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Lecture Organizational behavior (3rd edition): Chapter 3 - Hitt, Colella, Miller
Chapter 3 - Organizational behavior in a global context. After reading the materials in this chapter, you should be able to: Discuss the layers and functions of organizational culture, describe the general types of organizational culture and their associated characteristics, summarize the process by which organizations change their cultures.
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Lecture Organizational behavior (3rd edition): Chapter 4 - Hitt, Colella, Miller
Chapter 4 - Learning and perception. After reading this chapter, you should be able to answer the following questions: What is job satisfaction? What are values, and how do they affect job satisfaction? What specific facets do employees consider when evaluating their job satisfaction? Which job characteristics can create a sense of satisfaction with the work itself? How is job satisfaction affected by day-to-day events?...
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Lecture Organizational behavior (3rd edition): Chapter 5 - Hitt, Colella, Miller
Chapter 5 - Personality, intelligence, attitudes, and emotions. After reading the material in this chapter, you should be able to: Identify at least five of Gardner’s eight multiple intelligences, and explain “practical intelligence”; identify and describe the Big Five personality dimensions, specify which one is correlated most strongly with job performance, and describe the proactive personality; explain the four components of Core Self- Evaluations;...
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Lecture Organizational behavior (3rd edition): Chapter 6 - Hitt, Colella, Miller
Chapter 6 - Work motivation. After reading the material in this chapter, you should be able to: Discuss the integrated model of motivation, contrast Maslow’s and McClelland’s need theories, describe three conceptually different approaches to job design.
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Lecture Organizational behavior (3rd edition): Chapter 7 - Hitt, Colella, Miller
Chapter 7 - Stress and well-being. After reading the material in this chapter, you should be able to: Discuss the role of perceived inequity in employee motivation, describe the practical lessons derived from equity theory, explain Vroom’s expectancy theory, describe the practical implications of expectancy theory.
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Lecture Organizational behavior (3rd edition): Chapter 8 - Hitt, Colella, Miller
Chapter 8 - Leadership. After reading the material in this chapter, you should be able to: Describe the five stages of Tuckman’s theory of group development; contrast roles and norms, and specify four reasons norms are enforced in organizations; describe four attributes of a team player; explain three ways to build trust and three ways to repair trust.
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Lecture Organizational behavior (3rd edition): Chapter 9 - Hitt, Colella, Miller
Chapter 9 - Communication. After reading the material in this chapter, you should be able to: Specify the two basic functions of feedback and three sources of feedback; define upward feedback and 360- degree feedback, and summarize the general tips for giving good feedback; distinguish between extrinsic and intrinsic rewards, and give a job-related example of each.
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Lecture Organizational behavior (3rd edition): Chapter 10 - Hitt, Colella, Miller
Chapter 10 - Decision making by individuals and groups. After reading the material in this chapter, you should be able to: Compare and contrast the rational model of decision making, Simon’s normative model, and the garbage can model; review the eight decision-making biases; discuss the thrust of evidence-based decision making and its implementation principles.
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Lecture Organizational behavior (3rd edition): Chapter 11 - Hitt, Colella, Miller
Chapter 11 - Groups and teams. After reading the material in this chapter, you should be able to: Describe the five stages of Tuckman’s theory of group development; contrast roles and norms, and specify four reasons norms are enforced in organizations; describe four attributes of a team player; explain three ways to build trust and three ways to repair trust.
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Lecture Organizational behavior (3rd edition): Chapter 12 - Hitt, Colella, Miller
Chapter 12 - Conflict, negotiation, power, and politics. After reading the material in this chapter, you should be able to: Name five “soft” and four “hard” influence tactics and summarize Cialdini’s principles of influence and persuasion; identify and briefly describe French and Raven’s five bases of power; define the term empowerment and explain how to make it succeed.
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Lecture Organizational behavior (3rd edition): Chapter 13 - Hitt, Colella, Miller
Chapter 13 - Organizational structure and culture. After reading the materials in this chapter, you should be able to: Discuss the layers and functions of organizational culture, describe the general types of organizational culture and their associated characteristics, summarize the process by which organizations change their cultures.
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Lecture Organizational behavior (3rd edition): Chapter 14 - Hitt, Colella, Miller
Chapter 14 - Organizational change and development. After reading the material in this chapter, you should be able to: Describe a global mind-set, and explain how to build its three-component forms of capital; identify and describe the nine cultural dimensions from the GLOBE project; describe the differences between individualistic cultures and collectivist cultures.
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Lecture Personnel economics in practice - Chapter 1: Setting hiring standards
After completing this chapter, you will be able to answer the following questions: When should I hire low wage workers over higher wage workers? Should the skills of my workers change if my firm increases its investment in capital equipment? How many workers should my firm hire? What are the strategies for hiring risky workers? Are there special considerations for hiring uncommon skills?
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Lecture Personnel economics in practice - Chapter 2: Recruitment
After completing this chapter, you will be able to answer the following questions: How can I reduce interviewing and hiring costs for my firm? Should credentials be required when hiring? Should the skills of my workers change if my firm increases its investment in capital equipment? Should my firm adjust pay on the basis of performance? How would I implement a probationary hiring system?
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Lecture Personnel economics in practice - Chapter 3: Investment in skills
After completing this chapter, you will be able to address the following: When should firms pay for training? What is the optimum level of job training? What is the Age-Earnings profile, typically? How can a firm’s reputation affect its training costs?
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Lecture Personnel economics in practice - Chapter 4: Managing turnover
After completing this chapter, you will be able to address the following: What can I do to reduce turnover costs in my firm? How does a firm define its offer-matching policy? Should we raid other firms for talent? And what can we do about poaching of our talent? What considerations are necessary for the firm when undergoing personnel reductions.
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Lecture Personnel economics in practice - Chapter 5: Decision making
On completing this chapter, you will gain an economic perspective on: The theory of the firm, market metaphors for organizational design, specific knowledge and decision authority, the effect of organizational design on risk-taking, how organizational design can affect Type I and Type II errors.
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Lecture Personnel economics in practice Chapter 6: Organizational structure
On completing this chapter, you will gain an economic perspective on: A range of organizational structures, the effects of structures on costs and decisions, other coordinating mechanisms, combined decision making, the relationship between organizational structure and firm strategy.
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Lecture Personnel economics in practice - Chapter 7: Job design
On being introduced to this chapter, you will be able to address the following questions: What are the three main economic goals in designing a job? What are the key features of a job design? How should we begin to think about decision authority?
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Lecture Personnel economics in practice - Chapter 8: Advanced job design
On completing this chapter, you will be able to address the following questions: What are characteristics of teams? What is the cost-benefit tradeoff of using teams? What sort of organization should use teams? What is the optimal team size and composition? How does the presence of IT affect teams? How does teaming affect job design?
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Lecture Personnel economics in practice - Chapter 9: Performance evaluation
After today’s Lecture, you will be able to address the following questions: Should a firm use only quantifiable metrics to support employee evaluations? Are subjective measures ever appropriate? What are (un)controllable events in this context and why is the concept important? How much information should a firm include in its evaluations? Is ranking a useful form of evaluation?
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Lecture Personnel economics in practice - Chapter 10: Rewarding performance
After completing this chapter, you will be able to address the following questions: What does economics say about paying for performance? How do real world incentive plans differ from the economic ideal? What sort of results could one expect from a properly designed incentive scheme? Which settings are most appropriate for such schemes? What are the potential pitfalls to avoid in implementing a pay-for-performance system?...
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Lecture Personnel economics in practice - Chapter 11: Career-based incentives
After completing this chapter, you will be able to address the following questions: What are career-based incentives? How/When can a firm use promotions for maximum incentive benefit? When should a firm be concerned about professional sabotage? When and how can seniority-based incentives work? How to motivate tournament participants when ability varies or certain parties are not in contention?
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Lecture Personnel economics in practice - Chapter 12: Options and executive pay
After today’s lecture, you will be able to address the following questions: When should a firm use stock options? How should options be structured? What is the best metric to measure executive performance? Who is responsible for stewardship of the corporation? Why are important checks and balances often underutilized/underemphasized?
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Lecture Personnel economics in practice - Chapter 13: Benefits
After today’s lecture, you will be able to address the following: When is it advantageous for firms to use benefits in lieu of cash compensation? What categories of benefits are there? What benefits can a firm provide more cheaply than the employee can buy? How can benefits be used to enhance employee productivity? Is there a danger of diminishing productivity through benefits?
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Lecture Personnel economics in practice - Chapter 14: Entrepreneurship and intrapreneurship
After today’s lecture, you will be able to address the following questions: How is human capital different for the entrepreneur? When should an employee’s human capital resemble that of an entrepreneur? What is intrapreneurship vis-à-vis entrepreneurship? How can personnelists support intrapreneurship?
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Lecture Personnel economics in practice - Chapter 15: The employment relationship
Chapter 15 presents the following content: The best employment relationships are a combination of formal agreement and implicit understandings, utilization of markets within the firm requires careful review, communication can be used to empower workers – but benefits to the firm must be clearly understood, the prisoners dilemma is solved through trust and repeated interaction, bottom line.
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Lecture Management - Chapter 1: Management in the 21st Century
This chapter’s objectives are to: Define management; describe a manager’s four major tasks; describe sustaining as a balanced approach to management; compare and contrast different types of organizations, managers, and the decisions they make.
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Lecture Management - Chapter 2: The evolution of management
This chapter’s objectives are to: Describe the historical foundation of management, explain the beginnings of modern management theory and education, outline the progression of the quantitative approach to management, outline the progression of the humanistic approach to management, interpret the factors that led to a balanced approach to management.
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Lecture Management - Chapter 3: Critical thinking for managers
This chapter’s objectives are to: Illustrate the importance of critical thinking for today’s managers, demonstrate the significance of critical thinking skills in a job interview, explore the consequences of critical thinking backgrounds,...
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