
Undistorted channel
Intended message received by receiver
Positive feedback
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Power & influence |
- Leading vs. managing
- Traits theories
- Behavioural: managerial grid
- Situational theories:
- Contemporary: transactional, transformational
- Power: 2 types, 5 bases
- Why: uncertainties, unclear, vague, changes
- Forms: tactics, appeals
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Leadership is born from favourable context & nurtured to potential & applications
Leaders have common traits ("great minds think alike, so do stupid ones"), consistent behavioural patterms ("birds of a feather flock together") & reached full potential dependent on opportunity
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Conflict |
- What & why conflict
- Views (3): trad. bad, medium, new good
- Dysfunctional?: optimal task / relations / process
- Process (5): form, encode, decide, intention, behaviour, performance outcome
- Grid: assertiveness & co-operation
- Negotiations: (3) integrative, distributive, attitudes for: flexible, trust
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Conflict arises frequently
Task conflict: medium level
Personal conflict: prevention
Process conflict: low level
"Prevention is better than cure": resolve any existing conflicts & strive to collaborate on future conflicts
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Group |
- What, forms: formal / informal / team
- Why form: interests, needs, culture, proximity
- 5-step process: forming, storming, norming, performing, adjourning
- Group nature: effective, characteristics, norms, cohesiveness, think
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Formal group: organisational goals
Informal group: socio-emotional, grapevine, mutual support
Team: effective group performance from high fitness & coupling
Collaborate mutually & practice group focus
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