Explaining behavior

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  • (BQ) Part 1 book "Social psychology" has contents: An invitation to social psychology, the methods of social psychology, the social self, social cognition - thinking about people and situations, persuasion, attitudes, behavior, and rationalization, social attribution - explaining behavior.

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  • Thank you for trusting Kaplan Schweser to help you reach your goals. We are all very pleased to be able to help you prepare for the Level III CFA Exam. In this introduction, I want to explain the resources included with the SchweserNotes, suggest how you can best use Schweser materials to prepare for the exam, and direct you toward other educational resources you will find helpful as you study for the exam. Besides the SchweserNotes themselves, there are many educational resources available at Schweser.com.

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  • These results in Normative factor structure of the AAMR adaptive behavior scale school, second edition suggest that interpretation of the ABS-S:2 should focus on its two maJor conceptual components (personal independence and social behav-  ior) rather than them five factors and 16 domains endorsed by its authors. Correspondingly, comparison of domain scores to identify adaptive strengths and weaknesses should be de-emphasized because variation in these scores is best explained by the two common factors rather than specific adaptive domains. 

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  • Chapter 16 - Managing change and organizational learning. After reading the material in this chapter, you should be able to: Discuss the external and internal forces that can create the need for organizational change, describe Lewin’s change model and the systems model of change, explain Kotter’s eight steps for leading organizational change,...

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  • Chapter 1 - Organizational behavior: The quest for people-centered organizations and ethical conduct. The learning objectives for this chapter include: Define the term organizational behavior, and contrast McGregor’s Theory X and Theory Y assumptions about employees; contrast human and social capital and describe three ways you can develop each; explain the impact of the positive psychology movement on the field of organizational behavior (OB); define the term e-business, and explain its implications for organizational behavior and managing people

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  • Chapter 2 - Managing diversity: releasing every employee’s potential. After reading the material in this chapter, you should be able to: Define diversity and review the four layers of diversity, explain the difference between affirmative action and managing diversity, explain why alice eagly and linda carli believe that a woman’s career is best viewed as traveling through a labyrinth,...

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  • Chapter 4 - International OB: Managing across cultures. After completing this chapter, students will be able to: Define the term culture, and explain how societal culture and organizational culture combine to influence on-the-job behavior; define ethnocentrism, and explain how to develop cultural intelligence; distinguish between high-context and low-context cultures, and identify and describe the nine cultural dimensions from project GLOBE.

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  • Chapter 5 - Key individual differences and the road to success. 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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  • Chapter 6 - Values, attitudes, job satisfaction, and counterproductive work behaviors. The learning objectives for this chapter include: Explain Schwartz’s value theory, and describe three types of value conflict; describe the values model of work–family conflict, and specify at least three practical lessons from work–family conflict research; identify the three components of attitudes and discuss cognitive dissonance;...

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  • Chapter 7 - Social perception and attributions. After reading the material in this chapter, you should be able to: Describe perception in terms of the social information processing model; explain seven managerial implications of social perception; explain according to Kelley’s model, how external and internal causal attributions are formulated;...

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  • Chapter 8 - Foundations of motivation. After reading the material in this chapter, you should be able to: Contrast Maslow’s, Alderfer’s, and McClelland’s need theories; explain the practical significance of Herzberg’s distinction between motivators and hygiene factors; discuss the role of perceived inequity in employee motivation; explain the differences among distributive, procedural, and interactional justice;…

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  • Chapter 11 - Developing and leading effective 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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  • Chapter 13 - Managing conflict and negotiating. After reading the material in this chapter, you should be able to: Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict; define personality conflicts, and explain how they should be managed; discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict;...

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  • Chapter 15 - Influence, empowerment, 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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  • Chapter 16 - Leadership. After reading the material in this chapter, you should be able to: Review trait theory research, and discuss the takeaways from both the trait and behavioral styles theories of leadership; explain, according to Fiedler’s contingency model, how leadership style interacts with situational control, and discuss the takeaways from this model.

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  • Chapter 17 - Organizational design, effectiveness, and innovation. After reading the material in this chapter, you should be able to: Describe the four characteristics common to all organizations, explain the difference between closed and open systems, define seven basic ways organizations are structured.

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  • Chapter 18 - Managing change and stress. After reading the material in this chapter, you should be able to: Discuss the external and internal forces that can create the need for organizational change, describe Lewin’s change model and the systems model of change, explain Kotter’s eight steps for leading organizational change.

    ppt15p tangtuy17 05-07-2016 3 2   Download

  • Chapter 1 - Needed: people-centered managers and workplaces. After reading the material in this chapter, you should be able to: Contrast McGregor's Theory X and Theory Y assumptions about employees; contrast human and social capital and describe three ways you can develop each; explain the impact of the positive psychology movement on the field of organizational behavior (OB); define the term e-business, and explain its implications for organizational behavior and managing people;...

    ppt15p tangtuy17 05-07-2016 4 2   Download

  • Chapter 3 - Developing global managers. 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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  • Chapter 4 - Understanding social perception and managing diversity. After reading the material in this chapter, you should be able to: Describe perception in terms of the social information processing model; explain seven managerial implications of social perception; explain according to Kelley’s model, how external and internal causal attributions are formulated;...

    ppt15p tangtuy17 05-07-2016 3 2   Download

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