ob cheat sheet
Chapter 1 - Organizational Behaviour
Theory X & Y (9, McGregor, 1960)
X - dislike work, require close supervision, interest in security |Y - self-directed, seek responsibility, creative
Human V.S. Social Capital (13, Fig 1-2)
Human - productive potential of knowledge & actions
Social - productive potential of relationships, goodwill, trust and cooperative effort.
Wilson's Skills Profile of Effective Managers
(16, Shipper, 1995)
Clarifies goals & objectives |Encourage participation |Plans and organizes. |Technical and administrative expertise |Facilitates work through team building and coaching |Provides feedback. |Keeps things moving |Controls details |Applies reasonable pressure for goals accomplishment |Empowers and delegates |Recognizes and rewards good performance.
Carroll's Four Levels of Corporate Responsibility
(21, Carroll, 2004)
Economic, legal, ethical, philanthropic.
Chapter 2 - Managing Diversity
Four Layers of Diversity (36, G&A, 1994)
Personality at the core, then internal (surface level) dimensions like race, gender, then external (secondary) dimensions like religion, appearance, experience, last is organizational dimensions like seniority, work location.
Social Categorization Theory (51, K&K)
Formation of In and Out groups. Similarity breeds liking, attraction, work commitment, group cohesion and lower interpersonal conflicts.
Information/Decision-Making Theory (52, K&K)
Better in problem solving. Comprehensive view of problem, diverse backgrounds, novel alternatives, broad network for new info and expertise.
Demographic Fault line - hypothetical dividing lines splitting groups into subgroups.
Barriers to Managing Diversity (54, K&K)
1, inaccurate stereotyping. 2, ethnocentrism. 3, poor career planning. 4, unsupportive, hostile environment for diverse employees. 5, lack of political savvy for diverse employees. 6, difficulty in balancing career and family. 7, fears of reverse discrimination. 8, diversity not organizational
Theory X & Y (9, McGregor, 1960)
X - dislike work, require close supervision, interest in security |Y - self-directed, seek responsibility, creative
Human V.S. Social Capital (13, Fig 1-2)
Human - productive potential of knowledge & actions
Social - productive potential of relationships, goodwill, trust and cooperative effort.
Wilson's Skills Profile of Effective Managers
(16, Shipper, 1995)
Clarifies goals & objectives |Encourage participation |Plans and organizes. |Technical and administrative expertise |Facilitates work through team building and coaching |Provides feedback. |Keeps things moving |Controls details |Applies reasonable pressure for goals accomplishment |Empowers and delegates |Recognizes and rewards good performance.
Carroll's Four Levels of Corporate Responsibility
(21, Carroll, 2004)
Economic, legal, ethical, philanthropic.
Chapter 2 - Managing Diversity
Four Layers of Diversity (36, G&A, 1994)
Personality at the core, then internal (surface level) dimensions like race, gender, then external (secondary) dimensions like religion, appearance, experience, last is organizational dimensions like seniority, work location.
Social Categorization Theory (51, K&K)
Formation of In and Out groups. Similarity breeds liking, attraction, work commitment, group cohesion and lower interpersonal conflicts.
Information/Decision-Making Theory (52, K&K)
Better in problem solving. Comprehensive view of problem, diverse backgrounds, novel alternatives, broad network for new info and expertise.
Demographic Fault line - hypothetical dividing lines splitting groups into subgroups.
Barriers to Managing Diversity (54, K&K)
1, inaccurate stereotyping. 2, ethnocentrism. 3, poor career planning. 4, unsupportive, hostile environment for diverse employees. 5, lack of political savvy for diverse employees. 6, difficulty in balancing career and family. 7, fears of reverse discrimination. 8, diversity not organizational