Introduction to PowerPoint Slides

Transcription

1 Introduction to PowerPoint Slides You will find here a complete set of slides developed with a variety of teaching needs in mind. Almost every topic in every chapter has at least one slide referring to it. All of the exhibits are also included on slides. You may not want to use all of the slides for any particular chapter, as in some cases multiple ways of presenting the material are provided, from simple outlines to more detailed points. There are also some slides that contain supplemental material to enhance discussion. The PowerPoint slides also come with teaching notes that at a minimum indicate the pages in the textbook that are linked to the slides. In a number of instances, the notes contain larger discussions to help you put the slide into perspective. I would like to thank Harriet To for her cheerful and dedicated help in getting the slides in order for this text. These slides have been developed over a number of years, as they are the slides that I use to teach my own introductory course. Each year I am able to watch other instructors at UBC use these slides. With very little effort they are able to put together complete lectures based on these slides. I hope that you will find them equally useful. I am especially pleased that we are able to provide all of the exhibit slides in this package. This has been a particular wish of mine over the years, to have the exhibits easily accessible for the classroom, rather than trying to photocopy them from the book to create a slide. In my own teaching I provide students with a handout made from the outline feature of PowerPoint. While I m aware that many people give miniature slides as their handouts, I have found the outlines more effective for the students. They make their class notes right on the outline sheets I provide them. If you have any suggestions for additional slides, please do not hesitate to contact me. We would be happy to consider your suggestions for future editions of the textbook. Nancy Langton Faculty of Commerce University of British Columbia Vancouver, B.C. V6T 1Z2 Voice: Fax: nancy.langton@commerce.ubc.ca October 2001

2 Chapter 1 1. Chapter 1 Outline 2. What is Organizational Behaviour? 3. Organizational Behaviour 4. Why Do We Study OB? 5. What is an Organization? 6. Exhibit 1-1 Competing Values Framework 7. Competing Values Framework 8. Exhibit 1-2 Skills in the New Workplace 9. Exhibit 1-2 Skills in the New Workplace 10. Exhibit 1-3 How Companies are Changing 11. Today s Challenges in the Canadian Workplace 12. Exhibit 1-5 Most Respected Businesses 13. Exhibit 1-6 Employment by Industry, Exhibit 1-6 Employment by Industry, Exhibit 1-7 Contributing Disciplines to the OB Field 16. Exhibit 1-8 Layers of OB 17. Summary and Implications Chapter 2 1. Chapter 2 Outline 2. Perception, Personality, and Emotions 3. Perception 4. Why We Study Perceptions 5. Factors Influencing Perception 6. Exhibit 2-1 Factors that Influence Perception 7. Perception and Judgement: Attribution Theory 8. Frequently Used Shortcuts in Judging Others 9. Personality 10. Exhibit 2-2 Sixteen Primary Traits 11. Exhibit Exhibit 2-4 The Big Five Model 13. Exhibit 2-4 Big Five Personality Factors and Individual Job and Team Performance 14. Major Personality Attributes Influencing OB 15. Type A s and Type B s 16. Emotions 17. What are Emotions? 18. Emotional Labour 19. Emotional Intelligence 20. Exhibit 2-5 Facial Expressions Convey Emotions 21. Summary and Implications

3 Chapter 3 1. Chapter 3 Outline 2. Values, Attitudes, and Their Effects in the Workplace 3. Values 4. Assessing Cultural Values 5. Exhibit 3-1 Examples of National Cultural Values 6. Canada s Multicultural Society 7. Canadian Social Values 8. Francophone and Anglophone Values 9. Canadian Aboriginal Values 10. Canadian and American Values 11. Canada, the US and Mexico 12. East and Southeast Asian Values 13. Attitudes 14. Types of Attitudes 15. Canadian Job Satisfaction (1997) 16. Job Satisfaction 17. Job Satisfaction and Employee Performance 18. Summary and Implications Chapter 4 1. Chapter 4 Outline 2. Motivating Self and Others 3. What is Motivation? 4. Theory X and Theory Y 5. Motivators 6. Needs Theories of Motivation 7. Maslow s Hierarchy of Needs 8. Herzberg s Motivation-Hygiene Theory 9. Alderfer s ERG Theory 10. McClelland s Theory of Needs 11. Exhibit 4-1 Summarizing the Various Needs Theories 12. Exhibit 4-1 Summarizing the Various Needs Theories 13. Process Theories of Motivation 14. Expectancy Theory 15. Exhibit 4-2 Expectancy Theory 16. Exhibit 4-3 Steps to Increasing Motivation, Using Expectancy Theory 17. Goal-Setting Theory 18. Management by Objectives 19. Exhibit 4-4 Cascading of Objectives 20. Linking MBO and Goal-Setting Theory 21. Motivating for Specific Organizational Goals 22. Motivating to Show People Matter 23. Motivating for Improved Productivity 24. Variable Pay Programs 25. Exhibit 4-5 Comparing Various Pay Programs 26. Skill-Based Pay Plans 27. Motivating For Organizational Change 28. Individual Differences and Flexible Benefits 29. Motivating Professionals

4 30. Motivating Contingent Workers 31. Motivating Low-Skilled Service Workers 32. Responses to the Reward System 33. Equity Theory 34. Exhibit 4-6 Equity Theory 35. Responses to Inequity 36. Fair Process 37. Exhibit 4-7 Management Reward Follies 38. Abolishing Rewards 39. Summary 40. Implications 41. Exhibit 4-8 Compensation of Canada s Five Best-Paid CEOs (1998) Chapter 5 1. Chapter 5 Outline 2. Team Work 3. Teams versus Groups 4. Exhibit 5-1 Teams and Work Groups 5. Beware! Teams Aren t Always the Answer 6. Point: Teams: The Way to Go 7. CounterPoint: Teams Are Not Always the Answer 8. Exhibit 5-2 Stages of Group Development 9. Stages of Group Development 10. Exhibit 5-3 The Punctuated-Equilibrium Model 11. Roles 12. Roles in Groups 13. Exhibit 5-4 Task-oriented Roles 14. Exhibit 5-4 Maintenance-oriented Roles 15. Conducting a Group Meeting 16. Exhibit 5-6 Dimensions of Trust 17. Dimensions of Trust 18. Building Trust 19. Exhibit 6-8 Advantages and Disadvantages of Diversity 20. Summary and Implications Chapter 6 1. Chapter 6 Outline 2. Interacting With Others 3. Exhibit 6-1 The Communication Process Model 4. Exhibit 6-2 Hierarchy of Channel Richness 5. Barriers to Effective Communication 6. Effective Listening 7. Creating Effective Mechanisms for Communication 8. Nonverbal Communication 9. Communication Barriers Between Men and Women 10. Exhibit 6-3 Hand Gestures Mean Different Things in Different Countries 11. Cross-Cultural Communication Difficulties 12. Cross-Cultural Communications: Helpful Rules 13. Tips For Writing and Sending 14. Conflict

5 15. How Structure Can Lead to Conflict 16. Point-CounterPoint 17. Exhibit 6-4 How Conflict Builds 18. Exhibit 6-5 Dimensions of Conflict-Handling Intentions 19. Conflict handling intentions 20. Exhibit 6-6 Understanding Conflict Handling Intentions 21. Exhibit 6-6 Understanding Conflict Handling Intentions 22. Exhibit 6-7 Conflict Intensity Continuum 23. Exhibit 6-8 Conflict Resolution Techniques 24. Exhibit 6-8 Conflict Stimulation Techniques 25. Exhibit 6-9 Conflict and Unit Performance 26. Types of Conflict 27. Reducing Group Conflict 28. Negotiation 29. Exhibit 6-10 Distributive versus Integrative Bargaining 30. Exhibit 6-11 Staking Out the Bargaining Zone 31. Improving Your Bargaining Position 32. Summary and Implications Chapter 7 1. Chapter 7 Outline 2. Power and Politics 3. Power 4. Leadership and Power 5. Exhibit 7-1 Measuring Bases of Power 6. Bases of Power 7. Evaluating the Bases of Power 8. Leaders Use of Power 9. Dependency: Key to Power 10. Exhibit 7-3 Popularity of Power Tactics: From Most to Least Popular 11. Empowerment: Giving Power to Employees 12. Exhibit 7-4 Characteristics of Empowered People 13. Sexual Harassment 14. Political Behaviour 15. Why Do We Get Politics? 16. Exhibit 7-5 How Political Is Your Workplace? 17. Politicking 18. What Individual Factors Contribute to Politics? 19. Exhibit 7-6 Factors Influencing Political Behaviour 20. What Organizational Factors Contribute to Politics? 21. Making Office Politics Work 22. Exhibit 7-7 Impression Management (IM) Techniques 23. Summary and Implications Chapter 8 1. Chapter 8 Outline 2. Leadership 3. Leadership 4. Leadership as Supervision

6 5. Exhibit 8-1 Distinguishing Leadership From Managership 6. Exhibit 8-2 How CEOs Rate Key Leadership Qualities 7. Summary of Theories 8. Trait Theories 9. Behavioural Theories of Leadership 10. Exhibit 8-3 The Managerial Grid 11. Situational Leadership Theories 12. Fiedler Contingency Model 13. Fiedler s Contingencies 14. Hersey and Blanchard s Situational Theory 15. Path-Goal: Styles 16. Exhibit 8-4 Path-Goal Theory 17. Exhibit 8-5 Substitutes and Neutralizers for Leadership 18. Exhibit 8-6 Characteristics of Transactional and Transformational Leaders 19. Practising to Be Charismatic 20. Exhibit 8-7 Key Characteristics of Charismatic Leaders 21. Dispersed Leadership: Spreading Leadership Throughout the Organization 22. Team Leaders 23. Leading One s Self 24. Exhibit 8-9 Self-Management Practices 25. Benefits of Leading Without Authority 26. Contemporary Issues in Leadership 27. Emotional Intelligence and Leadership 28. Men s and Women s Leadership Styles 29. Summary and Implications Chapter 9 1. Chapter 9 Outline 2. Decision Making, Creativity, and Ethics 3. Exhibit 9-1 Steps in the Rational Decision-Making Model 4. Assumptions of the Rational Decision-Making Model 5. Bounded Rationality 6. Intuitive Decision Making 7. Heuristics or Judgment Shortcuts 8. Exhibit 9-2 Examples of Decision Biases: Scenario 1 9. Scenario Exhibit 9-3 Decision-Style Model 11. Group Decision Making 12. Effectiveness and Efficiency 13. Groupthink and Groupshift 14. Symptoms of Groupthink 15. What Causes Groupshift? 16. Group Decision-Making Techniques 17. Nominal Group Technique 18. Exhibit 9-4 Evaluating Group Effectiveness 19. Leader Behaviours with Groups 20. Contingency Variables in the Leader-Participation Model 21. Exhibt 9-5 Contingency Variables in the Leader-Participation Model 22. Exhibit 9-6 Revised Leadership-Participation Model 23. Creativity

7 24. De Bono s Six Thinking Hats 25. Organizational Factors Affecting Creativity 26. Creativity Blocks 27. Ethics in Decision Making 28. Exhibit 9-7 Factors Affecting Ethical Decision-Making Behaviour 29. Summary and Implications 30. Summary and Implications Chapter Chapter 10 Outline 2. Organizational Culture and Change 3. Exhibit 10-1 Contrasting Organizational Cultures 4. Organizational Culture 5. Characteristics of Organizational Culture 6. Elements of Strong Culture 7. Do Organizations Have Uniform Cultures? 8. Culture s Functions 9. Culture as a Liability 10. Keeping a Culture Alive 11. Exhibit 10-2 How Organizational Culture Forms 12. Exhibit 10-4 Culture Typology 13. Figure 10-6 Lewin s Three-Step Change Model 14. Implementing the Change 15. Exhibit 10-7 Unfreezing the Status Quo 16. Unfreezing 17. Moving 18. Refreezing 19. Exhibit 10-8 Sources of Individual Resistance to Change 20. Cynicism About Change 21. Exhibit Sources of Organizational Resistance to Change 22. Overcoming Resistance to Change 23. Summary and Implications 24. Summary and Implications