Topics on RSM 260 Midterm - June 2013

Laten we beginnen. Het is Gratis
of registreren met je e-mailadres
Topics on RSM 260 Midterm - June 2013 Door 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 Predicting Behavior Explaining Behaviour Managing Behaviour

1.1.6. Early Prescriptions Concerning Management Classical view Human relations movement

1.1.7. Contemporary Management - Contingency approach

1.1.8. What do managers do? Managerial roles Interpersonal roles Informational roles Decisional roles Managerial activities Managerial Agendas Agenda setting Networking Agenda implementation Managerial Minds International Managers

1.1.9. Some contemporary management concerns Diversity Positive work environment/employee well-being Talent Management Corporate Social Responsibility

1.2. Chapter 2 - Personality and Learning

1.2.1. Personality Definition Personality vs situation vs interactionist Five-Factor Model Definitions Importance in OB Locus of Control Definition Importance in OB Self-Monitoring Definition Importance in OB Self Esteem Definition Importance in OB "New Developments in Personality" Positive and Negative Affect Proactive Personality General Self-Efficacy Core Self Evaluations

1.2.2. Learning Definition Relevance to OB Operant Learning Theory Increasing Probability of a Behavior Positive Reinforcement Negative Reinforcement Organizational Errors Involving Reinforcement Reinforcement Strategies Reducing the Probability of Behavior Extinction Punishment Using Punishment Effectively Social Cognitive Theory Observational Learning Self-Efficacy Beliefs Self-Regulation Organizational Learning Practices Org Behavior Modification Employee Recognition Programs Training and Development Programs Career Development

1.3. Chapter 3 - Perception, Attribution and Diversity

1.3.1. Perception Components of Perception Perceiver Target Situation Social Identity Theory A Model of the Perceptual Process Basic Biases in Perception Primacy and Recency Effects Reliance on Central Traits Implicit Personality Theories Projection Stereotyping

1.3.2. Attribution Consistency Cues Consensus Cues Distinctiveness Cues Attribution in Action Biases in Attribution Fundamental Attribution Error Actor-Observer Effect Self-Serving Bias

1.3.3. Person Perception and Workforce Diversity The changing workplace Valuing diversity Stereotypes and workforce diversity Stereotype threat Racial, ethnic and religious stereotypes Gender Stereotypes Age Stereotypes Managing workplace diversity

1.3.4. Perceptions of Trust

1.3.5. Perceived Organizational Support

1.3.6. Person Perception in Human Resources Perceptions in the Employment Interview Perceptions in Performance Appraisal Objective and subjective measures Rater Errors

1.4. Chapter 4 - Values, Attitudes and Work Behavior

1.4.1. What are values? Generational differences in Values Cultural differences in values work centrality Hofstede Study Implications of Cultural Variation

1.4.2. What are Attitudes?

1.4.3. Job Satisfaction Determinates of Job Satisfaction Discrepancy Fairness Disposition Mood and Emotion Key Contributors to JS Consequences of Job Satisfaction Absence from Work Turnover Performance Organizational Citizenship Behavior Customer Satisfaction Organizational Commitment Determinates of Org Commitment Consequences 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? Effort Persistence Direction Goals

1.5.3. Extrinsic and Intrinsic Motivation

1.5.4. Motivation and Performance General Cognitive Ability Emotional Intelligence Four-branch model of EI The Motivation-Performance Relationship

1.5.5. Need Theories of Work Motivation Maslow's Hierarchy of Needs Alderfer's ERG Theory McClelland's Theory of Needs Research Support for Needs Theories Managerial Implications of Needs Theories Appreciate Diversity Appreciate Intrinsic Motivation

1.5.6. Process Theories of Work Motivation Expectancy Theory Components Research Support for Expectancy Theory Managerial Implications Equity Theory Gender and Equity Research Support Managerial Implications Goal Setting Theories What kinds of goals are motivational? SMART Goals Goal Specificity Goal Challenge Goal Commitment Goal Feedback Enhancing Goal Commitment Goal Orientation and Proximity Research Support for Goal Setting Theory 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 Typical Stages of development Forming Storming Norming Performing Adjourning Punctuated Equilibrium Phase 1 Midpoint Transition Phase 2

1.6.3. Group Structure and its Consequences Group Size Size and satisfaction Size and performance Types of tasks Process loss Diversity of Group membership Group Norms Norm Development Typical Norms Roles Role Ambiguity Role Conflict Status Formal Status Informal Status Consequences of Status Reducing Status Barriers

1.6.4. Group Cohesiveness Factors Influencing Cohesiveness Threat/Competition Success Member Diversity Size Toughness of initiation Consequences of cohesiveness More participation in group activities Conformity Success

1.6.5. Social Loafing

1.6.6. What is a Team?

1.6.7. Designing Effective Teams Self-managed work teams Tasks for self-managed work teams Composition Supporting self-managed work teams Cross-functional teams Principles for effectiveness Virtual teams Advantages Challenges 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