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Organizational theory
Organizational structure
Organizational design and change
Organizational culture
Organizational behavior
History of organizational behavior (4)
Human relations movement (1930s)
Quality movement (1980s)
Internet and social media rev. (1990s).
Human and social capital (1990s)
Management
Skills of an effective manager
Ethics challenge
Approaches to learn about OB (3)
Diversity
Layers of diversity (4)
Affirmative action
Managing diversity
Workforce demographics
(Breaking) the glass ceiling
Pros and cons of diverse work environments (3)
Layers of organizational culture
Organizational socialization
Model or organizational socialization
Mentoring
Common denominators of an organization (4) - Structure
Unity of command principle
Organizational chart
Dimensions of organizational chart (4)
Learning organization
Team mental mode
Organizational design
Traditional designs (3)
Contemporary designs (4)
Contingency approach to designing organizations
Mechanistic vs. organic organizations
How to achieve organizational effectiveness (4)
External environmental organizations
Environmental uncertainty
Competitive advantage
* Apple
Evolution of Org Theory and Design (3)
Classical theories (1900-1930s)
Parts of classical theories (3)
Neoclassical theories (1920s-1940s)
Environmental theories (1950s-70s)
Branden's six pillars of elf-esteem
Self-efficacy
Self-monitoring
Organizational identification
Dimensions of personality (5) and job performance
Proactive personality
Psychological capital:
Schwartz's theory
Relationship among Schwarz's values
Attitude
Components of attitude (3)
Cognitive dissonance
How to reduce dissonance
Ajzen's theory of planned behavior
Organizational commitment
Causes of job satisfaction (5)
Counterproductive work behavior
Cultural intelligence
CQ
Responding to cultural differences: Milton Bennet DMIS
Approach to developing CQ (4 steps)
Dimensional models (2)
Culture
Universalism vs. particularism
Achievement vs. ascription
Motivation
Theories of motivation (2)
Content theories (4)
Process theories (2)
Job design (2)
Top-down approaches
Bottom up approaches
Collectivism
Perception
Stereotypes
Managerial challenges and recommendations
The Pygmalion effect
Kelley's model of attribution
Consensus:
Distinctiveness
Consistency
Attributional tendencies
Managerial implications of behavior:
Improving job performance
Positive reinforcement
Types of goals
Goal setting process (3 steps)
Types of reward (2)
Pay for performance
Thorndike's law of effect
Group
Tuckman's five stage theory of group development
Roles and norms
Threats to group effectiveness (3)
Team
Models of decision-making (3)
Rational model
Non-rational models
Decision-making styles
Minority dissent
Approaches to studying leadership (5)
Trait approaches
Behavioral approaches
Contingency approaches
Transformational approaches
Emerging approaches
Models of change (3)
Lewin's change model
Systems model of change
Kotter: communicating a vision of change
