Behaviour Exam Revision Exam Structure Answer 3 questions from 8
It is a 2 hour exam
40 minutes per question manage your time
precisely
All questions equally weighted 100 marks for each
question divided by three to arrive at overall mark Exam Topics (Those in brackets will potentially be on supplementary exam)
Personality and (values)
Emotions Perception and communication Motivation and (engagement) Groups and teams Leadership and (power) Culture and (structure) Organisational change and (Stress) Revision and Preparation Revise the lecture notes and slides - Use these as guide to specific topics for further revision and deeper understanding
Develop your understanding of the topics with
further reading
Make sure you have a number of relevant examples
and case studies that can be used to support the discussion in each of your chosen topic areas Before You Write
Do your preparation, which will help you relax during
the exam Read questions carefully, assess what they are asking Choose 3 based on knowledge, interest & preparation Outline towards coherence, logic, structure, with your audience in mind, so communicate your answer to the question clearly Plan your time exactly 40 minutes per question A Strong Answer Would Demonstrate: Good knowledge of a range of concepts and theories associated with Organisational Behaviour, including citing key authors & models relevant to the question A well developed ability to analyse, synthesise and apply knowledge and concepts to the question asked Answers are well structured and ideas are expressed clearly Evidence of background reading beyond the lecture materials and sound preparation/revision activities Interesting and relevant examples are used in a constructive way to develop and support the analysis Good time management with full answers for the required number of questions Individuals Personality differences between personality and behaviour, nomothetic vs. ideographic, Big 5 (OCEAN), MBTI (E-I, S-N, T-F, J-P), Holland Career types. Role of personality in firms, personality clash. Emotions what is an emotion including affect and mood, its role in organisations being critical to rational thinking, emotional expression options, and emotional labour surface vs. deep acting, aggression, emotional & social intelligence and stroking Perception perceptual set, filters habituation, distortions including stereotyping, halo vs. horns effect and primacy vs. recency effect, generic model, managing impressions. Also Kellys covariation attribution model looking at internal vs. external causation. Perception can frame our communication. Communication generic model, helping & hindering forces, networks, upward, downward, lateral communication, non-verbal communication, TA and NLP Groups Motivation content (Maslow, Herzberg), vs. process (expectancy, goal setting, equity) theories, job design, role of pay and performance, managing talent, ROWE, engagement as the new form of motivation Teams types of teams, effective vs. ineffective teams, conformity, compliance, obedience, group think, barriers (social loafing, etc.), measures to overcome barriers, task and process model, importance of team composition (Belbin) and structure, team development stages, Johari Window, issues in virtual teams Leadership trait (born vs. made), style (Tannenbaum, Ohio & Michigan) & situational approaches (Goleman, Hersey & Blanchard). Charisma and its dark side, new leadership (transactional & transformational), authentic and servant leadership. Do be aware of link between leadership & power. Organisations Culture - what is role and function of organisational culture, how might it be formed, cultural framework, types of culture (Handy), advantages and disadvantages of strong organizational culture and whether culture can be managed, strategy for culture change. Know process of strategy culture structure progression Change planned vs. emergent approaches, nature vs. scope of change, Lewins change model, force- field analysis, role and sources of resistance along with tactics to manage it, Kotter, Beckhard. OD intervention cube, Carnalls transition curve stress during change. What To Aim For in the Exam After deciding on which three questions you are going to answer: - Read each question carefully & answer all questions - Plan out your answer by way of a brief outline - Chose relevant theory to include in your answer along with examples, cases and implications - In your writing, use evidence, lead the reader, write clearly and logically and link theory to practice where relevant - Finish with a brief conclusion, ensure you answered the question manage your time effectively Practice Questions Why might engagement be viewed as an extension of motivation and what is the difference between the two of them?
How might power be useful to a leader, and what
types of power might be more effective in motivating followers? Questions?