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MGMT exam 2
| Term | Definition |
|---|---|
| cultural values | Hofstede Framework, Global Framework |
| Hofstede Framework | Five factors (power distance, individualism/collectivism, masculinity/femininity, uncertainty avoidance, long term/short term orientation) |
| Global Framework | Assertiveness, future orientation, gender differentiation, uncertainty avoidance, power distance, individualism/collectivism, in group collectivism, performance orientation, humane orientation |
| perception | process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment, behavior follows perception |
| attribution theory | Suggests that perceivers try to attribute the observed behavior to a type or cause |
| internal attribution | behavior is believed to be under the personal control of the individual |
| external attribution | the person is forced into the behavior by outside events/causes |
| determinants of attribution | distinctiveness, consensus, consistency |
| distinctiveness | whether an individual displays different behaviors in different situations |
| consensus | does everyone who faces a similar situation respond in the same way as the individual did? |
| consistency | does the person respond the same way over time? |
| fundamental attribution error | Tendency to underestimate the influence of external factors and overestimate that of internal factors |
| self serving bias | Occurs when individuals overestimate their own internal influence on successes and overestimate the external influences on the failures |
| judging shortcuts | selective perception, halo effect, contrast effects, stereotyping |
| selective perception | perceptual filtering process based on interests, background, and attitude |
| halo effect | drawing a general impression based on a single characteristic |
| contrast effects | our reaction is influenced by others we have recently encountered (the context of the observation) |
| stereotyping | judging someone on the basis of the perception of the group to which they belong |
| rational decision making model | Define the problem, identify the decision criteria, allocate weights to the criteria, develop the alternatives, evaluate the alternatives, select the best alternative- rarely used |
| bounded rationality | the limited information processing capability of human beings makes it impossible to assimilate and understand all the information necessary to fully optimize |
| satisficing | people seek solutions that are satisfactory and sufficient, rather than optimal |
| intuitive decision making | A non-conscious process created out of distilled experience |
| biases and errors | overconfidence, anchoring, confirmation, availability, randomness, escalation of commitment, risk aversion, hindsight |
| Overconfidence bias | as you become more knowledgeable about an issue, the less likely they are to display overconfidence |
| anchoring bias | a tendency to fixate on initial information and fail to adequately adjust for subsequent information |
| confirmation bias | seeking out information that reaffirms our past choices and discounting information that contradicts past judgments |
| availability bias | basing judgments on readily available information |
| randomness error | our tendency to believe we can predict the outcome of random events |
| escalation of commitment | staying with a decision even when there is clear evidence that it is wrong |
| risk aversion | preferring a sure thing over a risky outcome |
| hindsight bias | believing falsely that we could have predicted the outcome of an event after that outcome is already known |
| organizational constraints on decision making | Performance evaluations, reward systems, formal regulations, system imposed time constraints, historical precedents |
| motivation | The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining an organizational goal |
| Maslow's Hierarchy of Needs | Physiological, safety-security, social-belongingness, esteem, self actualization |
| McClelland's Theory of Needs | Need for achievement (drive to excel), need for power (need to make others behave in a way they would not have behaved otherwise), need for affiliation (desire for friendly and close interpersonal relationships) |
| self determination theory | People prefer to have control over their actions so when they feel they are forced to do something they previously enjoyed, motivation will decrease |
| goal setting theory | goals increase performance when goals are specific, difficult but accepted by employees, accompanied by feedback |
| management by objectives | converts overall organizational objectives into specific objectives for work units and individuals |
| cascading of objectives | overall organizational objectives, divisional objectives, departmental objectives, individual objectives |
| self efficacy theory | an individual’s belief that one is capable of performing a task, increased by enactive mastery/vicarious modeling/verbal persuasion/arousal |
| reinforcement theory | behavior is a function of consequences |
| equity theory | employees weigh what they put into a job situation (input) against what they get from it (outcome), will change input, outcome, distort perceptions of others, self, choose different referent, leave field |
| organizational justice | Distributive, Procedural, Interactional |
| Distributive justice | perceived fairness of outcome |
| Procedural justice | perceived fairness of process used to determine outcome |
| Interactional justice | perceived degree to which one is treated with dignity and respect |
| expectancy theory | Effort performance, performance reward, rewards personal goals |
| Effort performance | perceived probability that exerting effort leads to successful performance |
| performance reward | the belief that successful performance leads to desired outcome |
| rewards personal goals | the attractiveness of organizational outcome (reward) to the individual |
| groups | Two or more individuals interacting and interdependent, who come together to achieve particular objectives |
| formal groups | defined by the organization’s structure |
| informal groups | neither formally structured not organizationally determined |
| social identity theory | perspective that considers when and why individuals consider themselves members of groups |
| in group favoritism | Occurs when we see members of out group as better than other people and people not in our group as all the same |
| outgroups | opposite of ingroup, can mean anyone outside the group but usually is an identified “other” group |
| five stages of model group development | Forming, storming, norming, performing, adjourning |
| Forming | uncertainty about purpose, structure, leadership |
| Storming | intragroup conflict as members resist constraints |
| Norming | group is cohesive with strong group identity |
| Performing | group fully functional and working towards goals |
| Adjourning | for temporary groups- breaking up |
| six group properties | roles, norms, status, size, cohesiveness, diversity |
| roles | set of expected behavior patterns that are attributed to occupying a given position in a social unit |
| norms | acceptable standards of behavior within a group that are shared by group members |
| status | a socially defined position or rank given to groups or group members by others |
| size | smaller groups are faster at completing tasks, members perform better, large groups are consistently better at problem solving |
| cohesiveness | the degree to which members of the group are attracted to each other and motivated to stay in the group |
| diversity | the degree to which members of the group are similar to or different from one another |
| reference groups | Groups in which a person is aware of other members, defines self as a member, believes group members to be significant |
| deviant workplace behavior | Voluntary behavior that violates significant organizational norms and in doing so threatens the well-being of the organization or its members |
| social loafing | Tendency for individuals to expend less effort when working collectively than alone, consistent with individualistic cultures |
| encouraging cohesiveness | Make group smaller, encourage agreement with group goals, increase time spent together, stimulate competition with other groups, give rewards to group rather than individual members, physically isolate group |
| group decision making | Generate more complete information, increased diversity of views, increased acceptance of solution, takes longer, conformity pressures, discussions can be dominated by few |
| groupthink | Deterioration of individual’s mental efficiency, reality testing and moral judgments as a result of group pressures |
| how to minimize groupthink | Limit group size to less than 10, encourage leaders to actively seek input from all members, appoint devil’s advocate |
| groupshift | Describes the way group members tend to exaggerate their initial positions when discussing alternatives and arriving at solutions |
| brainstorming | Generates a list of creative alternatives |
| nominal group technique | Restricts discussion during the decision making process to encourage independent thinking |
| problem solving teams | members often from same department, share ideas or suggest improvements, rarely given authority to unilaterally implement any of their suggested actions |
| self managed teams | work planning and scheduling, assigning tasks, operating decisions and actions, working with customers, 10-15 employees in highly related jobs |
| cross functional teams | members from same level, exchange information, develop new ideas and solve problems, coordinate complex projects, development may be time consuming |
| virtual teams | technology ties dispersed teams together, ensure trust is established among members, monitor progress closely, publicize efforts of team throughout organization |
| Teams Aren't Always the Answer | Complexity of work, common purpose, interdependence |
| current workforce demographics and trends | Multiethnic, more women, more older workers, narrowing wage gaps |
| biographical characteristics | Age, gender, race and ethnicity, disability, length of service |
| abilities | An individual’s current capacity to perform the various tasks in a job, intellectual, general mental, physical |
| diversity management strategies | Makes everyone more aware of and sensitive to the needs and differences of others |
| Americans with Disabilities Act | US organizations must accommodate employees with a very broad range of impairments |
| power distance | degree to which people in a country accept that power in institutions and organizations is distributed unequally |
| individualism | degree to which people prefer to act as individuals rather than as members of groups, individual's rights above all else |
| collectivism | tight social framework in which people expect others in groups of which they are part of to look after them and protect them |
| masculinity | degree to which culture favors traditional masculine roles like achievement, power, control |
| femininity | culture sees little differentiation between male and female roles and treats women as equal to men in all respects |
| uncertainty avoidance | degree to which people in a country prefer structured over unstructured situations |
| long term orientation | look to the future and value thrift, persistence, tradition |
| short term orientation | people value the here and now, accept change more readily, do not see commitments. as impediments to change |
Created by:
gillwags
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