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  /Title (afm-480-organizational-behaviour.pdf)
  /Creator (Cheatography)
  /Author (gmillar)
  /Subject (AFM 480: Organizational Behaviour Cheat Sheet)
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    \vspace{-2pt}\large{\bf{\textcolor{DarkBackground}{\textrm{AFM 480: Organizational Behaviour Cheat Sheet}}}} \\
    \normalsize{by \textcolor{DarkBackground}{gmillar} via \textcolor{DarkBackground}{\uline{cheatography.com/204521/cs/43593/}}}
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  \mymulticolumn{2}{p{5.377cm}}{\bf\textcolor{white}{Cheatographer}}  \\
  \vspace{-2pt}gmillar \\
  \uline{cheatography.com/gmillar} \\
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  \mymulticolumn{1}{p{5.377cm}}{\bf\textcolor{white}{Cheat Sheet}}  \\
   \vspace{-2pt}Published 7th June, 2024.\\
   Updated 7th June, 2024.\\
   Page {\thepage} of \pageref{LastPage}.
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  Measure your website readability!\\
  www.readability-score.com
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\begin{multicols*}{3}

\begin{tabularx}{5.377cm}{x{2.4885 cm} x{2.4885 cm} }
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Job Performance}}  \tn
% Row 0
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Global average employee engagement score: 15\% in 2022 & Performance management tools: Management by Objectives (MBOs), Behaviourally anchored rating scales (BARS), 360-degree feedback, forced rankings, social networking systems. \tn 
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Low engagement (i.e. 28\% less successful than average) costs economy \$8.8 trillion is lost productivity & Job performance evaluation: A "good place to start" = individual results + individual behaviours + contribution to the team + organizational results \tn 
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Platinum rule: "Do unto others as they'd have you do unto them." & Inverted U Theory = model proposed in 1908 by R.Yerkes \& J.Dodson. Shows relationship between pressure and performance, with an optimal level of pressure for peak performance. \tn 
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Job Performance = complex system with many factors, including: & 4 key influencers are 1) skill level \tn 
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Job Performance (cont)}}  \tn
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Ability, traits/behaviours, recruitment, management quality, culture, healthy work environment, clear purpose/priority of work, trust, good communication & 2) personality (i.e. creative, adaptive) \tn 
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Behaviour-focused evaluation: shouldn't over-emphasis results, because employee's performance contribute to the company many more nuanced ways. & 3) trait anxiety (i.e. self confidence) \tn 
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Results-only focus leads to poor culture, individualistic behaviour, competitiveness over collaboration, social undermining (i.e. sabotage co-workers' reputations), breach of ethics (i.e. fraud) & 4) task complexity (simple tasks can be done under high pressure but complex tasks require low pressure) \tn 
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\mymulticolumn{2}{x{5.377cm}}{Results are affected by factors outside of the employee's controls (i.e. stock price incentives, etc.). It only considers a point-in-time rather than future improvement.} \tn 
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\begin{tabularx}{5.377cm}{x{2.4885 cm} x{2.4885 cm} }
\SetRowColor{DarkBackground}
\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Job Performance (cont)}}  \tn
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\mymulticolumn{2}{x{5.377cm}}{3 Categories of Job Behaviours:} \tn 
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\mymulticolumn{2}{x{5.377cm}}{1) Task performance - stuff in the job description} \tn 
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\mymulticolumn{2}{x{5.377cm}}{2) Citizenship behaviours - stuff initiated above job requirements (organizational or interpersonal)} \tn 
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\mymulticolumn{2}{x{5.377cm}}{3) Counterproductive behaviours - stuff you are not supposed to do (production, property, political deviance and personal aggression)} \tn 
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\begin{tabularx}{5.377cm}{x{2.4885 cm} x{2.4885 cm} }
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Followership}}  \tn
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Leadership is overglorified in society & Strong followership practices \tn 
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White Paper on Followership (A\&F industry) - found that followership had a positive impact on 1) individuals, 2) leaders, and 3) team and organizations & 1. Keep leader well-informed \tn 
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Individual Impact: & 2. Communicate to stimulate right leadership action \tn 
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a) Emotional benefit - cop with work/engagement, confidence accepting new roles & 3. Provide useful/timely decision support \tn 
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b) Development benefit - self-awareness, understanding the workplace & 4. Work hard to make change work \tn 
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b) Career benefits - promotions, compensation, opportunities & 5. Be engaged \tn 
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Leader Impact: & 6. Drive your own development \tn 
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a) More effective, do more, try more things & 7. Provide rational for your opinions/ideas \tn 
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b) Improved development and success with better feedback/critique from followers & Team Impact: \tn 
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Followership (cont)}}  \tn
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c) Improved interpersonal outcomes - more connectivity and trust & a) leadership becomes a shared role \tn 
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 & b) greater agility/creativity \tn 
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 & c) greater collaboration \tn 
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\mymulticolumn{1}{x{5.377cm}}{\bf\textcolor{white}{Empathic Listening}}  \tn
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\mymulticolumn{1}{x{5.377cm}}{Empathic listening: Offering time, attention, support, encouragement to build/maintain trust/openness} \tn 
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\mymulticolumn{1}{x{5.377cm}}{Empathic listening process:} \tn 
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\mymulticolumn{1}{x{5.377cm}}{1. No distractions} \tn 
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\mymulticolumn{1}{x{5.377cm}}{2. Calm/comfortable demeaner} \tn 
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\mymulticolumn{1}{x{5.377cm}}{3. "You now have my undivided attention"} \tn 
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\mymulticolumn{1}{x{5.377cm}}{4. Ask "starter" question} \tn 
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\mymulticolumn{1}{x{5.377cm}}{5. Be encouraging (say "I understand")} \tn 
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\mymulticolumn{1}{x{5.377cm}}{6. Don't rush to action (say " What else?")} \tn 
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\mymulticolumn{1}{x{5.377cm}}{7. Tailor response to personal needs (ask "How can I support you?")} \tn 
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\mymulticolumn{1}{x{5.377cm}}{Types of behaviours to handle stress:} \tn 
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\mymulticolumn{1}{x{5.377cm}}{1. Reduce source of stress: talk to someone to reduce people/role conflict/ambiguity, set boundaries, ask for help} \tn 
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\mymulticolumn{1}{x{5.377cm}}{2. Cope with stress: find friend at work, talk to friend/professional, engage in healthy lifestyle, practice reframing and gratitude.} \tn 
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\mymulticolumn{1}{x{5.377cm}}{Ex. CEO not checking his phone in the morning} \tn 
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Organizational Commitment}}  \tn
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Job hopping - 2022 51\% of people stay at their job for less than 2 years (33\% in 2000) & Organizational commitment: employees desire to remain a member of the organization (want, need, obligation) \tn 
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Employee turnover is expenses -\textgreater{} job posting, advertising, onboarding, training & Three types of commitment: \tn 
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Types of employee withdrawal: & a) Affective (emotion) staying because you want to \tn 
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a) Psychological - daydreaming, looking busy, cyberloafing (do non-work activity on company time), moonlighting (working another job on company time) & b) Continuance (cost): staying because you need to (due for promotion, good salary) \tn 
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Cyclical relationship: Employees are engaged to leaders who are committed to them & c) Normative (obligation): e.g. company invested in you, help you out \tn 
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\mymulticolumn{2}{x{5.377cm}}{Gallup's Survey: Perceived engagement questions work because it measures how much employees think the company cares about them} \tn 
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\mymulticolumn{2}{x{5.377cm}}{Ways companies can create organizational commitment: career enrichment programs, training \& development, mentorship, team building, sponsorships} \tn 
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\begin{tabularx}{5.377cm}{X}
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\mymulticolumn{1}{x{5.377cm}}{\bf\textcolor{white}{Common Sources of Stress}}  \tn
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\mymulticolumn{1}{p{5.377cm}}{\vspace{1px}\centerline{\includegraphics[width=5.1cm]{/web/www.cheatography.com/public/uploads/gmillar_1717779771_Screenshot 2024-06-07 130233.png}}} \tn 
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\mymulticolumn{1}{x{5.377cm}}{\bf\textcolor{white}{KnoWonder, Job Satisfaction, \& Motivation}}  \tn
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\mymulticolumn{1}{x{5.377cm}}{KnoWonder: tools for understanding \& clarifying things. Make lists of what you know \& what you wonder. Focus on making incremental points.} \tn 
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\mymulticolumn{1}{x{5.377cm}}{Serena Williams - "no matter what, you have to show up - so why not compete?"} \tn 
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\mymulticolumn{1}{x{5.377cm}}{Things to know about motivation:} \tn 
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\mymulticolumn{1}{x{5.377cm}}{1. Money is not the greatest motivator - happiness flatlines at \$150,000} \tn 
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\mymulticolumn{1}{x{5.377cm}}{2. Driving toward right goals - regularly check-in on what your goals are} \tn 
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\mymulticolumn{1}{x{5.377cm}}{3. Identity and self-worth are NOT tied to job performance} \tn 
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\mymulticolumn{1}{x{5.377cm}}{4. Keep the flame alive!} \tn 
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\mymulticolumn{1}{x{5.377cm}}{5. Don't settle for the "good life" ("good life" = momentary pleasure, "engaged life" = satisfaction from getting into "flow", "meaningful life" = long-lasting and fulfilling)} \tn 
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\mymulticolumn{1}{x{5.377cm}}{6. Ask people what motivates them - don't assume} \tn 
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\mymulticolumn{1}{x{5.377cm}}{7. Difference between people is bigger than differences in culture} \tn 
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\mymulticolumn{1}{x{5.377cm}}{8. Don't be stingy in leadership role} \tn 
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\mymulticolumn{1}{x{5.377cm}}{9. Equity is the strongest de-motivator (i.e. when others get preferential treatment)} \tn 
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\begin{tabularx}{5.377cm}{x{2.4885 cm} x{2.4885 cm} }
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Personality}}  \tn
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Personality: structures and propensities inside a person that explain their patterns of thought, emotion, and behaviour & Locus of control: external of internal. Too little internal = feel powerless. Too much = don't recognize privilege. \tn 
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1. Conscientiousness - biggest affect on job performance. Strong desire to accomplish tasks/goals. Too little = lazy, irresponsibile. Too much = perfectionist, burnout. & Practical takewaways: \tn 
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2. Agreeableness - communication striving, beneficial in service jobs. Too little = critical, rude. Too much = push over, people pleaser. & 1. understanding "big 5" helps us be less judgmental of others \tn 
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3. Neuroticism - second most important to job performance. Related to locus of control (high level = external loc) & 2. Inverted U - even "good" traits can be bad in excess \tn 
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4. Openness - a.k.a \seqsplit{inquisitiveness/cultured}. Good for jobs that are creative (creativity can be learned) & 3. Personality doesn't define you/prevent you from achieving your goals \tn 
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\mymulticolumn{2}{x{5.377cm}}{\bf\textcolor{white}{Personality (cont)}}  \tn
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\mymulticolumn{2}{x{5.377cm}}{5. Extraversion - associated with leaders, but recent trend of CEOs being introverted} \tn 
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\begin{tabularx}{5.377cm}{X}
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\mymulticolumn{1}{x{5.377cm}}{\bf\textcolor{white}{Stress \& Wellbeing}}  \tn
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\mymulticolumn{1}{x{5.377cm}}{Stress: psychological response to demands where there is something at stake for the individual, coping with demands exceeds the person's capacity/resources} \tn 
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\mymulticolumn{1}{x{5.377cm}}{Wellbeing: All things that are important to us, what we think about, how we experience life} \tn 
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\mymulticolumn{1}{x{5.377cm}}{5 elements of wellbeing: career, social, financial, community, and physical} \tn 
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\mymulticolumn{1}{x{5.377cm}}{Associated with job satisfaction/ stability and health} \tn 
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\mymulticolumn{1}{x{5.377cm}}{High employee wellbeing = less burnout, higher engagement, productivity, and profitability} \tn 
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\mymulticolumn{1}{x{5.377cm}}{How to reduce stress/improve wellbeing: work-life balance, compensation, training, flexibility, time-off, health \& wellness} \tn 
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% That's all folks
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