Final Exam

1. Final Exam • Sat., Dec. 13 6:30-9:30 PM • Athletic Complex • Worth 40% of course grade • Lecture material is cumulative!: Material covered in class from first to last class is fair game. Anything discussed, seen, or demonstrated is testable. • Multiple Choice is not cumulative: Only material covered in Chapters 6, 7, and 10 will be tested. • Total Points on Exam: 100

2. Exam Breakdown

3. Things You’ll be Asked to Do on Exam All questions will involve one or more OB theories, models, or concepts. For any of these I may ask you to: • Describe • Provide examples • Explain • Apply to a given situation • Distinguish • Provide advice based on OB knowledge and research • Tell me what you would do in a situation and why

4. Tips for Parts 2-4 of Exam • Don’t spend your studying time trying to guess what the questions will be on – spend your time studying the material! • Read carefully and answer what I ask – read each question and then read it again before answering. Check off each part of the question so you know it’s been answered. • Test taking is a form of impression management – this is your chance to show me what you know. • Do not assume knowledge on my part – I can only grade what you write down, do not assume I will fill things in for you. • e.g., if you use a term from class, define it. Don’t assume that I know what it means so you don’t have to define it. Of course I know what it means, but you need to show me that YOU know what it means. • You will not get extra points for giving me more information than I ask. • e.g., Describe 2 sources of resistance to change – if you list 5 of them, but don’t explain any of them, you will not get full points.

5. Tips for Parts 2-4 of Exam • The best answers get the terms exactly right, define them completely, and apply them to a situation if asked. However, what’s most important is that you understand the theories and concepts and can explain them – this is where most, if not all, of your points will be gained. My goal is that you can use and apply the material to relevant situations that arise in your life and career. • When I ask a question, answer it. • e.g., Using expectancy theory to explain, is this program a motivational one? You MUST answer the question, not just give me the theory. • When I give you a situation, APPLY the theory or concept to the situation, don’t just describe the theory or concept. • If I say DESCRIBE or EXPLAIN, do not merely list.

6. Review of In-Class Material Note: Bolded items denote material NOT covered in the text or covered in greater detail than the text.

7. Organizational Behaviour and Management (Chapter 1) • History of OB • Classical View of Management • Human Relations Movement • Contingency Approach to Management • Research Methods in OB • OB is research based – systematic and objective • Theory, Hypothesis • Independent vs. Dependent Variables • Internal vs. External Validity • Correlation Coefficient • Limits of Correlational Research • Research Designs • Case Study, Field Survey, Lab Experiment, Field Experiment

8. Corporate Volunteerism • Inducements for employee volunteering • Reactive – work schedules, time off without pay, use of equipment • Proactive – recognize volunteers, time off with pay, education on volunteering • Benefits to Volunteering • e.g., company loyalty, greater self-esteem, skill development, reduced stress, leadership skills, responsible citizenship skills, teamwork, higher job satisfaction, higher morale • Responsible Citizenship Skills • Awareness of societal problems, social justice issues, develop compassion, intention to continue community service • Learning Outcomes from Co-curricular record and volunteering • e.g., effective communication, leadership development, clarified personal values, etc. • Concepts for class relevant to Corporate Volunteerism • Psychological Contract, Transformational Leadership, Personality, Attributions (e.g., Stereotypes), Teamwork, etc. • Principle of Continuity • Skill Development from Volunteering • e.g., communication, teamwork, time management, problem-solving, etc.

9. Personality (Chapter 3) • Nature vs. Nurture • Assessments of Personality • Projective, Self-report, Observational • Big 5 Personality Model • Openness to Experience, Conscientiousness, Extraversion, Agreeableness, Neuroticism • Other personality traits • Emotional Intelligence vs. Cognitive Ability • Uses of Personality Tests • Selection, team building employee development • Concerns with Personality Tests • Interaction of Personality and Situation

10. Perception and Attributions (Chapter 3) • Factors that Influence Perception • Situation, Perceiver, Target • Perceptual Shortcuts/Errors in Judgment • Stereotyping, Selective Perception, Primacy/Recency Effects, Similar-To-Me Effect, False Consensus Effect • Attribution Theory – Deciding if behaviour is internal (dispositional) or external (situational) • Consensus, Consistency, Distinctiveness • Attribution Errors • Fundamental Attribution Error, Actor-Observer effect, Self-Serving Bias

11. Attitudes and Work Behaviours (Chapter 3) • Attitude Structure - Affective, Cognitive, Intention • How Attitudes Relate to Behaviour • Theory of Planned Behaviour • Attitude, Subjective Norms, Perceived Behavioural Control, Intention, Actual Behavioural Control, Behaviours • Self-Perception Theory • Cognitive Dissonance • Organizational Commitment • Affective, Normative, Continuance • Consequences of Commitment • e.g., Turnover, Task Performance, OCBs • Job Satisfaction • Antecedents (Job Characteristics, Individual Characteristics, Social Factors, Growth opportunities) • Consequences – Performance, Withdrawal Behaviours, Dysfunctional Behaviours

12. Groups and Teamwork (Chapter 8) • Stages of Group Development • Forming, Norming, Storming, Performing, Adjourning • Individualist vs. Collectivist Identity • Benefits of Groups • Resource Pooling, Synergy, Easier Implementation of Decisions • Costs of Groups • Time, Dysfunctional Groups Processes (Dominance, Overconformity, Diffusion of Responsibility and Social Loafing) • Group Performance Factors • Composition/Diversity, Cohesiveness, Norms, Size • Social Loafing • Minimizing Social Loafing • Roles in Groups and Teams • Task-oriented, Maintenance, Individual • Group Composition/Diversity • Heterogeneous vs. Homogeneous Groups • Advantages and Disadvantages of Group Diversity • Surface vs. Deep Diversity • Situations where you might want to use a group • Questions to determine whether a team fits a situation

13. Decision Making (Chapter 9) • Carter Racing Case and What it illustrates (there was a lot, but I’ll highlight a couple specific to this chapter) • Groupthink– Handout with Antecedents, Symptoms, Consequences, Avoiding Groupthink • Group Polarization -Risky Shift, Conservative Shift, • Rational (Classical) Decision Making and Behavioral Decision Making • Bounded Rationality • Decision Making Heuristics/Cognitive Biases • Availability Heuristic, Representativeness Heuristic, Gambler’s Fallacy, Anchoring and Adjustment • Framing – Prospect Theory • Effect of gain vs. loss frames • Escalation of Commitment • Causes of Escalation of Commitment

14. Leadership (Chapter 11) • Why do we care about leadership? • Leadership as a process and property – importance offollowers • Leadership Theories – grouping them into Trait, Behavioral, Situational, Recent • Situational Theories • Path Goal Theory – Directive, Supportive, Participative, Achievement-Oriented • Hersey & Blanchard’s Situational Leadership Theory – Telling, Selling, Participating, Delegating • Early Leadership Approaches – Trait, Behavioral, Contingency (Situational) • Current Leadership Theories • Transformational (Idealized Influence, Inspirational Motivation, Individualized Consideration, Intellectual Stimulation) • Transactional (Contingent Reward, Management by Exception (active), Management by Exception (passive), Laissez-faire) • Charismatic vs. Transformational leadership – role of follower attributions • The dark side of transformational/charismatic leadership • Gender and Leadership • Leadership effectiveness, leadership emergence, why less leadership emergence for women? (glass ceiling, glass elevator, glass cliff, stereotype threat)

15. Organizational Culture & Socialization (Chapter 14) • Characteristics of Org Culture • Levels of Org Culture • Artifacts & physical characteristics, Espoused values and values-in-action, Basic assumptions • How Organizational Culture Forms • Founder, Selection, Top Management, Socialization = Culture • Strong Cultures – e.g., Disney • Elements • Positive and Negative Aspects • Organizational Socialization • Person-Job Fit • Person-Org Fit

16. Perspectives on Motivation (Chapter 4) • Basic Components - Effort, Persistence, Direction • Content (Needs) vs. Process Theories • Practical Implications of Need Theories • Operant Learning/Reinforcement Theory • Positive Reinforcement, Avoidance (Negative Reinforcement), Punishment, Extinction • OB Modification • Expectancy Theory – Effort  Performance  Outcome • Effort-to-Performance Expectancy, Performance-to-Outcomes Expectancy, Valences • Practical Implications of Expectancy Theory • Rewarding Employees – effects on intrinsic motivation • Equity Theory • Input/Output Ratios, Ways to Change Ratio • Forms of Organizational Justice • Distributive, Procedural, Interactional Justice (Interpersonal and Informational Justice) • Greenberg (1990) Equity Theory study • Practical Implications of Equity Theory and Org. Justice

17. Motivation in Action (Chapter 5) • Goal Setting Theory • Ways goals affect behavior – Direction, effort, persistence, strategy • Difficulty, Specificity, Acceptance, Commitment, Feedback • Importance of Goals and Feedback • Goal Setting Process • Goal, Behavior, Feedback, Discrepancy, Satisfaction • Practical implications of Goal Setting • Management by Objectives • SMART Goals – specific, measurable, attainable/action-oriented, relevant, time-bound

18. Organizational Change (Chapter 15 – pp. 438-445) • Forces for Change • People, Technology, Info & Communication, Competition, World Politics, Economic Shocks • Things Organizations Can Change • Lewin’s 3 Step Change Model • Unfreezing, Change, Refreezing • Sources of Resistance • Overcoming Resistance and Pushing Change Forward - strategies • Refreezing - strategies

19. Communication (Chapter 7) • Communication Process • Nonverbal Communication Research • Desk placement, aesthetics, presence of living things • Barriers to Communication • How to Overcome Barriers • Gender and Communication - Video • Women concerned with making connections, men with establishing status • Communication Rituals • Saying thank you, apologizing, direct vs. indirect communication, etc.

20. Negotiation • The Sluggers Come Home Video • Notes and Terms from the Video • Gender and Negotiation • Women don’t ask, cost of not negotiating • Negotiation Exercise • Negotiation Issues • Integrative, Distributive, Perfectly Compatible • Distributive vs. Integrative Negotiation Style • Fixed Pie vs. Expand the Pie, Positions vs. Interests, Individual vs. Mutual Gain, Short-term vs. Long-term Relationships • Distributive vs. Integrative Tactics • Integrative Strategies • Share info, ask questions, multiple offers simultaneously, etc.

21. Conflict & Power (Chapter 10) • Functional vs. Dysfunctional Conflict • Sources of Conflict • e.g., scarce resources, ambiguity, interdependence, differences in culture, power, values, personality • Conflict Reactions • 2 dimensions: goal compatibility and importance of interaction to meeting goals • Avoidance, Competition, Accommodation, Collaboration, Compromise • Bases of Power • Reward, Coercive, Legitimate, Expert, Referent • Position vs. Personal Power

22. Stress (Chapter 6) • Eustress vs. Distress • Person x Situation Interaction with stress • People respond differently to stress due to individual differences • Some individual differences that are relevant to stress • Type A & Type B personality, Hardiness, Optimism • Organizational Stressors • Task demands role demands, physical demands, interpersonal demands • Individual Consequences of Stress • Behavioral, psychological, medical • Organizational Consequences of Stress • Performance, withdrawal, attitudes, burnout • Managing Stress in the Workplace • Individual coping strategies • Organizational coping strategies