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| - is the science that seeks to measure, explain, and sometimes change the behavior of humans and other animals |
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| blends concepts from psychology and sociology, though it is genereally considered a branch of psychology. It focuses on peoples’ influences on one another. |
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| the study of societies to learn about human beings and their activities. |
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| Ability to do speedy and accurate arithmetic |
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| Ability to understand what is reead or heard and the relationship of words to eachother |
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| Ability to identify visual similarities and differences quickly and accurately |
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| Ability to identify a logical sequence in a problem then solve the problem |
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| Ability to use logic and asses the implications if an argument |
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| Ability to imagine how and object would look if its position in space were changed |
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| Ability to retain and recall past experiences |
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| Biographical Characteristics |
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| Age/ Gender/ Race/ Tenure |
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| Any relative permanent change in behavior that occurs as a result of experience |
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| Reward given after each desired behavior / Fast Learning of new behavior but rapid extinction (Compliments) |
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| Reward given at fixed time intervals / Average and irregular performance with rapid extinction (Weekly Paychecks) |
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| Reward given at variable time intervals / Moderately high and stable performance with slow extinction (Pop Quizzes) |
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| Reward given at fixed amounts of output / High and stable perfrmance attained quickly but also with rapid extinction (Piece-rate Pay) |
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| Reward given at variable amounts of output / Very high performance with slow extinction (Commissioned Sales) |
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| is the sum of ways in which an idividual reacts to and interacts with others |
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| Myers-Briggs Type Indicator |
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| (Extraverted v. Introverted, Sensing v. Intuitive, Thinking v. Feeling, Judging v. Perceiving) |
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| This dimension captures one’s comfort level with relationships. Extraverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet. |
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| This dimension to an individual’s propensity to defer to others. Highly agreeable people are cooperative, warm, and trusting. People who score low on agreeableness are cold, disagreeable, and antagonistic. |
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| This dimension is a measure of reliability. A highly conscientous person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable. |
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| Emotional Stability (Often labeled by its converse, neuroticism) |
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| This dimension taps a person’s ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and insecure. |
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| The final dimension addresses one’s range of interests and fascination with novelty. Extremely open people are creative, curious, and artistically sensitive. Those at the other end of the openness category are conventional and find comfort in the familiar. |
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| An Individual who is pragmatic (practical), maintains emotional distance, and believes that the ends justify the means. |
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| Describes a person who has a grandiose sense of self-importance, requires excessive admiration, has a sense of entitlement, and is arrogant. |
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| Refers to an individuals ability to adjust his or her behavior to external, situational factors. |
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| The propensity to assume or avoid risk has been shown to have an impact on how long it takes managers to make a decision and how much information they require before making their choice. |
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-Are always moving, walking, and eating rapidly
-Feel impatient with the rate at which most events take place
-Strive to think or do two or more things at once
-Cannot cope with leisure time
-Are obsessed with numbers, measure their success in terms of how many or how much of everything they acquire |
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-Never suffer from a sense of time urgency with its accompanying impatience
-Feel no need to display or discuss either their achievements or accomplishments unless such exposure is demanded by the situation
-Play for fun and relaxation, rather than to exhibit their superiority at any cost
-Can relax without guilt |
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| Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence. |
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| Essentially argues that people leave organizations that are not compatible with their personalities. |
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| Is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment |
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| Factors that Influence Perception |
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Perceiver (Attitudes, Motives, Interests, Experience, Expectations)
Target (Novelty, Motion, Sounds, Size, Background, Proximity, Similarity)
Situation (Time, Work Setting, Social Setting) |
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| Has been proposed to develop explanations of the ways in which we judge people differently, depending on what meaning we attribute to a given behavior. Basically, the theory suggests that when we observe a individual’s behavior, we attempt to determine whether it was internally or externally caused. |
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| When we judge someone on the basis of our perception of the group to which he or she belongs. |
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| Rational Decision Making Model |
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-Define the problem
-Identify the Decision Criteria
-Allocate weights to the criteria
-Develop the Alternatives
-Evaluate the Alternatives
-Select the best alternative |
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| Constructing a simplified model that extracts the essential features of the problem, without capturing all the complexity. |
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| When were given factual questions and asked to judge the probability that our answers are correct, we tend to be far too optimistic. |
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| Is a tendency to fixate on initial information |
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| seeking out information that reaffirms our past choices |
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| The tendency for people to base their judgments on information that is readily available to them. |
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| Assessing the likelihood of an occurrence by inappropriately considering the current situation as identical to ones in the past. |
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| Escalation of Commitment- |
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| An increased commitment to a previous decision in spite of negative information. |
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| The tendency of individuals to believe that they can predict the outcome of random events. |
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| A decision-making dictum that argues that the winning participants in an auction typically pay too much for the winning item. |
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| The tendency for us to believe falsely that we’d have accurately predicted the outcome of an event, after that outcome is actually known. |
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| An unconscious process created out of distilled experience. |
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| Evaluative statements or judgements concerning objects, people or events |
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| the opinion or belief segment of an attitude |
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| The emotional or feeling segment of an attitude |
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| an intention to behave in a certain way toward someone or something. |
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| A positive feeling about one’s job resulting from an evaluation of it characteristics. |
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| Job Satisfaction, Job Involvement, and Organizational commitment. |
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| The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal. |
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| - Maslow’s Hierarchy of Needs Theory |
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Definition
1. Physiological: Includes hunger, thirst, shelter, sex, and other bodily needs.
- 2. Safety: Security and protection from physical and emotional harm.
- 3. Social: Affection, belongingness, acceptance, and friendship
- 4. Esteem: internal factors such as self-respect, autonomy, and achievement and external factors such as status, recognition and attention.
- 5. Self-actualization: Drive to become what one is capable of becoming, includes growth, achieving one’s potential and self fulfillment |
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| The assumption that employees dislike work, are lazy, dislike responsibility and must be coerced to perform |
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| The assumption that employees like to work, are creative, seek responsibility and can exercise self direction |
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| A theory that says that specific and difficult goals, with feedback, lead to higher performance. |
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| - Implementing goal setting: |
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| Left up to individual managers or leaders. |
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| - MOB managing by objective: |
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| A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress |
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| A theory that says that behavior is a function of its consequences. Reinforcement theory takes a behavioristic approach, arguing that reinforcement conditions behavior. Reinforcement theory ignores the inner state of the individual and concentrates solely on what happens to a person when he or she takes some action. |
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| - Difference between emotions and moods- |
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| Emotions are reactions to a person or event. Moods usually are not directed at a person or event. |
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| Intense feelings that are directed at someone or something. |
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| Feelings that tend to be less intense than emotions and that lack a contextual stimulus. |
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- Sources of emotions and moods
- Personality: |
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Definition
Most people have built in tendencies to experience certain moods and emotions more frequently than others do.
- Day of the week: Positive moods are at the highest at the end of the week.
- Negative mods are highest on Sundays and mondays and fall throughout the week.
- Time of Day: Positive mood peeks during the middle part of the day around 3pm.
- Negative moods show very little variation over the day. |
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| A situation in which an employee expresses organizationally desired emotions during interpersonal transactions at work. |
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| 2 or more individuals interacting and interdependent, who have come together to achieve particular objectives. |
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| a designated work group defined by an organization’s structure. |
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| a group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact. |
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| a group composed of the individuals who report directly to a given manager. |
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| People working together to complete a job task. |
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| People working together to attain a specific objective with which each is concerned. |
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| People brought together because they share one or more common characteristics |
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Stage 1: Forming: is characterized by a great deal of uncertainty about the groups purpose, structure, and leadership. Members “test the waters” to determine what types of behaviors are acceptable.
- Stage 2: Storming: Storming stage is one of intragroup conflict. Members accept the existence of the group, but there is resistance to the constraints that the group imposes on individuality.
- Stage 3: norming: Close relationships develop, and the group demonstrates cohesiveness.
- Stage 4: Performing: the structure at this point is fully functional and accepted.
- Stage 5: Adjourning: Group prepares for it’s disbandment. High task performance is no longer the groups priority, instead attention is directed at wrapping up activities. |
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| - Punctuated equilibrium: |
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| A set of phases that temporary groups go through that involves transitions between inertia and activity. |
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| A set of expected behavior patterns attributed to someone occupying a given position in a social unit. |
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| He performed the experiments on conformity, with the length of lines proving that people conform to the group. |
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| A socially defined position or rank given to groups or group members by others. |
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| A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action. |
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| A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility. |
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| A group whose individual efforts result in performance that is greater than the sum of the individual inputs. |
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| Generally the most effective teams have 5-9 members. |
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| The transfer and understanding of meaning |
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| The steps between a source and a receiver that result in the transfer and understanding of meaning. |
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| - Interpersonal Communication |
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Definition
- oral
- written
- non verbal |
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| - Formal small group networks: |
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- Chain
- wheel
- all channel |
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| Channels of communication: |
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Definition
- Formal channels: Communication channels established by an organization to transmit messages related to the professional activities of members.
- Informal channels: Communication channels that are created spontaneously and that emerge as responses to individual choices. |
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| The degree to which tasks in an organization are subdivided into separate jobs. |
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| Work Economies / Economies of Scale |
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| Cost advantages that an enterprise obtains through expansion |
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| Chain and Span of Control |
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| Determines the number of levels and managers an organization has |
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| The degree to which decision making is concentrated at a single point in an organization |
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| Highly routine operating tasks achieved through specialization. |
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| A small, core organization that outsources major business functions |
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