Q1 Q2 Q3 Q4 Q5 Q6 Q7

a) task oriented &

a) elements of a) strategies of a) interpesonal conflict
a) perspectives of org a) variables in MARS people oriented
attribution theory building org handling style
effectiveness model Characteristics of leadership styles
JULY 2017 commitment
b) Factors that Goal Setting theory b) Stages of lewin’s
b) Forms of b) Big five factor b) Transformational
influence team b) Ways to overcome force field analysis
intellectual capital model of personality leadership &
cohesion stress model
charismatic leadership

a) skills most desired a) techniques in a) diff btw leaders and

a) Ajzen’s theory of a) reasons why a) stress reduction
by employers in OB Alternative Dispute managers
planned behavior Vroom’s Expectancy informal groups exist techniques
DEC 2016 Resolution (ADR)
b) Surface level theory b) Key positive
b) Common b) General types of b) Stages of General
diversity & deep level b) Desired conflict leadership traits w
perceptual errors work teams Adaptation Syndrome
diversity outcomes examples

a) types of intrinsic a) advantages & a)Conscientiousness

a) dimensions of work values and a) Maslow Hierarchy disadvantages of a) importance of
a) sources of conflict
emotional intelligence extrinsic work values theory teams b)Determination change
JUNE 2016 b) Barriers to
b) Types of work b) Halo effect & b) Learned Needs b) Guidelines to build c)Extraversion b) Ways to manage
delegation task
related behavior central tendency Theory and maintain team stress
perceptual biases trust d)Self-confidence

a)i)self concept

ii)self esteem
a) importance of OB a) situational
iii) self efficacy a) methods improving a) important features leadership theory
b) Values in a) consequences of a) lewin’s change
iv)self monitoring perception errors of power
DEC 2015 Schwartz’s model demotivation b) Aspects btw model
v)personality b) Levels of task b) Conflict resolution transformational &
c) Factors influence b) Expectancy theory b) Eustress & distress
interdependence style transactional
job satisfaction b) big five personality leadership
dimension

a) change agents
a)i)perception perceive resistance to
a) communication
a) concept of OB a) reasons increase a) team norms change
ii)attribution problems cause a) sources of power
org commitment developed
JUNE 2015 b) Workforce conflict b) Behavioral &
iii)stereotyping b) Power-strategies of
changes & b) Dimensions of b) Team cohesion and physiological
b) Interpersonal coping w uncertainty
consequences emotional intelligence b) four drive theory factors affecting symptoms of stress
conflict handling styles
motivation
c) Stress reduction
 a) OB and element of
its importance a) leaders &
a) motivation & it a) conflict and its a) reasons ppl dislike a) big five personality
Phases/stages of b) Surface & deep lvl managers
effects sources change dimension
DEC 2014 group/team diversity and its b) Key positive
b) Hierarchy needs development process importance b) Ways managing b) Ways to cope with b) Ability & its type
leadership traits &
theory conflict the changes used in org
c) Challenges of examples
managing diversity

a) expectancy theory a) informal group & a) +ve & -ve a) leadership & its a) general adaptation
a) importance of OB a) lewin’s force field
& its implications reasons consequences of roles syndrome
JUNE 2014 b) Dimensions of conflict b) Strategies minimise
b) Schwarts values b) Team development b) Path goal theory of b) Ways manage
emotional intelligence resistance to change
theory process b) Managing conflict leadership stress