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INDU 330 > Managing individuals > Flashcards

Managing individuals Flashcards

1
Q

Difference between nature and nurture

A

nature: is human personality, cognition and behaviour pre programmed?
- nurture: is human behaviour/cognition form from society

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2
Q

Define perception

A

the process of receiving and storing and using stimuli to make sense of the world

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3
Q

What are schemas used for?

A

to organize and gather information that we experience in our social world

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4
Q

List the types of schemas

A
  • person schemas
  • self-schemas
  • social schemas
  • script schemas
  • role schemas
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5
Q

what is a self-fulfilling prophecy

A

a belief that comes true becasuse people act and believe like it will

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6
Q

what is the halo/devil effect

A

assigning positive characteristics to a person formed in 1 situation in an entirely different situation

the devil effect is the same but with negative characteristics

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7
Q

attribution errors

A

how people attribute cause to their’s and other’s errors.

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8
Q

what is the fundamental attribution error

A

using internal attributions when explaining the cause of behavior to others
-ie using your own beliefs to defend others

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9
Q

what is the self serving bias

A

success is due to internal causes but failure is due to external causes

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10
Q

what is cognitive dissonance

A

discomfort caused by holding inconsistent and conflicting sets of cognition/thoughts

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11
Q

what are the Schwartz value types

A

achievement: value personal success by demonstrating competence according to social standards
benevolence: preservation and enhancement of the life of others whom one is in frequent contact with
conformity: restraining yourself from actions that are likely going to upset others
hedonism: pleasure and sensuous gratification
power: ones social status and prestige
security: safety, harmony and stability of society and of oneself.

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12
Q

Define tradition:

A

respect, commitment and acceptance of the customs and ideas that culture provides

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13
Q

define universalism

A

understanding and appreciation for the welfare of others

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14
Q

what is Socio-cognitive theory

A
  • reciprocal determinism

- locus of control

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15
Q

what are the components of freuds theory

A

-ID
ego
superego
defense mechanisms

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16
Q

What are the big 5 personality factors

A
  • emotional stablity
  • extraversion
  • openness
  • agreableness
  • conscientiousness
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17
Q

name 4 aspects of freud’s approach

A
  1. development is driven by biology
  2. early experience engender adult personality
  3. early social life is important
  4. pleasure is sexual
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18
Q

what does the humanist approach say?

A
  • every human is unique and psychology should focus on subjective feelings
  • we should focus on the individual, not the entire population since everyone has free will, their behavior is not done unconsiously
  • people should be viewed from a holistic point of view
  • people are essentially good and will be good if given positive regard at all times
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19
Q

what is self-actualization

A

the ever lasting goal to realize your full potential

-basic needs are at the bottom, self-actualization is at the very top of hierachy of needs

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20
Q

what is the positive psychology theory

A

the study of psychological bases for leading the best most positive lives through positive thinking and behvior

21
Q

what are emotions versus moods

A

feelings in response to en event or expectation. a mood lasts longer

22
Q

what are affective feelings

A

decisions made in the present based on feelings forecasted in the future.

23
Q

Explain CHOOSE method of happiness

A 
C-Clarity
H-health
O-optimism
O-others
S-strengths
E-Enjoy the moment
24
Q

List the types of Groups

A

-Formal work groups: groups that are established by organizations to facilitate the achievement of organizational groups
-Informal Groups:
groups that emerge naturally in response to the common interest of organization members

25
Q

Name the 5 stages of group development

A
  1. Forming
  2. Storming
  3. Norming
  4. Performing
  5. Adjourning
26
Q

Name 4 issues that arise in group settings:

A
  • role conflict
  • role ambiguity
  • role overload (too much work is expected)
  • role underload (too little is expected)
27
Q

What 4 aspects do roles encompass?

A
  1. Performance
  2. Appearance
  3. Social Arrangement
  4. Allocation of resources
28
Q

Whats the difference between a Team and a Group?

A

Team: 2 or more people psychologically contracted together to achieve a common goal

Group: No pyschological attachment. No interdependence.

29
Q

Group:

A
  • output determined by individual contribution
  • focus on individual goal/accountability
  • individual commitment: only responsible for your own work
  • emphasis on harmony and avoidance of conflict
30
Q

Team:

A

focus on team goals

  • mutual accountability
  • common commitment
  • emphasis on questioning and probing
31
Q

4 types of teams:

A

Problem solving: Groups of 5-12 employees from the same department who meet to discuss ways of improving efficiency.
Self Managed teams: groups of 10-15 who take on their own responsibilities of former managers
Cross-fuctional teams: emplyees fromt he hierarchal level come together to acomplish a task.

32
Q

List the product development sequence

A
  1. marketing
  2. design magineering
  3. product engineering
  4. service organization
  5. production
33
Q

What are the benefits of cross-functional teams:

A

reduce product development time
reduce # of engineering changes
reduce time to market
improve product quality

34
Q

what are virtual teams

A

teams created with computers

35
Q

Describe the different roles of team members

A

Process managers: leaders
Conceptual thinkers: source of new ideas
Radicals: think outside the box
Technicians: specialists of the subject at hand
Harmonizers: ensure a good sense of accord
Planners: drive for completion of team goals
Facilitators
Critical observers: look out for problems
Politicians or power seekers: shape team views
Salespeople: provide link between team and other team

36
Q

Belbin’s team roles:

A 
The plant: problem solver
The resource investigator
The coordinator
The shaper
The monitor
The team worker
The implementor
The completer
The specialist
37
Q

What is the role of delegating

A

to improve the managers overall efficiency by selectively distributing work for other employees

38
Q

what are the benefits of delegating

A
  • to improve quality and quantity of work
  • more free time for manager to manage
  • become knowledgable about the emplyeers abilities
  • develop leadership capability in others
  • improve operating decision
  • facilitate teamwork
  • create opportunities for employees to gain recognition
39
Q

what is typically delegated

A
  • problems that require study/exploitation
  • activities coming within the job scope
  • tasks fitting company needs
  • activities that save the manager some time
40
Q

What is NOT to be delegated

A
  • planning
  • resolving personal conflicts
  • coaching and developing
  • review and correct performance
  • other peoples assignments
41
Q

what is the correct process to delegate

A
  • communicate the importance of the task
  • delegate responsibility for quality of work
  • allow operational decision making
  • give recognition and trust the employee
42
Q

What are the stages of team forming?

A
  1. Drifting stage: people get to know each other and identify roles and responsibilities
  2. Gelling stage: like minded individuals form into small groups and develop their own identity.
  3. Union stage: whole team bhaves as one
43
Q

What is the role of manager when selecting a team

A
  • adopt a participative leadership style
  • define the purpose/goal of the team
  • ensure everyone know their individual roles
  • avoid role conflicts
  • even distribution of work
  • identify group norms
  • create measures of success
  • show the importance of organization of work
  • publicize the work of the team to the managers
  • obtain necessary funding and resoucres
44
Q

name the two categories of conflict

A

Functional or dysfunctional .

45
Q

list and explain the 5 ways of handling conflict

A
  1. collaborative: win/win outcome, open, exhange ideas and solutions and discuss differences
  2. Avoiding: lose/lose outcome, little concern for others
  3. Forcing: win/lose outcome, needs of other party are ignored, personal interest are favored
  4. Accomodating: lose/win outcome, other’s interest are valued over your own.
  5. give up something to achieve an amicable solution
46
Q

what are 7 ways of poorly handling conflict

A
  1. intention (causing pain)
  2. Incompetence
  3. infidenlity
  4. insensitivity
  5. intrusion
  6. institutional forces
  7. inevitability.
47
Q

What are some characteristics of a good team

A
  • efficient and result oreitned
  • high level of energy and enthusiams
  • synergy between the individuals
  • sense of purpose
  • strong trust/respect between member
  • strong leader who use participative leadership
48
Q

define creativity

A

ability to produce new, useful and original results

49
Q

list some characteristics of creative people (6)

A
  • non conformist
  • original and look for different solutions
  • think laterally
  • produce many different ideas
  • confident
  • prefer to work on their own without supervision

INDU 330 (7 decks)

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