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OB Reference Sheet

The document covers key topics in organizational behavior including attitudes, personality, job satisfaction, decision making and motivation. It discusses theories such as the Big Five personality model, equity theory, expectancy theory and Maslow's hierarchy of needs. It also covers topics like perception, communication, feedback and motivation in the workplace.

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SIDHARTH P JACOB
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20 views5 pages

OB Reference Sheet

The document covers key topics in organizational behavior including attitudes, personality, job satisfaction, decision making and motivation. It discusses theories such as the Big Five personality model, equity theory, expectancy theory and Maslow's hierarchy of needs. It also covers topics like perception, communication, feedback and motivation in the workplace.

Uploaded by

SIDHARTH P JACOB
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Session 3

1. Attitude def - page 85

2. Affective, behavioural, cognitive component – page 85

3. Cognitive dissonance – page 86

4. 4 most powerful moderators of attitude-behaviour relationship – page 87

5. Job satisfaction definition- page 88

6. Incentives are not as important as you think it is

7. Job satisfaction more related to work itself than pay or promotion – page 93

8. Causes of job satisfaction – personality, pay, CSR- page 95

9. Outcomes of job satisfaction – OCB - trust, personality matters - page 97

10. Perceived Org Support – page 89

Session 4

1. JOB DISSATISFACTION: Active vs Passive, Constructive vs Destructive:

VOICE, EXIT, LOYALTY, NEGLECT – page 100

2. Dark triad - mach, narcissism, psychopathy - page 166

3. OCEAN Test

4. Big FIVE personality model - page 163

5. Importance of conscientiousness - pg 165

6. Emotional Stability, Extraversion - 165

7. IMPORTANT BIG 5 TABLE - PAGE 165

8. Openness at Work, Agreeableness - Page 166

9. Should personality be evaluated while hiring? What about cheating? - page 159

10. Which kind of environment is used to know the personality? - comfortable place

11. Situational Strength - pg 173


Session 5

1. Clarity, Consistency, COnstraints, Consequences - markers of Situational Strength -


page 174
2. Personalities matter more for high power roles.
3. There are certain job categories where mismatch b/w personality traits and work the
person is doing could be more costly.
4. Trait activation - page 175
5. Person Job fit - 188
6. Person Org FIt - 189

7.

Session 6

1. Carl Rogers and associates theory - PPT


2. No one understood Raja’s internal mindset well. No one is able to communicate with
him.
3. Ideal self: image of self which a person wants to ahev the most. Raja had one, but it
was not realistic.
4. Flexibility: facts>beliefs, awareness, experimental
5. Raja was more rigid and less flexible
6. VALUES - pg 186
7. Perception - 209
8. Attribution theory - pg 211
9. Fundamental attribution error- 213
10. Self serving bias - 213
11. CDC framework pg 212
Session 7

1. Factors influencing perception - page 210


2. Spot light effect
3. Lake wobegon effect - above avg
4. halo effect - pg 214
5. Stereotyping - pg 215

Common shortcuts in judging (Selective perception, Halo Horn Effect, Contrast Effect,
Steretype)- pg 213

Common biases and errors in Decision Making - pg 221

Rational Decision Making >> Bounded Rationality >> Intuition Pg 219

Session 8 / 9

1. Performance = f( ability, motivation, opportunity)


2. Driver of Motivation/Engagement -> Individual + Social Context + Job
3. Maslow's Theory - Pg 252
4. 2 factor theory (hygiene and growth factors) - pg 254
5. Self efficacy theory - pg 264
6. Goal setting - ppt
7. Job characteristics model - pg 292 - ppt
8. Motivating potential score- pg 293
9. Expectancy theory - pg 267
10. Equity Theory - ppt (Input (effort) = output : trying to reach equilibrium) pg 270
11. Justice theory- pg 271

Distributive justice | procedural Justice | Interactional Justice

12. Employee involvement and participation - pg 303


13. Type of payments as rewards for employee - pg 305
14. Using benefits to encourage employees - pg 310

15. Motivating potential score - formula - page 293

Session 10

1. Communication - basic def- 399


2. Interpersonal comm. Is always a two way loop - PPT
3. Feedback is important in communication - 399
4. Channel richness - refer PPT to see order of channel richness - pg 415
a. Rich channel is capable of sending a variety of signals
b. Should enable quick feedback

Face to face richest channel

5. Channel are of two categories -

Summary of all chapters


https://www.worldsupporter.org/en/chapter/39178-summary-organizational-behavior-robbins-
judge

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