Final Exam
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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
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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.
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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.
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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.
Tips for Parts 2-4 of Exam
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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.
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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.
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)
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History of OB
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Classical View of Management
Human Relations Movement
Contingency Approach to Management
Research Methods in OB
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OB is research based – systematic and objective
Theory, Hypothesis
Independent vs. Dependent Variables
Internal vs. External Validity
Correlation Coefficient
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Limits of Correlational Research
Research Designs
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Case Study, Field Survey, Lab Experiment, Field Experiment
Corporate Volunteerism
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Inducements for employee volunteering
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Benefits to Volunteering
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e.g., effective communication, leadership development, clarified
personal values, etc.
Concepts for class relevant to Corporate Volunteerism
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Awareness of societal problems, social justice issues, develop
compassion, intention to continue community service
Learning Outcomes from Co-curricular record and volunteering
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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
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Reactive – work schedules, time off without pay, use of equipment
Proactive – recognize volunteers, time off with pay, education on
volunteering
Psychological Contract, Transformational Leadership, Personality,
Attributions (e.g., Stereotypes), Teamwork, etc.
Principle of Continuity
Skill Development from Volunteering
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e.g., communication, teamwork, time management, problem-solving,
etc.
Personality (Chapter 3)
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Nature vs. Nurture
Assessments of Personality
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Big 5 Personality Model
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Openness to Experience, Conscientiousness, Extraversion,
Agreeableness, Neuroticism
Other personality traits
Emotional Intelligence vs. Cognitive Ability
Uses of Personality Tests
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Projective, Self-report, Observational
Selection, team building employee development
Concerns with Personality Tests
Interaction of Personality and Situation
Perception and Attributions
(Chapter 3)
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Factors that Influence Perception
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Perceptual Shortcuts/Errors in Judgment
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Stereotyping, Selective Perception, Primacy/Recency
Effects, Similar-To-Me Effect, False Consensus Effect
Attribution Theory – Deciding if behaviour is internal
(dispositional) or external (situational)
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Situation, Perceiver, Target
Consensus, Consistency, Distinctiveness
Attribution Errors
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Fundamental Attribution Error, Actor-Observer effect,
Self-Serving Bias
Attitudes and Work Behaviours
(Chapter 3)
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Attitude Structure - Affective, Cognitive, Intention
How Attitudes Relate to Behaviour
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Theory of Planned Behaviour
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Affective, Normative, Continuance
Consequences of Commitment
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Self-Perception Theory
Cognitive Dissonance
Organizational Commitment
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Attitude, Subjective Norms, Perceived Behavioural Control, Intention,
Actual Behavioural Control, Behaviours
e.g., Turnover, Task Performance, OCBs
Job Satisfaction
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Antecedents (Job Characteristics, Individual Characteristics,
Social Factors, Growth opportunities)
Consequences – Performance, Withdrawal Behaviours,
Dysfunctional Behaviours
Groups and Teamwork (Chapter 8)
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Stages of Group Development
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Individualist vs. Collectivist Identity
Benefits of Groups
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Task-oriented, Maintenance, Individual
Group Composition/Diversity
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Minimizing Social Loafing
Roles in Groups and Teams
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Composition/Diversity, Cohesiveness, Norms, Size
Social Loafing
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Time, Dysfunctional Groups Processes (Dominance, Overconformity, Diffusion of
Responsibility and Social Loafing)
Group Performance Factors
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Resource Pooling, Synergy, Easier Implementation of Decisions
Costs of Groups
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Forming, Norming, Storming, Performing, Adjourning
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)
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Carter Racing Case and What it illustrates (there was a
lot, but I’ll highlight a couple specific to this chapter)
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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
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Availability Heuristic, Representativeness Heuristic,
Gambler’s Fallacy, Anchoring and Adjustment
Framing – Prospect Theory
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Effect of gain vs. loss frames
Escalation of Commitment
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Causes of Escalation of Commitment
Leadership (Chapter 11)
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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
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Early Leadership Approaches – Trait, Behavioral, Contingency (Situational)
Current Leadership Theories
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Path Goal Theory – Directive, Supportive, Participative, Achievement-Oriented
Hersey & Blanchard’s Situational Leadership Theory – Telling, Selling,
Participating, Delegating
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
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Leadership effectiveness, leadership emergence, why less leadership
emergence for women? (glass ceiling, glass elevator, glass cliff, stereotype
threat)
Organizational Culture &
Socialization (Chapter 14)
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Characteristics of Org Culture
Levels of Org Culture
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How Organizational Culture Forms
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Founder, Selection, Top Management, Socialization =
Culture
Strong Cultures – e.g., Disney
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Artifacts & physical characteristics, Espoused values
and values-in-action, Basic assumptions
Elements
Positive and Negative Aspects
Organizational Socialization
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Person-Job Fit
Person-Org Fit
Perspectives on Motivation
(Chapter 4)
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Basic Components - Effort, Persistence, Direction
Content (Needs) vs. Process Theories
Practical Implications of Need Theories
Operant Learning/Reinforcement Theory
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OB Modification
Expectancy Theory – Effort  Performance  Outcome
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Effort-to-Performance Expectancy, Performance-to-Outcomes Expectancy, Valences
Practical Implications of Expectancy Theory
Rewarding Employees – effects on intrinsic motivation
Equity Theory
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Positive Reinforcement, Avoidance (Negative Reinforcement), Punishment, Extinction
Input/Output Ratios, Ways to Change Ratio
Forms of Organizational Justice
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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)
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Goal Setting Theory
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Ways goals affect behavior – Direction, effort,
persistence, strategy
Difficulty, Specificity, Acceptance, Commitment, Feedback
Importance of Goals and Feedback
Goal Setting Process
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Goal, Behavior, Feedback, Discrepancy, Satisfaction
Practical implications of Goal Setting
Management by Objectives
SMART Goals – specific, measurable,
attainable/action-oriented, relevant, timebound
Organizational Change (Chapter
15 – pp. 438-445)
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Forces for Change
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Things Organizations Can Change
Lewin’s 3 Step Change Model
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People, Technology, Info & Communication, Competition,
World Politics, Economic Shocks
Unfreezing, Change, Refreezing
Sources of Resistance
Overcoming Resistance and Pushing Change
Forward - strategies
Refreezing - strategies
Communication (Chapter 7)
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Communication Process
Nonverbal Communication Research
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Desk placement, aesthetics, presence of living things
Barriers to Communication
How to Overcome Barriers
Gender and Communication - Video
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Women concerned with making connections, men
with establishing status
Communication Rituals
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Saying thank you, apologizing, direct vs. indirect
communication, etc.
Negotiation
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The Sluggers Come Home Video
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Gender and Negotiation
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Integrative, Distributive, Perfectly Compatible
Distributive vs. Integrative Negotiation Style
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Women don’t ask, cost of not negotiating
Negotiation Exercise
Negotiation Issues
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Notes and Terms from the Video
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
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Share info, ask questions, multiple offers simultaneously,
etc.
Conflict & Power (Chapter 10)
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Functional vs. Dysfunctional Conflict
Sources of Conflict
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Conflict Reactions
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2 dimensions: goal compatibility and importance of
interaction to meeting goals
Avoidance, Competition, Accommodation, Collaboration,
Compromise
Bases of Power
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e.g., scarce resources, ambiguity, interdependence,
differences in culture, power, values, personality
Reward, Coercive, Legitimate, Expert, Referent
Position vs. Personal Power
Stress (Chapter 6)
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Eustress vs. Distress
Person x Situation Interaction with stress
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Some individual differences that are relevant to stress
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Behavioral, psychological, medical
Organizational Consequences of Stress
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Task demands role demands, physical demands, interpersonal
demands
Individual Consequences of Stress
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Type A & Type B personality, Hardiness, Optimism
Organizational Stressors
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People respond differently to stress due to individual
differences
Performance, withdrawal, attitudes, burnout
Managing Stress in the Workplace
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Individual coping strategies
Organizational coping strategies