Chapter 1:1. 3 skillsets employees need in the 21st century workplace:a. Technical skillsb. Good people skillsc. Conceptual skills2. What is organizational behavior (OB)?a. A field of study that investigates the impact individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness b. Or it is the study of what people do in an organization and how their behavior affects the organization’s performancec. OB includes:i. Motivationii. Leader behavior and poweriii. Interpersonal communicationiv. Group structure and processesv. Attitude development and perceptionvi. Change processesvii. Conflict and negotiationviii. Work design3. What is systematic study?a. Looking at relationships, attempting to attribute causes and effects, and basing outconclusions on scientific evidence4. How do systematic study, intuition, and evidence-based management complement each other? a. EBM complements systematic study by basing managerial decisions on the best available scientific evidence and they both add to intuition or the gut feelings that make others and ourselves tick5. What are the three components of the IPO model?a. Groupsb. Individualsc. structure6. What are contingency variables? Why are they important in OB?a. That x leads to y, but only under conditions specified in zb. A job attractive to one person may not be to another, its appeal is contingent on the person who holds itChapter 2:1. Which major demographic shifts worldwide and in the U.S. have led to greater diversity in the workplace?a. Women are more likely to be employed full timeb. More racial minorities in the workforcec. The aging of the workforce (55+)2. What is workplace diversity and why is it an important concern for organizations?a. Any characteristic that makes people different from each other3. What are the two levels of diversity? Also make sure you can identify specific examples of each level of diversitya. Surface-level diversity: differences in biographical characteristics, such as:i. Ageii. Sexiii. Race and ethnicityiv. Disabilityv. Tenurevi. Religionvii. Sexual orientation and gender identityviii. Cultural identityb. Deep-level diversity: individual differences that are not easily observed, but become apparent through interaction, such as:i. Abilityii. Personalityiii. Valuesiv. Attitudesv. Preferences4. What are the implications of surface-level diversity, implicit bias, and deep-level similarity for organizational life?a. Surface-level diversity activates stereotypes, which can trigger discrimination (lower employee commitment, higher turnover, lower organizational performance), 7 dimensions comprise general mental abilityb. Deep-level diversity: intellectual ability enables you to perform mental tasks (thinking, reasoning, and problem solving) and physical ability enables you to perform physical tasks, 9 unique dimensions5. Which two types of performance and three withdrawal behaviors are important work outcomes?a. 2 types of performance:i. Task performance: how well one performs the required job duties ii. Organizational citizenship behavior (OCB): discretionary or extra-role behavior that enhances psychological and/or social environment (helping others, making suggestions for change)b. 3 withdrawal behaviors:i. Turnover: voluntary or involuntary decision to exit the organizationii. Absenteeism: absence from work for avoidable or unavoidable reasonsiii. Tardiness: arriving late to work6. What is stress?a. Stress is an unpleasant psychological process that occurs in response to environmental pressures7. What do we know about these 4 biographical characteristics: age, gender, race, and tenureand how they shape job performance?a. Age:i. is NOT related to task performanceii. negatively related to turnover and avoidable absenceiii. relationship with job satisfaction is contingent on job typeiv. positively related to OCBb. Tenure:i. is (seniority) predicts job performanceii. is negatively related to absenteeism and turnoveriii. is positively related to job satisfactionc. Gender:i. Performance differences are minimal, favor women as higher performersii. Men rated as having higher promotion potential, receive more challenging developmental opportunitiesiii. Women perceive sex discrimination as more prevalent than men, particularly in male dominated professionsd. Race:i. Use of structured methods for hiring, promotion, and performance evaluation decisions reduces discriminationii. Racial and ethnic minorities perceive higher levels of discrimination in theworkplaceiii. African Americans receive lower ratings in job interviews, lower job performance ratings, lower pay, and are promoted less frequently than Whitesiv. No statistically significant difference between African Americans and Whites in absence rates, social skills, or accident ratesChapter 3:1. What are attitudes and why should managers/CEOs be concerned about employee attitudes?a. Attitudes are evaluative statements-either favorable or unfavorable-about objects, people, or events2. What are the three components of attitudes?a. Cognitive: a description of or belief in the way things are and it sets the stage for the more critical part of an attitudeb. Affective: is the emotional or feeling segment of an attitude and is reflected in the statement “I am angry over how little I’m paid” and is often an immediate precursor to behaviorc. Behavioral: describes an intention to behave in a certain way toward someone or something d. These components are closely related and cognition and affect are inseparable in many ways3. What is job satisfaction and how is it measured?a. It describes a positive feeling about a job, resulting from an evaluation of its characteristics b. 2 approaches are popular in measuring js: i. Respondents circling a number from 1 to 5 rating a questionii. or the summation of job facets, which is more sophisticated4. What are the facets, causes, and consequences of job satisfaction?a. Work itselfb. Payc. Promotiond. Supervisione. Co-workersf. Overall5. Know the following 3 correlates of jb: organizational commitment, perceived organizational support, and employee engagementa. Organizational commitment: an employee with this identifies with a particular organization and its goals and wishes to remain a member i. A positive relationship exists with this and job productivityb. Perceived organizational support: is the degree to which employees