Chapter 1

1. Define organizational behavior (OB)

2. Describe what managers do
3. Explain the value of the systematic study of OB
4. List the major challenges and opportunities for managers to use OB concepts
5. Identify the contributions made by major behavioral science disciplines to OB
6. Describe why managers require a knowledge of OB
7. Explain the need for a contingency approach to the study of OB
8. Identify the three levels of analysis in this book’s OB model

Chapter 2
1. Define the key biographical characteristics.
2. Identify two types of ability.
3. Shape the behavior of others.
4. Distinguish between the four schedules of reinforcement.
5. Clarify the role of punishment in learning.
6. Practice self-management.
7. Exhibit effective discipline skills.

Chapter 3
1. Contrast terminal and instrumental values
2. List the dominant values in today’s workforce
3. Identify the five value dimensions of national culture
4. Contrast the three components of an attitude
5. Summarize the relationship between attitudes and behavior
6. Identify the role that consistency plays in attitudes
7. State the relationship between job satisfaction and behavior
8. Identify four employee responses to dissatisfaction
Chapter 4
1. Explain the factors that determine an individual’s 2. Describe the MBTI personality framework.
personality.
3. Identify the key traits in the Big Five personality 4. Explain the impact of job typology on the
model. personality-job performance relationship.
5. Differentiate emotions from moods. 6. Contrast felt vs. displayed emotions.
7. Read emotions. 8. Explain any gender-differences in
emotions.
9. Describe external constraints on emotions. 10. Apply concepts on emotions to OB issues.
Chapter 5
1. Explain how two people can see the same thing and interpret it differently
2. List the three determinants of attribution
3. Describe how shortcuts can assist in or distort our judgment of others
4. Explain how perception affects the decision making process
5. Outline the six steps in the rational decision making model
6. Describe the actions of the boundedly rational decision maker
7. Identify the conditions in which individuals are most likely to use intuition in decision making
8. Describe four styles of decision making
9. Define heuristics, and explain how they bias decisions
10. Contrast the three ethical decision criteria
Chapter 6
1. Outline the motivation process.
2. Describe Maslow’s need hierarchy.
3. Contrast Theory X and Theory Y.
4. Differentiate motivators from hygiene factors.
5. List the characteristics that high achievers prefer in a job.
6. Summarize the types of goals that increase performance.
 7. State the impact of under-rewarding employees.
8. Clarify the key relationships in expectancy theory.
9. Explain how the contemporary theories of motivation complement each other.
Chapter7
1. Identify the four ingredients common to MBO programs.
2. Explain why managers might want to use employee involvement programs.
3. Contrast participative management with employee involvement.
4. Define quality circles.
5. Explain how ESOPs can increase employee motivation.
6. Contrast gainsharing and profit sharing.
7. Describe the link between skill-based pay plans and motivation theories.
8. Explain how flexible benefits turn benefits into motivators.
9. Contrast the challenges of motivating professional employees versus low-skilled employees.
10. Contrast the challenges in motivating professional employees with temporary workers.
Chapter 8
1. Differentiate between formal and informal groups.
2. Compare two models of group development.
3. Explain how group interaction can be analyzed.
4. Identify the key factors in explaining group behavior.
5. Explain how role requirements change in different situations.
6. Describe how norms exert influence on an individual’s behavior.
7. Define social loafing and its effect on group performance.
8. Identify the benefits and disadvantages of cohesive groups.
9. List the strengths and weaknesses of group decision-making.
10. Contrast the effectiveness of interacting, brainstorming, nominal, and electronic meeting groups.

Chapter 9
1. Explain the growing popularity of teams in organizations.
2. Contrast teams with groups.
3. Identify four types of teams.
4. Describe conditions when teams are preferred over individuals.
5. Specify the characteristics of effective teams.
6. Explain how organizations can create team players.
7. Describe the advantages and disadvantages of diversity to work teams.
8. Explain how management can keep teams from becoming stagnant and rigid.
Chapter 10
1. Describe the communication process.
2. Contrast the advantages and disadvantages of oral versus written communication.
3. Compare the effectiveness of chain, wheel, and all-channel networks.
4. Identify factors affecting the use of the grapevine.
5. Discuss how computer-aided technology is changing organizational communication.
6. Explain the importance of channel richness to improving communication effectiveness.
7. Identify common barriers to effective communication.
8. List behaviors related to effective active listening.
9. Contrast the meaning of talk for men versus women.
10. Describe potential problems in cross-cultural communication.
Chapter 11
1. Contrast leadership and management.
2. Summarize the conclusions of trait theories.
3. Identify the limitations of behavioral theories.
4. Describe Fiedler’s contingency model.
5. Explain Hersey and Blanchard’s situational theory.
6. Summarize leader-member exchange theory.
7. Describe the path-goal theory.
 8. Identify the situation variables in the leader-participation model.

Chapter 12
1. Identify the five dimensions of trust.
2. Define the qualities of a charismatic leader.
3. Contrast transformational with transactional leadership.
4. Identify the skills that visionary leaders exhibit.
5. Explain how framing influences leadership effectiveness.
6. Identify the four roles that team leaders perform.
7. Explain the role of a mentor.
8. Describe how on-line leadership differs from face-to-face leadership.
9. Identify when leadership may not be necessary.
10. Explain how to find and create effective leaders.
Chapter 13
1. Contrast leadership and power.
2. Define the four bases of power.
3. Clarify what creates dependency in power relationships.
4. List seven power tactics and their contingencies.
5. Explain how sexual harassment is about the abuse of power.
6. Describe the importance of a political perspective.
7. List those individual and organizational factors that stimulate political behavior.
8. Identify seven techniques for managing the impression one makes on others.
9. Explain how defensive behaviors can protect an individual’s self-interest.
10. List the three questions that can help determine if a political action is ethical.

Chapter 14
1. Define conflict.
2. Differentiate between the traditional, human relations, and interactionist views of conflict.
3. Contrast task, relationship, and process conflict.
4. Outline the conflict process.
5. Describe the five conflict-handling intentions.
6. Contrast distributive and integrative bargaining.
7. Identify the five steps in the negotiation process.
8. Describe cultural differences in negotiations.
Chapter 15
1. Identify the six key elements that define an organization’s structure.
2. Explain the characteristics of a bureaucracy.
3. Describe a matrix organization.
4. Explain the characteristics of a virtual organization.
5. Summarize why managers want to create boundaryless organizations.
6. Contrast mechanistic and organic structural models.
7. List the factors that favor different organizational structures.
8. Explain the behavioral implications of different organizational designs..

Chapter 16
1. Contrast process reengineering and continuous improvement processes.
2. Describe an e-organization.
3. Summarize the implications of e-organizations on individual behavior.
4. Explain the job characteristics model.
5. Contrast the social information processing model to the job characteristics model.
6. Explain how work space design might influence employee behavior.
7. Describe how a job can be enriched.
8. Contrast flextime and job sharing.
 9. Compare the benefits and drawbacks to telecommuting from the employee’s point of view.

Chapter 17
1. Contrast job descriptions with job specifications.
2. List the advantages of performance simulation tests over written tests.
3. Define four general skill categories.
4. Describe how career planning has changed in the last 20 years.
5. Explain the purposes of performance evaluation.
6. Describe actions that can improve the performance-evaluation process.
7. Clarify how the existence of a union affects employee behavior.
8. Identify the content in a typical diversity-training program.
Chapter 18
1. Describe institutionalization and its relationship to organizational culture.
2. Define the common characteristics making up organizational culture.
3. Contrast strong and weak cultures.
4. Identify the functional and dysfunctional effects of organizational culture on people and the
organization.
5. Explain the factors determining an organization’s culture.
6. List the factors that maintain an organization’s culture.
7. Clarify how culture is transmitted to employees.
8. Outline the various socialization alternatives available to management.
9. Describe a customer-responsive culture.
10. Identify characteristics of a spiritual culture.
Chapter 19
1. Describe forces that act as stimulants to change.
2. Summarize sources of individual and organizational resistance to change.
3. Describe Lewin’s three-step change model.
4. Explain the values underlying most OD efforts
5. Identify properties of innovative organizations.
6. List characteristics of a learning organization.
7. Define knowledge management and explain its importance.
8. Describe potential sources of stress.
9. Explain individual difference variables that moderate the stress-outcome relationship.