Organizational Behavior Midterm Review
Organizational Behavior Midterm Review MGMT 452
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This 3 page Study Guide was uploaded by Catherine Minter on Wednesday October 5, 2016. The Study Guide belongs to MGMT 452 at University of Illinois at Chicago taught by Jiaqing Sun in Fall 2016. Since its upload, it has received 11 views. For similar materials see Organizational Behavior in Business Management at University of Illinois at Chicago.
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Date Created: 10/05/16
Midterm Summary Chapter 14, 9, 12, 13 Chapter 1 Introduction 1. What is organizational behavior (OB)? 2. Why does organizational behavior matter? 3. What research methods are used to study organizational behavior? 4. What challenges and opportunities exist for OB? Chapter 2 Diversity and culture differences 1. What is diversity? (Two levels of diversity) 2. The benefits of managing diversity 3. The challenges of managing diversity 4. Culture diversity (Hofstede’s culture framework) 5. Understand crosscultural issues regarding diversity Chapter 3 Individual differences and perception 1. Values (different types) 2. Perception and how it affects work behaviors (Social perception) 3. Attribution (Categories) 4. Personality (Big five personality traits and other personality traits) Chapter 4 Individual Attitudes and Behaviors 1. Attitudes (Components, attitudes and behaviors) 2. Job satisfaction (Theory) 3. Organizational commitment (affect/continuance/normative commitment) 4. Work behaviors (task performance/citizenship behavior/counterproductive behavior/withdrawal) Chapter 12 Leadership 1. Trait approach 2. Behavioral approach 3. Contingency approach (won’t appear in the exam) 4. Contemporary approaches Transactional/transformational leadership Charismatic leadership LMX servant leadership Chapter 13 Power and Influence 1. Power • Conformity (three classic studies) • Dependency • Base of power 2. Influence • Nine Tactics • Impression Management Chapter 9 Group and team 1. Differences between groups and teams 2. Stages of group development 3. Vertical and horizontal leadership 4. Task interdependence 5. Social facilitation and social loafing
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