كل ما يخص الإختبار النهائي للسلوك التنظيمي bus 320 {المشاركة 41}

[khaled.91.11]

السلام عليكم ورحمة الله وبركاته

الموضوع هذا حيكون لكل استفساراتكم وطلباتكم في المادة
وأي جديد ان شاء الله حتلاقوا تنبيه عنه في المشاركة هذي

زمن الإختبار
الاختبار راح يكون يوم السبت 23/2 الساعة 8 صباحاً

المكان
الأولاد في مبنى 81 مدرج 100
البنات ما أعرف

عدد الأسئلة
الاختبار حيكون من 70 درجة وبعدين يتقسم ويصير من 40
30 درجة اختياري
30 درجة صح وخطأ
10 درجات تعاريف وقال انها حتكون من المربع الأخضر اللي تحت

الشباتر
Ch.4 : Emotions and Moods
Ch.6 : Perception
Ch.9 : Group Behavior
Ch.12 : Leadership
Ch.13 : Power and Politics

التحديد

Ch.4 : Emotions and Moods

*ص 137 لازم نكون عارفين ال Nervous و Excited و Relaxed و Bored كل وحدة ايش تمثل

*ص 145 ال Affective Events Theory محذوفة

*باقي الشابتر معانا إلى 154

Ch.6 : Perception

من صفحة 217 اللي هو ال Influences إلى آخر الشابتر محذوف

Ch.9 : Group Behavior

من صفحة 328 إلى آخر الشابتر محذوف بس انتبهوا الرسمة اللي في أول الصفحة مهمة

Ch.12 : Leadership

* من ص 418 Other Contingency Theories إلى ص 419 محذوف

* من ص 420 إلى 424 قبل ال Transformational Leaders محذوف

* من ص 428 إلى نهاية الشابتر محذوف

Ch.13 : Power and Politics

* من ص 462 إلى ص 464 قبل ال Politics محذوف

* من ص 467 ال Causes and Consequences of Political Behavior إلى ص 471 قبل ال Impression Management محذوف

* من ص 475 إلى نهاية الشابتر محذوف

سلايدات الدكتور محمد تحليل

في المرفقات

السلايدات بعد الاختصار
في المشاركة 24
تم إضافة Ch.6 بعد التعديل لنقصان سلايد في المشاركة 41

التست بانك
في المشاركات من 25 إلى 28

التعاريف
في المشاركة 45
نفس التعاريف اللي كتبتها وردي أحمر
بس حذفت الأشياء اللي محذوفة على التحديد اللي فوق
وأضفت أشياء كانت ناقصة

[Kapitano]

شكرا خالد على المجهود الله يجزاك خير
بخصوص التعاريف كيف طريقتها فراغات ولا كتابة ولا زي الدوري الثاني
وتسلم

[the candle]

جزاك الله خير ؛

[محمديكو]

مشكوووور يالغلا نبى التست الله لا يهينك

[koooka]

شكرا الله يوفقك ويجزيك ألف خير

[ҳҲҳŔỜŔỜҳҲҳ]

المشاركة الأصلية كتبت بواسطة khaled.91.11 ch.4 : Emotions and moods *ص 137 لازم نكون عارفين ال nervous و excited و relaxed و bored كل وحدة ايش تمثل *ص 145 ال affective events theory محذوفة *باقي الشابتر معانا إلى 154 زينا بالتمام ch.6 : Perception من صفحة 217 اللي هو ال influences إلى آخر الشابتر محذوف مو محذوف عندنا ch.9 : Group behavior من صفحة 328 إلى آخر الشابتر محذوف بس انتبهوا الرسمة اللي في أول الصفحة مهمة برضو زينا ch.12 : Leadership * من ص 418 other contingency theories إلى ص 419 >> خلوني أتأكد بس في الغالب محذوفة * من ص 420 إلى 424 قبل ال transformational leaders محذوف * من ص 428 إلى نهاية الشابتر محذوف المحذوف عندنا من 428 الى اخر الشابتر بس ch.13 : Power and politics * من ص 462 إلى ص 464 قبل ال politics محذوف * من ص 467 ال causes and consequences of political behavior إلى ص 471 قبل ال impression management محذوف * من ص 475 إلى نهاية الشابتر محذوف عاد دا الشابتر بس المحذوف 475 الى اخر الشابتر

يعطيك ربي العافية ، ماتقصر والله الله يناولك كل اللي خاطرك فيه وفالك الفل مارك يارب

والأرجح اننا حنذاكر نفس الجزئيات اللي معاكم لأن ف الدوري الثاني كان في شابتر 10 زيادة عندكم ما اخذناها وجات اسئلة منها

[وردي أحمر]

جمعت لكم كل التعاريف اللي موجوده بالكتاب >> في الجدول الأخضر علشان اللي ماعنده كتاب

ومعليش المرفقات ماتتحمل عندي بحطه لكم هنا وانتو انسخوه وطبعوه

CH 4

Affect : A broad range of emotions that people experience

Emotions : Intense feelings that are directed at someone or
something

Moods : Feelings that tend to be less intense than emotions and that lack a contextual stimulus

Positive affect: a mood dimension that consists of specific positive emotions such as excitement, self-assurance, and cheerfulness at the high end and boredom, sluggishness, and tiredness at the low end

Negative affect: a mood dimension that consists of emotions such as nervousness, stress, and anxiety at the high end and relaxation, tranquility, and poise at the low end

Positivity offset: the tendency of most individuals to experience a mildly positive mood at zero input ( when nothing in particular is going on )

Affect intensity: individual differences in the strength with which individuals experience their emotions.

Illusory correlation: the tendency of people to associate two events when in reality there is no connection.

Emotional Labor: An employee’s expression of organizationally desired emotions during interpersonal transactions at work.

Emotional Dissonance: inconsistencies between the emotions people feel and the emotions they project

Felt emotions : the individual’s actual emotions

Displayed: emotions that are organizationally required and considered appropriate in a given job.

Surface Acting: displaying appropriately but not feeling those emotions internally

Deep Acting: changing internal feelings to match display rules - very stressful

Emotional Intelligence (EI): the ability to Detect and to manage emotional cues and information.

Emotional Contagion: the process by which people’s emotions are caused by the emotions of others.

[وردي أحمر]

CH 6

Perception: A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

Attribution Theory: An attempt to determine whether an individual’s behavior is internally or externally caused.

Fundamental Attribution Error: The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.

Self-Serving Bias: The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors.

Selective Perception: People selectively interpret what they see on the basis of their interests, background, experience, and attitudes

Halo Effect: Drawing a general impression about an individual on the basis of a single characteristic

Contrast Effects: Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics

Stereotyping: Judging someone on the basis of one’s perception of the group to which that person belongs

Self-fulfilling prophecy: a situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception.

Problem: A perceived discrepancy between the current state of affairs and a desired state

Decisions: Choices made from among alternatives developed from data

Rational: characterized by making consistent, value-maximizing choices within specified constraints.

Rational Decision Making model: a decision-making model that describes how individuals should behave in order to maximize some outcome.

Bounded Reality: a process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity.

Intuitive decision making: an unconscious process creates out of distilled experience.

Anchoring Bias: a tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information.

Confirmation Bias: the tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.

Availability Bias: the tendency for people to base their judgments on information that is readily available to them.

Escalation of Commitment: an Increased commitment to a pervious decision in spite of negative information.

Randomness Error: the tendency of individuals to believe that they can predict the outcome of random events.

Hindsight Bias: the tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome.

Utilitarianism: a system in which decisions are made to provide the greatest good for the greatest number.

Creativity: The ability to produce novel and useful ideas.

Three Component Model of Creativity: Proposition that individual creativity requires expertise, creative thinking skills, and intrinsic task motivation.

[وردي أحمر]

CH 9

Group: Two or more individuals interacting and interdependent, who have come together to achieve particular objectives

Formal Group: a designated work group defined by an organization’s structure.

informal Group: a group that is neither formally structured nor organizationally determined؛ such a group appears in response to the need for social contact.

Command Group: A group composed of the individuals who report directly to a given manager.

Task Group: people working together to complete a job.

Interest Group: people working together to attain a specific
objective with which each is concerned.

Friendship Group: people brought together because they share one or more common characteristics.

Social identity theory: perspective that considers when and why individuals consider themselves members of groups.

In-group favoritism: perspective in which we see members of our in-group as better than other people, and people not in our group as all same.

Five Stages of Group Development: the five distinct stages groups go through: forming, storming, norming, performing, and adjourning.

Punctuated-Equilibrium Model: a set of phases that temporary groups go through that involves transitions between inertia and activity.

Role: A set of expected behavior patterns attributed to someone occupying a given position in a social unit.

Norms: Acceptable standards of behavior within a group that are shared by the group’s members.

Conformity: the adjustment of one’s behavior to align with the norms of the group.

Reference Groups: Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.

Deviant Workplace Behavior: Voluntary behavior that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members.

Status: A socially defined position or rank given to groups or group members by others.

Status Characteristics Theory: a theory that states that differences in status characteristics create status hierarchies within groups.

Social Loafing: The tendency for individuals to expend less effort when working collectively than when working individually

Cohesiveness: the degree to which group members are attracted to each other and are motivated to stay in the group

.

[وردي أحمر]

CH 12

Leadership: The ability to influence a group toward the achievement of goals.

Trait Theories of Leadership : Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.

Behavioral Theories of Leadership : Theories proposing that specific behaviors differentiate leaders from nonleaders.

Initiating structure: the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.

Consideration: the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings.

Employee-oriented leader: a leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members.

Production-oriented leader: a leader who emphasizes technical or task aspects of job.

Fiedler contingency model: the theory that effective group depend on a proper match between leader’s style of interacting with subordinates and the degree to which the
situation gives the leader control and influence to the leader.

least preferred coworker ( LPC ): an instrument that purports to measure whether a person is task or relationship oriented.

Situational Leadership Theory ( SLT ): a contingency theory that focuses on followers’ readiness.

Path-Goal Theory: a theory that states that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and support to ensure that their goals are compatible with the overall objectives of the group or organization.


Leader-Participation Model: a leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

Leader-Member Exchange (LMX) Theory: a theory that supports leaders’ creation of in-groups and out-groups؛ subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.

Charismatic Leadership theory: a leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.

Vision: a long-term strategy for attaining a goal or goals.

Vision statement: a formal articulation of an organization’s vision or mission.

Transactional leaders: leaders who guide or motivate their followers in the direction of established goals by clarifying.

Transformational leaders: leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.

CH 13

Power: The capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.

Dependency: B’s relationship to A when A possesses something that B requires.

Personal Power: influence derived from an individual’s characteristics.

Power Tactics: Ways in which individuals translate power bases into specific actions.

Political skill: the ability to influence others in such a way as to enhance one’s objectives.

Sexual Harassment: Any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile work environment.

Political Behavior: Activities that are not required as part of one’s formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization.

Defensive Behaviors: reactive and protective behaviors to avoid action, blame, or change.

Impression Management (IM) : The process by which individuals attempt to control the impression others form of them.

موفقين إن شاء الله ..