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Final

COMM 222 Final: COMM-222-Final-Exam-Checklist
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2 Pages
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Winter 2017

Department
Commerce
Course Code
COMM 222
Professor
Barbara Reda
Study Guide
Final

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WHAT YOU SHOULD KNOW!
PRE-MIDTERM CHAPTERS (MCQs) MAIN FOCUS OF THE FINAL EXAM
Chapter 2 – Personality & Learning
Personality, dispositional, situational, and
interactionist approach to OB and trait activation
theory
The Five-Factor Model of personality
Locus of control, self-monitoring, and self-esteem
Learning, operant learning theory, positive and
negative reinforcements, extinction, punishment
Social cognitive theory, observational learning,
self-efficacy beliefs, and self-regulation
Chapter 3 – Perception, Attribution, & Diversity
Perception, Bruner’s model of the perceptual
process
Biases in person perception
Attributions, biases in attribution
Workforce diversity and valuing diversity
Chapter 4 – Values, Attitudes, & Work Behaviour
Values, attitudes, job satisfaction, discrepancy,
fairness, disposition, mood, and emotion
Absenteeism, turnover, performance,
organizational citizenship behaviour, and customer
satisfaction
Affective, continuance, normative commitment,
organizational commitment
Chapter 5 – Theories of Work Motivation
Motivation, performance
Intrinsic and extrinsic motivation, self-
determination theory, autonomous and controlled
motivation
Performance, general cognitive ability, emotional
intelligence
McClelland’s needs theory of motivation
Expectancy theory, Equity theory, Goal setting theory
Cross-cultural limitations of theories of motivation
Chapter 6 – Motivation in Practice
Wage incentive plans, merit pay plans, and
teamwork
Job Characteristics Model
Job enrichment, work design, relational
architecture of jobs
Management by Objectives
Alternative work schedules
Chapter 7 - Groups & Teamwork
Groups: formal and informal groups, group
development, group size, member diversity, virtual
teams (Process losses)
Norms, roles, group cohesiveness (Reward Allocation
Norms)
Social loafing
Chapter 8 – Social Influence, Socialization, & Culture
Organizational culture, strong cultures, liabilities of
strong cultures, socialization, diagnosing strong cultures
Chapter 9 - Leadership
Leadership (Strategic, Informal, formal) Trait theory of
leadership, consideration and initiating structure
(better in which situation)
House’s path-goal theory
Participative leadership, Vroom and Jago model
Transactional and transformational leadership
Chapter 10 – Communication
Communication, chain of command, voice versus
silence, grapevine
Verbal and nonverbal communication, gender
differences in communication
Chapter 11 – Decision Making
Decision making, well-structured and ill-structured
problems
Perfectly rational decision making
Bounded rationality and decision making
Framing, Cognitive biases, Confirmation Bias
Escalation of commitment
Emotions, moods and decision making
Groups and decision making, groupthink,
Risk assessment, Diffusion of responsibility
Chapter 12 - Ethics
Ethics Why? How? Sexual harassment. What should
organizations do to prevent it, how do they respond?
Chapter 13 – Conflict & Stress
Interpersonal conflict, types of conflict
Managing conflict
Positive effects of stimulating conflict
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Description
WHAT YOU SHOULD KNOW! PRE-MIDTERM CHAPTERS (MCQs) MAIN FOCUS OF THE FINAL EXAM Chapter 2 Personality & Learning Chapter 7 - Groups & Teamwork Personality, dispositional, situational, and Groups: formal and informal groups, group interactionist approach to OB and trait activation development, group size, member diversity, virtual theory teams (Process losses) The Five-Factor Model of personality Norms, roles, group cohesiveness (Reward Allocation Locus of control, self-monitoring, and self-esteem Norms) Learning, operant learning theory, positive and Social loafing negative reinforcements, extinction, punishment Social cognitive theory, observational learning, Chapter 8 Social Influence, Socialization, & Culture self-efficacy beliefs, and self-regulation Organizational culture, strong cultures, liabilities of strong cultures, socialization, diagnosing strong cultures Chapter 3 Perception, Attribution, & Diversity Perception, Bruners model of the perceptual Chapter 9 - Leadership process Leadership (Strategic, Informal, formal) Trait theory of Biases in person perception leadership, consideration and initiating structure (better in which situation) Attributions, biases in attribution Workforce diversity and valuing diversity Houses path-goal theory Participative leadership, Vroom and Jago model Chapter 4 Values, Attitudes, & Work Behaviour Transactional and transformational leadership Values, attitudes, job satisfaction, discrepancy, fairness, disposition, mood, and emotion Chapter 10 Communication Absenteeism, turnover, performance, Communication, chain of command, voice versus organizational citizenship behaviour, and customer silence, grapevine satisfaction Verbal and nonverbal communication, gender Affective, continuance, normative commitment, differences in communication organizational commitment Chapter 11 Decision Making Chapter 5 Theories of Work Motivation Decision making, well-structured and ill-structured Motivation, performance problems Intrinsic and extrinsic motivation, self- Perfectly rational decision making determination theory, autonomous and controlled Bounded rationality and decision making motivation Framing, Cognitive biases, Confirmation Bias Performance, general cognitive ability, emotional intelligence Escalation of commitment Emotions, moods and decision making McClellands needs theory of motivation Groups and decision making, groupthink, Expectancy theory, Equity theory, Goal setting theory Risk assessment, Diffusion of responsibility Cross-cultural limitations of theories of motivation Chapter 12 - Ethics Chapter 6 Motivation in Practice Ethics Why? How? Sexual harassment.
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