ORGANIZATIONAL BEHAVIOUR EXAM REVISION

Chapter 1 : History and Introduction of Organizational Behavior

1. What does organizational behavior focus on? (1-4)

• Understanding how people, groups, and structures interact within an organization.

• Studying behavior to improve productivity, effectiveness and employee satisfaction.
• Analyzing factors influencing individual and group behavior.
• Exploring ways to manage and lead effectively.

2. Define the organization and why it is considered a collective entity? (1-5)

• An organization is a group of individuals working together toward common goals.

• Considered a collective entity because it operates as a unified whole.
• It integrates people, resources and processes to achieve shared objectives.
• Collective effort fosters collaboration, coordination and synergy.

3. To measure effectiveness, the approach is to measure the achievement of goals.

Effectiveness is measured by goal achievement.

4. What are the 2 problems with using this approach?

• Not all goals are explicit or measurable.

• Focusing solely on goal achievement may overlook other important aspects of
performance.

5. List down the four perspectives of organizational effectiveness.

• Goal accomplishment.
• Systems resources.
• Internal processes.
• Strategic constituency satisfaction.
6. What are the 3 main beliefs of the Open Systems Perspective?

• Interdependence : Organizations interact with their environment.

• Dynamic Equilibrium : Organizations seek balance amidst change.
• Equifinality : Different paths can lead to the same outcome.

7. Describe the flow of processes from an open systems perspective.

• Inputs from the environment.

• Transformation processes within the organization.
• Outputs delivered to the environment.
• Feedback loops for continuous improvement.

8. What is the difference between open and closed systems?

• Open systems interact with and are influenced by the environment.

• Closed systems operate independently of their surroundings.

9. What is the relationship between internal-subsystems effectiveness and productivity?

Efficient internal processes enhance productivity.

10. Differentiate efficiency and effectiveness and explain lean management.

• Efficiency : Doing things right.
• Effectiveness : Doing the right things.
• Lean management optimizes efficiency by eliminating waste and improving processes.
11. What are the 4 processes that involve knowledge in an Organizational Learning
Perspective?

• Acquisition.
• Distribution.
• Interpretation.
• Memory.

12. Define and explain the three types of Intellectual Capital. (HSR)

• Human capital : Skills and knowledge of employees.

• Structural capital : Organizational processes and systems.
• Relational capital : Relationships with stakeholders.

13. What are examples of High-Performance Work Practices? How do these examples provide
a competitive advantage?

• Examples : Employee involvement, skill development, autonomy and incentive

compensation.
• Provide competitive advantage by enhancing productivity, innovation and employee
satisfaction.

14. Define stakeholders and the challenges.

• Stakeholders : Individuals or groups affected by or affecting the organization.

• Challenges include balancing conflicting interests and managing expectations.

15. Every company has CSR in three major sectors. Define CSR.

• Commitment to ethical and sustainable business practices.

• Considers the impact on society, environment and stakeholders.
16. List down the 5 types of individual behavior.

• Task performance.
• Organizational citizenship behavior.
• Counterproductive work behavior.
• Staying with the organization.
• Work attendance.

17. Explain Task Performance.

Proficiency in executing job duties.

18. Explain Organizational Citizenship Behavior.

Voluntary actions that contribute to organizational well-being.

19. Explain Counterproductive Work Behavior.

Actions that harm the organization.

20. Explain Staying with the Organization.

Employee's decision to remain employed.

21. Explain Work Attendance.

Presence and punctuality at work.

Chapter 2 : Individual Behavior, Personality and Values
1. What is the formula described as the “skill-and-will” model?

• Describes performance as a function of both skills and motivation.

• Formula : Performance = Ability (Skill) × Motivation (Will).

2. What are the 4 main components of the MARS model?

• Motivation.
• Ability.
• Role perceptions.
• Situational factors.

3. List down the 3 forces that affect a person’s voluntary choice of behavior.

• Personal factors.
• Environmental factors.
• Organizational factors.

4. Define direction, intensity, and motivation and provide one example for each.

• Direction : Focus on behavior (e.g., pursuing a promotion).

• Intensity : Amount of effort exerted (e.g., working long hours).
• Motivation : Driving force behind behavior (e.g., desire for career advancement).

5. Differentiate between aptitudes and learned capabilities.

• Aptitudes : Natural talents or abilities.

• Learned capabilities : Skills acquired through education or experience.
6. How does competency compare with aptitudes and capabilities?
Competency is a combination of aptitudes and learned capabilities applied effectively in a
specific context.

7. What is role perception and why is it important?

• Role perception : Individual's understanding of their job duties and responsibilities.

• Important for clarity in job performance and alignment with organizational goals.

8. Define personality.

The unique set of characteristics and traits that influence behavior and responses to the
environment.

9. Differentiate between nature and nurture and which one has a bigger impact.

• Nature : Influence of genetics and biological factors.

• Nurture : Impact of environment, experiences and upbringing.
• Both nature and nurture contribute to personality development, but nurture often has a
bigger impact.

10. What is the other name for the CANOE model and what does it consist of?

• Also known as OCEAN model.

• Consists of openness, conscientiousness, extraversion, agreeableness and neuroticism.

11. What does the Myers-Briggs Type Indicator measure?

Measures personality preferences based on four dichotomies which are, extraversion /

introversion, sensing / intuition, thinking / feeling and judging / perceiving.
12. There are two types for getting energy. Differentiate.

• Extroversion : Gain energy from social interactions and external stimuli.

• Introversion : Recharge energy through solitude and introspection.

13. There are two types of perceiving information. Differentiate.

• Sensing : Focused on concrete details and facts.

• Intuition : More inclined toward abstract concepts and possibilities.

14. There are two types for making decisions. Differentiate.

• Thinking : Rely on logic and rationality in decision-making.

• Feeling : Consider emotions and personal values when making decisions.

15. There are two types of orienting to the external model. Differentiate.

• Judging : Prefer structure and organization in daily life.

• Perceiving : Flexible and adaptable, open to new experiences and information.

16. How can person-organization value congruence happen?

• Alignment between an individual's values and those of the organization.

• Occurs through recruitment, selection and organizational culture.

17. Define individualism.

Emphasis on individual rights, autonomy and personal achievement over group interests.

18. Why do some countries have high individualism while some have low individualism?
• Historical, cultural and societal influences shape attitudes toward individualism.
• Economic development, political systems and social norms also play a role.
19. Define collectivism.
Emphasis on group harmony, cooperation and collective well-being over individual pursuits.

20. Explain in simple terms the three ethical principles.

• Utilitarianism: Maximizing overall happiness or utility.

• Deontology : Adherence to moral rules and duties.
• Virtue Ethics : Emphasizes moral character and virtues.
Chapter 3 : Attitude and Job Satisfaction Workplace, Emotions, Attitudes and Stress

1. Define emotions.

Psychological responses to stimuli involve physiological arousal, subjective feelings, cognitive

interpretation and behavioral expression.

2. List down the two features of emotion.

• Physiological arousal : Changes in bodily functions accompanying emotions.

• Subjective feelings : Personal experiences and interpretations of emotions.

3. List down the two dimensions of emotion.

• Valence : Positive or negative quality of the emotion.

• Arousal : Intensity or activation level of the emotion.

4. List down the three differences between attitudes and emotions.

• Attitudes are beliefs and evaluations about objects, people or events, while emotions
are immediate, short-lived reactions.
• Attitudes are relatively stable over time, whereas emotions are transient.
• Attitudes influence behavior through cognition, while emotions directly affect
behavior.

5. Define attitudes.

Evaluative judgments or feelings toward people, objects or events.

6. List down the three main cognitive components that makeup attitude. (BFBi)
• Beliefs : Cognitive aspect involving opinions or thoughts.
• Feelings : Emotional aspect involving likes or dislikes.
• Behavioral intentions : Intention to behave in a certain way based on attitudes.
7. What is the main issue of a purely cognitive approach?

Ignores the influence of emotions on attitudes and behavior, leading to an incomplete

understanding.

8. What is the flow of the process from the perceived environment to behavior?

Perceived environment → Cognitive appraisal (interpretation) → Emotional response →

Behavioral response.

9. Define cognitive dissonance.

Inconsistencies between beliefs, attitudes or behaviors cause psychological discomfort.

10. Based on cognitive dissonance, how do we increase consistency?

• Change beliefs or attitudes to align with behavior.

• Change behavior to match existing beliefs or attitudes.

11. Define emotional labor.

Regulation of emotions to meet organizational expectations and display appropriate emotions

in the workplace.

12. Define emotional dissonance.

Inconsistency between experienced and displayed emotions, resulting in internal conflict.

13. Define emotional intelligence.

Ability to perceive, understand, manage and express emotions effectively.

14. Differentiate self-awareness and self-management.
• Self-awareness : Understanding one's emotions, strengths, weaknesses and their
impact on others.
• Self-management : Ability to regulate and control one's emotions and impulses.

15. What are the 4 responses to dissatisfaction? (VLNE)

• Voice : Actively seeking to improve the situation.

• Loyalty : Passive acceptance of the situation.
• Neglect : Ignoring or reducing effort in response to dissatisfaction.
• Exit : Leaving the organization.

16. Define organizational commitment.

Employee's psychological attachment and loyalty to the organization.

17. Define continuance commitment.

Commitment based on perceived costs associated with leaving the organization.

18. What are the 5 main aspects of building affective commitment? (JSvTOcEi)

• Job satisfaction.
• Strong organizational culture.
• Trust in leadership.
• Opportunities for engagement.
• Emotional support from colleagues and supervisors.
• Identification of organizational values.

19. Define stress.

Psychological and physiological response to perceived demands or pressures.
20. What are the 3 consequences of distress? (PBP)

• Physical symptoms (e.g., headaches, fatigue).

• Behavioral symptoms (e.g., irritability, withdrawal).
• Psychological symptoms (e.g., anxiety, depression).

21. What are the 3 main stressors in the workplace? (PhShWo)

• Physical stressors.
• Social stressors.
• Workload stressors.

22. What are the 4 main methods for managing work-related stress?

• Time management techniques.

• Stress-reduction exercises (e.g., meditation, deep breathing).
• Social support networks.
• Setting boundaries and prioritizing tasks.
Chapter 4 : Foundation of Employee Motivation

1. Define motivation. (dip)

The internal and external forces that initiate, direct and sustain goal-oriented behavior.

2. Explain high employee engagement.

High employee engagement occurs when employees are enthusiastic, dedicated and absorbed
in their work, leading to higher productivity and job satisfaction.

3. Differentiate drives and needs.

• Drives : Innate biological instincts that trigger behavior (e.g., hunger, thirst).
• Needs : Social and psychological deficiencies that arise from these drives and are
influenced by personal and cultural factors (e.g., need for achievement).

4. List down the 3 theories that focus on drives and needs.

• Maslow's Hierarchy of Needs.
• McClelland's Learned Needs Theory.
• Four-Drive Theory.

5. What is Abraham Maslow’s theory and what are the levels to it?
• Physiological needs: Basic survival needs (food, water).
• Safety needs: Security and protection.
• Belongingness needs: Social interactions and relationships.
• Esteem needs: Self-respect, recognition.
• Self-actualization: Realizing personal potential and self-fulfillment.

6. Why is the theory not perfect?

Maslow’s theory is not perfect because it assumes a rigid order of needs and individuals may
prioritize different needs based on personal circumstances and cultural factors.

7. What can be deduced from the Learned Needs Theory?

Learned Needs Theory suggests that needs are acquired through experiences and socialization,
implying that different individuals develop different needs based on their life experiences.
8. What are the 3 main components of the three learned needs? (AAP)
• Achievement : Desire for excellence and success.
• Affiliation : Desire for social relationships and belonging.
• Power : Desire to influence and control others.

9. List down the 4 aspects of the four-drive theory. (ABLeD)

• Acquire : Drive to seek and acquire objects and experiences.
• Bond : Drive to form relationships and social connections.
• Learn : Drive to satisfy curiosity and understand the world.
• Defend : Drive to protect oneself and loved ones.

10. How does the four-drive theory work?

The four-drive theory suggests that these four drives are the basis of human motivation and
they interact to influence our behavior and decisions. Organizations can enhance motivation
by addressing all four drives.

11. What is the main implication of the four-drive theory? (balanced)

A balanced approach to satisfying all four drives is essential for maintaining high motivation
and employee satisfaction.

12. What is the core belief of the expectancy theory of motivation?

The core belief of expectancy theory is that people are motivated to act in certain ways based
on the expected outcome and the value they place on that outcome.

13. What are the 3 factors that affect an individual’s effort level?
• Expectancy : Belief that effort will lead to desired performance.
• Instrumentality : Belief that performance will lead to a specific outcome.
• Valence : Value placed on the outcome.

14. Differentiate the 3 factors.

• Expectancy : Confidence in the ability to achieve performance.
• Instrumentality : Belief in the link between performance and outcomes.
• Valence : Importance of the outcome to the individual.
15. How are the 3 factors applied in the workplace and what are the objectives of each factor?
• Expectancy : Provide training and support to enhance confidence.
• Instrumentality : Ensure clear linkages between performance and rewards.
• Valence : Offer rewards that are valued by employees.

16. What are the 3 components of the ABCs of Behaviour Modification?

• Antecedents : What happens before the behavior.
• Behavior : The action taken.
• Consequences : What happens after the behavior.

17. Define social cognitive theory.

A theory that emphasizes learning through observation and the importance of cognitive
processes in understanding and predicting behavior.

18. What are the 5 considerations when setting goals?

• Specific : Clear and specific goals.
• Measurable : Quantifiable criteria to track progress.
• Achievable : Realistic and attainable goals.
• Relevant : Goals that matter to the individual.
• Time-bound : Deadlines for goal completion.

19. List down the 3 characteristics of effective feedback.

• Specific : Clear and detailed feedback.
• Timely : Given soon after the behavior.
• Constructive : Aimed at improving performance.

20. Define strengths-based coaching.

A development approach focusing on identifying and building upon an individual’s strengths
rather than focusing on weaknesses.

21. Differentiate equality, need and equity.

• Equality : Everyone gets the same resources or opportunities.
• Need : Resources are distributed based on individual needs.
• Equity : Resources are distributed based on contributions and performance.
22. List down the elements of the Equity Theory.
• Inputs : What employees contribute (effort, skills).
• Outcomes : What employees receive (pay, recognition).
• Comparison : Employees compare their input-outcome ratio to others.
Chapter 5 : Team Dynamics

1. Define teams and list their characteristics.

➢ Teams : Groups of individuals working together towards a common goal.

➢ Characteristics :
• Clear common purpose.
• Specific roles and responsibilities.
• Interdependence among members.
• Shared accountability for outcomes.
• Effective communication and collaboration.

2. Define informal groups and list down reasons why they exist.

➢ Informal Groups : Spontaneous associations formed by individuals within an

organization.
➢ Reasons for Existence :
• Socialization and camaraderie.
• Fulfillment of social needs.
• Mutual interests or hobbies.

3. List down 3 advantages and disadvantages for teams.

Advantages Disadvantages
• Enhanced creativity and innovation. • Potential for conflicts and
• Increased employee satisfaction and disagreements.
motivation. • Time-consuming decision-making
• Better problem-solving through process.
diverse perspectives. • Risk of social loafing or free riding.
4. Define social loafing and list down ways to prevent it.
➢ Social Loafing : Tendency for individuals to exert less effort in a group setting.
➢ Prevention Methods :
• Clearly define individual roles and responsibilities.
• Provide regular feedback and recognition.
• Foster a supportive team culture with shared goals.

5. List down the 3 kinds of interdependence in the workplace.

• Pooled interdependence.
• Sequential interdependence.
• Reciprocal interdependence.

6. Define and differentiate the 3 levels of task interdependence.

• Low (Pooled) : Tasks are performed independently with little interaction.

• Moderate (Sequential) : The output of one task becomes the input for another.
• High (Reciprocal) : Tasks are highly interdependent, requiring constant
communication and coordination.

7. Compare small and big teams.

Small Teams • Faster decision-making.

• Greater cohesion and collaboration.
• Less complexity in coordination.
Big Teams • Diverse perspectives and expertise.
• More resources and capabilities.
• Potential for slower communication and decision-making.
8. List down and define the Five Cs of team member competencies.

• Communication : Effective exchange of information and ideas.

• Collaboration : Ability to work together towards common goals.
• Conflict resolution : Skill in resolving disagreements and reaching consensus.
• Creativity : Capacity to generate innovative solutions.
• Critical thinking : Analytical and problem-solving abilities.

9. What are the advantages and disadvantages of a diverse team?

Advantages
• Broader range of perspectives and
ideas.
• Increased creativity and innovation.
• Better understanding of diverse
customer needs.
Disadvantages
• Potential for communication barriers
and misunderstandings.
• Difficulty in reaching consensus.
• Risk of conflicts arising from
cultural differences.

10. List down the 5 stages of team development.

• Forming.
• Storming.
• Norming.
• Performing.
• Adjourning.

11. What are the benefits of having higher cohesion in the team?

• Improved trust and collaboration.

• Greater commitment to team goals.
• Enhanced morale and job satisfaction.
12. Define and rank the three levels of trust. (CKI)

• Cognition-based trust (Knowledge-based trust).

• Affect-based trust (Emotional trust).
• Identification-based trust (Identity-based trust).

13. What are the factors behind the success of self-directed teams?

• Clear goals and objectives.

• Adequate training and resources.
• Supportive organizational culture.
• Effective communication channels.
• Trust in team members' capabilities.

14. List down the 4 constraints in team decision-making.

• Time constraints.
• Information constraints.
• Groupthink.
• Social pressures.
Chapter 6 : Communicating in Teams and Organizations

1. Define communication and effective communication.

• Communication : The process of transmitting information and understanding from
one person or group to another.
• Effective Communication : The successful exchange of information where the
message is accurately understood as intended by the sender.

2. List down 3 importance of communication.

• Facilitates coordination and cooperation in teams.
• Helps in decision-making and problem-solving.
• Enhances relationships and reduces misunderstandings.

3. Describe the steps in the communication process.

• Sender: Initiates the message.
• Encoding: Converting the message into symbols or language.
• Channel: Medium through which the message is sent.
• Decoding: The receiver interprets the message.
• Receiver: The person who gets the message.
• Feedback: Receiver's response back to the sender.
• Noise: Any interference that affects the clarity of the message.

4. Differentiate verbal and nonverbal communication.

• Verbal Communication : Involves spoken or written words.
• Nonverbal Communication : Involves body language, facial expressions, gestures
and tone of voice.

5. What are the issues when using email?

• Lack of emotional tone and context.
• Misinterpretation of the message.
• Information overload due to excessive emails.

6. What are the considerations when choosing the best communication channel?
• Urgency : How quickly the information needs to be conveyed.
• Complexity : How complex the message is.
• Confidentiality : The sensitivity of the information.
• Feedback : The need for immediate response and interaction.
7. Define persuasive communication.
The process of influencing others to change their attitudes, beliefs or behaviors through
effective messaging and arguments.

8. List down the 4 communication barriers. (PFLI)

• Perceptual barriers.
• Filtering.
• Language differences.
• Information overload.

9. What are the 2 solutions to overcome information overload?

• Filtering : Prioritizing important information and ignoring irrelevant data.
• Delegation : Assigning tasks to others to manage the flow of information.

10. Compare the communication of men and women.

• Men : Tend to be more assertive and direct, focusing on information exchange and
problem-solving.
• Women : Tend to be more collaborative and empathetic, focusing on building
relationships and understanding emotions.

11. List down 3 methods to improve interpersonal communication.

• Active listening : Fully concentrating, understanding, responding, and remembering
what is being said.
• Feedback : Providing constructive feedback to clarify and confirm understanding.
• Empathy : Understanding and sharing the feelings of others to build better
connections.

12. Define the 3 elements of active listening. (SER)

• Sensing : Paying attention to the speaker without distraction.
• Evaluating : Interpreting and understanding the message.
• Responding : Providing feedback and showing that the message was received and
understood.
13. List down the 3 methods to improve workplace communication.
• Regular meetings : Foster open dialogue and updates.
• Feedback systems : Encourage continuous feedback to address issues and improve
processes.
• Training programs : Develop communication skills among employees.

14. What are the 5 characteristics of organizational grapevine?

• Informal : Unofficial communication network.
• Rapid : Information spreads quickly.
• Unstructured : No formal structure or hierarchy.
• Unreliable : Can include rumors and misinformation.
• Emotional : Often driven by emotions and personal concerns.
Chapter 7 : Power and Influence in the Workplace

1. Define power in the workplace.

Power refers to the ability of an individual to influence others and control resources in the
workplace.

2.What are the 5 sources of power? (RCLRE)

• Reward power.
• Coercive power.
• Legitimate power.
• Referent power.
• Expert power.

3.What are the 3 methods to gain power? (PFA)

• Personal power : Develop expertise and interpersonal skills.

• Formal authority : Attain positions of formal authority within the organization.
• Network power : Build strong relationships and alliances.

4. List down the 4 contingencies of power. (SCDV)

• Substitutability.
• Centrality.
• Discretion.
• Visibility.
5. List down, define and differentiate the 8 types of influence. (SaAICfUaPIE)

• Sanctions : Use of rewards or punishments.

• Appeals : Persuasion through logical reasoning or emotional appeals.
• Inspirational appeal s: Appeal to values, ideals or emotions.
• Consultation : Seeking input and involvement from others.
• Friendliness : Building rapport and goodwill.
• Unity : Promoting cohesion and team spirit.
• Assertion : Direct and assertive communication.
• Pressure : Using threats or coercion.

6. What are the 3 consequences of influence tactics? (RCC)

• Resistance : Target's refusal to comply.

• Compliance : Target's agreement to the influence attempt.
• Commitment : Target's enthusiastic support and engagement.

7. Define social networks and explain how they generate power.

• Social networks consist of relationships and connections between individuals within

an organization.
• Networking enables individuals to access information, resources and support, thereby
increasing their power and influence.

8. What are the 3 elements of networking? (BDC)

• Building : Establishing and maintaining relationships.

• Developing : Nurturing connections over time.
• Cultivating : Investing time and effort in building trust and rapport.
9. Define organizational politics.
Organizational politics refers to the use of power and influence tactics to advance personal
interests or agendas within the organization.

10. What are the 4 conditions supporting organizational conflict? (TSrOcAd)

• Task interdependence.
• Scarce resources.
• Organizational change.
• Ambiguity in roles and responsibilities.
Chapter 8 : Organizational Conflict

1. Define conflict.
Conflict define as the process in which one party perceives that its interests are being opposed
or negatively affected by another party.

2. What are the disadvantages of conflict?

• Reduced cooperation and communication.
• Increased stress and anxiety.
• Lowered morale and job satisfaction.
• Decreased productivity and efficiency.
• Potential for workplace violence or sabotage.

3. Differentiate the two types of conflict.

• Task Conflict : Disagreements about the content and goals of the work.
• Relationship Conflict : Personal incompatibilities creating tension and animosity.

4. What are the 3 strategies to minimize conflict? (ECS)

• Employee involvement : Engaging employees in decision-making.
• Communication : Enhancing understanding and reducing misunderstandings.
• Structural changes : Adjusting the organizational structure to reduce conflict.

5. Differentiate task and relationship conflict.

• Task Conflict : Focuses on work-related issues and differences in ideas and opinions
about the tasks.
• Relationship Conflict : Centers around personal issues and emotional clashes
unrelated to work tasks.

6. Differentiate interests and rights-based frames.

• Interests-Based Frames : Focus on underlying needs, desires and concerns.
• Rights-Based Frames : Focus on legal rights, norms and standards.
7. What are the 6 structural sources of conflict? (IDISAC)
• Incompatible goals.
• Differentiation.
• Interdependence.
• Scarce resources.
• Ambiguous rules.
• Communication problems.

8. What are the five conflict-handling styles? (AYCFPs)

• Avoiding.
• Yielding.
• Compromising.
• Forcing.
• Problem-solving.

9. List down and describe the best time to use each of the 5 conflict-handling styles.
• Avoiding : When the conflict is trivial or when the cost of confrontation outweighs the
benefits.
• Yielding : When you realize you are wrong or when the issue is more important to the
other party.
• Compromising : When both parties have equal power and are committed to mutually
exclusive goals.
• Forcing : When quick, decisive action is needed or in situations of life and death.
• Problem-solving : When both parties’ interests are too important to compromise, and
there is enough time to work through differences.

10. List down 3 structural approaches to manage conflict.

• Clarifying rules and procedures : Clear guidelines to prevent ambiguity.
• Resource allocation : Fair distribution of resources to minimize competition.
• Reducing task interdependence : Reorganizing workflows to reduce reliance on
others.

11. Define negotiation.

Negotiation is a process by which two or more parties discuss and attempt to reach a mutually
acceptable agreement.
12. What is the goal of value creation?
Goal of value creation is to expand the resources or value available to all parties involved,
creating a win-win situation.

13. Define third-party conflict resolution.

Third-party conflict resolution is involving a neutral third party to help resolve conflicts
between two or more other parties.

14. List down the 3 types of third-party dispute resolution activities. (AIM)
• Arbitration.
• Inquisition.
• Mediation.

15. When do we use each of the 3 activities?

• Arbitration : When a binding decision is needed and both parties agree to accept the
arbitrator’s decision.
• Inquisition : When the third party has the authority to make a decision and needs to
investigate the issue thoroughly.
• Mediation : When the goal is to facilitate dialogue and help the parties reach a
voluntary agreement.
Chapter 9 : Leadership in Organisational Settings

1. Define leadership and shared leadership. (IME)

• Leadership : Influencing, motivating and enabling others to contribute toward the
effectiveness and success of the organizations.
• Shared Leadership : Leadership that is distributed among team members rather than
being centralized in a single leader.

2. What are the requirements for shared leadership to happen? (FCE)

• Formal leaders need to be willing to delegate authority.
• Collaborative culture that supports teamwork.
• Empowered and skilled team members who can take on leadership roles.

3. List down the 4 perspectives of leadership. (CCTI)

• Competency perspective.
• Contingency perspective.
• Transformational perspective.
• Implicit leadership perspective.

4. Define competency.
Competency is a set of skills, knowledge, abilities and other characteristics that are essential
for effective leadership.

5. What are the 8 leadership competencies? (PScoDILmKCiEi)

• Personality.
• Self-concept.
• Drive.
• Integrity.
• Leadership motivation.
• Knowledge of the business.
• Cognitive and practical intelligence.
• Emotional intelligence.

6. Based on the contingency leadership perspective, what leadership style is the best?
There is no single best style but the best leadership style depends on the situation and the
context in which leadership is exercised.
7. Explain path-goal leadership.
Path-Goal Leadership involves leaders guiding and motivating followers to achieve their goals
by clarifying the path to those goals and removing obstacles.

8. What are the 4 path-goal leadership styles? (DSPA)

• Directive : Giving specific instructions and guidance.
• Supportive : Showing concern for followers’ well-being.
• Participative : Involving followers in decision-making.
• Achievement-oriented : Setting challenging goals and expecting high performance.

9. What are the 4 contingencies in the Path-Goal Model? (SLTT)

• Skill and experience of followers.
• Locus of control of followers.
• Task structure.
• Team dynamics.

10. Define and differentiate the situational leadership model and Fiedler’s contingency model.
• Situational Leadership Model : Leaders adjust their style based on followers’
readiness (ability and willingness) to perform tasks.
• Fiedler’s Contingency Model : Leadership effectiveness depends on the match
between the leader’s style (task-oriented or relationship-oriented) and the degree of
control and influence they have in the situation.

11. Define and compare transformational and transactional leaders.

• Transformational Leaders : Inspire and motivate followers to achieve extraordinary
outcomes and, in the process, develop their own leadership capacity.
• Transactional Leaders : Focus on routine transactions and exchanges with followers,
using rewards and punishments to achieve compliance.

12. Define charismatic leadership.

Charismatic Leadership is a type of leadership where the leader uses their personal charm and
persuasiveness to inspire and motivate followers.
13. List down the 4 elements of transformational leadership. (BCMC)
• Building commitment to the vision.
• Creating a strategic vision.
• Modeling the vision.
• Communicating the vision.

14. Define implicit leadership perspective and the methods to increase the employee’s view of
their leader.
• Implicit Leadership Perspective : Followers have beliefs and expectations about the
qualities and behaviors of effective leaders.
• Methods : Leaders can increase their visibility, demonstrate consistency and align their
actions with followers’ expectations to enhance perceptions.

15. What are the characteristics of ethical leadership?

• Honesty and integrity.
• Fairness.
• Responsibility.
• Respect for others.
• Transparency in decision-making.

16. What are some of the issues women still face regarding leadership in the workplace?
• Gender bias and stereotypes.
• Limited opportunities for advancement.
• Work-life balance challenges.
• Pay disparity.
• Underrepresentation in top leadership positions.
Chapter 10 : Organizational Change

1. Define organizational culture.

Organizational culture refers to the shared values, beliefs, norms and practices that guide
behavior and shape an organization's identity.

2. What are the ways that cultures change?

• Leadership changes.
• Mergers and acquisitions.
• Shifts in organizational strategy.
• Employee turnover.
• Changes in external environment.

3. List down the two types of organizational culture.

• Clan culture : Emphasizes collaboration, teamwork and employee involvement.

• Market culture : Focuses on competitiveness, results and achieving organizational
goals.

4. List down the 4 factors in shaping organizational culture. (CNDO)

• Leadership : Actions and behaviors of organizational leaders.

• Communication : Channels and methods of information sharing within the
organization.
• Norms : Shared expectations and unwritten rules governing behavior.
• Diversity : Composition of the workforce and inclusion practices.
Chapter 11 : Organizational Structure

1. Define organizational structure.

Organizational structure refers to the framework that outlines how activities, roles and
responsibilities are coordinated and controlled within an organization.

2. Define division of labor.

Division of labor is the specialization of tasks and responsibilities among individuals or groups
to improve efficiency and productivity.

3. What are the 3 methods of coordinating work activities? (IcFhS)

• Informal communication : Ad-hoc interactions and informal networks.

• Formal hierarchy : Clear lines of authority and reporting relationships.
• Standardization : Uniform procedures and processes.

4. List down the 4 elements of organizational structure. (DSFC)

• Division of labor : Specialization of tasks.

• Span of control : Number of subordinates a manager supervises.
• Formalization : Degree of written rules and procedures.
• Centralization : Concentration of decision-making authority.

5. Define span of control.

Span of control refers to the number of subordinates that report directly to a manager or
supervisor.

6. Compare tall and flat structures.

• Tall structures have multiple levels of hierarchy with narrow spans of control.
• Flat structures have fewer levels of hierarchy with wider spans of control.
7. Compare centralized and decentralized leadership.

• Centralized leadership : Decision-making authority is concentrated at the top of the

hierarchy.
• Decentralized leadership : Decision-making authority is distributed throughout the
organization.

8. Define formalization.

Formalization refers to the extent to which rules, procedures and policies govern organizational
activities and behavior.

9. Compare mechanistic and organic structures.

• Mechanistic structures : Rigid, hierarchical and formalized with centralized decision-

making.
• Organic structures : Flexible, decentralized and adaptive with emphasis on
collaboration and innovation.
Chapter 12 : Perceiving Ourselves and Others in Organizations

1. What is the model developed by Kurt Lewin and the components in it? (FFA)

Model : Kurt Lewin's Force Field Analysis is a model for understanding change in
organizations.

Components :

• Driving Forces : Factors that push towards change.

• Restraining Forces : Factors that resist change.
• Equilibrium : The balance between driving and restraining forces

2. What are some examples of resistance?

• Lack of trust in management.

• Fear of the unknown.
• Habit and routine.
• Loss of job security.
• Economic factors.

3. Why is resistance can be considered a good thing?

Resistance can indicate underlying issues that need addressing, ensuring that the change
process is thoroughly considered and better planned.

4. What are change and change agents?

• Change : The process of transitioning from one state to another in an organization.

• Change Agents : Individuals or groups that facilitate the change process.
5. What are the 6 main reasons people resist change? (Dc-Sf-F-Br-Itd-Ios)

• Direct costs.
• Saving face.
• Fear of the unknown.
• Breaking routines.
• Incongruent team dynamics.
• Incongruent organizational systems.

6. List down, in order, the 6 elements in minimizing resistance to change. (CLISmNC)

• Communication.
• Learning.
• Involvement.
• Stress management.
• Negotiation.
• Coercion.

7. Why is communication important in minimizing resistance?

Communication clarifies the need for change, reduces uncertainties and builds trust, making
employees more comfortable and supportive of the change process.

8. How does learning help with minimizing resistance?

Learning provides employees with the skills and knowledge needed for the change, reducing
fear and increasing confidence in handling new situations.

9. How do we make employees feel like they are participating in the change process?

Involve employees in decision-making, seek their feedback and allow them to contribute ideas
and solutions.
10. When do we apply stress management strategies?
Apply stress management when employees feel overwhelmed or anxious about the change to
help them cope better and reduce resistance.

11. When is negotiation necessary?

Negotiation is necessary when resistance comes from individuals or groups with significant
power or influence in the organization.

12. What is coercion?

Coercion involves using authority, threats or force to get employees to accept change.

13. Define viral change.

Viral change uses informal networks and peer influence to spread change initiatives throughout
the organization.

14. Define diffusion of change.

Diffusion of change refers to the process by which change spreads across different parts of the
organization over time.

15. What are the elements in the MARS model.

• Motivation.
• Ability.
• Role perceptions.
• Situational factors.

16. What is the Appreciative Inquiry Approach?

Appreciative Inquiry focuses on identifying and building upon the strengths and successes
within an organization rather than focusing on problems.
17. List down and explain the Four-D Model of Appreciative Inquiry.

• Discovery : Identifying what works well.

• Dream : Envisioning what could be.
• Design : Planning and prioritizing what should be.
• Destiny : Implementing the proposed design.

18. What are Large Group Interventions and the use of it?

Large group interventions involve bringing together a large number of stakeholders to

collaboratively discuss and solve organizational issues. They are used for gaining broad input
and building consensus.

19. How does the Parallel Learning Structure Approach work?

This approach involves creating parallel structures or groups within the organization that work
alongside the formal hierarchy to test and implement change initiatives. These groups provide
feedback and innovative solutions to facilitate smoother changes.