Essentials Of Organizational Behavior 7th Edition Stephen P. Robbins - Solutions

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Describe the Myers-Briggs Type Indicator (MBTI) personality framework and the Big Five model, and describe their strengths and weaknesses.
Identify the three traits of the Dark Triad, and describe the contrasting ideas of the approach–avoidance framework.
Identify Hofstede’s five value dimensions of national culture.
Define perception, and explain the factors that influence it.
Explain attribution theory, and describe the common shortcuts used in judging others.
Identify the common decision biases or errors.
Define creativity, and describe the three-stage model of creativity
Evaluate the applicability of early theories of motivation.
Demonstrate the differences between self-efficacy theory, equity theory, and expectancy theory.
Identify the implications of employee job engagement for management.
Describe the job characteristics model and the way it motivates by changing the work environment.
Identify the motivational benefits of intrinsic rewards such as employee recognition programs.
Describe the communication process and formal and informal communication.
Contrast downward, upward, and lateral communication.
Compare and contrast formal small-group networks and the grapevine.
Show how channel richness underlies the choice of communication channel.
Show how to overcome the potential problems in cross-cultural communication.
Analyze the growing popularity of teams in organizations.
Contrast the five types of teams.
Show how organizations can create team players.
List the dominant values in today's workforce? LO.1
Describe the relationship between satisfaction and productivity? LO.1
Explain the theory of cognitive dissonance? LO.1
Summarize the relationship between attitudes and behavior? LO.1
Explain how two people can see the same thing and interpret it differently? LO.1
Summarize attribution theory? LO.1
Outline the learning process? LO.1
Describe the eight categories in the MBTI personality framework? LO.1
Identify the "Big Five" personality variables and their relationship to behavior in organizations? LO.1
Describe the impact of job typology on the personality/job performance relationship? LO.1
Differentiate felt from displayed emotions? LO.1
Identify the six universal emotions? LO.1
Explain gender differences to emotional reactions and reading others? LO.1
Describe ways in which emotions influence work-related behavior? LO.1
Outline the basic motivation process? LO.1
Describe Maslow's hierarchy of needs theory? LO.1
Contrast Theory X and Theory Y? LO.1
Differentiate motivators from hygiene factors? LO.1
List the characteristics that high achievers prefer in a job? LO.1
Summarize the types of goals that increase performance? LO.1
Contrast reinforcement and goal-setting theories? LO.1
Explain equity theory? LO.1
Clarify the key relationships in expectancy theory? LO.1
Physiological needs: Include hunger, thirst, shelter, sex, and other bodily needs? LO.1
Safety needs: Include security and protection from physical and emotional harm? LO.1
Social needs: Include affection, a sense of belonging, acceptance, and friendship? LO.1
Esteem needs: Include internal factors such as self-respect, autonomy, and achieve- ment and external factors such as status, recognition, and attention? LO.1
Employees inherently dislike work and, whenever possible, will attempt to avoid it.? LO.1
Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve desired goals? LO.1
Employees will avoid responsibilities and seek formal direction whenever possible? LO.1
Most workers place security above all other factors associated with work and will dis- play little ambition? LO.1
Employees can view work as being as natural as rest or play? LO.1
People will exercise self-direction and self-control if they are committed to the objectives? LO.1
The average person can learn to accept, even seek, responsibility? LO.1
The ability to make innovative decisions is widely dispersed throughout the popula- tion and is not necessarily the sole province of those in management positions? LO.1
No overall measure of satisfaction was utilized. A person may dislike part of his or her job yet still find the job acceptable? LO.1
The theory is inconsistent with previous research. The two-factor theory ignores sit- uational variables? LO.1
Herzberg assumed a relationship between satisfaction and productivity, but his research methodology looked only at satisfaction, not at productivity. To make such research relevant, one must assume a strong relationship between satisfaction and productivity? LO.1
The need for achievement (nAch)-The drive to excel, to achieve in relation to a set of standards, to strive to succeed? LO.1
The need for power (nPow)-The need to make others behave in a way they would not have behaved otherwise? LO.1
The need for affiliation (nAff)-The desire for friendly and close interpersonal relationships? LO.1
Given payment by time, overrewarded employees will produce more than equitably paid employees. Hourly and salaried employees will generate a high quantity or quality of production in order to increase the input side of the ratio and bring about equity? LO.1
Given payment by quantity of production, overrewarded employees will produce fewer but higher-quality units than equitably paid employees. Individuals paid on a piece-rate basis will increase their effort to achieve equity, which can result in greater quality or quantity. Increases in quantity,
Given payment by time, underrewarded employees will produce less or a poorer quality of out- put. Effort will be decreased, and the result will be lower productivity or poorer qual- ity of output than that produced by equitably paid employees? LO.1
Given payment by quantity of production, underrewarded employees will produce a large number of low-quality units in comparison with equitably paid employees. Employees on piece-rate pay plans can bring about equity because trading off quality of out- put for quantity will result in an increase in
Attractiveness-The importance the individual places on the potential outcome or reward that can be achieved on the job. This variable considers the unsatisfied needs of the individual? LO.1
Performance/reward linkage-The degree to which the individual believes that per forming at a particular level will lead to the attainment of a desired outcome? LO.1
Effort/performance linkage-The probability perceived by the individual that exerting a given amount of effort will lead to performance? LO.1
Identify the four ingredients common to MBO programs? LO.1
Outline the five-step problem-solving model in OB Mod? LO.1
Explain why managers might want to use employee involvement programs? LO.1
Contrast participative management with employee involvement? LO.1
Explain how ESOPs can increase employee motivation? LO.1
Describe the link between skill-based pay plans and motivation theories? LO.1
Explain the six-step rational decision-making model and its assumptions? LO.1
Identify the key components in the three-component model of creativity? LO.1
Describe actions of the boundedly rational decision maker? LO.1
Define heuristics and explain how they bias decisions? LO.1
Explain escalation of commitment? LO.1
Identify four decision-making styles? LO.1
Explain the implications of stages of moral development to decision making? LO.1
Problem clarity. The problem is clear and unambiguous. The decision maker is assumed to have complete information regarding the decision situation? LO.1
Known options. It is assumed that the decision maker can identify all the relevant cri- teria and can list all the viable alternatives. Further, the decision maker is aware of all the possible consequences of each alternative? LO.1
Clear preferences. Rationality assumes that the criteria and alternatives can be ranked and weighted to reflect their importance? LO.1
Constant preferences. It's assumed that the specific decision criteria are constant and that the weights assigned to them are stable over time? LO.1
No time or cort constraints. The rational decision maker can obtain full information about criteria and alternatives because it's assumed that there are no time or cost con- straints? LO.1
Maximum payoff. The rational decision maker will choose the alternative that yields the highest perceived value? LO.1
Differentiate between formal and informal groups? LO.1
Explain why people join groups? LO.1
Describe how role requirements change in different situations? LO.1
Explain the importance of the Hawthorne studies? LO.1
Describe the importance of the Asch studies? LO.1
Identify the implications of social loafing? LO.1
Outline the benefits and disadvantages of cohesive groups? LO.1
Explain the effect of diversity on group performance? LO.1
Contrast groupthink and groupshift? LO.1
Members meet as a group, but, before any discussion takes place, each member inde- pendently writes down his or her ideas about the problem? LO.1
This silent period is followed by each member's presenting one idea to the group. Each member takes his or her turn, going around the table, presenting a single idea until all ideas have been presented and recorded (typically on a flip chart or chalk- board). No discussion takes place until all
The group then discusses the ideas for clarity and evaluates them? LO.1
Each group member silently and independently ranks the ideas. The final decision is determined by the idea with the highest aggregate ranking? LO.1

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Essentials Of Organizational Behavior 7th Edition Stephen P. Robbins - Solutions

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