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organizational behaviour key concepts
Organizational Behavior 9th Edition Robert Kreitner, Angelo Kinicki - Solutions
Manny Rivelo, a senior vice president at Cisco Systems, belongs to more internal company teams than he can count on both hands. “I’m on a litany of them—three councils, maybe six boards, and five working groups,” he says. They’re part of an organizational web dreamed up by CEO John
The troubles sound familiar. Borrowers falling behind on their payments. Defaults rising. Huge swaths of loans souring. Investors getting burned. But forget the now familiar tales of mortgages gone bad. The next horror for beaten-down financial firms is the $950 billion worth of outstanding
Define the term culture, and explain how societal culture and organizational culture combine to influence on-the job behavior.
Define ethnocentrism, and explain how to develop cultural intelligence.
Distinguish between high-context and low-context cultures and identify and describe the nine cultural dimensions from Project GLOBE.
Distinguish between individualistic and collectivist cultures, and explain the difference between monochronic and polychronic cultures.
Specify the practical lesson from the Hofstede cross-cultural study.
Explain what Project GLOBE researchers discovered about leadership.
Explain why US managers have a comparatively high failure rate on foreign assignments.
Summarize the research findings about North American women on foreign assignments.
Identify four stages of the foreign assignment cycle and the OB trouble spot associated with each stage.
Some road warriors fly commercial. Others take the corporate jet. Some pack their own bags. Others keep complete wardrobes in major cities. Some work through the entire plane ride. Others sleep. But if there is one thing these globetrotters agree on, it’s that there is no substitute for face
Russian managers aren’t inclined . . . to reward people for improved performance. They spurn making investments for the future in favor of realizing immediate gains. They avoid establishing consistent business practices that can reduce uncertainty. Add in the country’s high political risk and
Define self-esteem, and explain how it can be improved with Branden’s six pillars of self-esteem.
Define self-efficacy, and explain its sources
Contrast high and low self-monitoring individuals, and discuss the ethical implications of organizational identification.
Identify and describe the Big Five personality dimensions, and specify which one is correlated most strongly with job performance.
Describe the proactive personality and an internal locus of control.
Identify at least five of Gardner’s eight multiple intelligences.
Distinguish between positive and negative emotions, and explain how they can be judged.
Identify the four key components of emotional intelligence, and discuss the practical significance of emotional contagion and emotional labor.
Explain how psychological capital, deliberate practice, luck, and humility can pave your road to success.
I grew up in a small town outside Philadelphia and went to the local high school, where I ran track all four years. Our team practiced outdoors, and in the winter, in the bitter cold, the experience was pretty miserable. The school was set on a hill, and as we ran around the parking lot the wind
Facing an important job interview, the college graduate searches her closet for the perfect outfit, then rifles through her medicine cabinet for just the right cognitive-en hancement pill. Adderall, perhaps, to help her concentrate. Or Provigil, for alertness . . . or maybe a beta blocker to combat
Explain Schwartz’s value theory, and describe three types of value conflict.
Describe the values model of work/family conflict, and specify at least three practical lessons from work/family conflict research.
Identify the three components of attitudes and discuss cognitive dissonance.
Explain how attitudes affect behavior in terms of Ajzen’s theory of planned behavior.
Describe the model of organizational commitment.
Define the work attitudes of job involvement/employee engagement and job satisfaction.
Identify and briefly describe five alternative causes of job satisfaction.
Identify eight important correlates/consequences of job satisfaction, and summarize how each one relates to job satisfaction.
Identify the causes of counterproductive work behaviors and the measures used to prevent them.
CEOs may have cut back sharply on management consulting in the last downturn, but that’s not stopping Bain & Co.’s worldwide managing director, Steve Ellis, from doing the same thing Bain did during the dotcom bust: hiring. He’s adding consultants in hot-growth areas such as emerging
Dirk Cuypers, the top official at Belgium’s health ministry, is sick of sick leave. Belgians, like many Europeans, are entitled to extensive or even unlimited sick leave—and they tend to stretch the definition of the word. One study showed government employees in droves were calling in sick to
Describe perception in terms of the information processing model.
Identify and briefly explain seven managerial implications of social perception.
Discuss stereotypes and the process of stereotype formation.
Summarize the managerial challenges and recommendations of sex-role, age, racial and ethnic, and disability stereotypes.
Describe and contrast the Pygmalion effect, the Galatea effect, and the Golem effect.
Discuss how the self-fulfilling prophecy is created and how it can be used to improve individual and group productivity.
Explain, according to Kelley’s model, how external and internal causal attributions are formulated.
Contrast the fundamental attribution bias and the self-serving bias.
Worldwide Panel LLC, a small market-research firm, is getting flooded with resumes for four vacancies in sales and information technology.However, officials expect to reject numerous applicants after asking them: “What is your greatest weakness?”Candidates often respond “with something that
IT MIGHT SOON BE time to redefine MRI machines as “market research imaging” devices. At Harvard’s McLean Hospital not long ago, six male whiskey drinkers, ages 25 to 34, lined up to have their brains scanned for Arnold Worldwide. The Boston-based ad shop was using functional magnetic
Contrast Maslow’s, Alderfer’s, and McClelland’s need theories.
Explain the practical significance of Herzberg’s distinction between motivators and hygiene factors.
Discuss the role of perceived inequity in employee motivation.
Explain the differences among distributive, procedural, and interactional justice.
Describe the practical lessons derived from equity theory.
Explain Vroom’s expectancy theory, and review its practical implications.
Explain how goal setting motivates an individual, and review the four practical lessons from goal-setting research.
Review the mechanistic, motivational, biological, and perceptual-motor approaches to job design.
Specify issues that should be addressed before implementing a motivational program.
The Denver Public Schools’ pay-for-performance plan to motivate teachers was hailed as a model for the rest of the country when it took effect three years ago. It now stands on the verge of collapse after months of contract negotiations have stalemated.Some teachers have staged sick-outs; others
A retrocession is a kickback that “asset managers may be skimming off investments. While little known in the US, the practice has been an open secret in European private banking for decades—and it recently surfaced as a perk that Zurich-based Credit Suisse may have received from Bernie Madoff
Define the term performance management, distinguish between learning goals and performance outcome goals, and explain the three-step goal-setting process.
Identify the two basic functions of feedback, and specify at least three practical lessons from feedback research.
Define 360-degree feedback, and summarize how to give good feedback in a performance management program.
Distinguish between extrinsic and intrinsic rewards, and explain the four building blocks of intrinsic rewards and motivation.
Summarize the reasons why extrinsic rewards often fail to motivate employees.
Discuss how managers can generally improve extrinsic reward and pay-for-performance plans.
State Thorndike’s law of effect, and explain Skinner’s distinction between respondent and operant behavior.
Define positive reinforcement, negative reinforcement, punishment, and extinction, and distinguish between continuous and intermittent schedules of reinforcement.
Demonstrate your knowledge of behavior shaping.
At the suburban Philadelphia offices of Kenexa, people grin at one another all day long. Sometimes they hug.Bright posters of the company’s guiding principles dot the walls: YOU’RE ALLOWED TO LAUGH YOUR WAY THROUGH A PROBLEM and MAKING FRIENDS REPLACES OUR ORGANIZATIONAL HIERARCHY. The CEO,
Using company resources to work on personal projects, especially on company time, is a no-no for employees in most organizations. But supervisors often operate in what I call a gray zone, turning a blind eye to such officially forbidden behavior. They realize that stamping it out may do more harm
Identify the four sociological criteria of a group, and discuss the impact of social networking on group dynamics.
Describe the five stages in Tuckman’s theory of group development, and discuss the threat of group decay.
Distinguish between role conflict and role ambiguity.
Contrast roles and norms, and specify four reasons norms are enforced in organizations.
Distinguish between task and maintenance roles in groups.
Summarize the practical contingency management implications for group size.
Discuss why managers need to carefully handle mixed gender task groups.
Describe groupthink, and identify at least four of its symptoms.
Define social loafing, and explain how managers can prevent it.
What can managers in white-collar firms learn from roughnecks and roustabouts on an offshore oil rig?That extinguishing macho behavior is vital to achieving top performance. That’s a key finding from our study of life on two oil platforms, during which we spent several weeks over the course of 19
Paul Dyer always was able to hold off his boss’s invitations to party by employing that arm’s-length response: “We’ll have to do that sometime,” he’d say.But when his boss, in his 30s, invited Dyer, 24, to be friends on the social-networking sites Myspace and Facebook, dodging wasn’t
Explain how a work group becomes a team.
Identify and describe four types of work teams.
Explain the model of effective work teams, and specify the two criteria of team effectiveness.
Identify five teamwork competencies team members need to possess.
Discuss why teams fail.
List at least four things managers can do to build trust.
Distinguish two types of group cohesiveness, and summarize cohesiveness research findings.
Define virtual teams and self-managed teams.
Describe high-performance teams and discuss team leadership.
Of all the things Dave Gray worried about when he branched out overseas, tripe never entered the equation.Gray, founder and chairman of Xplane, a consulting and design firm based in Portland, Oregon, acquired a small firm in Madrid in late 2006, hoping to establish a European outpost and break into
On Mar. 2, [2009], Wayzata (Minn.)- based TCF Financial announced it would return $361 million to the Treasury Dept. TCF’s decision came weeks after politicians pilloried the bank for holding a company-bonding event at a ski resort. “From Congress’ point of view, any dollar a bank spends is
Compare and contrast the rational model of decision making, Simon’s normative model, and the garbage can model.
Discuss eight decision-making biases.
Discuss knowledge management and techniques used by companies to increase knowledge sharing.
Explain the model of decision-making styles.
Explain the model of intuition and the ethical decision tree.
Summarize the pros and cons of involving groups in the decision-making process.
Contrast brainstorming, the nominal group technique, the Delphi technique, and computer-aided decision making.
Describe the stages of the creative process.
Discuss practical recommendations for increasing creativity.
Almost 30 months after Alan R Mulally left Boeing to become chief executive of Ford Motor, it’s still easy to peg him as an industry outsider. . . . Outsider CEOs have a decidedly varied track record. Some bring in their own people and impose a jarring management philosophy on a corporate
In the hospital business they call it a “wallet biopsy.” A growing number of medical centers are using sophisticated software that digs into patients’ finances to help determine whether they will receive free or discounted care.The procedure, which is not understood by most patients or even
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