MGMT 524 MIDTERM: STUDY GUIDE Ch.1 Major Impacts on a firms ability to compete (pg.

6) o Skilled workforce -> Compete globally o Cultural diversity, Rapid change, Psychological contract, Technology Disciplines Contributory to the Study of Org. Behavior (pg.12) o Psychology -> Individual o Social psychology, Sociology, Anthropology -> Group o Political science, Sociology, Anthropology -> Organization Formal & Informal Groups (pg.19) o Formal -> managerial action, to carry out jobs o Informal -> employees actions, common interests Evidence of the Power of Managers (pg.20) o Decides employees well-being, org. resources, rules and politics Levi Strausss Value Principles (pg.23) o Empathy, Integrity, Behaviors, Diversity, Recognition, Ethical practices, Empowerment Fredrick Taylor (pg.10 & 24) o Scientific management: Work improvement, Train workers, Cooperation, Equal work between management and non-managers o System theory & Dimension of time: Org. effectiveness in 1) the input-process-output cycle and 2) between organization and environment Culture of Wal-Mart

Ch.2 Uncertainty Avoidance (pg.37-38) o Extent to which people feel threatened by uncertainty o High: follow rules, low risk taking, less aggressive employees o Low: less formal, more risk taking, high job mobility Requirements to change a culture (pg.46) o Commitment of resources, Powerful leader o Behavior, Justification of behavior, Cultural communications, Socialization of new members, Removal of members who deviate Types of Socialization (pg.48) o Collective; Formal; Sequential; Fixed; Serial socialization, Investiture Stages of Socialization (pg.49) o Anticipatory socialization, Accommodation, Role management Mentoring (pg.53) o Initiation, Cultivation, Separation, Redefinition Secondary Forms of Diversity (pg.55) o Education, Marital status, Religious belief. Work experience Ore-Ida (pg.56) o Buddy system to overcome new employees communication problems

Ch.3 Attitudes, Perceptions & Mental Abilities (pg.69) o Manager understands individual differences to improve work behavior Important Factors in Helping to Differentiate Higher & Lower Performing Employees (pg.73) o Mental ability, Emotional intelligence, Tacit knowledge Abilities/Skills (pg.74) o Emotional intelligence handling of relationships o Tacit knowledge work-related practical know-how Intended Behavior (pg.76) o Work environment > Cognition (belief) > Affect (feelings) > Intended behavior Reasons employees are more likely to change their attitudes (pg.76) o Communicator (feelings towards manager), Persuasive Message, Situation (with distraction) Ben & Jerrys Homemade (pg.77,78) o Joy Committee to make B&J a fun place to work to increase job satisfaction Extroversion and Extroverted People (pg.82) o Outgoing, sociable. Perform well in sales, management and training Consequences of Fit between the Self & the Job (pg.83) o Job satisfaction, Positive attitudes, Better relationships

Ch.4 Perception (pg.95) o Work Environment -> [Observe -> Select -> Translate]-> Respond Creating Positive Impressions (pg.104) o Dramatizing -> Ingratiation, Self-promotion, Exemplification, Supplication, Intimidation

Ch.5 Needs (pg.121) o Deficiencies -> Physiological, Psychological, Sociological Components of Motivation (pg.121) o Direction, Intensity, Persistance Maslows Need Hierarchy Approach (124) o Physiological, Safety & security, Belongingness, social & love , Esteem, Self-actualization Alderfers ERG Theory (pg.125) o Existence, Relatedness, Growth Expectancy Theory: 2nd Level Outcomes (pg.132) o Events (rewards or punishments) from 1st level outcomes (performance) Consequences of employees to engage in org. citizenship behaviors (pg.129) o Customer satisfaction, productivity, employee performance ratings, leadership skills Ways to promote high levels of informational justice during turbulent times (pg.138) o Informal chats, Dont sugarcoat bad news, HR hotline; Web page; CEO blog for updates

Ch.6 Types of status (pg.150) o Social, Health, Psychological, Economic statuses Extrinsic outcomes of a job (pg.153) o Interactions , Pay, Working conditions, Co-workers, Supervision How people differ (pg.153) o Work as a life interest, for self-esteem, with self-concept and to participate in Job Analysis (pg.155) o Science Management analyze data to design work o Motion and time study, Work simplification, Standard methods Characteristics of New American Service Economy (pg.156) o Changing business and employment conditions, competition, cost containment, downsizing, technological breakthroughs, offshore manufacturing Executive Compensation

Ch.7 Evaluations of a developmental orientation (pg.181) o Improve future performance by providing clear expectations, employee training, ways to overcome obstacles, simulating improvement Consequences of Good Employee Evaluations (pg.182) o Satisfaction, Performance, Managerial training, Reinforce actions Golden rule of Gaining & Maintaining the Respect of Subordinates (pg. 185) o Not to attack personality, attitudes, values. When a persons preferred rewards vary (pg.190) o Career points, Ages, Situations Type of reward plan (pg.201) o Team-based, Plant/Division/Area, Individual pay-for-performance 5 Rs of Workforce Motivation (pg.205) o Responsibility, Respect, Relationships, Recognition, Rewards

Ch.8 Investigators of Impact of Occupational Structure on Criminal Workplace Behavior (pg.217) o Sociologist, Psychologist, Criminologist, Anthropologist Types of Crime (pg.217) o Occupational, Organizational Forms of Direct Aggression - deliver harm personally (pg.222) o Physical/Verbal assault/threats (active), work slowdown/silent treatment (passive) Forms of Physical Aggression (pg.223) o Direct (above) vs Indirect theft (active), delaying work (passive) Associations of Management Pressure to work harder & longer (pg.224) o Stress, Burnout, Frustration, Anxiety, Fatigue Forms of Incivility (pg. 225) o Rudeness, Improper etiquette Recommended Ways to Stop Incivility (pg.226)

o Zero-tolerance policy, Manage orgs climate, Role models, Education, Punishment Sabotage (pg.230) o Destroying a persons career, colleagues equipment or data, organizations operation Theft (pg.231) o Unauthorized taking of money or goods owned by organization

Ch.9 Outcomes of Stress (pg.253) o Cognitive (poor concentration), Behavioral (accident proneness), Physiological (heart rate) Hiring required to compensate for lost productivity (pg.256) o Stress -> Dissatisfaction -> Reduced productivity -> Hiring Openness to Experience (pg.257) o Deals with change stressors -> view changes as challenges, not threats Agreeableness (pg.257) o Low people stressors -> mistrust others, find interacting stressful Results in Relaxation Training (pg.266) o Psychologically (calm), Physiologically (heart rate)