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2181 Final > MISC Lesson Takeaways > Flashcards

MISC Lesson Takeaways Flashcards

1
Q

Disposition-based trust

A

rooted in one’s own personality

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2
Q

Cogniton-based trust

A

rooted in rational assesment

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3
Q

benevolence

A

belief that others want to do good for the tustor

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4
Q

Integrity

A

perception that the other adheres to a set of values and principles the trustor finds acceptable

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5
Q

justice

A

percieved fairness of decisions

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6
Q

distributive justice

A

equity vs eqaulity vs need

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7
Q

procedural justice

A

percieved fairness of a decison making process

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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

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9
Q

interpersonal justice

A

percieved fairness of treatment recieved by employees from authories
-respect and propriety

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10
Q

informational justice

A

percieved fairness of the communciation provided to employees
justification and truthfulness

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11
Q

Four component model of ethical decison making

A

AJIB

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12
Q

moral awareness depends on

A

intensity and attentiveness

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13
Q

Kohlbergs theory relates to

A

moral judgement
pre, conventional, post-conventional/principled

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14
Q

explicit knowledge

A

easily communicated, avaliable to everyone

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15
Q

tacit knowledge

A

via experience

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16
Q

negative reinforcement

A

unwanted outcome is removed following a desired behaviour
eg; not getting yelled at after being on time

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17
Q

extinction

A

removal of a positive outcome following unwanted behaviour

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18
Q

continous reinforcement

A

every desired behaviour

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19
Q

fixed ratio

A

fixed number of desired behaviours
piece-rate pay

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20
Q

variable ratio

A

variable number of dsired behaviours
commission pay

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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

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22
Q

bonded rationality

A

LIMITED INFORMATION to make a decision
- condense problem, come up with familiar solutions, pick best alternative

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23
Q

projection bias

A

thinking people act/feel/think like you do

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24
Q

availability bias

A

tendency for people to base judgements on information that is easier to recall

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25
Q

framing

A

the tendency to make different decisons based on the way something is PHRASED
–two thirds vs one third

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26
Q

representativeness bias

A

stereotyping as a bias

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27
Q

contrast effect

A

tendency to judge things based on a reference that is near them

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28
Q

internal attributions

A

blame individual factors
low consensus, low distinctiveness, high consistency

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29
Q

externtal attributions

A

blame environment factors
high consensus, high distinctiveness, low consistency

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30
Q

information richness

A

the amounta and depth of information transmitted in a message

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31
Q

horizontal communication example

A

HR manager to marketing manager
- solve problems, share information, build rapport

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32
Q

circle network structures

A

basically a game of telephone

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33
Q

chain network structure

A

hierahcy, one end to the other
upward

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34
Q

Y Network Structure

A

one member controls the flow of info between one set of members and another
-highly centralized

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35
Q

wheel network structure

A

one person controls everything

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36
Q

structured interviews

A

involves standarized, job relevant questions with scoring keys

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37
Q
A
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37
Q

behavioural interview

A

past work experience

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38
Q

situational interview

A

hypothetical future situations

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39
Q

team characteristics

A

team types, team interdependence, team composition

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40
Q

parallel team

A

composed of members from various jobs within an organzation to provide recs about important issues

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41
Q

parallel teams example

A

faculty members from different departments working together to generate ideas about how to implement evidence based management in the classroom

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42
Q

team development

A

forming storming norming performing adjourning

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43
Q

norming

A

members begin to cooperate, norms/expectations develop

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44
Q

performing

A

members are comfortable in their roles, team makes progress

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45
Q

forming

A

members get a feel for what is expected of them, what behaviours are out of bounds, who is in charge

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46
Q

punctuated equilbrirum model
first half

A

members make assumption and establish behaviour that lasts for FIRST HALF of project

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47
Q

punctuated equilibrium midpoint

A

members realize they have to change their approach

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48
Q

punctuated equilbrium
end

A

the new framework dominates team behaviour until task completion

49
Q

goal interdepence

A

degree of team members shared vision/goals

50
Q

outcome interdependence

A

degree of sharing euqally in feedback and rewards after team achieves its goals

51
Q

team task roles

A

behaviours regarding team tasks

52
Q

team building roles

A

influences social climate

53
Q

individualistic roles
negative

A

behaviours that benefit the individual at expense of the team

54
Q

additive taks

A

abilities of all members determine team performance
eg fighting fires

55
Q

disjunctive tasks

A

most able member does it
eg finding an error in a computer program

56
Q

conjunctive tasks

A

least able member has most influence
you are only as strong as your weaked link
eg; assembly line

57
Q

conscientiousness

A

being dependable and hard working

58
Q

surface level diversity

A

race, sex, age
- negative impact early on because of similiarity-attraction

59
Q

deep-level diversity

A

inferred through obeservation
values and personality
time increases negative effects

60
Q

decision informity

A

degree to which members possess adequate information about their own task responsibilities

61
Q

staff validity

A

degree to which members make good recs

62
Q

boundary spanning

A

activities with individuals who are not part of the team

63
Q

scout activities

A

obtain information about tech, competetitors or broader marketplace

64
Q

transition proccesses

A

misson analysis

65
Q

action processes

A

coordination

66
Q

cohesion

A

develiping strong emotional bonds to the team
negatives: conformity and overconfidence

67
Q

potency

A

how confident a team thinks it will be to be effective across a situation

68
Q

transactive memory

A

degree to which team members specialized knowledge is integerated for everyone in the team to use

69
Q

transportable teamwork competencies

A

conflict resolution, goal setting, communicaiton

70
Q

cross training

A

personal clarification
positional modeling: observing how other members perform
positional rotation: experience carrying out responsibilities of teammates

71
Q

action learning

A

basically provided a case study

72
Q

centrality

A

how important a person’s job is and how many people depend on that person
aka a boss

73
Q

inspirational appeal

A

appeal to one’s values and ideals to create emotional reaction

74
Q

consultation

A

allow participation in deciding how to carry out a request

75
Q

ingratiation

A

being a suck up!

76
Q

personal appeals

A

based on friendship or loyalty

77
Q

apprising

A

explaining why performing the request will benefit the target personally

78
Q

coalitions

A

think government

79
Q

leader emergence

A

the process of becoming a leader

80
Q

trait approach of leaders

A

gender, personality, ability

81
Q

behavioural approach of leaders

A

what do effective leaders do?

82
Q

initiating structure

A

leader defines and structures the roles of employees in pursuit of goal attainment

83
Q

consideration

A

leader creates job relationships characterized by mutal trust

84
Q
A
85
Q

transformational leadership

A

motivational approach to leadershi[

86
Q
A
86
Q

4 L’s of transformational leadership theory

A

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
Q

leader-member exchange theory

A

a theory describing how relationships between a leader and follower develop over time on a dyadic basis

88
Q

high qualiy dyad exchange

A

frequent exchange of information, support, attention. Communication, trust, respect.

89
Q

low-quality dyad exchange

A

imited exchange of information, support, attention. Low levels of communication, trust, respect.

90
Q

faciliative style

A

leader presents the problem to employees and seeks consensus

91
Q

delegative style

A

leader gives employees the responsibility for making decisions, with some boundary conditions

92
Q

DIVISION OF LABOUR

work specialization

A

degree to which tasks in an organization are divided into seperate jobs

93
Q

centralization

A

where decisions are formally made in organization

94
Q

decentralized structure

A

lower-level employees given authority to make decisions
- necessary as a company grows

95
Q

formalization

A

degree to which rules and procedures are used to standardize behaviours and decisions in an organization

96
Q
A
96
Q

organizational design factors

A

-business environment, company strategy, technology, company size

97
Q

technology (as organizational design)

A

method by which an organization transforms inputs to outputs

98
Q

simple organizational structure

A

one person as central decison maker

99
Q

product organizational structure

A

employees are grouped around different products that the company produces

100
Q

matrix organizational structures

A

complex organizational structure that combines a functional and multi-divisonal grouping

101
Q

flattening the organization

A

opening up lines of communication and collaboration

102
Q

observable artifacts

A

symbols, physical structures (open concept vs closed concept), language (slang, jargon), stories (myth, legends), rituals, ceremonies

103
Q

espoused values

A

beliefs, philosophies and norms that a company states
DOCUMENTS AND VERBAL STATEMENTS

104
Q

enacted values

A

values percieved from some of the artefacts and behaviours of members of an organization.

105
Q

culture type: solidarity

A

degree to which members think and act alike

106
Q

sociability

A

how friendly employees are

107
Q

mercenary

A

employees think alike but are not friendly with one another

108
Q

countercultures

A

subcultures whose valyes do not match those of the organization

109
Q

attraction-selection-attrition framework

A

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
Q

attrition

A

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
Q
A
110
Q

unfreezing

A

recognition that a current state is not satisfactory

111
Q

change

A

plan and implement the change initiative

112
Q

refreezing

A

new behaviours and attitudes become part of the organization
creating new norms

113
Q

realistic job preview

A

process of ensuring that a prospective employee understands both the positive and negative aspects of the job

113
Q

day-to-dat change process

A
  1. analysis and diagnosis
  2. understanding and managing resistance
  3. Choosing change interventions
  4. evaluating the change process
114
Q
A
115
Q

newcomer orientation

A

a common form of training during which new hires learn more about the organization

2181 Final (9 decks)

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