C18OB – Review Sheet for Exam

Exam Details
Duration: 2 Hours
Questions: Complete 2 Essay Questions out of the potential 5
Format: in-person invigilated exam
Notes: Potential Topics covered on the exam are bolded. 5 out of the bolded 7 are on your exam
to choose from. Make sure to only answer 2. The details for each bolded section are offered
below. If you know each of these points really well, you will be positioned to earn a high mark.
Everyone will receive the same 5 questions to choose from. Tip- mastering 4 topics will allow
you to recover if you find out 2 of the topics you studied on the list are not covered on the exam.
If you want to live dangerously, only master 2 of them.

Week TOPIC Textbook Chapter

1 Introduction & Overview of study of organisational behaviour
2 Individuality & Inclusion Chapter 4
3 Perception & Communication Chapter 6
4 Motivation Chapter 7
5 Working in Groups & Teams Chapter 8
6 Reading Week
7 Managing People Chapter 10
8 Conflict Resolution Chapter 3
9 Workplace Structure & Design Chapter 12
10 Power and Control Chapter 14
11 Organisational Culture Chapter 15
12 Organisational Change Chapter 15

Individuality and Inclusion:

● Be able to define personality and personality traits
● Understand and describe how personality ‘surfaces’ via trait activation theory.
● Define diversity and diversity management
● Be comfortable with explaining the arguments behind why diversity and inclusion serves as a
competitive advantage for organizations (eg., cost argument, creativity argument).
● Be able to recognize the numerous sources of diversity in the workplace today (review the
wheel of diversity from lecture).
● Recognize situations in which diversity is beneficial, as well as those where diversity may
present challenges.
● Be comfortable in talking about the diversity landscape of today and why it matters.
Perception & Communication:
● Define perception and its 3 component pieces.
● Understand the perceptual process (eg., Attention & selection, Organization, Interpretation,
Retrieval).
● Be able to go into detail about attributional theory,
● Describe how we use cues to create dispositional or situational/environmental attributions
and be able to work through an example (like that of Jake in the slides)
● Define communication and understand what constitutes effective communication.  
● Know the quadrants of the Johari window and how it can help us to be more aware or
perceptional and attributional biases.
Motivation:
● Be able to define motivation
● Know and be able to apply several needs-based theories of motivation (McClelland’s,
Maslow, Alderfer’s ERG, Four Drives theory)
● Understand process theories of motivation and how to apply them (VIE theory, McGregor’s
theory, Adam’s Equity theory).
● Know the difference between needs theories and process theories of motivation.
● Understand and describe equity theory and how and when people might experience equity or
inequity.
● Describe how employees might respond to feelings of equity or inequity.
● Understand and describe expectancy theory and how each of the pieces individually and
collectively affect motivation (VIE).
Working in Groups and Teams:
● Understand the differences between teams, groups, cross functional teams, and quality
circles.
● Recognize the challenges associated with teams that are too homogenous (eg., groupthink) as
well as those that are heterogenous (diversity-consensus dilemma)
● Understand role conflict, role ambiguity, and role overload.
● Describe the ways people exert less effort when working on teams.
● Understand what team norms are and how they are formed- using the 5 stages of Tuckman’s
model.
● Know the components of the input process output model.
Managing People:
● Understand what management is and why it is important
● Be able to describe poor management in terms of efficiency and effectiveness
● Be able to describe managerial assumptions about people (theory X and theory Y)
● Be able to describe how managerial assumptions affect concern for people versus concern for
results
● Be able to describe how managerial assumptions affect that type of roles that managers
assume (eg., interpersonal, informational, decisional) and their level of effort in those roles.
● Understand the relationship between OB and Management through specific examples (eg.,
perception & attribution, learning, motivation, communication).
Conflict Resolution:
● Be able to define conflict and explain functional from dysfunctional conflict
● Know the different approaches to managing conflict.  
● Understand the various types of strain that can come from one’s role {eg., overload,
ambiguity, conflict) 
● Describe the difference between task and relationship conflict.  
● Understand the ‘model of the conflict process’ discussed in class.  
Organizational Culture:
● Be able to define what is meant by Organizational Culture
● Understand how culture is communicated to people (ie., the name of the process)
● Describe the mechanisms through which culture is communicated (eg., stories or metaphor).
● Recognize the differences between culture, sub-culture, and counter-culture
● Be able to describe what is meant by strong culture and weak culture

For those that like to study using note cards/vocab cards, here is a great starting point for you:
Individuality & Inclusion
• Individual Differences
• Personality
• Personality Traits
• Galen’s Typology
• Phrenology
• Nomothetic Approaches
• Idiographic Approaches
• Dispositional
• Situational
• Interactionist
• Trait Activation Theory
• ‘Weak’ vs ‘Strong’ situations
• Big 5/Five Factor Model
• Meyers Briggs Type Indicator (MBTI)
• Arousal Theory
• Emotional Intelligence
• Dark Triad
• Narcissism
• Psychopathy
• Machiavellianism
• Diversity Management
• Inclusion
Perception & Communication
• Perception
• Perceiver, Target, Situation
• Internal & External Characteristics
• Perceptual Defense
• Perceptual Distortions & Biases
• Categorization, Homogenization, Differentiation
• Stereotype Threat
• Attributional Theory
• Dispositional Attributions
• Situational Attributions
• Distinctiveness Cues
• Consensus Cues
• Consistency Cues
• Implicit Association Test
• Johari Window
• Contact Hypothesis
• Effective Communication
• Verbal & Non-verbal communication
• Jargon
• Culture of Silence; MUM effect
• Impression Management
Motivation:
• Motivation
• Extrinsic Motivation
• Intrinsic Motivation
• Content/Needs Theories
• Process Theories
• Maslow’s Hierarchy of Needs
• Alderfer’s Modified need hierarchy model- ERG theory
• Nohria’s four drives model of motivation
• Herzberg’s two factor theory
• McClelland's achievement motivation theory
• Vroom’s Expectancy Theory
• Adam’s Equity Theory
• Organizational Justice
• Procedural Justice
Working in Groups & Teams:
Synergy
Team
Group
Self-Managed Teams
Cross Functional Teams
Virtual Work Teams
Proxemics
Teamwork
Effective Teams
Viability
Task Performance
Maintenance
Team Building
Input-Process-Output Model (IPO)
Technical Demands
Social Demands
Process Loss
Assigned Roles
Emergent Roles
Role Negotiation
Role Overload
Role Underload
Role Ambiguity
Role Conflict (intra-sender, inter-role, person-role)
Norms
Tuckman’s 5 stage model (forming, storming, norming, performing, adjourning)
Effect Dependence
Homogenous Teams
Groupthink
Diversity-Consensus Dilemma
Demographic Fault Lines
Social Facilitation Effect
Social Loafing (Free Rider & Sucker Effect)
Punctuated Equillibrium model of team effectiveness
Managing People:
• Management
• Manager
• Division of Labour
• Coordination of Labour
• Vertical Coordination
• Efficiency
• Effectiveness
• Poor Management
• CPR
• Type 1 Change
• Type 2 Change
• MacGregor’s Theory X and Theory Y
• Blake & Mouton’s Managerial/Leadership Grid
• Human Resources Management (HRM)
• Investors in People Framework
• The Performance Model
• The Functional Approach
• Non Managerial Employees
• Poor Management
• Planning
• Organizing
• Leading
• Controlling
• Management Roles Approach: Interpersonal, Informational, Decisional
• Management Skills Approach: Technical, Human, Conceptual
Conflict Resolution:
• Organizational Conflict
• Organizational misbehaviour
• Disagreement
• Bullying, Cyberbullying
• Harassment, Mobbing
• Abusive Supervision
• Task/Constructive Conflict
• Relationship/Interpersonal Conflict
• Constructive Behaviour
• Frustration
• Optimal Conflict Perspective
• Unitarist Perspective
• Pluralist Perspective
• Radical Perspective
• Interactionist Perspective
• Negotiation
• Distributive Negotiation
• Principled Negotiation
• Bargaining Power
• Hard Bargaining
• Soft Bargaining
• Avoiding
• Accommodating
• Competing
• Collaborating
• Compromise
• Effective Negotiation
• Quality of Outcomes
• Harmony of Relationships
• Mediation
• Arbitration
Organizational Culture:
• Organizational Culture
• Cultural Types: The Lewis Model
• Resource-Based View of the Firm
• Organizational Context
• Organizations
• Culture vs Climate
• Unitarist models of culture
• Scheins three levels of culture
• Socialization
• Conflict of Interest
• The Cultural Web
• Myths, visions, values
• Heroes, heroines
• Fairy Tales and Stories
• Rituals and Ceremonies
• Metaphor, humour and play
• Ideal/espoused culture
• Emergent/enacted culture
• Compliance
• Identification
• Internalization
• Rules based culture
• Values based culture
• Sub-culture
• Counter-culture