Topics on RSM 260 Midterm - June 2013

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Topics on RSM 260 Midterm - June 2013 by Mind Map: Topics on RSM 260 Midterm - June 2013

1. Chapters Covered

1.1. Chapter 1 - Intro

1.1.1. What are organizations?

1.1.2. What is Organizational behaviour

1.1.3. Why Study Organizational behaviour?

1.1.4. How much do you know about OB?

1.1.5. Goals of OB

1.1.5.1. Predicting Behavior

1.1.5.2. Explaining Behaviour

1.1.5.3. Managing Behaviour

1.1.6. Early Prescriptions Concerning Management

1.1.6.1. Classical view

1.1.6.2. Human relations movement

1.1.7. Contemporary Management - Contingency approach

1.1.8. What do managers do?

1.1.8.1. Managerial roles

1.1.8.1.1. Interpersonal roles

1.1.8.1.2. Informational roles

1.1.8.1.3. Decisional roles

1.1.8.2. Managerial activities

1.1.8.3. Managerial Agendas

1.1.8.3.1. Agenda setting

1.1.8.3.2. Networking

1.1.8.3.3. Agenda implementation

1.1.8.4. Managerial Minds

1.1.8.5. International Managers

1.1.9. Some contemporary management concerns

1.1.9.1. Diversity

1.1.9.2. Positive work environment/employee well-being

1.1.9.3. Talent Management

1.1.9.4. Corporate Social Responsibility

1.2. Chapter 2 - Personality and Learning

1.2.1. Personality

1.2.1.1. Definition

1.2.1.2. Personality vs situation vs interactionist

1.2.1.3. Five-Factor Model

1.2.1.3.1. Definitions

1.2.1.3.2. Importance in OB

1.2.1.4. Locus of Control

1.2.1.4.1. Definition

1.2.1.4.2. Importance in OB

1.2.1.5. Self-Monitoring

1.2.1.5.1. Definition

1.2.1.5.2. Importance in OB

1.2.1.6. Self Esteem

1.2.1.6.1. Definition

1.2.1.6.2. Importance in OB

1.2.1.7. "New Developments in Personality"

1.2.1.7.1. Positive and Negative Affect

1.2.1.7.2. Proactive Personality

1.2.1.7.3. General Self-Efficacy

1.2.1.7.4. Core Self Evaluations

1.2.2. Learning

1.2.2.1. Definition

1.2.2.2. Relevance to OB

1.2.2.3. Operant Learning Theory

1.2.2.4. Increasing Probability of a Behavior

1.2.2.4.1. Positive Reinforcement

1.2.2.4.2. Negative Reinforcement

1.2.2.4.3. Organizational Errors Involving Reinforcement

1.2.2.5. Reinforcement Strategies

1.2.2.6. Reducing the Probability of Behavior

1.2.2.6.1. Extinction

1.2.2.6.2. Punishment

1.2.2.6.3. Using Punishment Effectively

1.2.2.7. Social Cognitive Theory

1.2.2.7.1. Observational Learning

1.2.2.7.2. Self-Efficacy Beliefs

1.2.2.7.3. Self-Regulation

1.2.2.8. Organizational Learning Practices

1.2.2.8.1. Org Behavior Modification

1.2.2.8.2. Employee Recognition Programs

1.2.2.8.3. Training and Development Programs

1.2.2.8.4. Career Development

1.3. Chapter 3 - Perception, Attribution and Diversity

1.3.1. Perception

1.3.1.1. Components of Perception

1.3.1.1.1. Perceiver

1.3.1.1.2. Target

1.3.1.1.3. Situation

1.3.1.2. Social Identity Theory

1.3.1.3. A Model of the Perceptual Process

1.3.1.4. Basic Biases in Perception

1.3.1.4.1. Primacy and Recency Effects

1.3.1.4.2. Reliance on Central Traits

1.3.1.4.3. Implicit Personality Theories

1.3.1.4.4. Projection

1.3.1.4.5. Stereotyping

1.3.2. Attribution

1.3.2.1. Consistency Cues

1.3.2.2. Consensus Cues

1.3.2.3. Distinctiveness Cues

1.3.2.4. Attribution in Action

1.3.2.5. Biases in Attribution

1.3.2.5.1. Fundamental Attribution Error

1.3.2.5.2. Actor-Observer Effect

1.3.2.5.3. Self-Serving Bias

1.3.3. Person Perception and Workforce Diversity

1.3.3.1. The changing workplace

1.3.3.2. Valuing diversity

1.3.3.3. Stereotypes and workforce diversity

1.3.3.3.1. Stereotype threat

1.3.3.3.2. Racial, ethnic and religious stereotypes

1.3.3.3.3. Gender Stereotypes

1.3.3.3.4. Age Stereotypes

1.3.3.4. Managing workplace diversity

1.3.4. Perceptions of Trust

1.3.5. Perceived Organizational Support

1.3.6. Person Perception in Human Resources

1.3.6.1. Perceptions in the Employment Interview

1.3.6.2. Perceptions in Performance Appraisal

1.3.6.2.1. Objective and subjective measures

1.3.6.2.2. Rater Errors

1.4. Chapter 4 - Values, Attitudes and Work Behavior

1.4.1. What are values?

1.4.1.1. Generational differences in Values

1.4.1.2. Cultural differences in values

1.4.1.2.1. work centrality

1.4.1.2.2. Hofstede Study

1.4.1.2.3. Implications of Cultural Variation

1.4.2. What are Attitudes?

1.4.3. Job Satisfaction

1.4.3.1. Determinates of Job Satisfaction

1.4.3.1.1. Discrepancy

1.4.3.1.2. Fairness

1.4.3.1.3. Disposition

1.4.3.1.4. Mood and Emotion

1.4.3.1.5. Key Contributors to JS

1.4.3.2. Consequences of Job Satisfaction

1.4.3.2.1. Absence from Work

1.4.3.2.2. Turnover

1.4.3.2.3. Performance

1.4.3.2.4. Organizational Citizenship Behavior

1.4.3.2.5. Customer Satisfaction

1.4.3.3. Organizational Commitment

1.4.3.3.1. Determinates of Org Commitment

1.4.3.3.2. Consequences

1.4.3.3.3. Changes in the workplace and Org Com.

1.5. Chapter 5 - Theories of Work Motivation

1.5.1. Putting it all together

1.5.2. What is Motivation?

1.5.2.1. Effort

1.5.2.2. Persistence

1.5.2.3. Direction

1.5.2.4. Goals

1.5.3. Extrinsic and Intrinsic Motivation

1.5.4. Motivation and Performance

1.5.4.1. General Cognitive Ability

1.5.4.2. Emotional Intelligence

1.5.4.2.1. Four-branch model of EI

1.5.4.3. The Motivation-Performance Relationship

1.5.5. Need Theories of Work Motivation

1.5.5.1. Maslow's Hierarchy of Needs

1.5.5.2. Alderfer's ERG Theory

1.5.5.3. McClelland's Theory of Needs

1.5.5.4. Research Support for Needs Theories

1.5.5.5. Managerial Implications of Needs Theories

1.5.5.5.1. Appreciate Diversity

1.5.5.5.2. Appreciate Intrinsic Motivation

1.5.6. Process Theories of Work Motivation

1.5.6.1. Expectancy Theory

1.5.6.1.1. Components

1.5.6.1.2. Research Support for Expectancy Theory

1.5.6.1.3. Managerial Implications

1.5.6.2. Equity Theory

1.5.6.2.1. Gender and Equity

1.5.6.2.2. Research Support

1.5.6.2.3. Managerial Implications

1.5.6.3. Goal Setting Theories

1.5.6.3.1. What kinds of goals are motivational?

1.5.6.3.2. SMART Goals

1.5.6.3.3. Goal Specificity

1.5.6.3.4. Goal Challenge

1.5.6.3.5. Goal Commitment

1.5.6.3.6. Goal Feedback

1.5.6.3.7. Enhancing Goal Commitment

1.5.6.3.8. Goal Orientation and Proximity

1.5.6.3.9. Research Support for Goal Setting Theory

1.5.6.3.10. Managerial Implications

1.5.7. Do Motivation Theories Translate across cultures?

1.5.8. Why Study Motivation?

1.6. Chapter 7 - Groups and Teamwork

1.6.1. What is a group?

1.6.2. Group Development

1.6.2.1. Typical Stages of development

1.6.2.1.1. Forming

1.6.2.1.2. Storming

1.6.2.1.3. Norming

1.6.2.1.4. Performing

1.6.2.1.5. Adjourning

1.6.2.2. Punctuated Equilibrium

1.6.2.2.1. Phase 1

1.6.2.2.2. Midpoint Transition

1.6.2.2.3. Phase 2

1.6.3. Group Structure and its Consequences

1.6.3.1. Group Size

1.6.3.2. Size and satisfaction

1.6.3.3. Size and performance

1.6.3.3.1. Types of tasks

1.6.3.3.2. Process loss

1.6.3.4. Diversity of Group membership

1.6.3.5. Group Norms

1.6.3.5.1. Norm Development

1.6.3.5.2. Typical Norms

1.6.3.6. Roles

1.6.3.6.1. Role Ambiguity

1.6.3.6.2. Role Conflict

1.6.3.7. Status

1.6.3.7.1. Formal Status

1.6.3.7.2. Informal Status

1.6.3.7.3. Consequences of Status

1.6.3.7.4. Reducing Status Barriers

1.6.4. Group Cohesiveness

1.6.4.1. Factors Influencing Cohesiveness

1.6.4.1.1. Threat/Competition

1.6.4.1.2. Success

1.6.4.1.3. Member Diversity

1.6.4.1.4. Size

1.6.4.1.5. Toughness of initiation

1.6.4.2. Consequences of cohesiveness

1.6.4.2.1. More participation in group activities

1.6.4.2.2. Conformity

1.6.4.2.3. Success

1.6.5. Social Loafing

1.6.6. What is a Team?

1.6.7. Designing Effective Teams

1.6.7.1. Self-managed work teams

1.6.7.1.1. Tasks for self-managed work teams

1.6.7.1.2. Composition

1.6.7.1.3. Supporting self-managed work teams

1.6.7.2. Cross-functional teams

1.6.7.2.1. Principles for effectiveness

1.6.7.3. Virtual teams

1.6.7.3.1. Advantages

1.6.7.3.2. Challenges

1.6.7.3.3. Lessons

1.6.8. A Word of Caution

1.7. Lecture slides on group decision making (not in textbook)

1.7.1. Anything on these slides is testable material, even though it is not in any of the textbook readings.

2. Legend

2.1. In textbook but definitely not on exam

2.2. Covered in class

2.3. In textbook and might be tested