Chapter 13: Groups and Teams
Topics include:
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Formal vs informal groups
Various types of teams: work teams, project teams, cross-functional teams, selfmanaged teams, virtual teams
Tuckman’s 5-stage model—forming, storming, norming, performing, and
adjourning
Team roles—both task and maintenance
5 common conflict-handling styles— dominating, obliging, avoiding,
compromising and integrating
5 team dysfunctions-absence of trust, fear of conflict, lack of commitment,
avoidance of accountability, inattention to results. Signs of each dysfunction
and how to fix them
Chapter 14: Power, Influence and Leadership
Topics include：
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Leading vs managing
Sources of power- legitimate, reward, coercive, expert, referent and
informational
Influencing tactics- rational persuasion, inspirational appeals, consultation,
ingratiation, personal appeals, exchange, coalition tactics, pressure, and
legitimating tactics
Task-oriented leadership initiating structure and production centered
Relationship- oriented leadership consideration and employee-centered
Contingency leadership, especially Fiedler’s approach, situational control
evaluation: leader-member, task structure, position power
Transactional leadership vs transformational leadership
4 Key behaviors of transformational leadership
Chapter 11 Managing Individual Differences and Behavior
Topics include:
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The big five personality dimensions Extroversion, agreeableness,
conscientiousness, emotional stability and openness to experience
Core self-evaluations, including self-efficacy, self-esteem, locus of
control, emotional stability
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The components of emotional intelligence—self-awareness(the most essential),
self-management, social awareness and relationship management
Values and attitudes( affective, cognitive, and behavioral)
Distortions in perception—stereotyping, implicit bias, halo effect, recency effect,
causal attributions, including fundamental attribution bias and self-serving bias
Work-related attitudes and behaviors, such as employee engagement, job
satisfaction and organizational commitment
Sources of job-related stress – individual differences. Individual task demands,
individual role demands, work-family conflict, group demands, organizational
demands and demands created by remote and hybrid work schedules.
Chapter 12 Motivating Employees
Topics include:
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Intrinsic vs extrinsic motivators
Maslow’s hierarchy of needs—physiological, safety, love, esteem, selfactualization
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Acquired needs theory, need for achievement, affiliation and power
Self- determination theory, competence, autonomy and relatedness
Two-factor theory--motivating factors and hygiene factors
Expectancy theory, key terms include expectancy, instrumentality and valence
Job enlargement+ job enrichment
Job characteristics model
Reinforcement theory—4 types of reinforcement: positive reinforcement,
negative reinforcement, extinction, and punishment.
Popular incentive compensation plans + nonmonetary ways of motivating
employees
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