BUS 201/202: Organizational Behaviour

Study Guide – Part Three (Chapters 8, 9, 11)

The key terms and questions listed in this study guide are meant to help you build a summary of the most important concepts that have been covered in Chapters 8, 9, and 11. These important concepts are critical to your understanding of Organizational Behaviour – ensure that you are familiar with these concepts so that you will better understand the remaining areas of study in the course, better manage the individual assignment, and be better prepared for the examination.

Key terms:

Define these key terms and understand how they relate to the role of manager.

Group / Roles / Role Conflict
Role Identity / Role Perception / Role Expectations
Norms / Conformity / Status
Social Loafing / Cohesiveness / Groupthink
Cross-Functional Teams / Virtual Teams / Leadership

Questions:

Why do people join groups?

What is the difference between formal and informal groups?

Describe the five-stage group-development model.

Describe the punctuated-equilibrium group-development model.

How does the concept of conformity explain an increase in deviant workplace behaviour?

How is an the status of an individual group member determined?

How can group cohesiveness be improved?

What are the strengths and weaknesses of group decision making?

Describe the following group decision making techniques:

Group interaction

Brainstorming

Nominal group technique

Electronic meetings

How do teams differ from work groups?

Explain how the following factors affect group effectiveness:

Context / Composition / Work Design / Process
  • Adequate resources
  • Leadership and structure
  • Climate of trust
  • Evaluations and reward systems
/
  • Member abilities
  • Personality
  • Role allocation
  • Diversity
  • Team size
  • Member flexibility
  • Member preferences
/
  • Autonomy
  • Skill variety
  • Task identity
  • Task significance
/
  • Common purpose
  • Specific goals
  • Team efficacy
  • Conflict levels
  • Social loafing

How can a manager turn an individual into a team player?

How can a manager decide if a specific situation requires a team approach?

Describe each of the following theories of leadership:

Fixed Contingency Theories / Variable Contingency Theories
Fiedler Model / Hersey and Blanchard’s Situation Theory
Leader-Member Exchange Theory
Path-Goal Theory
Leader-Participation Model

Define the following situational factors:

Leader-member relations

Task structure

Position power

What is the difference between a task-oriented leader and a people-oriented leader?

How does the trait theory of leadership differ from all other leadership theories studied?

What does cognitive resource explain about leadership?