comm & beh in org Flashcards
Pavlovian Conditioning
A neutral stimuli (eg. bell) is repeatedly paired with a positive stimuli (eg. reward) to encourage learning the desired behaviour.
Skinnerian Conditioning
A behaviour is strenghtened or weakened by consequences, positive or negative (reward or punishment)
Shaping
establishing desired behavior through selective reinforcement
Intermittent reinforcement
when a behavior is reinforced only sometimes when it happens, not every time
Socialization
process through which individuals learn and internalize the norms, values, behaviors, and social skills necessary to function in society
Neuroplasticity
Understanding how our brain can learn with experience and practice
FOGG Model
it shows that three elements must occur at the same time for a behavior to occur: Motivation, Ability and Prompt
AGES Model
It explains how brain works to enable learning, it absorbs and retains knowledge the best with: Attention, Generation, Emotion, Spacing.
SCARF Model
it explains social key factors that influence a behavior:
Status, Certainty, Autonomy, Relatedness, Fairness.
Psychometrics
tools to assess individual personality traits like cognitive abilities, emotional intelligence
Type theory
suggests that ppl can be grouped into categories of personalities
Chronotypes
refers to ones performance in the context of time, do they perform better in the morning or evening etc
Trait theory
sees personality as a set of dimensions of qualities that influences their behavior
The Big Five- OCEAN
the Big five personality traits:
Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism (anxious/calm)
HEXACO
It’s a model that extends OCEAN by Honesty and Humility
Two sided self
difference in traits shown by ppl in different settings, personal or social
Type A personality
ambition, hostility, impatience, time- pressure
Type B personality
relaxation, low focus on achievement, leisure
Unconditional positive regard
non judgemental approval for the traits and behaviors of other person
Thematic Apperception Test
test used to asses person’s thoughts, emotions, motives
Self determination theory
a framework used to assess the extent to which needs for Autonomy, Competence and Relatedness are met
Maslow’s hierarchy of needs
- Survival
- Safety
- Affiliation- belonging to a group
- Esteem
- Self actualization- desire for personal fulfilment
Equity theory
explains how people perceive fairness in social and workplace environment
Expectancy theory
explains how people make decisions about their behavior based on their expectancy of reward, and that the effort will lead to good performance
Goal setting theory
explains how setting specific goals leads to higher performance and motivation
Presenteism
when employees show up at work despite feeling unwell and not being able to perform at normal standard
Quiet quitting
showing up but not doing much work
High performance work system HPws
a form of organization that operates at a high level of excellence
Perceptual world
refers to the fact that everyone sees the world differently
Habituation
a form of getting used to a stimuli that it doesn’t trigger a response
Halo effect
judging sth based on a particular feature
Attribution theory
explains how people interpret the cause of events,
internal causality- knowledge
external causality- luck
Self fulfilling prophecy
prediction that becomes true because someone expects it to happen
Social identity
membership to a group
Conformity
act of changing one’s behavior to match others
Deindividuation
where individuals loose sense of personal responsibility, leading to antisocial and impulsive acts
Social facilitation
effect of other’s presence enhancing ones performance
Social inhibitation
effect of other’s presence reducing one’s performance
Social loafing
tendency to put less effort in group works
Group sanction
punishment/ reward given by members of the group to others for reinforcing group norms
Pivotal norm
socially defined standards that are central to grpup’s objectives
Peripheral norm
socially defined standards that are important but not crucial
Hawthorn effect
it explains the phenomenon of when people are observed they perform better
Hazing
Uofficial socialization practice of initiating newcomers into a group by engaging in degrading behavior eg. segregation, verbal/ physical abuse, testing
Compliance
when majority influences a minority
Conversion
when minority influences a majority
Additive task (Ivan Steiner)
accomplishment depends on the sum of all group member’s efforts
Conjunctive task (Ivan Steiner)
depends on the performance of the least talented memebrs
Disjunctive task (Ivan Steiner)
accomplishment depends on the performance of the best memebers
Belbin;s team role theory
categories for roles in a team:
action, social, thinking role
Reward power
comes from ability to reward sb for compliance
Coercive power
based on ability to punish sb
Referent power
based on personal traits other admire
Legitimate power
based on formal position
Expert power
based on knowledgeC
Sociometry
measurement of interpersonal feelings within a group
Kinesics
body movement non-verbal coom
Oculesis
eye movement
Haptics
use of touch
Paralanguage
voice quality
Olfatics
use of smell
Proxemics
use of distance
Chronemics
use of time
Goffman’s theory
it suggests ppl behave like actors, playing different roles depending on the context
-front stage behavior: public actions, social
-backstage behavior: private actions, authenticity
Triggers for change
External- technology, economy
Internal- new leadership, policy changes
Yerkes Dodson Law
Explains the relationship between arousal and performance, performance increases with arousal until aren’t overwhelmed, inverted U function
Styles of change
Collaborative- high involvement/ participation
Consultative- moderate involvement
Directive- top down leadership
Coercive change- forced change with authority
Kroster’s model for managing change VTIRP
Vision
Training
Incentive, reward
Resources
Plan
Frame of reference
way of understanding workplace relationship
Unitarist frame of reference
organization seen as a team with shared goals
Pluralist frame of reference
sees the organization as consisting of different interest groups with different interests
Interactionist frame of reference
views conflict as a positive and necessary force
Radical framework
conflict inevitable due to unequal powers in capitalism
Dyod conflict
between two ppl
Contagion conflict movement
from dyod to group
Concentration conflict movement
from organization group
Distributive bargaining
negotiating strategy in which a fixed sum of resources is divided, leading to win-lose situation
Integrative bargaining
negotiating strategy seeking to increase the total amount of resources creating win-win situation
Ostracism
isolating individual from the group
Gig economy
in it workers are freelancers, hired for a specific task, project and are often considered self-employed, its risk is job insecurity
Somatotypes
relation between body type and character
Hardiness (change)
approach how much change you are able to welcome change and handle it
Concurrent feedback
info which arrives during our behavior and can influence it as it unfolds
extinction (beh change)
eliminating undesirable behaviors by attaching no consequences at all, silence and indifference
Acceleration trap
constant change leads to corporate burnout
3 patterns:
- overloading: staff has too many tasks and not enough resources
-multiloading: reduced focus by asking employees to be involved in many tasks
-Perpetual loading: company works close to capacity all the time
McGrath’s Circumplex Model
It divides group tasks based on the nature of the task.
Generating- creativity/planning
Choosing- decision making/ problem solving
Negotiating- Conflict resolution/ bargaining
Executing- performance
Gelfland’s Conflict Resolution Cultures
Classifies cultures based on how they handle conflict
- dominating: assertive and controlling
- collaborative: focused on win-win
- avoidant: minimize conflict through engagement
Japanese teamworking
emphasizes harmony and group cohesion, decision making is slower but involves collective input
western teamworking
values individualism and efficiency, decisions are quicker and often top-down
media richness theory
explains how different comm. channels vary in their ability to convey info effectively.
Richest: face-to-face communication
Leanest: written memos or emails
Roger’s diffusion of Innovation’s model
Innovators
Early adopters
Early majority
Late majority
Laggards
Law of effect
we repeat behavior that we like consequences of and we avoid ones that we dont
Growth need Strength
refers to individual’s desire for personal growth and self-fulfilment within the job
The Job Characteristics Model
It aims to explain how aspects of a job can influence ppl’s motivation, satisfaction and performance
Group development Tuckman & Jansen
Forming
Storming
Norming
Performing
Adjourning
Coping cycle
Shock
Denial
Frustration
Depression
Bargaining
Decision
Integration
Scrum team
Agile team of max. 10 ppl, daily scrums to track progress, this form of a team is more adaptive and collaborative, increases efficiency by breaking work into smaller goals
