Chapter Name

1: Overview of
organizational
behavior

2. Changing
environment of
organizations

3. Personality

Important topics
Taylors scientific mgmt,
soldiering effect, time and
motion study, Webers
bureaucracy, Fayols 14 Ps,
Hawthorne studies, Theory
X,Y, Systems theory
Cross-cultural differences,
technology changes,
outsourcing, temporary/
contingent workers, ageing
population
P-J Fit [RIASEC], Big five,
MBTI, Emotional
intelligence, self-efficacy,
narcissism,
Machiavellianism, type A &
B (from Robbins)

4. Attitude

Organizational commitment
types, employee
engagement, cognitive
dissonance, Values terminal
and instrumental (read from
robbins), revisit Hofstede,

5. Motivation

Need based approachMaslow, Herzberg, ERG,

McClelland (focus on key
differences between these)
Equity theory idea about
referent others, different
types of inequity and typical
responses, Vrooms
expectancy theory
valence, instrumentality,
expectancy

Mainly important for

Long questions, especially
arguments on contributions
and pitfalls of these theories

Mainly for case studies,

cultural dimensions of
Hofstede may be coming for
long questions (read from
Robbins if required)
For both long questions and
caselet, caselet may ask you
to evaluate manager/
employee personality
[ideally Machiavellianistic
nature, locus of control
types], long questions will
throw situations where a
person acts in a particular
manner and then ask you to
reflect on his personality
You should expect attitude
related topics embedded in
caselet analysis. For long
questions, questions may
focus on dissonance issues,
the Cognitive-AffectiveBehavioral attitude
formation process
Questions may come in the
form of both long as well as
case based qs. Try to relate
the theory with the situation
at hand - - if the focus is on
mainly satisfying the needs
of employees the need
based theories are to be
considered; in case of
comparison of rewards,
equity theory and in case of
valuing the rewards,
expectancy theory

6. Learning based
perspectives of
motivation
7. Motivating
employee
performance
through work
8. Motivating
employee
performance
through rewards
9. Stress
10. Perception,
decision making
and problem
solving

11. Group behavior

12. Teams

13. Communication

14. Traditional
models of
leadership
15. Contemporary

Classical and operant

conditioning, reinforcement
theory (types of
reinforcement), OB Mod
Job rotation, job
enlargement, enrichment,
Job characteristics theory,
Job sharing, telecommuting,
Goal setting theory, MBO
(no need to read
performance mgmt and
rewards)
Not included
Attribution theory
organizational behaviors
(turnover intention, OCB),
types of decisions (rational
decision making , bounded
rationality model) errors in
decision making (from
Moorhead griffin, pg 240241), perceptual biases
(from Robbins)
Group formation stages
(from Robbins) group
polarization/ group shift,
group think, group
cohesiveness, group
problem solving nominal,
Delphi, brainstorming etc.
Punctuated equilibrium
model (from Robbins)
Quality circles, virtual
teams, team formation
stages,
The communication process,
oral, written and non-verbal
communication,
organizational
communication networks
Ohio, Michigan studies,
managerial grid, lpc theory,
path-goaltheory,
Hersey-Blanchard model

Mainly focus should be on

case-lets though cannot rule
out long questions involving
reinforcement theory
JCM important for long
questions, rest important for
mainly caselets
Only read about goal setting
and MBO, may come in
either long qs or caselet
format
Read attribution theory and
the biases for case-let based
questions, decision making
also for case-let type
questions

group polarization/ group

shift, group think, group
cohesiveness for case-lets,
nominal, Delphi,
brainstorming- for
comparison type questions,
group formation stages- for
both long qs and caselet
For caselets- Quality circles,
virtual teams, for long qsteam formation stages (give
diagram, p. 298)
Important for all types of
questions

Important for all types of

questions
Important for all types of

theory of leadership

16. power politics &

org. justice

17. Conflict and

negotiation

18. org. Structure

19. Org. Design

20. Org. culture

21. Change
management

(Diagram from Robbins),

LMX Theory,
Transformational leadership,
Charismatic leadership
Bases of power relation
with organizational
outcomes, power ploys
(read from slides), political
behavior (from slides), types
of justice
Reactions to conflict,
structure and interpersonal
techniques to manage
conflict, negotiation (From
Robbins/ Slide)
Departmentalization by
process, customer, product
and geography, mixed
departmentalization, span of
control,
Impact of size, environment
and technology on
organizational design,
mechanistic vs. organic
designs, Mintzbergs
typology (only the
definitions) and matrix
design, reengineering issues
Ouchi framework- theory Z,
Peters and Waterman
Framework, types of
innovation- radical, systems,
incremental
Forces for change
Lewins three stage model &
continuous change process
model,
QWL Resistance to change

questions

Mainly for case analysis,

long qs. chance is for power
relation with organizational
outcomes topic

Mainly important for caselet,

negotiation may be
important for long qs.

Mainly important for caselets

Mainly important for caselets

Ouchi framework- theory Z,

Peters and Waterman
Framework- for long
questions, theory z also for
case-lets, innovation types
for case-lets
Forces for change-For
caselets
Lewins three stage model &
continuous change process
model -For long qs. +
caselets
For long questions related
with motivation and org.
culture, also for caselet

solutions
Resistance to change and
overcoming resistance to
change- both long qs. And
case-let related with
motivation and negotiation
chapter