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MADM 701 > M4 > Flashcards

M4 Flashcards

1
Q

Positive Psychology

A
  • Concerned with optimal human functioning rather than pathological human functioning
  • Three Levels
    • Valued subjective experiences
      • Related to the past, present, and future
      • Examples: contentment, happiness, and hope
    • Positive individual traits
      • Examples: courage, forgiveness, and wisdom
    • Civic virtue
      • Move individuals toward better citizenship
      • Examples: altruism and work ethic
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2
Q

Positive Organizational Behavior (POB)

A
  • Different than positive psychology
    • Based on theory and research
    • Use of valid, reliable measures
    • State-like and open to development
    • Concerned with workplace and how to improve human performance
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3
Q

Happiness or Level of Positivity

A
  • About 50% determined by genetics
  • About 10% determined by life circumstances
  • About 40% determined by intentional activity
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4
Q

Self-Efficacy/Confidence

A
  • Most theoretically developed and researched POB construct
  • An individual’s conviction about his or her abilities to mobilize the motivation, cognitive resources and courses of action needed to successfully execute a specific task within a given context
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5
Q

Specific vs. General Self Efficacy

A
  • Specific: people’s belief in successfully completing a specific task; state-like and open to training and development
  • General: people’s belief in successfully accomplishing tasks across a wide variety of achievement situations; trait-like and fixed
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6
Q

Difference in self-esteem vs self-efficacy

A

Self-esteem is global while self-efficacy is task and context specific

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7
Q

Self-efficacy evaluations

A

Self-efficacy evaluations come before outcome expectancies are considered

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8
Q

Locus of Control vs Self-efficacy

A

Locus of control focused on action-outcome attributions while self-efficacy focused on individual beliefs related to task performance

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9
Q

Impact of Self-Efficacy

A
  • Choice—selection based on level of self-efficacy
  • Motivational effort—people try harder on tasks with high self-efficacy
  • Perseverance—high self-efficacy helps people bounce back
  • Facilitative thought patterns—high self-efficacy related to positive self-talk
  • Vulnerability to stress—high self-efficacy related to more assurance
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10
Q

Sources of Efficacy

A
  • Performance accomplishments—most powerful source
  • Observation and modeling behaviors of others
  • Social persuasion or support from respected, competent peers
  • Physiological or psychological state
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11
Q

Implications of Efficacy

A
  • Positive impact on work-related performance
  • Significant contribution to selection of human resources
  • Positive effect of efficacy training and development on performance
  • Enhanced self-efficacy related to better stress-coping and productive teamwork
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12
Q

Optimism

A
  • Positive effect on physical and psychological health
  • Characteristics of perseverance, achievement, and motivation
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13
Q

Dimensions of Optimism

A
  • Optimism as Human Nature
    • Part of inherent makeup of people or their basic human nature
  • Optimism as Individual Difference
    • People have varying degrees
    • Optimists expect good things to happen to them
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14
Q

Explanatory Styles of Optimism and Pessimism

A
  • Pessimists—own fault, last long time, undermine everything
  • Optimists—not their fault, temporary, limited effect
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15
Q

Optimism Issues

A
  • Possible that people may be optimistic and pessimistic
  • Pessimists can learn the skills to be an optimist
  • Optimistic behavior may be linked to unrealistic goals
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16
Q

Hope

A
  • Consists of both willpower (goal directed energy) and waypower (planning to meet goals)
  • Related to positive work behavior in stressful professions
  • Higher-hope entrepreneurs more satisfied with business ownership
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17
Q

Resilience

A
  • Reactive rather than proactive
  • Capacity to rebound or bounce back from adversity, conflict, failure or even positive events, progress and increased responsibility
  • Resiliency important for organizations as well
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18
Q

Psychological Capital (PsyCap) Development

A
  • Goes beyond economic, social, and human capital
  • An individual’s positive psychological state of development characterized by having self-efficacy, optimism, hope, and resiliency
  • Positively related to desired OCBs and negatively related to cynicism and stress
  • Self-efficacy—confidence to take on and put in the necessary effort to succeed at challenging tasks
  • Optimism—positive attribution about succeeding now and in the future
  • Hope—persevering toward goals and redirecting paths to goals in order to succeed
  • Resilience—sustaining and bouncing back to attain success when beset by problems and adversity
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19
Q

Happiness or Subjective Well-Being (SWB)

A
  • Research prefers subjective well-being instead of happiness
  • SWB—people’s affective (moods and emotions) and cognitive evaluations of their lives
  • Research Conclusions
    • Happiness is a process, not a place
    • There is an optimal level of happiness
    • Happiness related to health and longevity, relationships, and effectiveness at work
  • People who are satisfied with their lives tend to find more satisfaction in their work
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20
Q

Emotional Intelligence (EI)

A

The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships

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21
Q

Major EI Dimensions

A
  • Self-awareness: having knowledge of true feelings
  • Self-management: handling one’s own emotions
  • Self-motivation: overcoming negative emotions to stay on course
  • Empathy: understanding and being sensitive to other’s feelings
  • Social skills: having ability to read social situations
22
Q

Emotion at work has a lot to do with whether…

A

goals are met or not

23
Q

Positive Primary Emotions

A
  • Love/affection - Acceptance, adoration, longing, devotion, infatuation
  • Happiness/joy - Cheerfulness, contentment, bliss, delight, amusement, enjoyment, enthrallment, thrill, euphoria, zest
  • Surprise - Amazement, wonder, astonishment, shock
24
Q

Negative Primary Emotions

A
  • Fear - Anxiety, alarm, apprehension, concern, qualm, dread, fright, terror
  • Sadness - Grief, disappointment, sorrow, gloom, despair, suffering, dejection
  • Anger - Outrage, exasperation, wrath, indignation, hostility, irritability
  • Disgust - Contempt, disdain, abhorrence, revulsion, distaste
  • Shame - Guilt, remorse, regret, embarrassment, humiliation
25
Q

Emotional Labor

A

false, unnatural expression by employees; negative effects

26
Q

Multiple Intelligences

A

Emotional Intelligence identified as “new” intelligence (Table 7.3)

27
Q

Communication

A
  • Use of symbols to transfer the meaning of information
  • A sender and receiver necessary in order for interpersonal communication to take place
28
Q

Nonverbal communication

A
  • Nonword human responses (e.g., gestures, facial expressions) and the perceived characteristics of the environment through which the human verbal and nonverbal messages are transmitted
  • Also known as the “silent language”
    • Body Language—facial expressions and what people do with their eyes, feet, hands, and posture
    • Time—being late or early
    • Space—how close one gets during a conversation or seating
    • Paralanguage—voice quality, tone, volume, speech rate (verbalization of nonverbal cues)
29
Q

Interpretation of Nonverbal Behavior

A
  • Notice what is happening at the moment
  • Examine the mismatch between nonverbal and verbal behavior
  • Watch for subtleties in nonverbal behavior (e.g. difference between real and fake smile)
30
Q

Cross-Cultural Communication

A
  • Latin America—close proximity
  • Australia—no thumbs up
  • France and Germany—promptness
  • Italy—handshakes for all
  • Spain—late dinners
31
Q

Interpersonal Communication

A

Middle ground between electronic media/information technology on one end and nonverbal communication on the other end; transferring information from one person to another

32
Q

Communication Styles

A
  • Director
    • Short attention span, process information fast, focused on results
  • Free Spirit
    • Creative, sees big picture, not good at completing projects
  • Humanist
    • Wants everyone to be happy, wants full consensus on decisions before action
  • Historian
    • Wants to know details, focuses on only one decision at a time
33
Q

_________ makes communication a two-way process

A

Feedback

34
Q

Effective Feedback Characteristics

A
  • Intention and Specificity
    • Directed toward improvement with specific steps on how to get better
  • Description and Usefulness
    • Objective performance information, not critical judgments
  • Timeliness and Readiness
    • Given immediately and to employees ready to receive it
  • Clarity and Validity
    • Easily understood by the employee and accurate information
35
Q

Generation X and Y Communication Suggestions

A
  • X= less face to face meetings; Y= integrated use of social networks
  • X= more telecommuting; Y= less focus on desk time and more on productivity
36
Q

Communication Flows

A
  • Downward—between managers and employees
  • Upward—between managers and top managers above them in the organization
  • Horizontal—between employees at same level across organization
37
Q

Interactive Communication

A
  • Communication at macro, organizational level
  • Includes departmental or interdepartmental meetings
  • May involve the use of teams and web conferencing
38
Q

Purposes of Interactive Communication

A
  • Task coordination
  • Problem solving
  • Information sharing
  • Conflict resolution
39
Q

Informal Organization

A
  • Allows for informal contact with others on same level
  • Primary method of interactive communication
  • Hallway Communication:
    • Takes away sense of hierarchy
    • Makes participants seem more equal
    • Invites different people to join in with multiple perspectives
40
Q

Grapevine

A
  • Also known as the rumor mill
  • Can be much faster than the formal communication system
  • Information difficult to manage
  • May promote personal goals that are not compatible with organizational goals
41
Q

Decision Making

A

Process of choosing between alternatives

42
Q

Three Major Phases of Decision Making (Simon)

A
  • Intelligence, Design, and Choice Activities
    • Identify conditions needing decision making, identify and analyze courses of action, and select course of action
43
Q

Stages of Decision Making (Mintzberg)

A
  • Identification
    • Recognition of the problem
  • Development
    • Search for previous solution or design of new solution
  • Selection
    • Selection of preferred solution
44
Q

Behavioral Decision Making

A
  • Addresses questions:
    • Why does a decision maker choose one alterative over another?
    • How do managers make the right decisions and learn from the wrong ones?
  • Does not operate under the assumptions of rationality and certainty
  • Based on idea that Individuals have cognitive limitations and they must act in situations where uncertainty prevails and in which information is often ambiguous and incomplete
45
Q

Decision Rationality

A
  • If appropriate means are chosen to reach desired ends, the decision is said to be rational; difficult to separate means/ends
  • Different types of rationality can justify means-ends chain
46
Q

Escalation of Commitment

A
  • Sticking with a bad decision alternative even when it is unlikely that things can be turned around
  • Reasons it happens:
    • Project factors—temporary setbacks; delayed investment return
    • Psychological factors—ego and defensive shields
    • Social factors—peer pressure; pressure to save face
    • Organizational factors—resistance to change or politics
    • Sunk costs—too much time and money to stop now
    • Project completion—idea that more time and money will make everything better
47
Q

Two Dimensions of Decision Making

A
  • Value Orientation—concern for task and technical matters vs. people and social concerns
  • Tolerance for Ambiguity—how much the decision maker needs structure and control as opposed to being able to thrive in uncertain situations
48
Q

Four Decision Making Styles (Figure 8.5)

A
  • Can have more than one dominant style
    • Directive—efficient, systematic, focus on facts, get things done
    • Analytical—overanalyze; slow decision makers, okay with change
    • Conceptual—talk to everyone, take risks, can be indecisive
    • Behavioral—work well with others, avoid conflict, want to keep everyone happy, difficult time saying no
49
Q

Participative Decision Making and Creativity

A
  • Individual or group, formal or informal, no participation to full
  • Time consuming; recognizes value of each person to organizational objectives
    • Consultative Participation
      • Group members involved but manager makes final decision
    • Democratic Participation
      • Total participation and group makes final decision
    • Pseudoparticipation
      • Participation asked for but not welcomed; no feedback given
  • Creativity
    • Function of three components: expertise (knowledge), creative-thinking skills in problem-solving, and motivation to solve the problem at hand
50
Q

Creativity and Group Decision Making

A
  • Creativity
    • People looking at things differently; Involves combining responses or ideas of individuals or groups in novel ways
  • Creativity Dimensions
    • Divergent Thinking—ability to generate novel but appropriate responses to questions and problems
    • Cognitive Thinking—person’s use of and preference for elaborate and complex stimuli and thinking patterns
  • Group Decision Making Schemes
    • Majority-wins
      • Final decision is one that was initially supported by majority
    • Truth-wins
      • One decision emerges from more information and discussion
    • Two-thirds majority
      • Decision is based on 2/3 of group agreeing on it
    • First-shift rule
      • Decision is based on first shift of opinion by any group member

MADM 701 (3 decks)

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