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MGMT 363 > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

Motivation is a derivation from the latin word ___

A

Movere

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2
Q

Difference between being “Outwardly Engaged” and “Inwardly Engaged” in your work

A

Outwardly Engaged

  • take initiative
  • work hard to complete assignments

Inwardly Engaged
-focus a lot on the work itself

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3
Q

Definition of the Expectancy Theory

A

Belief that high effort will result in a successful outcome

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4
Q

Explain the “Self-Efficacy” aspect of Expectancy Theory. What are the 4 components of it?

A
  • strongest factor of Expectancy Theory
  • your belief that you are capable of accomplishing the task

Your belief that you are capable determined by 4 things:

  • emotional cues
  • vicarious experiences
  • verbal persuasion
  • past accomplishments
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5
Q

Instrumentality aspect of Expectancy Theory? What are 2 situations where Instrumentality can be low?

A

Belief that successful performance will result in Successful Outcomes

Instrumentality can be low if:

  • company has poor methods for measuring performance
  • company rewards things other performance such as seniority or by attendance
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6
Q

Valence aspect of Expectancy Theory?

A

How satisfied you are with the Outcomes your level of Performance got you
-higher valence if the outcome satisfied a “Need” (Maslow’s Hierarchy)

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7
Q

In regard to Extrinsic and Intrinsic Motivation, what are some Extrinsic Outcomes and Intrinsic Outcomes that motivate an employee?

A

Extrinsic

  • pay
  • bonuses
  • promotions
  • praise
  • job security

Intrinsic

  • enjoyment
  • knowledge gain
  • skill development
  • lack of boredom, anxiety, frustration
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8
Q

What are the 3 parts of Expectancy Theory?

A
  • Valence
  • Instrumentality
  • Self-efficacy
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9
Q

According to Goal Setting Theory, why is setting “Specific and Difficult” goals for their employees good?

A
  • shapes their own self-set goals

- triggers creation of Task Strategies

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10
Q

What are the 3 Moderators that determine if a goal is good?

A
  • Feedback
  • Goal Commitment
  • Task Complexity
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11
Q

What are S.M.A.R.T. goals?

A

Way to structure effective goals

  • Specific
  • Measurable
  • Achievable
  • Results-Based
  • Time-Sensitive
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12
Q

What is the Equity Theory (Goals)

A
  • says motivation doesn’t just depend on your own beliefs
  • depends on what happens to others
  • mental ledger

-employees compare their ratio (input/outcome) to other employee’s ratio

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13
Q

According to the Equity Theory, any perceived imbalance in the input/output ratio creates a ___

A

Equity Distress

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14
Q

Cognitive Distortion - Equity Theory

A

When employees “rationalize” in their head why they got paid more for doing less work

*their input/outcome ratio was higher

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15
Q

Psychological Empowerment

A

belief that your work tasks contribute to some larger purpose

  • Meaningfulness
  • Self-Determination
  • Competence
  • Impact (making a difference within your company)
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16
Q

What are the 1st and 2nd best Motivating forces as they relate to job performance

A 
Self-Efficacy (first)
Difficult Goals (second)
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17
Q

Perceived quality of goods and services of a brand in the eyes of the public

A

Reputation

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18
Q

What are the 3 things that make up a Brand’s Reputation?

A

Trust
-willingness to be vulnerable to the trustee
Justice
-perceived fairness of authority’s decision making
Ethics
-degree of which authority figures behaviors are in accordance with social norms

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19
Q

What is Trust Propensity and which country is the lowest?

A

Brazil

Is the tendency to trust others

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20
Q

Disposition-based Trust
Cognition-based Trust
Affect-based Trust

A

Disposition-based Trust
-trust depends on the trustor
-trust propensity
Ex: Not trusting the Professor first day of class

Cognition-based Trust
-based on the trustee
Ex: Professor shows integrity through their actions so you trust them

Affect-based Trust

  • emotional
  • you trust your girlfriend
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21
Q

Where does trust propensity come from

A
  • childhood
  • culture
  • experiences
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22
Q

For Cognition-based Trust, what do we assess? What are 3 things used to assess it?

A

We assess their Trustworthiness (characteristics/attributes of trustee that inspire trust)

3 parts of Trustworthiness:

Ability
-skills/competencies/expertise that enable an authority figure to be successful

Benevolence
-genuine belief that the authority figure wants to “do good” for you

Integrity

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23
Q

Distributive Justice vs Procedural Justice?

A

Distributive Justice
-all students got same grade on group project

Procedural Justice

  • perceived fairness in decision making progress
  • boss graded his employees all the SAME WAY to decide whether or not they received a promotion
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24
Q

What are the 3 rules of Procedural Justice?

A

Voice
-employees can voice opinions/views throughout decision making process

Correctability
-option to appeal

Consistency, Bias Suppression, Representativeness, Accuracy

25
Q

What is a stronger driver of reactions? Distributive Justice or Procedural Justice?

A

Procedural Justice

*Procedural Justice becomes more important when Outcomes are bad

26
Q

Interpersonal Justice? What are the 2 parts of it?

A

Perceived fairness of how employers treat them

Respect Rule
-employers treat employees in sincere manner
Propriety Rule
-employers should refrain from making improper or offensive remarks

27
Q

If Interpersonal Justice is not well within an organization, ___ may be present

A

Abusive Supervision

-sustained hostile, offensive, verbal behavior by authority figure

28
Q

Informational Justice? What are the 2 parts of it?

A

Perceived fairness of the communications provided to the employees by the employers

Justification Rule
-explain decision-making procedures/outcomes in reasonable and understandable manner

Truthfulness Rule
-communications must be honest and candid

29
Q

When an employer recognizes that moral issues exist in a situation

A

Moral Awareness

30
Q

Explain the Moral Intensity and Moral Attentiveness components of Moral Awareness

A

Moral Intensity

  • degree of which a situation has ethical urgency
  • how important it is as it relates to ethics

Moral Attentiveness
-degree of which how often people are thinking about ethics during the situation

31
Q

What is the “Four-Component Model”? What are the parts of it?

A

Explains why some people act unethically and some don’t

Moral Awareness
-do you know that ethical dilemmas exist in the situation

Moral Judgement

  • decide whether or not your decision is ethical or not
  • Cognitive Moral Development theory says as people age, their Moral Judgement matures

Moral Intent
-degree of which that you “want” to make the ethical choice

32
Q

What does the Cognitive Moral Development Theory Say?

A

Says that people’s Moral Judgement improves as they get older

Pre-conventional Stage (early life)
-decide if action is ethical based on outcomes

Conventional Stage (later life)
 -decide if action is ethical based on society and family's expectations

Post Conventional Stage (Philosophers)
-decide if action is ethical based on their own established moral principles

33
Q

What is Moral Intent and what is 1 part of it?

A

Moral Intent
-degree of which that you want to make the ethical decision

Moral-Identity
-how much someone identifies with being a moral person

Ethical Behavior

34
Q

Trust has a ___ relationship with job performance and a ___ relationship with Organizational Commitment

A

Moderate relationship w/job performance

Strong Relationship w/organization commitment

35
Q

Explain the Obstructionist Stance, Defensive Stance, Accommodative Stance, and Proactive Stance with Corporate Social Responsibility ?

A

Obstructionist Stance
-do as little as possible to save social/environment

Defensive Stance
-do only what is legally required and nothing more (don’t care about ethical obligations)

Accommodative Stance
-meet legal/ethical obligations and go beyond that is some cases

Proactive Stance
-proactively seek opportunities to benefit society
EX: Patagonia

36
Q

Difference between Explicit Knowledge and Tacit Knowledge?

A

Explicit Knowledge
-what you learn in a book

Tacit Knowledge
-learned through experience

37
Q

Explain what Operant Conditioning is

A

we learn from our “voluntary behavior” and the consequences that follow it

38
Q

What are two methods that are used to INCREASE desired behaviors?

A

Positive Reinforcement
-introduce positive outcome following a desired behavior

Negative Reinforcement
-removed undesirable outcome following a desired behavior

39
Q

What are two methods that are used to DECREASE undesired behaviors?

A

Punishment
-introduce undesirable outcome following a undesirable behavior

Extinctions
-remove desirable outcome following an undesirable behavior
EX: not responding when somebody is saying something bad

40
Q

What type of Reinforcement was used in the Big Bang Theory movie clip?

A

Positive Reinforcement

-fed chocolate to girl after she was quiet

41
Q

Explain Continuous Reinforcement, Fixed Interval Schedule, Fixed Ratio Schedule, Variable Ratio Schedule

A

Continuous Reinforcement
-reward comes after EVERY desired behavior
EX: Professor’s nurses telling her good job while she was pregnant

Fixed Interval Schedule
-length of time between rewards remains the same
EX: receiving a paycheck every Friday

Fixed Ratio Schedule
-reward comes after certain number of desirable behaviors have been exhibited

Variable Ratio Schedule
-reward comes after certain number of desirable behaviors have been exhibited BUT the # of desirable behaviors changes
-most addictive
EX: Slot Machine Gambling

42
Q

Difference between Social Learning Theory and Behavior Modeling Theory?

A

Social Learning Theory
-people learn in organizations through watching others

Behavioral Modeling Theory
-people watch other’s behavior, repeat the behavior and learn that way

43
Q

Explain these types of Goal Orientation:

Learning Orientation
Performance-prove Orientation
Performance-avoid Orientation

A

Learning Orientation

  • building competence is more important than proving it
  • view failure as a positive

Performance-prove Orientation
-focus on demonstrating competence so others will favor them

Performance-avoid Orientation

  • focus on demonstrating competence so others will not think poorly of them
  • competence is the standard
44
Q

When are intuition decisions most important?

A

During Crisis Situations

45
Q

What are Programmed Decisions?

A

Automatic Decisions made when a person recognizes the situation and knows what needs to be down

  • without much thought at all
  • intuition
46
Q

What are Non-Programmed Decisions?

A

Decisions that have to be made in new/complex situations

-make more of these as you move up Corporate Ladder

47
Q

Rational Decisions-Making Model?

A
  • step-by-step approach
  • analyze all alternatives before making decision
  • seek to MAXIMIZE outcome
48
Q

Explain these 2 Decision making problems:

Limited Information
Faulty Perceptions

A

Limited Information

  • Bounded Rationality
    • decision maker doesn’t have the ability/resources to process ALL available information to make the right decision
  • Satisficing
    • decision maker accepts first acceptable alternative considered

FAULTY PERCEPTIONS

Projection Bias
-incorrectly assuming that others think/feel the same way you do

Selective Perception
-only seeing environment on how it affects you, only seeing what you want to see

Stereotyping
-make assumptions about someone because their membership in a group

Social Identity Theory
-identifying yourself as belonging to a group, and categorizing others into a group

49
Q

True or False: Making decisions with Heuristics leads to more good situations than bad ones

A

TRUE

50
Q

Explain the Availability Bias - Heuristic

A

Basing your judgments on information that is “easiest to recall”

51
Q

Fundamental Attribution Error

A

-attribute other’s poor actions due to some internal factor

EX: Joe showed up to work late because he is lazy

52
Q

Self-Serving Bias

A
  • attributing your failures to external factors
  • attributing your successes to internal factors

EX: I got the promotion because I am smart and capable. I was late to work because the traffic was bad.

53
Q

Explain the Attribution Process:

Consensus
Distinctiveness
Consistency

A

Attribution Process
-this is used when we have some familiarity with the person committing the bad action

Consensus (“Do others act the same in similar situations?”)

  • low –> internal factors
  • high –> External factors

Distinctiveness (“Does this person act different in other situations? Is this type of behavior out of character?”)

  • low –> internal factors
  • high –> External factors

Consistency (“Does the person ALWAYS act this way in this type of situation?”)

  • low –> External factors
  • high –> Internal factors
54
Q

Escalation Commitment

A

continuing to follow the same course of action after you have already failed with this method

*When presented with a series of possible courses of actions, humans have a tendency to choose the one they have failed with before

55
Q

Learning has a ___ relationship with Task Performance

A

Moderate

56
Q

Learning has a ___ relationship with Organizational Commitment

A

Weak

57
Q

Having a higher level of job knowledge has what effect on your emotional attachment to the firm?

A

Slightly increases your emotional attachment to the firm

58
Q

Which are Challenge Stressors, and which are Hindrance Stressors?

Role Conflict
Role Ambiguity
Time Pressure
Role Overload
Work Complexity
Daily Hassles
Work Responsibility
A 
Hindrance Stressors
 Role Conflict
 Role Ambiguity
 Role Overload
 Daily Hassles

Challenge Stessors
Time Pressure
Work Complexity
Work Responsibility

59
Q

General Adaptation Syndrome (GAS)

A

Alarm Reaction

Resistance

Exhaustion

MGMT 363 (4 decks)

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