OB Reading Template

7/17/2019 OB Reading Template

http://slidepdf.com/reader/full/ob-reading-template 1/4

Chapter Name Important topics Mainly important for1: Overview of

organizational

behavior

Taylor’s scientic mgmt,

soldiering eect, time and

motion study, Weber’s

bureaucracy, ayol’s 1! "s,

#awthorne studies, Theory$,%, &ystems theory

'ong (uestions, es)ecially

arguments on contributions

and )itfalls of these theories

*+ hanging

environment of

organizations

ross-cultural dierences,

technology changes,

outsourcing, tem)orary.

contingent wor/ers, ageing

)o)ulation

0ainly for case studies,

cultural dimensions of

#ofstede may be coming for

long (uestions read from

2obbins if re(uired34+ "ersonality "-5 it 6278&9, ;ig ve,

0;T7, 9motional

intelligence, self-e<cacy,

narcissism,

0achiavellianism, ty)e 8 =

; from 2obbins3

or both long (uestions and

caselet, caselet may as/ you

to evaluate manager.

em)loyee )ersonality

6ideally 0achiavellianistic

nature, locus of control

ty)es, long (uestions will

throw situations where a

)erson acts in a )articular

manner and then as/ you to

re>ect on his )ersonality!+ 8ttitude Organizational commitment

ty)es, em)loyee

engagement, cognitive

dissonance, ?alues @terminaland instrumental read from

robbins3, revisit #ofstede,

%ou should eA)ect attitude

related to)ics embedded in

caselet analysis+ or long

(uestions, (uestions mayfocus on dissonance issues,

the ognitive-8ective-

;ehavioral attitude

formation )rocessB+ 0otivation Ceed based a))roach-

0aslow, #erzberg, 92D,

0clelland focus on /ey

dierences between these3

9(uity theory @ idea about

referent others, dierent

ty)es of ine(uity and ty)ical

res)onses, ?room’s

eA)ectancy theory @

valence, instrumentality,

eA)ectancy

Euestions may come in the

form of both long as well as

case based (s+ Try to relate

the theory with the situation

at hand - - if the focus is on

mainly satisfying the needs

of em)loyees the need

based theories are to be

consideredF in case of

com)arison of rewards,

e(uity theory and in case of

valuing the rewards,

eA)ectancy theory



G+ 'earning based

)ers)ectives of

motivation

lassical and o)erant

conditioning, reinforcement

theory ty)es of

reinforcement3, O; 0od

0ainly focus should be on

case-lets though cannot rule

out long (uestions involving

reinforcement theoryH+ 0otivating

em)loyee)erformance

through wor/

5ob rotation, Iob

enlargement, enrichment, 5ob characteristics theory,

5ob sharing, telecommuting,

50 im)ortant for long

(uestions, rest im)ortant formainly caselets

J+ 0otivating

em)loyee

)erformance

through rewards

Doal setting theory, 0;O

no need to read

)erformance mgmt and

rewards3

Only read about goal setting

and 0;O, may come in

either long (s or caselet

formatK+ &tress Cot included1L+ "erce)tion,

decision ma/ing

and )roblem

solving

8ttribution theory

organizational behaviors

turnover intention, O;3,

ty)es of decisions rationaldecision ma/ing , bounded

rationality model3 errors in

decision ma/ing from

0oorhead gri<n, )g *!L-

*!13, )erce)tual biases

from 2obbins3

2ead attribution theory and

the biases for case-let based

(uestions, decision ma/ing

also for case-let ty)e(uestions

11+ Drou) behavior Drou) formation stages

from 2obbins3 grou)

)olarization. grou) shift,

grou) thin/, grou)cohesiveness, grou)

)roblem solving @nominal,

Mel)hi, brainstorming etc+

"unctuated e(uilibrium

model from 2obbins3

grou) )olarization. grou)

shift, grou) thin/, grou)

cohesiveness @ for case-lets,

nominal, Mel)hi,brainstorming- for

com)arison ty)e (uestions,

grou) formation stages- for

both long (s and caselet

1*+ Teams Euality circles, virtual

teams, team formation

stages,

or caselets- Euality circles,

virtual teams, for long (s-

team formation stages give

diagram, )+ *KJ314+ ommunication The communication )rocess,

oral, written and non-verbalcommunication,

organizational

communication networ/s

7m)ortant for all ty)es of

(uestions

1!+ Traditional

models of

leadershi)

Ohio, 0ichigan studies,

managerial grid, l)c theory,

)ath-goaltheory,

7m)ortant for all ty)es of

(uestions

1B+ ontem)orary #ersey-;lanchard model 7m)ortant for all ty)es of



theory of leadershi) Miagram from 2obbins3,

'0$ Theory,

Transformational leadershi),

harismatic leadershi)

(uestions

1G+ )ower )olitics =

org+ Iustice

;ases of )ower @ relation

with organizationaloutcomes, )ower )loys @

read from slides3, )olitical

behavior from slides3, ty)es

of Iustice

0ainly for case analysis,

long (s+ chance is for )ower@ relation with organizational

outcomes to)ic

1H+ on>ict and

negotiation

2eactions to con>ict,

structure and inter)ersonal

techni(ues to manage

con>ict, negotiation rom

2obbins. &lide3

0ainly im)ortant for caselet,

negotiation may be

im)ortant for long (s+

1J+ org+ &tructure Me)artmentalization by

)rocess, customer, )roduct

and geogra)hy, miAed

de)artmentalization, s)an of

control,

0ainly im)ortant for case-

lets

1K+ Org+ Mesign 7m)act of size, environment

and technology on

organizational design,

mechanistic vs+ organic

designs, 0intzberg’s

ty)ology only the

denitions3 and matriAdesign, reengineering issues

0ainly im)ortant for case-

lets

*L+ Org+ culture Ouchi framewor/- theory N,

"eters and Waterman

ramewor/, ty)es of

innovation- radical, systems,

incremental

Ouchi framewor/- theory N,

"eters and Waterman

ramewor/- for long

(uestions, theory z also for

case-lets, innovation ty)es

for case-lets*1+ hange

management

orces for change

'ewin’s three stage model =

continuous change )rocess

model,EW' @ 2esistance to change

orces for change-or

caselets

'ewin’s three stage model =

continuous change )rocessmodel -or long (s+

caselets

or long (uestions @ related

with motivation and org+

culture, also for caselet



solutions

2esistance to change and

overcoming resistance to

change- both long (s+ 8nd

case-let @ related withmotivation and negotiation

cha)ter

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OB Reading Template