Exam 1 Flashcards
interpersonal managerial roles
figurehead, leader, liason
informational managerial roles
monitor, disseminator, spokesperson
decisional managerial roles
entrepreneur, disturbane handle, recourse allocator, negotiator
technical skills
The ability to apply specialized knowledge or expertise.
conceptual skills
The mental ability to analyze and diagnose complex situations.
human skills
The ability to work with, understand, and motivate other people, both individually and in groups.
average managers
traditional, hr, communication, networking
successful managers
networking, communication, traditional, hr
effective managers
communication, hr, traditional, networking
disciplines that contribute to OB
psychology, social psychology, sociology, anthropology
why there are few absolutes in OB
Because we are not alike and our ability to make simple, accurate, and sweeping generalizations about ourselves is limited.
inputs
Variables that lead to processes
processes
result of inputs and lead to outcomes.
outputs
Key factors that are affected by other variables.
discrimination
noting differences between thing
unfair discrimination
making judgments about individuals based on stereotypes regarding their demographic group.
diversity characteristics
age, gender, race/ethnicity, disabilities, religion, tenure, cultural identity
surface level diversity
Differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do not
necessarily reflect the ways people think or feel but that may activate certain stereotypes.
stereotyping
Judging someone on the basis of our perception of the group to which that person belongs.
deep level diversity
Differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better.
How does workplace discrimination undermine organizational effectiveness
can leave qualified people out of jobs, reduced productivity, more conflict, increased turnover
diversity strategies
attract and retain diverse employees, effective diversity programs, examine workforce
attitude equation
cognitive + affective + behavioral = attitude
cognitive component
opinion or belief
affective component
emotional or feeling
behavioral
An intention to behave in a certain way toward someone or something.
attitudes predict
behavior
cognitive dissonance
when an individual holds beliefs, attitudes
or behaviors that are at odds with one another
when do we reduce dissonance
how important is the attitude, how much influence do you have over it, what are the rewards from the dissonance
how do we reduce dissonance
rationalize, change the attitude/behavior, change the environment
job condition
jobs that provide training, variety, independence, and
control satisfy most employees.
personality job attitude
those who believe in ones inner worth are more satisfied with their jobs than people with negative cse
pay job attitude
pay is not as important as other things with job satisfaction
corporate social responsibility
An organization’s self-regulated actions to benefit society or the environment beyond what is required by law.
outcomes of job satisfaction
job performance, Organizational Citizenship,
Turnover, Workplace deviance
organizational citizenship
Discretionary behavior that contributes to the
psychological and social environment of the
workplace.
workplace deviance
the deliberate desire to cause harm to an organization
exit response to dissatisfaction
directs behavior toward leaving the organization
voice response to dissatisfaction
actively and constructively attempting
to improve conditions
loyalty response to dissatisfaction
means passively but optimistically waiting for
conditions to improve
neglect response to dissatisfaction
passively allows conditions to worsen and
includes chronic absenteeism or lateness, reduced effort, and an increased error rate
sources of emotions/moods
personality, day of the week, stress, social activities, sleep, exercise, age?, gender?
mood
less intense and cause is general/unclear
emotion
intense, directed at something
six basic emotions
anger, fear, sadness, happy, disgust, surprise
mood states
positive, negative
emotions are necessary to
make good decisions
what goes into decision making
feeling and thinking
affective events theory
Emotions are a response to an event in the work environment
affective events model
work environment - work events - emotional reactions -job satisfaction/perfromance
emotional contagion
The process by which peoples’ emotions are caused by the emotions of others.
EI compnents
conscientiousness, cognitive ability, emotional stability
how is personality measured
myers briggs, big five
myers briggs personality types
extroverts/introverts, thinkers/feelers, sensors/intuitive, judgers/perceivers
big five
extroversion, openness, agreeableness, conscientiousness, emotional stability
personality job-fit
(o*net) that the fit between personality type and occupational environment determines satisfaction and turnover.
person organization fit
people are attracted to and selected by organizations that match their values, and leave when there is no compatibility.
power distance
describes the extent to which a society accepts that power in institutions and organizations is distributed unequally.
individualism
the degree to which people prefer to act as individuals rather than as members of groups.
collectivism
people expect others in groups of which they are a part to look after them and protect them.
masculinity
the extent to which the culture favors traditional masculine work roles of achievement, power, and control.
femininity
little differentiation between male and female roles
uncertainty avoidance
describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.
long term orientation
emphasizes the future, thrift, and persistence.
short term orientation
that emphasizes the present and accepts change.
values
What an individual believes is good, right, desirable
terminal values
the goals a person would like to achieve during his or her lifetime.
instrumental values
means of achieving terminal values
employee engagement charts
26% actively disengaged, 29% engage, 45% not engaged
factors that influence perception
perceiver, target, situation
attribution theory
is someone’s behavior internally or externally caused
fundamental attribution error
We underestimate the influence of external factors and overestimate the influence of internal factors
selective shortcut
choose to interpret what one sees based on one’s interests, background, experience, and attitudes.
halo effect
positive judgement based on a single characteristic
horns effect
negative judgement based on single characteristic
contrast effect
judging based on comparison of someone else
rational decision making
making consistent, value-maximizing choices within specified constraints.
bounded rationality
constructing simplified models that extract the essential features from problems without capturing all their complexity.
intuitive decision making
An unconscious process created out of experience.
overconfidence bias
overconfident about our abilities and the abilities of others
anchoring bias
A tendency to fixate on initial information, that one fails to correct for future information
conformation 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 commitment
An increased commitment to a previous decision despite negative information.
randomness error
The tendency of individuals to believe that they can predict the outcome of random events.
risk aversion
The tendency to prefer a sure gain of a moderate amount over a riskier outcome
hindsight bias
perceive past events as having been more predictable than they actually were
reducing bias and errors
focus on goals, challenge beliefs and assumptions, don’t create meaning, increase options and alternatives
ind influences of decision making
gender, personality, mental ability, cultural differences
org influences of decision making
performance evaluation systems, reward systems, formal regulations, time constraints, historical precedents
utalitariansim
greatest good for all
deonance
decision made because “you ought to”
