1. Ch 15: Interpersonal and Organizational Communication
1.1. Communication
1.1.1. Sender, message, & receiver
1.1.2. Encoding & decoding
1.1.3. The medium
1.1.4. Feedback
1.1.5. Noise
1.1.6. Communication process
1.2. *Selecting the right medium for effective communication
1.3. Media richness
1.3.1. Rich medium
1.3.2. Lean medium
1.4. Barriers to communication
1.4.1. Physical barriers
1.4.2. Semantic barriers
1.4.3. Personal barriers
1.5. Nonverbal communication
1.6. *How managers fit into communication process
1.7. Formal communication channels
1.7.1. Vertical communication
1.7.1.1. Downward communication
1.7.1.2. Upward communication
1.7.2. Horizontal communication
1.7.3. External communication
1.8. *Informal communication channels
1.8.1. The grapevine
1.8.2. Management by wandering around (MBWA)
1.9. Improving communication Effectiveness
1.9.1. 1) *Being an effective listener
1.9.2. 2) *Being an effective reader
1.9.2.1. S: survey
1.9.2.2. Q: question
1.9.2.3. 3R: read, recite, and review
1.9.3. 3) Being an effective writer
1.9.4. 4) *Being an effective speaker
2. Ch 7: Individual & Group Decision Making
2.1. Decision Making
2.2. *Rational Model
2.2.1. Stage 1: Identify the problem
2.2.2. Stage 2: Think up alternative solutions
2.2.3. Stage 3: Evaluate alternatives and select a solution
2.2.4. Stage 4: Implement and evaluate the solution
2.3. Non-rational model
2.3.1. Bounded Rationality
2.3.2. Satisficing Model
2.3.3. *Incremental model
2.3.4. Intuition
2.4. *Nine common decision making biases
2.4.1. 1. Availability bias
2.4.2. 2. Representativeness bias
2.4.3. 3. Confirmation bias
2.4.4. 4. Sunk cost bias
2.4.5. 5. Anchoring and adjustment bias
2.4.6. 6. Overconfidence bias
2.4.7. 7. Hindsight bias
2.4.8. 8. Framing bias
2.4.9. 9. Escalation of commitment bias
2.5. Advantages of group decision making
2.5.1. Greater pool of knowledge
2.5.2. Different perspectives
2.5.3. Intellectual stimulation
2.5.4. Better understanding of decision rationale
2.6. *Brainstorming
2.6.1. generate idea &alternatives; to solve problem
2.7. *Groupthink
2.7.1. strive to agree for the sake of unanimity (= agree by all people; ความเป็นเอกฉันท์)
2.8. *Consensus
2.8.1. able to express their opinions; to reach agreement; to support final decision
3. Ch 13: Groups & Teams
3.1. Group
3.2. Team
3.3. *Formal groups vs informal groups
3.4. Seven types of teams
3.4.1. 1. Continuous improvement team
3.4.2. 2. Cross functional team
3.4.3. 3. Problem solving team
3.4.4. 4. Self-manage team
3.4.5. 5. Top-management team
3.4.6. 6. Virtual team
3.4.7. 7. *Work team
3.4.7.1. Advice team
3.4.7.2. Production team
3.4.7.3. Project team
3.4.7.4. Action team
3.5. *Five stages of group & team development
3.5.1. 1. Forming
3.5.2. 2. Storming
3.5.3. 3. Norming
3.5.4. 4. Performing
3.5.5. 5. Adjourning
3.6. Building Effective Teams
3.6.1. Cooperating
3.6.2. Trust
3.6.3. Cohesiveness
3.7. Small team or large team?
3.8. Managing conflict
3.8.1. *The nature of conflict: Disagreement is normal.
3.8.2. *Kinds of Conflict
3.8.2.1. Dysfunctional conflict (negative / bad)
3.8.2.2. Functional conflict (constructive / good)
3.8.3. *Relationship between intensity of conflict and performance outcomes
3.8.3.1. Three kinds of conflict
3.8.3.1.1. Personality conflict
3.8.3.1.2. Intergroup conflict
3.8.3.1.3. Cross-cultural or multicultural conflict
3.8.4. *Five conflict handling styles
3.8.4.1. 1. Avoiding
3.8.4.2. 2. Accommodating
3.8.4.3. 3. Forcing
3.8.4.4. 4. Compromising
3.8.4.5. 5. Collaborating
4. Ch 14: Power, Influence, & Leadership
4.1. Leadership
4.1.1. Nature of Leadership
4.1.2. Manager Vs Leader
4.2. Authority
4.3. Power
4.3.1. Personalized power
4.3.2. Socialized power (or institutional power)
4.4. Five sources of power
4.4.1. Legitimate power
4.4.2. Reward power
4.4.3. Coercive power
4.4.4. Expert power
4.4.5. Referent power
4.5. Traits which women excel
4.5.1. Woman = better leader
4.6. The lack of women at the top
4.6.1. Unwillingness to compete or sacrifice
4.6.2. Modesty
4.6.3. Lack of mentor
4.6.4. Starting out lower, and more likely to quit
4.7. 4 Approaches to Leadership
4.7.1. 1) Trait Approaches
4.7.1.1. Dominance
4.7.1.2. Intelligence
4.7.1.3. Self-confidence
4.7.1.4. High energy
4.7.1.5. Task-relevant knowledge
4.7.2. 2) *Behavioral Approaches : “style” used by effective leader
4.7.2.1. University of Michigan model
4.7.2.1.1. Job-centered (or production-oriented)
4.7.2.1.2. Employee-centered (or Employee-oriented)
4.7.2.2. Ohio State model
4.7.2.2.1. Initiating-structure behavior
4.7.2.2.2. Consideration behavior
4.7.3. 3) Contingency Approaches
4.7.3.1. Situational Leadership Theory (SLT)
4.7.3.2. *The Path-Goal Leadership model : leader motivates employees by clarifying “path” to achieve “goal” and providing support.
4.7.3.2.1. Directive leader
4.7.3.2.2. Supportive leader
4.7.3.2.3. Participative leader
4.7.3.2.4. Achievement-oriented leader
4.7.4. 4) The Full-Range Model
4.7.4.1. 3 types of leaders
4.7.4.1.1. Laissez-faire Leader
4.7.4.1.2. Transactional Leader
4.7.4.1.3. *Transformational Leader
5. Ch.8 Oragnizational Culture, Structure, & Design
5.1. Organizational Culture
5.2. Organizational Structure
5.3. How employees learn culture
5.3.1. Symbols
5.3.2. Stories
5.3.3. Heroes
5.3.4. Rites & Rituals
5.4. *Organizational Chart
5.4.1. The vertical hierarchy of authority (who report to whom)
5.4.2. The horizontal specialization (who specialize in what)
5.5. Common elements of organization:
5.5.1. Four proposed by Edgar Schein
5.5.1.1. 1. Common Purpose
5.5.1.2. 2. Coordinated Effort
5.5.1.3. 3. Division of Labor or Division of Work
5.5.1.4. 4. Hierarchy of Authority
5.5.2. Three more the most authorities agree on
5.5.2.1. 5. *Span of Control: Narrow (or tall) vs. Wide (or flat)
5.5.2.2. 6. Authority, Responsibility, & Delegation (*Line vs. Staff Position)
5.5.2.3. 7. *Centralization(รวมอำนาจ) vs Decentralization(กระจายอำนาจ)of Authority
5.6. *Basic Types of Organizational Structures
5.6.1. Simple Structure : authority centralized
5.6.2. Functional Structure : similar work specialties
5.6.3. Divisional Structure
5.6.3.1. Product Divisions
5.6.3.2. Customer Divisions
5.6.3.3. Geographic Divisions
5.6.4. Matrix Structure : Functional + Divisional
5.6.5. Team-based structure : Eliminate Functional Barriers
5.6.6. Hollow Structure : Central core and outsources company
5.6.7. Modular Structure : Modules by outside contractors
5.7. Contingency Design: Factors in Creating the Best Structure
5.7.1. Mechanistic : employee = machine
5.7.2. Organic : employee = human
6. Ch 9: Human Resource Management (HRM)
6.1. 7 Steps
6.1.1. 1) Strategic HRM
6.1.1.1. Human Resource Management (HRM)
6.1.1.2. Strategic HR Planning
6.1.1.3. Advantages of Job Analysis
6.1.1.3.1. Provide guidance
6.1.1.3.2. Understand various requirements
6.1.1.3.3. Develop an appropriate compensation
6.1.1.3.4. Useful in developing suitable training
6.1.1.4. Job Analysis
6.1.1.4.1. *Job description
6.1.1.4.2. *Job specification
6.1.2. 2) The Legal Requirement of HRM
6.1.2.1. Equal Employment Opportunity
6.1.2.1.1. Discrimination
6.1.2.1.2. Affirmative Action
6.1.2.1.3. Sexual Harassment
6.1.2.1.4. *Bullying : repeated abusive behavior that is threatening, humiliating
6.1.3. 3) Recruitment & Selection
6.1.3.1. Recruitment
6.1.3.1.1. *Internal Recruiting: Hiring from inside
6.1.3.1.2. *External Recruiting: Hiring from outside
6.1.3.1.3. Hybrid Approaches: Referrals & Boomerangs
6.1.3.1.4. Employee Referrals
6.1.3.1.5. Boomerangs
6.1.3.2. Selection
6.1.3.2.1. Background Information
6.1.3.2.2. Interview
6.1.3.2.3. Employment Tests
6.1.3.2.4. Other Tests
6.1.4. 4) Orientation, Training, & Development
6.1.4.1. Different types of training
6.1.4.1.1. On the job training
6.1.4.1.2. Off the job training
6.1.5. 5) Performance Appraisal
6.1.5.1. Objective appraisal
6.1.5.2. Subjective appraisal
6.1.5.2.1. *Behaviorally Anchored Rating Scales (BARS)
6.1.5.3. Who should make performance appraisal?
6.1.5.3.1. Peers, subordinates, customers, clients & self-appraisals
6.1.5.3.2. 360-Degree appraisal
6.1.6. 6) Management an Effective Workforce: Compensation & Benefit
6.1.6.1. Wages & salaries
6.1.6.2. Incentives
6.1.6.3. Benefits
6.1.7. 7) Managing Promotions, Transfer, Disciplining & Dismissals
6.1.7.1. Promotion: Moving upward
6.1.7.1.1. Fairness
6.1.7.1.2. Nondiscrimination
6.1.7.1.3. Other’s resentments
6.1.7.2. *Transfer: Moving sideways
6.1.7.2.1. To solve org. Prob; broaden exp.; retain motivation; solve employee’s prob.
6.1.7.3. Disciplining & Demotion: Moving downward
6.1.7.4. *Dismissals: Moving out of the organization
6.1.7.4.1. Layoffs : temporary
6.1.7.4.2. Downsizing : permanent / reduce cost
6.1.7.4.3. Firings : permanent bec. done bad
7. Ch 12: Motivating Employee
7.1. Motivation
7.1.1. Unfulfilled need > Motivation > Behaviors > Rewards > Feedback
7.2. *Two types of Rewards
7.2.1. Extrinsic rewards
7.2.2. Intrinsic rewards
7.3. Content Perspectives (Need-based perspectives)
7.3.1. Maslow’s hierarchy of needs theory
7.3.1.1. Higher-order needs
7.3.1.1.1. Self-actualization
7.3.1.1.2. Esteem
7.3.1.1.3. Love/ Belonging
7.3.1.2. Lower-order needs
7.3.1.2.1. Safety
7.3.1.2.2. Physiological
7.3.2. Mcclelland’s acquired needs theory
7.3.2.1. Need for achievement (nAch)
7.3.2.2. Need for affiliation (nAff)
7.3.2.3. Need for Power (nPow)
7.3.3. Herzberg’s two-factor theory
7.3.3.1. Hygiene factors: extrinsic (environmental)
7.3.3.2. Motivators: intrinsic (psychological)
7.4. Process Perspectives
7.4.1. 1. Equity theory
7.4.1.1. Inequity (Under rewarded)
7.4.1.2. Equity
7.4.1.3. Inequity (Overrewarded)
7.4.2. 2. Expectancy theory
7.4.2.1. Individual effort > (Expectancy) > Individual Performance > (Instrumentality) > Organizational Rewards > (Valence) > Individual goals
7.4.3. 3. *Goal-setting theory
7.4.3.1. Goal should be specific;
7.4.3.2. challenging but achievable;
7.4.3.3. linked to action plans;
7.4.3.4. Jointly set to be effective;
7.4.3.5. feedback enhance goal attainment
7.5. Job Design Perspective
7.5.1. Job simplification
7.5.2. Job enlargement
7.5.3. Job enrichment
7.6. Reinforcement Perspective
7.6.1. Positive Reinforcement (Strengthens behavior)
7.6.2. Negative reinforcement (Strengthens behavior)
7.6.3. Punishment (Weakens behavior)
7.6.4. Extinction (Weakens behavior)
7.7. Using Compensation & Other Rewards to Motivate
7.7.1. Pay for performance or Merit pay
7.7.2. Bonuses
7.7.3. Profit Sharing
7.7.4. Gainsharing
7.7.5. Stock options
7.7.6. Pay for knowledge or Skill-based pay