Know the following in detail.

This means that you should be able to recognize and define

concepts (according to course text and class material). In addition, you should be able to
recognize and respond to application examples about these concepts.

Chapter 1: Robbins & Judge Organizational Behavior Section Headings

The Importance of Interpersonal Skills
1. Until late 1980s, business curriculum only focuses on technical aspects
2. Incorporating OB into workplace can yield:
a. Better financial performance
b. Attracting and retaining better employees
c. Strong association between quality of workplace relationships and employee job
satisfaction, stress, turnover
d. Social responsibility awareness
Management and Organizational Behavior – includes management skills
1. Manager – someone who achieves goals and gets things done through other people in
an organization
2. Organization – social unit of two or more people that work together to achieve a
common goal
3. Four activities of manager:
a. Planning – developing strategies and goals of organization
b. Leading – directing, motivating, training, resolving conflicts
c. Organizing – designing, putting people into teams
d. Controlling – monitor, correct deviations
4. Roles of a manager
a. Interpersonal: figurehead, leader, liaison
b. Informational: spokesperson, monitor, disseminator
c. Decisional: negotiator, entrepreneur, resources allocator, dispute handler
5. Management skills
a. Conceptual skills – ability to analyze and diagnose complex problems
b. Technical skills – ability to apply specialized knowledge
c. Human skills – ability to motivate and work with people
6. Effective manager vs. successful manager
a. Effective – spent more time communicating
b. Successful – spent more time networking
Complementing intuition with systematic study
1. Intuition – gut feeling not supported by research
a. Systematic study and EBM add to intuition
2. Systematic study – looking at relationships, attempt to draw cause and effect
relationships, and draw conclusions based on scientific evidence
3. Evidence based management (EMB) – basing managerial decisions on best avalible
scientific evidence
 There are few absolutes in OB - includes our Zoom discussion of independent, dependent
and contingency variables
1. Contingency variable – variable that moderates the relationship between
independent and dependent variables
2. X leads to Y, but only under conditions specified by Z
3. Example:
a. Indep. Variable - stress
b. Contingency variable: personality
c. Dependent variable: work productivity under stress
Chapter 3: Robbins & Judge Organizational Behavior Section Headings
Attitudes
1. Attitudes - evaluative statement or judgements about person, event, thing
2. Three components of attitude:
a. Cognitive – the thought, belief or opinion
b. Affective – feeling
c. Behavioral – action
Attitudes and behavior
1. Cognitive dissonance – the disagreement of two or more attitudes or an attitude and a
behavior
2. When there is a dissonance, people will
a. Try to alter their behavior and/or attitudes
b. Rationalize
3. Desire to reduce dissonance depends on
a. Influence over items
b. Rewards of dissonance
c. Importance of elements
4. We are more likely to reduce dissonance when attitudes are important or when they have
more influence over elements.
Job Attitudes: Job Satisfaction, Job Involvement, Psychological Empowerment, Organizational
Commitment, Perceived Organizational Support, Employee Engagement
1. Job satisfaction – positive feeling resulting from evaluation of jon characteristics
2. Job invonvelemt – identifieng with your work, and connecting performance to self-
worth
3. Pyshcologicla empowerment – degree of influence one has on their work environment,
meaningfulness of work, autonomy, competenece
4. Organization commitment – identifying with goals of organizaitona dn wishing to remain
a member
5. Perceived organizaitona support – degree to which an employee believes they are
valued and the ogranizaiton cares about their well-being
a. Important in cultures with low power distance
6. Employee engagement – being involved with, enthusiastic, satisfied with job
7. Job attitudes are highly related
Causes of job satisfaction
1. Personality
2. Pay
3. CSR
4. Job conditions
Outcomes of job satisfaction
1. Higher job performance
2. OCB
3. Better customer service
4. Better life satisfaction
The impact of job dissatisfaction
1. Shown by the voice-exit-loyalty-neglect model
a. Passive – loyalty, neglect
b. Active – exit, voice
2. Counterproductive work behavior – actively damage the organization
Chapter 4: Robbins & Judge Organizational Behavior Section Headings
What are Emotions and Moods? – includes moral emotions, positive and negative affect, the
functions of emotions
1. Emotions – short-lived, intense feelings that are in response to specific stimuli
a. Facial expression
b. Specific event
c. Specific
d. Leads to action
e. Shorter time
2. Moods – longer lived, less intense feelings that do not have direct stimuli
a. No facial expression
b. Last longer
c. Lead to thought (cognitive in nature)
d. No specific event
e. General
3. Moral emotions – emotions that have moral implications because of our instant
judgement of the situation that evokes them
4. Positive affect – mood dimension that have positive emotions
a. High positive – excitement
b. Low positive – relaxed
5. Negative affect – mood dimension with negative emotions
a. High negative – anxious
b. Low negative – bored
6. Functions of moods
a. Rationality
b. Ethicality
Emotional Labor - includes felt emotions, displayed emotions, surface acting, deep acting,
emotional dissonance
1. Emotional labor – displaying organizationally required emotions during interpersonal
transactions at work
2. Felt emotions – actual emotions
3. Displayed emotions – emotions that are organizationally required
4. Surface acting – forgoing emotional expression and hiding true feelings to go with
display rules
5. Deep acting – trying to modify feeling to fit with display rules
6. Emotional dissonance – differenc ebetween emotions felt and emotions projected
7. Affect events theory (AET) – employees react emotionally to things that happen at work
and it affects their performance
Emotional intelligence
1. Ability to:
a. Perceive emotions of others and self
b. Undersatdn these emotions
c. Regulate emotions of self in response to this
d.
Emotional regulation
1. Emotional regulation – identifying and modifying emotions
2. Surface acting
3. Deep acting
4. Emotional suppression – suppressing intital emotional reaction in situation that would
cause a sever emotional reaction
5. Cognitive reappraisal – reframing outlook on emotional sitauon
OB applications of emotions and moods
6. Social sharing – venting
7. Mindfulness – being present in the moment, event, experience
Chapter 5: Robbins & Judge Organizational Behavior Section Headings
Personality
1. Personality – sum of the ways we react to and interact with others
2. Personality tarits – characteristic sthat describe individual’s behavior
3. Heredity – factors determined at conception
4. Personaility is both 50% nature (heredity) and 50% nurture (environment)
Personality frameworks - includes:
1. Myers-Briggs Type Indicator (MBTI)
a. Four traits:
i. Sensing vs. intuitive
ii. Extraverted vs. introverted
iii. Perceiving vs. judging
iv. Thinking vs. feeling
2. Big Five personality mode
a. Conscientiousness
b. Emotional stability
 c. Extraversion
d. Openness to experience
e. Agreeableness
Dark Triad:
1. Machiavellianism – pragmatic, maintain emotional distance, belviing that the ends
justify the means
2. Narcissism – arrogant, excessive admiration, entitiles
3. Psychopathy – lack of conern for others, no remorse hwen actions harm other
4. Other personality attributes relevant to OB: CSE, Self-monitoring, Proactive personality
a. Core self evaluation (CSE) – believing in one’s self worth and core competencies
b. Self-monitoring – adjusting behaviro is different scenarios
c. Proactive perosnaltity – identy opportunities, take action, and persever until
change is made
5. Values – instrumental vs terminal
a. Values – beliving that one mode fo conduct or end state of exitence is preferable
b. Instrumental – behavioral goals
c. Terminal – goals to reach at end of life
6. Situational strength theory
a. Stegth depends on:
i. Clarity
ii. Consistency
iii. constraints
iv. consequences
7. Linking an individual’s personality and values to the workplace
a. Perosnality-job fit theory – Holland’s typology which says that personality type
and occupational environemtnal determines satisfaction and turnover
b.
8. Cultural values: Hofstede’s Framework – see updated framework on slides (defined in
lecture)
a. Power distance – degree to which power inequality is acceptance
b. Indulgence vs. restraint
c. Masculinity vs. femininity
d. Long vs. short time orientation
e. Individualistic vs. collectivistc
f. Uncertainty avoidance
g.

Chapter 6: Robbins & Judge Organizational Behavior Section Headings

What is Perception?
1. Perception – how we interpret sensory impressions to give meaning to our environment
2. Factors that influence perception:
 a. Target – proximity, size, background, novelty, motion
i. Example: Marketing
b. Perceiver – attitudes, motives, interests, experience
i. Our personal experiences and attitudes affect how we see something
c. Situation – time, work setting, social setting
i. Example: You wouldn’t notice someone wearing party clothes at a
restaurant Friday night, but you would notice someone wearing party
clothes at the office on a Monday
Person perception: making judgments about others
1. Person perception – the perceptions people form about each other
2. Attribution Theory – explains the ways we judge people differently depending on the
meaning we attribute to a behavior
a. When we observe an individual’s behavior, we attempt to determine whether it
was caused by:
i. External
ii. Internal
b. Thee factors that determine if something is external or internal:
i. Distinctiveness
1. High distinctiveness = external
2. Low distinctiveness = internal
a. Someone who always gets an A on tests getting a C is
distinct and maybe it’s because they had work and
couldn’t study (external). Someone who always gets Cs
that gets a C is because they’re a average student
(internal).
ii. Consensus
1. High consensus = external
2. Low consensus = internal
a. All students raising hands mean there is a good professor
(external)
b. Only one student raising hand means that person is
curious (internal)
iii. Consistency
1. High consistency = internal
2. Low consistency = external
a. Someone who is always late being late is because they’re a
late person (internal). Someone who is never late suddenly
being late means there was probably traffic (external)
3. Fundamental attribution error – underestimate influence of external factors and
overestimate the influence when judging other people
4. Self-serving bias – attributing personal success to internal factors and blaming failures
on external factors
Common shortcuts in judging others
 1. Selective perception – tendency to interpret what one sees based on interests,
background, attitudes, experience
a. I BAE
b. We can only take in certain stimuli so any characteristic that makes a person or
object stand out will increase the possibility we perceive it
c. We may draw unwarranted conclusions from an ambiguous situation
2. Halo effect – drawing a positive impression about a person based on a single
characteristic
a. You see someone with a clean office and assume they are the best worker ever
3. Horns effect – drawing a negative conclusion about a person based ona single
characteristic
a. You see someone with a messey desk and assume they are a bad worker
4. Contrast effect – evaluation of a person that is affected by comparion to people who
rank higher or lower on the same charcateridtics
a. Our reaction is infleucned by other people we have recently encounrted
5. Stereotyping – judging someone based of of one’s perceptions about the group they
belong to
a. Heuristics – shortcuts to deal with a high number of stimuli to make a decision
Specific applications in organizations
1. Employment interview
a. We form impressions withing a tenth of a second and interviwers’ decision
change very little after the first 4 or 5 minutes
b. Information elicited early in the interview carries greater weight than does
information elicited later in the interview
2. Performance expectations
a. If a manager expect big things form her team, they aren’t likely to let her down.
If she expects the bar eminimumm, that is what she’ll get. Expectations become
reality.
b. Self-fufilling prophecy – an individuals behaviro is determined by others’
expectations
3. Performance evaluations
a. Evualtors can make the error sin their evaluation
What about ethics in decision making?
1. Three ethical decisions criteria
a. Utilitariansism – the greatest good for the greatest number of people
b. Rights
i. Set forth in US Bill of rights
ii. Respecting basic rights of indivduals, such a right to proavcy, free speech,
and due process
iii. This protects whistlblowers
c. Justice – equitable distrivution of benefits and costs, impose rulesfairly and
impartially
 i. Deonance – ethical decisions are mad ebecause you “ought to” to be
consistent with moral norms, stanrads, rules, laws
2. Behavioral ethics – analyzing how we behave when confronted with ethical dilemmas
3. How to increase ethical decision making
a. Superficial aspects of workplace affect ethical decisions
b. Encourage conversations about moral issues
4. Lying
a. Lying cannot be detected through:
i. Nody language
ii. Facial expressions
iii. Written words
b. Best hope for lie detection is to read combination of cues unqiue to the person

Perceived organizational support – the degree to which an employee feels valued by their
organization and believe dthey care about them
Organizational commitment – identifying with the goals of an organization and wisihing to
maintain membership
Psychcological empowerment – the degree to which a person believes they have influence over
their performance, meaningfulness of their work
Job involvement – identifying with yoru work and connecting your performance to your self-
worth
Employee engagement – being involved with, satisfied, and enthusiastic about their job

1. independent
2. employee engagement