CHAPTER 1: WHAT IS 4. Workforce diversity 2.

Religion
ORGANIZATIONAL BEHAVIOR? 5. Customer service 3. Sexual orientation and
 China’s Prominent Business 6. People skills gender identity
Leader Revives a Troubled 7. Networked organizations 4. Cultural identity
Bank (Story) 8. Social media  Abilities
o China Minsheng Banking 9. Employee well-being at 1. Intellectual abilities
Corp. work o General mental
o Hong Qi 10. Positive work ability (GMA)
o Mao Xiaofeng – resigned environment 2. Physical abilities
 Manager o Positive  Dimensions of intellectual
organizational abilities – NVPI DSM
 Organization
scholarship/behavior 1. Number aptitude
 Management functions (Henri o “Reflected best self”
Fayol) [4] – PLOC 2. Verbal comprehension
11. Ethical behavior 3. Perceptual speed
1. Planning o Ethical dilemmas and
2. Organizing 4. Inductive reasoning
ethical choices 5. Deductive reasoning
3. Leading
 Developing an OB model 6. Spatial visualization
4. Controlling
1. Model 7. Memory
 Management roles (Henry 2. Input
Mintzberg) [10] – IID  Basis Physical Abilities [9]
3. Processes – DTSE ED BBS
1. Interpersonal roles – 4. Outcome
FLL 1. Strength factors
o Individual level (4) o Dynamic strength
1. Figurehead – attitudes & stress,
2. Leader o Trunk strength
task performance, o Static strength
3. Liaison (organizational)
2. Informational roles – o Explosive strength
citizenship behavior, 2. Flexibility factors
MDS withdrawal behavior
1. Monitor o Extent flexibility
o Group level (2) – o Dynamic flexibility
2. Disseminator group cohesion, group
3. Spokesperson 3. Other factors
functioning o Body coordination
3. Decisional roles – EDRN o Organizational level
1. Entrepreneur o Balance
(2) – productivity, o Stamina
2. Disturbance handler (organizational)
3. Resource allocator  Diversity management – ASDR
survival
4. Negotiator 1. Attracting,
 Management skills [3] – THC 2. Selecting,
CHAPTER 2: DIVERSITY IN
1. Technical skills 3. Developing,
ORGANIZATIONS
2. Human skills 4. Retaining diverse
 Exploiting a loophole employees.
3. Conceptual skills (Story)
 Managerial activities [4] – o Henry’s Turkey Service CHAPTER 3: ATTITUDES AND JOB
TCHN o Abuse of disabled SATISFACTION
1. Traditional management workers
2. Communication  Patching together a Career
 Levels of diversity (Story)
3. Human resource 1. Surface level diversity
management o Brad Stone
2. Deep level diversity o Work congruence & job
4. Networking
 Discrimination satisfaction
 Organizational behavior 1. (Unfair) discrimination o Job insecurity & job
 Three determinants of 2. Stereotyping satisfaction
behavior in an organization 3. Stereotype threat
– IGS  Attitudes
 Types of Discrimination –  Components of Attitudes [3]
1. Individuals DSI MEI
2. Groups – CAB
1. Discriminatory policies 1. Cognitive
3. Structure or practices 2. Affective
 Systematic study 2. Sexual harassment 3. Behavioral
 Evidence-based management 3. Intimidation
 Cognitive dissonance
(EBM) 4. Mockery and insults
o The desire to reduce
 Intuition 5. Exclusion
dissonance depends on 3
 Behavioral science 6. Incivility factors – IDR
disciplines that contribute  Biographical characteristics 1. Importance of the
to OB – PSSA (Surface-level) – ASRD elements creating
1. Psychology 1. Age dissonance
2. Social psychology 2. Sex (Gender) 2. Degree of influence we
3. Sociology 3. Race and ethnicity have over the elements
4. Anthropology 4. Disabilities 3. Rewards of dissonance
 Challenges and opportunities a. Hidden disabilities o Most powerful moderators
for OB  Other differentiating of the attitudes
1. Economic pressures characteristics (Deep level) relationship [5] – ICA
2. Continuing globalization - TRSC PD
3. Workforce demographics 1. Tenure
 1. Importance of the
attitude
2. Its correspondence to
behavior
3. Its accessibility
4. Presence of social
pressures
5. Direct experience with
the attitude
 Major job attitudes [4] –
JOPE
1. Job satisfaction & job
involvement
2. Organizational
commitment
3. Perceived organizational
support
4. Employee engagement
 Main causes of job
satisfaction [4] – JPPC
1. Job conditions
2. Personality
o Core self-evaluation
(CSE)
3. Pay
4. Corporate social
responsibility (CSR)
 Outcomes of job satisfaction
[4] – JOCL
1. Job performance
2. Organizational
citizenship behavior
(OCB)
3. Customer satisfaction
4. Life satisfaction
 Employee responses to job
dissatisfaction [4] – EVLN
1. Exit
2. Voice
3. Loyalty
4. Neglect
 Counterproductive work
behavior [2]
1. Absenteeism
2. Turnover
CHAPTER 4: EMOTIONS AND MOODS
 Story
o Nelson Mandela
o Sheryl Sandberg – COO of
Facebook
 Affect
1. Emotions
2. Moods
 Six universal emotions [6] –
AFS HDS
1. Anger
2. Fear
3. Surprise
4. Happiness
5. Disgust
6. Sadness
 Moral emotions
 Basic mood dimensions [2]
1. Positive affect
2. Negative affect
 Experiencing moods and
emotions
o Positivity offset
 Functions of emotions [2] –
RE
1. Rationality
2. Ethicality
 Sources of emotions and
moods – PTD WSS SEAS
1. Personality
o Affect intensity
2. Time of day
3. Day of week
4. Weather
5. Stress
6. Social activities
7. Sleep
8. Exercise
9. Age
10. Sex
 Emotional labor
1. Felt emotions vs.
Displayed emotions
2. Surface acting vs. Deep
acting
3. Emotional dissonance
4. Mindfulness
 Affective events theory
 Emotional intelligence [3] –
CCE
1. Conscientiousness
2. Cognitive
3. Emotional stability
 Emotion regulation – ECS
1. Emotional suppression
2. Cognitive reappraisal
3. Social sharing
 OB applications of emotions
and moods – SDCM LN CJDS
1. Selection
2. Decision making
3. Creativity
4. Motivation
5. Leadership
6. Negotiation
7. Customer service
8. Job attitudes
9. Deviant workplace
behaviors
10. Safety and injury at
work
CHAPTER 5: PERSONALITY AND
VALUES
 Story
o Mark Josephson – CEO of
Bitly
 Personality
 Surveys in measuring
personality:
1. Self-report surveys
2. Observer-rating surveys
 Personality determinants:
1. Heredity
2. Environment
 Personality traits
 Personality frameworks (3) –
MBD
1. Myers-Brigs Type
Indicator (MBTI) – ESTJ
a. Extraverted (E) vs.
Introverted (I)
b. Sensing (S) vs.
Intuitive (N)
c. Thinking (T) vs.
Feeling (F)
d. Judging (J) vs.
Perceiving (P)
2. Big Five Model – CEEOA
a. Conscientiousness
b. Emotional stability
c. Extraversion
d. Openness to
experience
e. Agreeableness
3. Dark triad – MNP
a. Machiavellianism
(Mach)
b. Narcissism
c. Psychopathy
d. Other traits – AB SOA
1. Antisocial
2. Borderline
3. Schizotypal
4. Obsessive-
compulsive
5. Avoidant
 Other personality attributes
1. Core self-evaluations
(CSEs)
2. Self-monitoring
3. Proactive personality
 Personality and situations:
Theories
1. Situation strength
theory [4 elements] -
CCCC
a. Clarity
b. Consistency
c. Constraints
d. Consequences
2. Trait activation theory
 Values
o Value system
o Terminal vs.
Instrumental values
o Generational values
 Linking an individual’s
personality and values to
the workplace
1. Person-job fit
2. Person-organization fit
3. Others
a. Person-group fit
b. Person-supervisor fit
 John Holland’s typology of
personality – RIS CEA
1. Realistic
2. Investigative
3. Social
4. Conventional
5. Enterprising
6. Artistic
 Cultural values
1. Hostfede’s framework
(national cultures)–
PIMUL
a. Power distance
 b. Individualism vs.
collectivism
c. Masculinity vs.
femininity
d. Uncertainty avoidance
e. Long-term vs. short-
term orientation
2. Global Leadership and
Organizational Behavior
Effectiveness (GLOBE)
framework
a. Humane orientation
b. Performance
orientation
CHAPTER 6: PERCEPTION AND
INDIVIDUAL DECISION MAKING
 Story
o Palmer Luckey – inventor
of the Oculus Rift
Virtual reality headset
 Perception
 Factors that influence
perception
1. Perceiver – AMIEE
a. Attitudes
b. Motives
c. Interests
d. Experience
e. Expectations
2. Target – NMS SBPS
a. Novelty
b. Motion
c. Sounds
d. Size
e. Background
f. Proximity
g. Similarity
3. Situation – WTS
a. Time
b. Work setting
c. Social setting
 Person perceptions
 Attribution theory [3
factors]
1. Distinctiveness
2. Consensus
3. Consistency
 Errors or biases per
attribution theory [2] – FS
1. Fundamental attribution
error
2. Self-serving bias
 Common shortcuts in judging
others - SHCS
1. Selective perception
2. Halo effect
3. Contrast effect
4. Stereotyping
 Specific applications of
shortcuts in organizations –
EPP
1. Employment interview
2. Performance expectations
o Self-fulfilling
prophecy
3. Performance evaluations
 Link between perception and
individual decision making
1. Decisions
2. Problem
 Decision making in
organizations – RBI
1. Rational decision-making
model
2. Bounded rationality
3. Intuitive decision
making
 Common biases and errors in
decision making – OACA ERRH
1. Overconfidence bias
2. Anchoring bias
3. Confirmation bias
4. Availability bias
5. Escalation of commitment
6. Randomness error
7. Risk aversion
8. Hindsight bias
 Influences on decision
making
1. Individual differences –
PGM CN
a. Personality
b. Gender
c. Mental ability
d. Cultural differences
e. Nudging
2. Organizational
constraints – PRF SH
a. Performance
evaluation systems
b. Reward systems
c. Formal regulations
d. System-imposed time
constraints
e. Historical precedents
 Ethical decision criteria
[3]
1. Utilitarianism
2. Make decisions
consistent with
liberties and privileges
3. Impose and enforce rules
fairly and impartially
to ensure justice
o Behavioral ethics
 Three-stage model to
creativity
1. Causes of creative
behavior (creative
potential/environment)
2. Creative behavior
3. Creative outcomes
(innovation)
 Stages in creative behavior
[4] - PIII
1. Problem formulation
2. Information gathering
3. Idea generation
4. Idea evaluation
 Causes of creative behavior
1. Creative potential -
IPEE
a. Intelligence
b. Personality
c. Expertise
d. Ethics
2. Creative environment