Key Learning Points*

• Describe the two major forms of workplace diversity.
• Demonstrate how workplace discrimination undermines organizational effectiveness.
• Describe how the key biographical characteristics are relevant to Organizational Behavior (OB).
• Explain how other differentiating characteristics factor into OB.
• Demonstrate the relevance of intellectual and physical abilities to OB.
• Describe how organizations manage diversity effectively.

Key Learning Points*

• Contrast the three components of an attitude.
• Summarize the relationship between attitudes and behavior.
• Compare the major job attitudes.
• Define job satisfaction.
• Summarize the main causes of job satisfaction.
• Identify three outcomes of job satisfaction.
• Identify four employee responses to job dissatisfaction.

Key Learning Points*

• Describe the differences between person–job fit and person–organization fit.
• Describe personality, the way it is measured, and the factors that shape it.
• Describe the strengths and weaknesses of the Myers-Briggs Type Indicator (MBTI) personality framework and the Big Five model.
• Discuss how the concepts of core self-evaluation (CSE), self-monitoring, and proactive personality contribute to the understanding of personality.
• Describe how personality affects job search and unemployment.
• Describe how the situation affects whether personality predicts behavior.
• Contrast terminal and instrumental values.
• Compare Hofstede’s five value dimensions and the GLOBE framework.

Key Learning Points*

• Contrast the three components of an attitude.
• Summarize the relationship between attitudes and behavior.
• Compare the major job attitudes.
• Define job satisfaction.
• Summarize the main causes of job satisfaction.
• Identify three outcomes of job satisfaction.
• Identify four employee responses to job dissatisfaction.

Key Learning Points*

• Differentiate between emotions and moods.
• Identify the sources of emotions and moods.
• Show the impact that emotional labor has on employees.
• Describe affective events theory.
• Describe emotional intelligence.
• Identify strategies for emotion regulation.
• Apply concepts about emotions and moods to specific OB issues.

Key Learning Points*

• Describe the three key elements of motivation.
• Compare the early theories of motivation.
• Contrast the elements of self-determination theory and goal-setting theory.
• Understand the differences among self-efficacy theory, reinforcement theory, and expectancy theory.
• Describe the forms of organizational justice, including distributive justice, procedural justice, informational justice, and interactional justice.
• Identify the implications of employee job engagement for managers.
• Describe how the contemporary theories of motivation complement one another.

Key Learning Points*

• Describe how the job characteristics model motivates by changing the work environment.
• Compare the main ways jobs can be redesigned.
• Explain how specific alternative work arrangements can motivate employees.
• Describe how employee involvement measures can motivate employees.
• Demonstrate how the different types of variable-pay programs can increase employee motivation.
• Show how flexible benefits turn benefits into motivators.
• Identify the motivational benefits of intrinsic rewards.

Key Learning Points*

• Distinguish between the different types of groups.
• Describe the punctuated-equilibrium model of group development.
• Show how role requirements change in different situations.
• Demonstrate how norms exert influence on an individual’s behavior.
• Show how status and size differences affect group performance.
• Describe how issues of cohesiveness and diversity can be integrated for group effectiveness.
• Contrast the strengths and weaknesses of group decision making.

Key Learning Points*

• Analyze the continued popularity of teams in organizations.
• Contrast groups and teams.
• Contrast the five types of team arrangements.
• Identify the characteristics of effective teams.
• Explain how organizations can create team players.
• Decide when to use individuals instead of teams.

Key Learning Points*

• Contrast leadership and power.
• Explain the three bases of formal power and the two bases of personal power.
• Explain the role of dependence in power relationships.
• Identify power or influence tactics and their contingencies.
• Identify the causes and consequences of abuse of power.
• Describe how politics work in organizations.
• Identify the causes, consequences, and ethics of political behavior.

Key Learning Points*

• Describe the functions and process of communication.
• Contrast downward, upward, and lateral communication through small-group networks and the grapevine.
• Contrast oral, written, and nonverbal communication.
• Describe how channel richness underlies the choice of communication method.
• Differentiate between automatic and controlled processing of persuasive messages.
• Identify common barriers to effective communication.
• Discuss how to overcome the potential problems of cross-cultural communication.

Key Learning Points*

• Summarize the conclusions of trait theories of leadership.
• Identify the central tenets and main limitations of behavioral theories.
• Contrast contingency theories of leadership.
• Describe the contemporary theories of leadership and their relationship to foundational theories.
• Discuss the roles of leaders in creating ethical organizations.
• Describe how leaders can have a positive impact on their organizations through building trust and mentoring.
• Identify the challenges to our understanding of leadership.

Key Learning Points*

• Identify seven elements of an organization’s structure.
• Identify the characteristics of the functional structure, the bureaucracy, and the matrix structure.
• Identify the characteristics of the virtual structure, the team structure, and the circular structure.
• Describe the effects of downsizing on organizational structures and employees.
• Contrast the reasons for using mechanistic versus organic structural models.
• Analyze the behavioral implications of different organizational designs.

Key Learning Points*

• Describe the common characteristics of organizational culture.
• Show how culture is transmitted to employees.
• Identify the factors that create and sustain an organization’s culture.
• Compare the functional and dysfunctional effects of organizational culture on people and the organization.
• Describe the similarities and differences in creating an ethical culture, a positive culture, and a spiritual culture.
• Show how national culture can affect the way organizational culture is transported to another country.

Key Learning Points*

• Describe the value of recruitment methods.
• Specify initial selection methods.
• Identify the most useful substantive selection methods.
• Compare the main types of training.
• List the methods of performance evaluation.
• Describe the leadership role of human resources (HR) in organizations

Key Learning Points*

• Contrast the forces for change and planned change.
• Describe ways to overcome resistance to change.
• Compare the four main approaches to managing organizational change.
• Demonstrate three ways of facilitating change.
• Identify the potential environmental, organizational, and personal sources of stress at work and the role of individual and cultural differences.
• Identify the physiological, psychological, and behavioral symptoms of stress at work.
• Describe individual and organizational approaches to managing stress at work.

Key Learning Points*

• Describe the three types of conflict and the three loci of conflict.
• Outline the conflict process.
• Contrast distributive and integrative bargaining.
• Apply the five steps of the negotiation process.
• Show how individual differences influence negotiations.
• Assess the roles and functions of third-party negotiations.

Key Learning Points*

This appendix will show readers the importance of behavioral research and how to interpret reports and asses their value in its 5 aspects:

• Purpose of research
• Research terminology
• Evaluating research
• Research design
• Ethics in research