Final Exam Sat., Dec. 13 6:30-9:30 PM Athletic Complex Worth 40% of course grade Lecture material is cumulative!: Material

covered in class from first to last class is fair game. Anything discussed, seen, or demonstrated is testable.

Multiple Choice is not cumulative: Only material covered in Chapters 6, 7, and 10 will be tested.

Total Points on Exam: 100

Exam Breakdown

Question Type

Points Choice? Common?

Part 1: Multiple Choice

30 No Yes

Part 2: 2 Short Answer

20 No Yes

Part 3: 3 Short Answer

30 Yes – you answer 3 of 5

No

Part 4: 1 Long Answer with multiple parts

20 No No

Things You’ll be Asked to Do on Exam

All questions will involve one or more OB theories, models, or concepts. For any of these I may ask you to:

Describe Provide examples Explain Apply to a given situation Distinguish Provide advice based on OB knowledge and

research Tell me what you would do in a situation and why

Tips for Parts 2-4 of Exam Don’t spend your studying time trying to guess what the

questions will be on – spend your time studying the material! Read carefully and answer what I ask – read each question

and then read it again before answering. Check off each part of the question so you know it’s been answered.

Test taking is a form of impression management – this is your chance to show me what you know.

Do not assume knowledge on my part – I can only grade what you write down, do not assume I will fill things in for you.

e.g., if you use a term from class, define it. Don’t assume that I know what it means so you don’t have to define it. Of course I know what it means, but you need to show me that YOU know what it means.

You will not get extra points for giving me more information than I ask.

e.g., Describe 2 sources of resistance to change – if you list 5 of them, but don’t explain any of them, you will not get full points.

The best answers get the terms exactly right, define them completely, and apply them to a situation if asked. However, what’s most important is that you understand the theories and concepts and can explain them – this is where most, if not all, of your points will be gained. My goal is that you can use and apply the material to relevant situations that arise in your life and career.

When I ask a question, answer it. e.g., Using expectancy theory to explain, is this program a

motivational one? You MUST answer the question, not just give me the theory.

When I give you a situation, APPLY the theory or concept to the situation, don’t just describe the theory or concept.

If I say DESCRIBE or EXPLAIN, do not merely list.

Tips for Parts 2-4 of Exam

Review of In-Class Material

Note: Bolded items denote material NOT covered in the text or covered in greater detail than

the text.

Organizational Behaviour and Management (Chapter 1) History of OB

Classical View of Management Human Relations Movement Contingency Approach to Management

Research Methods in OB OB is research based – systematic and objective Theory, Hypothesis Independent vs. Dependent Variables Internal vs. External Validity Correlation Coefficient

Limits of Correlational Research Research Designs

Case Study, Field Survey, Lab Experiment, Field Experiment

Corporate Volunteerism Inducements for employee volunteering

Reactive – work schedules, time off without pay, use of equipment

Proactive – recognize volunteers, time off with pay, education on volunteering

Benefits to Volunteering e.g., company loyalty, greater self-esteem, skill development,

reduced stress, leadership skills, responsible citizenship skills, teamwork, higher job satisfaction, higher morale

Responsible Citizenship Skills Awareness of societal problems, social justice issues, develop

compassion, intention to continue community service Learning Outcomes from Co-curricular record and

volunteering e.g., effective communication, leadership development, clarified

personal values, etc. Concepts for class relevant to Corporate Volunteerism

Psychological Contract, Transformational Leadership, Personality, Attributions (e.g., Stereotypes), Teamwork, etc.

Principle of Continuity Skill Development from Volunteering

e.g., communication, teamwork, time management, problem-solving, etc.

Personality (Chapter 3) Nature vs. Nurture Assessments of Personality

Projective, Self-report, Observational Big 5 Personality Model

Openness to Experience, Conscientiousness, Extraversion, Agreeableness, Neuroticism

Other personality traits Emotional Intelligence vs. Cognitive Ability Uses of Personality Tests

Selection, team building employee development Concerns with Personality Tests Interaction of Personality and Situation

Perception and Attributions (Chapter 3)

Factors that Influence Perception Situation, Perceiver, Target

Perceptual Shortcuts/Errors in Judgment Stereotyping, Selective Perception,

Primacy/Recency Effects, Similar-To-Me Effect, False Consensus Effect

Attribution Theory – Deciding if behaviour is internal (dispositional) or external (situational)

Consensus, Consistency, Distinctiveness Attribution Errors

Fundamental Attribution Error, Actor-Observer effect, Self-Serving Bias

Attitudes and Work Behaviours (Chapter 3)

Attitude Structure - Affective, Cognitive, Intention How Attitudes Relate to Behaviour

Theory of Planned Behaviour Attitude, Subjective Norms, Perceived Behavioural Control,

Intention, Actual Behavioural Control, Behaviours Self-Perception Theory

Cognitive Dissonance Organizational Commitment

Affective, Normative, Continuance Consequences of Commitment

e.g., Turnover, Task Performance, OCBs Job Satisfaction

Antecedents (Job Characteristics, Individual Characteristics, Social Factors, Growth opportunities)

Consequences – Performance, Withdrawal Behaviours, Dysfunctional Behaviours

Groups and Teamwork (Chapter 8)

Stages of Group Development Forming, Norming, Storming, Performing, Adjourning

Individualist vs. Collectivist Identity Benefits of Groups

Resource Pooling, Synergy, Easier Implementation of Decisions Costs of Groups

Time, Dysfunctional Groups Processes (Dominance, Overconformity, Diffusion of Responsibility and Social Loafing)

Group Performance Factors Composition/Diversity, Cohesiveness, Norms, Size

Social Loafing Minimizing Social Loafing

Roles in Groups and Teams Task-oriented, Maintenance, Individual

Group Composition/Diversity Heterogeneous vs. Homogeneous Groups Advantages and Disadvantages of Group Diversity Surface vs. Deep Diversity

Situations where you might want to use a group Questions to determine whether a team fits a situation

Decision Making (Chapter 9) Carter Racing Case and What it illustrates (there

was a lot, but I’ll highlight a couple specific to this chapter)

Groupthink– Handout with Antecedents, Symptoms, Consequences, Avoiding Groupthink

Group Polarization - Risky Shift, Conservative Shift, Rational (Classical) Decision Making and Behavioral

Decision Making Bounded Rationality Decision Making Heuristics/Cognitive Biases

Availability Heuristic, Representativeness Heuristic, Gambler’s Fallacy, Anchoring and Adjustment

Framing – Prospect Theory Effect of gain vs. loss frames

Escalation of Commitment Causes of Escalation of Commitment

Leadership (Chapter 11) Why do we care about leadership? Leadership as a process and property – importance of followers Leadership Theories – grouping them into Trait, Behavioral,

Situational, Recent Situational Theories

Path Goal Theory – Directive, Supportive, Participative, Achievement-Oriented

Hersey & Blanchard’s Situational Leadership Theory – Telling, Selling, Participating, Delegating

Early Leadership Approaches – Trait, Behavioral, Contingency (Situational)

Current Leadership Theories Transformational (Idealized Influence, Inspirational Motivation,

Individualized Consideration, Intellectual Stimulation) Transactional (Contingent Reward, Management by Exception (active),

Management by Exception (passive), Laissez-faire) Charismatic vs. Transformational leadership – role of follower

attributions The dark side of transformational/charismatic leadership

Gender and Leadership Leadership effectiveness, leadership emergence, why less

leadership emergence for women? (glass ceiling, glass elevator, glass cliff, stereotype threat)

Organizational Culture & Socialization (Chapter 14) Characteristics of Org Culture Levels of Org Culture

Artifacts & physical characteristics, Espoused values and values-in-action, Basic assumptions

How Organizational Culture Forms Founder, Selection, Top Management,

Socialization = Culture Strong Cultures – e.g., Disney

Elements Positive and Negative Aspects

Organizational Socialization Person-Job Fit Person-Org Fit

Perspectives on Motivation (Chapter 4)

Basic Components - Effort, Persistence, Direction Content (Needs) vs. Process Theories Practical Implications of Need Theories Operant Learning/Reinforcement Theory

Positive Reinforcement, Avoidance (Negative Reinforcement), Punishment, Extinction

OB Modification Expectancy Theory – Effort Performance Outcome

Effort-to-Performance Expectancy, Performance-to-Outcomes Expectancy, Valences Practical Implications of Expectancy Theory

Rewarding Employees – effects on intrinsic motivation Equity Theory

Input/Output Ratios, Ways to Change Ratio

Forms of Organizational Justice Distributive, Procedural, Interactional Justice (Interpersonal and Informational Justice) Greenberg (1990) Equity Theory study Practical Implications of Equity Theory and Org. Justice

Motivation in Action (Chapter 5)

Goal Setting Theory Ways goals affect behavior – Direction, effort,

persistence, strategy Difficulty, Specificity, Acceptance, Commitment,

Feedback Importance of Goals and Feedback Goal Setting Process

Goal, Behavior, Feedback, Discrepancy, Satisfaction

Practical implications of Goal Setting Management by Objectives SMART Goals – specific, measurable,

attainable/action-oriented, relevant, time-bound

Organizational Change (Chapter 15 – pp. 438-445)

Forces for Change People, Technology, Info & Communication,

Competition, World Politics, Economic Shocks Things Organizations Can Change Lewin’s 3 Step Change Model

Unfreezing, Change, Refreezing Sources of Resistance Overcoming Resistance and Pushing

Change Forward - strategies Refreezing - strategies

Communication (Chapter 7) Communication Process Nonverbal Communication Research

Desk placement, aesthetics, presence of living things

Barriers to Communication How to Overcome Barriers Gender and Communication - Video

Women concerned with making connections, men with establishing status

Communication Rituals Saying thank you, apologizing, direct vs. indirect

communication, etc.

Negotiation The Sluggers Come Home Video

Notes and Terms from the Video Gender and Negotiation

Women don’t ask, cost of not negotiating Negotiation Exercise Negotiation Issues

Integrative, Distributive, Perfectly Compatible Distributive vs. Integrative Negotiation Style

Fixed Pie vs. Expand the Pie, Positions vs. Interests, Individual vs. Mutual Gain, Short-term vs. Long-term Relationships

Distributive vs. Integrative Tactics Integrative Strategies

Share info, ask questions, multiple offers simultaneously, etc.

Conflict & Power (Chapter 10) Functional vs. Dysfunctional Conflict Sources of Conflict

e.g., scarce resources, ambiguity, interdependence, differences in culture, power, values, personality

Conflict Reactions 2 dimensions: goal compatibility and importance of

interaction to meeting goals Avoidance, Competition, Accommodation,

Collaboration, Compromise Bases of Power

Reward, Coercive, Legitimate, Expert, Referent Position vs. Personal Power

Stress (Chapter 6) Eustress vs. Distress Person x Situation Interaction with stress

People respond differently to stress due to individual differences

Some individual differences that are relevant to stress Type A & Type B personality, Hardiness, Optimism

Organizational Stressors Task demands role demands, physical demands,

interpersonal demands Individual Consequences of Stress

Behavioral, psychological, medical Organizational Consequences of Stress

Performance, withdrawal, attitudes, burnout Managing Stress in the Workplace

Individual coping strategies Organizational coping strategies