Chapter 1 What is OB?

Management Functions
1. Planning
2. Organizing
3. Leading
4. Controlling
Management Roles
1. Interpersonal figure head, leadership, liaison
2. Informational monitor, disseminator, spokesperson
3. Decision entrepreneur, disturbance handler, resource allocator, negotiator
Management Skills
1. Technical
2. Human
3. Conceptual
Successful and Effective Managers
EBM (Evidence based Management)
Psychology, Sociology, Social Psychology, Anthropology
Positive Organizational Scholarship/Behavior
OCB (Organizational Citizenship Behavior)
Deviant Workplace Behavior

Chapter 5 Personality and Values
Ways of Measurement: -
1. Self-report surveys
2. Observer rating surveys
3. Projective measures
4. Psychometric tests
Factors heredity and environment
Myers-Briggs Type Indicator
1. Extraverted & Introverted
2. Sensing & Intuitive
3. Thinking & feeling
4. Judging & Perceiving
Big Five Personality Model
1. Extraversion
2. Agreeableness
3. Conscientiousness
4. Emotional stability
5. Openness to experience
16 personality factor questionnaire
Core self evaluation
Machiavellianism
1. High Mach
2. Low Mach
Narcissism
Self monitoring
Risk taking
Type A personality, Type B personality
Proactive personality
High Flyers
Values content and intensity
Rokeach Value Survey
1. Terminal values
2. Instrumental values
Generation Values
1. Veterans
2. Boomers
3. Xers
4. Nexters
John Hollands Personality Job Fit Theory
1. Realistic
2. Investigative
3. Social
4. Conventional
5. Enterprising
6. Artistic
Hostedes Framework for Assessing Cultures
1. Power distance
2. Individualism vs. Collectivism
3. Masculinity vs. Femininity
4. Uncertainty avoidance
5. Long term vs. Short term orientation

Chapter 6 Perception and Individual Decision Making
Principles of Organization
1. Figure and ground
2. Closure
3. Proximity
4. Similarity
Attribution Theory
1. Internally or externally caused
a. Distinctiveness - e
b. Consensus - e
c. Consistency i
Shortcuts
1. Selective perception
2. Halo effect
3. Contrast effect
4. Stereotyping - profiling
Rational Decision Making
1. Define the problem
2. Identify the decision criteria
3. Allocate weights to the criteria
4. Develop the alternatives
5. Evaluate the alternatives
6. Select the best alternative
Bounded Rationality
Intuition Decision Making
Bias and Errors
1. Overconfidence bias
2. Anchoring bias
3. Confirmation bias
4. Availability bias
5. Escalation of commitment
6. Randomness error
7. Winners curse
8. Hindsight bias
Influences on Decision Making
1. Individual differences
a. Personality
b. Gender
i. Rumination
2. Organizational Constraints
a. Performance evaluation
b. Reward systems
c. Formal regulations
d. System imposed time constraints
e. Historical precedents
Three ethical decision criteria
1. Utilitarian
2. Rights
3. Justice
Three component model of creativity
1. Expertise
2. Creative thinking skills
3. Intrinsic task motivation

Chapter 3 Attitudes and Job Satisfaction
Attitudes
1. Cognition
2. Affect
3. Behavior
Cognitive dissonance
Jab Satisfaction
Job Involvement
Psychological Empowerment
Organizational Commitment
1. Affective commitment
2. Continuance
3. Normative
Perceived Organizational Support (POS)
Employee Engagement and Job Engagement
Model to understand consequences of dissatisfaction
1. Exit Active + Destructive
2. Voice Active + Constructive
3. Loyalty Passive + Constructive
4. Neglect Passive + Destructive

Chapter 7 Motivation Concepts
Motivation
1. Intensity
2. Direction
3. Persistence
Early Theories of Motivation
1. Hierarchy of Needs Theory
a. Physiological
b. Safety
c. Social
d. Esteem
e. Self Actualization
2. ERG Theory
a. Existence
b. Relatedness
c. Growth
3. Theory X and Theory Y
4. Herzbergs Two Factor Theory (Motivation Hygiene Theory)
5. McClellands Theory of Needs
a. Need for achievement
b. Need for power
c. Need for affiliation
Contemporary Theories
1. Cognitive evaluation theory
a. Self concordance
2. Goal setting theory (see ppt motivation slide 8)
a. Self generated feedback
b. Goal commitment
c. Task characteristics
d. National culture
3. Self efficacy theory
a. Enactive mastery
b. Vicarious modeling
c. Arousal
d. Verbal persuasion
4. Reinforcement theory
5. Equity theory
a. Ratio of job inputs and outcomes
i. Self inside
ii. Self outside
iii. Other inside
iv. Other outside
b. Organizational Justice
i. Distributive
ii. Procedural
iii. Interactional
6. Expectancy Theory
a. Effort performance relationship
b. Performance reward
c. Reward personal goals


Chapter 7 Motivation: From Concepts to Applications
Job Characteristics Model
1. Skill variety meaningful work
2. Task identity meaningful work
3. Task significance meaningful work
4. Autonomy personal responsibility
5. Feedback measure performance
6. Motivating Potential Score = (1+2+3)/3 X 4 X 5
Job Rotation (cross training)
Job enlargement (horizontal)
Job enrichment (vertical)
Flextime
Job sharing
Telecommuting
Employee Involvement
1. Participative management
2. Representative participation
3. Quality circles
Variable Pay programs
1. Piece rate pay
2. Merit based pay
3. Bonuses
4. Skill based pay
5. Profit sharing plans
6. Gain sharing
7. Employee stock ownership plans (ESOP)


Chapter 11 - Communication
Communication 4 functions
1. Control
2. Motivation
3. Emotional expression
4. Information
Downward Communication
Upward Communication
Lateral Communication
Interpersonal Communication
1. Oral
2. Written
3. Non verbal
Organizational Communication
1. Formal small group networks
a. Chain
b. Wheel
c. All channel
2. Grapevine (gossips)
3. Electronic communication
Knowledge Management
Barriers (classification by book)
1. Filtering
2. Selective perception
3. Information overload
4. Emotions
5. Language
6. Communication apprehension (anxiety)
7. Gender differences
8. Politically correct communication
Barriers (classification by Prof. Leena Chatterjee)
1. Semantic
2. Psychological
3. Environmental/Organizational
4. Cultural
High and Low Context Cultures
Note: - See the PPT of Managing Interpersonal Relationships