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gerlacca MGT 291 English 81 cards

Cards in this deck (81)

  1. 1Perceptionindividual behavior decisions are based on the perception of reality itself
  2. 2Argyris Ladder of Inference1) observable 'data' and experiences
    2)select data from what is observed
    3) add meaning
    4) make assumptions based on meaning added
    5)draw conclusions
    6) adopt beliefs about the work
    7) take actions based on beliefs
  3. 3Reflective loopour beliefs affect what data we select next time
  4. 4Self- Fulfilling ProphecyPygmalion Effect & Golem Effect
  5. 5Pygmalion EffectPositive expectations result in positive behaviors consistent with expectations
  6. 6Golem EffectNegative expectations result in negative behavior consistent with expectations
  7. 7Schemarepresents a person's mental picture or summary of a particular event or type of stimulus
  8. 8Recency EffectsThe tendency to remember recent information, if info is negative the person or object is evaluated negatively
  9. 9Leniencypersonal characteristics that leads an individual to consistently evaluate other people or objects in an extrememly positive fashion
  10. 10Central Tendencytendency to avoid all extreme judgements and rate as average/ neutral
  11. 11Four stages of Social Information Processing Model of Perception1. Selective attention and comprehension
    2. Encoding and Simplification
    3. Storage and Retention
    4. Retrieval and Response
  12. 12Dimensions of Kelley's Model of Attribution (3)Consensus, Distinctiveness, Consistency
  13. 13Evidence Based Decision Makingrepresents a process of conscientiously using the best available data and evidence when making managerial decisions
  14. 14Evidence-Based Decision Making Model (5 steps)1) ID Problem
    2) gather data and evaluate is relevance and validity
    3) gather external evidence from published research
    4) gather views from stakeholders
    5)integrate and appraise all data and make decision
  15. 15Garbage Can ModelNonrational-
    attempts to explain how problems, solutions, participants, and choice opportunities interact and lead to a decision
  16. 16Model of Intuition (2 types of intution)Holistic Hunch & Automated Experiences
  17. 17Holistic Hunchjudgement based on a subconscious integration of information stored in memory
  18. 18Automated Experienceschoice that is based on a familiar situation adn partially subconscious application of previously learned information related to that situation
  19. 19Counterproductive Work Behaviorstypes of behaviors that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders
  20. 20Organizational Citizenship Behavioremployee behaviors that are beyond the call of duty
  21. 21Withdrawal Cognitionsencapsulate this thought process by representing an individual's overall thoughts and feelings about quitting
  22. 22Ajzen's theory of Planned BehaviorAttitude toward behavior, subjective norms, perceived behavioral control all influence intention to perform a behavior **Only looks at things under person's controls**
  23. 23two categories of counterproductive work behaviorsMistreatment of Others, Violence at Work
  24. 24scientific management approach to job designmanagement that conducts business by standards established by facts or truths gained through systematic observation and reasoning
  25. 25idiosyncratic Dealsemployment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career developments
  26. 26PE Fitextent to which personal characteristics match those from a work environment
  27. 27Management by objectivesmanagement systems incorporating participation in decision making, goal setting, and feedback
  28. 284 motivational mechanisms of goal setting1. Goals direct attention 2. goals regulate effort 3. increase persistence 4. foster the development and application of task strategies and actiona plans
  29. 293 steps of implementing goal setting1. set goals 2. promote goal commitment 3. provide support and feedback
  30. 303 types of rewardcompensation, benefits, personal growth
  31. 31extrinsicmaterial and social rewards
  32. 32Intrinsic rewardsself granted
  33. 33three criteria for distribution of rewardsPerformance results, Performance actions and behaviors, nonperformance considerations
  34. 34Rosenthals 4 factor theory of creating a PygmalionClimate, Feedback, Input, Output
  35. 35Horn/Halo Effectform overall impressions based solely on one attribute
  36. 36Contrast Effecttendency to compare a person to another person recently observed
  37. 37Fundamental Attribution Errortendency to attribute another person's behavior to personal characteristics rather than situational factors
  38. 38Self Serving Biastendency to take personal responsibility for own success while blaming others for failures
  39. 39Stereotypingjudge someone on the basis of one's stereotype of the group to which they belong
  40. 40Arosyn's Research on stereotype threatAsians v. Caucasians on Math Test
    Caucasians did best because : task is very difficult and there was very strong achievement motivation
  41. 41Escalation of Commitmenttendency to stick to ineffective course of action if bad situation can't be reversed
  42. 42Framing Biastendency to take more risks if framed in negative, rather than positive way
  43. 43Confirmation Biasdecide before investigating then seek confirming evidence and ignore disconfirming evidence
  44. 44representativeness heuristicusing similar situations to predict occurrence of an event
  45. 45overconfidence biastendency to be overconfident about estimates and forecasts
  46. 46Anchoring Biasdecisions are influenced on initial information
  47. 47Availability Heuristicusing information readily available in memory
  48. 485 steps in rational model1. ID problem 2. generate solutions 3. select a solutions 4. implement solutions 5. evaluate solutions
  49. 49Simon's Normative Modelbounded rationality, satisfacing; Descriptive-- how decisions are actually made
  50. 50Decision Making StylesDirective, analytical, conceptual, behavioral
  51. 51Directive Decision Makingautocratic, action oriented, decisive
  52. 52Analytical decision makingautocratic, considers many alternatives, sometimes too many
  53. 53conceptual decision makingsocially oriented, considers many alternatives, solves problems creatively
  54. 54behavioral decision makingsocially oriented, receptive to other's suggestions, may be too concerned about others
  55. 55Stages of Creativitypreparation, concentration, incubation, illumination, verification
  56. 563 components of AttitudesCognitive --> Affective --> Behavioral
  57. 573 methods of reducing cognitive dissonance1. change in attitude or behavior 2. belittle importance of inconsistent behavior 3. rationalize discrepancy
  58. 58Primary causes of Job satisfaction (6)interesting work, equity, discrepancy, value attainment, coworkers job satisfaction, dispositional/genetic components
  59. 59consequences of job satisfactionjob performance/ productivity, absenteeism, turnover, organizational citizenship behavior
  60. 60self perception theoryattitude is formed to justify past behavior
  61. 613 types of organizational commitmentaffective, continuance, normative
  62. 62Affective Org. Commitmentwant to --> emotion based
  63. 63Continuance Org. Commitmentneed to --> cost based commitment
  64. 64Normative Org. CommitmentOught to --> Obligation based
  65. 65Content Theories of Motivationidentify internal factors influencing motivation-- Maslow's, McClellands, Herzberg's
  66. 66Process TheoriesIdentify the Process by which internal factors and cognitions influence motivation --Equity, Expectancy, goal setting
  67. 67Maslows Hierarchy of Needsphysiological -> safety -> Belongingness -> esteem -> self Actualization
  68. 68Learned NeedsNeed for Achievement, Need for Power, Need for Affiliation
  69. 69motivator- Hygiene TheoryMotivators: no satisfaction -> satisfaction
    Hygienes: dissatisfaction -> no dissatisfaction
  70. 70Motivators in Hertzberg's 2 factor theoryjob characteristics associated with job satisfaction and motivation
  71. 71Hygiene factors of Hertzberg's two factor theoryjob characteristics associated with job dissatisfaction
  72. 72Effective goalsdifficult, but attainable, specific rather than 'do your best' and employees are committed to them
  73. 73Equity theoryindividuals compare their inputs and outputs with their perceived inputs and outputs of others (want I/O ration in balance with others)
  74. 74Organizational Justice is based offdistribution of rewards/resources, procedures used to make allocation decisions, interaction quality during justice decisions
  75. 75Expectancy TheoryExpectancy, instrumentality, Valence
  76. 76Job Characteristic Modelcore job characteristics -> critical psychological state -> Outcomes
  77. 77Experienced Meaningfulness of Workskill variety, task identity, task significance
  78. 78AutonomyExperienced responsibility for outcomes of the work
  79. 79Feedback from Jobknowledge of the actual work activities,
  80. 80Job Characteristic model motivatorsknowledge and skills, growth need strength, context satisfaction
  81. 81Motivational Potential Score((skill variety + task ID + Task Signature)/3) * Autonomy * Feedback from Job

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MGT 291 Flashcards on Untitled_1, created by gerlacca on 23/10/2013.
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