MISC Lesson Takeaways Flashcards
1
Q
Disposition-based trust
A
rooted in one’s own personality
2
Q
Cogniton-based trust
A
rooted in rational assesment
3
Q
benevolence
A
belief that others want to do good for the tustor
4
Q
Integrity
A
perception that the other adheres to a set of values and principles the trustor finds acceptable
5
Q
justice
A
percieved fairness of decisions
6
Q
distributive justice
A
equity vs eqaulity vs need
7
Q
procedural justice
A
percieved fairness of a decison making process
8
Q
procedural justice rules
A
Voice: chance to express opinions during decision-making
Correctability: chance to request an appeal
Consistency: procedures are consistent across people and time
Bias suppression: procedures are neutral and unbiased
Representativeness: procedures consider needs of all groups
Accuracy: procedures are based on accurate information
9
Q
interpersonal justice
A
percieved fairness of treatment recieved by employees from authories
-respect and propriety
10
Q
informational justice
A
percieved fairness of the communciation provided to employees
justification and truthfulness
11
Q
Four component model of ethical decison making
A
AJIB
12
Q
moral awareness depends on
A
intensity and attentiveness
13
Q
Kohlbergs theory relates to
A
moral judgement
pre, conventional, post-conventional/principled
14
Q
explicit knowledge
A
easily communicated, avaliable to everyone
15
Q
tacit knowledge
A
via experience
16
Q
negative reinforcement
A
unwanted outcome is removed following a desired behaviour
eg; not getting yelled at after being on time
17
Q
extinction
A
removal of a positive outcome following unwanted behaviour
18
Q
continous reinforcement
A
every desired behaviour
19
Q
fixed ratio
A
fixed number of desired behaviours
piece-rate pay
20
Q
variable ratio
A
variable number of dsired behaviours
commission pay
21
Q
rational decision-making model
A
Determine criteria for making decision
Generate a list of alternatives
Evaluate the alternatives against the criteria
Choose the solution that maximizes value
Implement the solution
Evaluate the solution
22
Q
bonded rationality
A
LIMITED INFORMATION to make a decision
- condense problem, come up with familiar solutions, pick best alternative
23
Q
projection bias
A
thinking people act/feel/think like you do
24
Q
availability bias
A
tendency for people to base judgements on information that is easier to recall
25
framing
the tendency to make different decisons based on the way something is PHRASED
--two thirds vs one third
26
representativeness bias
stereotyping as a bias
27
contrast effect
tendency to judge things based on a reference that is near them
28
internal attributions
blame individual factors
low consensus, low distinctiveness, high consistency
29
externtal attributions
blame environment factors
high consensus, high distinctiveness, low consistency
30
information richness
the amounta and depth of information transmitted in a message
31
horizontal communication example
HR manager to marketing manager
- solve problems, share information, build rapport
32
circle network structures
basically a game of telephone
33
chain network structure
hierahcy, one end to the other
upward
34
Y Network Structure
one member controls the flow of info between one set of members and another
-highly centralized
35
wheel network structure
one person controls everything
36
structured interviews
involves standarized, job relevant questions with scoring keys
37
37
behavioural interview
past work experience
38
situational interview
hypothetical future situations
39
team characteristics
team types, team interdependence, team composition
40
parallel team
composed of members from various jobs within an organzation to provide recs about important issues
41
parallel teams example
faculty members from different departments working together to generate ideas about how to implement evidence based management in the classroom
42
team development
forming storming norming performing adjourning
43
norming
members begin to cooperate, norms/expectations develop
44
performing
members are comfortable in their roles, team makes progress
45
forming
members get a feel for what is expected of them, what behaviours are out of bounds, who is in charge
46
punctuated equilbrirum model
first half
members make assumption and establish behaviour that lasts for FIRST HALF of project
47
punctuated equilibrium midpoint
members realize they have to change their approach
48
punctuated equilbrium
end
the new framework dominates team behaviour until task completion
49
goal interdepence
degree of team members shared vision/goals
50
outcome interdependence
degree of sharing euqally in feedback and rewards after team achieves its goals
51
team task roles
behaviours regarding team tasks
52
team building roles
influences social climate
53
individualistic roles
negative
behaviours that benefit the individual at expense of the team
54
additive taks
abilities of all members determine team performance
eg fighting fires
55
disjunctive tasks
most able member does it
eg finding an error in a computer program
56
conjunctive tasks
least able member has most influence
you are only as strong as your weaked link
eg; assembly line
57
conscientiousness
being dependable and hard working
58
surface level diversity
race, sex, age
- negative impact early on because of similiarity-attraction
59
deep-level diversity
inferred through obeservation
values and personality
time increases negative effects
60
decision informity
degree to which members possess adequate information about their own task responsibilities
61
staff validity
degree to which members make good recs
62
boundary spanning
activities with individuals who are not part of the team
63
scout activities
obtain information about tech, competetitors or broader marketplace
64
transition proccesses
misson analysis
65
action processes
coordination
66
cohesion
develiping strong emotional bonds to the team
negatives: conformity and overconfidence
67
potency
how confident a team thinks it will be to be effective across a situation
68
transactive memory
degree to which team members specialized knowledge is integerated for everyone in the team to use
69
transportable teamwork competencies
conflict resolution, goal setting, communicaiton
70
cross training
personal clarification
positional modeling: observing how other members perform
positional rotation: experience carrying out responsibilities of teammates
71
action learning
basically provided a case study
72
centrality
how important a person's job is and how many people depend on that person
aka a boss
73
inspirational appeal
appeal to one's values and ideals to create emotional reaction
74
consultation
allow participation in deciding how to carry out a request
75
ingratiation
being a suck up!
76
personal appeals
based on friendship or loyalty
77
apprising
explaining why performing the request will benefit the target personally
78
coalitions
think government
79
leader emergence
the process of becoming a leader
80
trait approach of leaders
gender, personality, ability
81
behavioural approach of leaders
what do effective leaders do?
82
initiating structure
leader defines and structures the roles of employees in pursuit of goal attainment
83
consideration
leader creates job relationships characterized by mutal trust
84
85
transformational leadership
motivational approach to leadershi[
86
86
4 L's of transformational leadership theory
idealized influence: earn admiration, trust, and respect of followers
inspirational motivation: foster entuhasiam for and commitment to a share vision of the future
intellecutal stimulation
indivdualized consideration
87
leader-member exchange theory
a theory describing how relationships between a leader and follower develop over time on a dyadic basis
88
high qualiy dyad exchange
frequent exchange of information, support, attention. Communication, trust, respect.
89
low-quality dyad exchange
imited exchange of information, support, attention. Low levels of communication, trust, respect.
90
faciliative style
leader presents the problem to employees and seeks consensus
91
delegative style
leader gives employees the responsibility for making decisions, with some boundary conditions
92
# DIVISION OF LABOUR
work specialization
degree to which tasks in an organization are divided into seperate jobs
93
centralization
where decisions are formally made in organization
94
decentralized structure
lower-level employees given authority to make decisions
- necessary as a company grows
95
formalization
degree to which rules and procedures are used to standardize behaviours and decisions in an organization
96
96
organizational design factors
-business environment, company strategy, technology, company size
97
technology (as organizational design)
method by which an organization transforms inputs to outputs
98
simple organizational structure
one person as central decison maker
99
product organizational structure
employees are grouped around different products that the company produces
100
matrix organizational structures
complex organizational structure that combines a functional and multi-divisonal grouping
101
flattening the organization
opening up lines of communication and collaboration
102
observable artifacts
symbols, physical structures (open concept vs closed concept), language (slang, jargon), stories (myth, legends), rituals, ceremonies
103
espoused values
beliefs, philosophies and norms that a company states
DOCUMENTS AND VERBAL STATEMENTS
104
enacted values
values percieved from some of the artefacts and behaviours of members of an organization.
105
culture type: solidarity
degree to which members think and act alike
106
sociability
how friendly employees are
107
mercenary
employees think alike but are not friendly with one another
108
countercultures
subcultures whose valyes do not match those of the organization
109
attraction-selection-attrition framework
employees are drawn to organizations with cultures that match their personality, organizations select employees whose personalities match the culture, and employees will leave when they are not a good fit
109
attrition
conforming employees who are attracted to and selected by the organization may not like their jobs or may not be good at their jobs (and voluntary or involuntary turnover may occur)
110
110
unfreezing
recognition that a current state is not satisfactory
111
change
plan and implement the change initiative
112
refreezing
new behaviours and attitudes become part of the organization
creating new norms
113
realistic job preview
process of ensuring that a prospective employee understands both the positive and negative aspects of the job
113
day-to-dat change process
1. analysis and diagnosis
2. understanding and managing resistance
3. Choosing change interventions
4. evaluating the change process
114
115
newcomer orientation
a common form of training during which new hires learn more about the organization
